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HomeMy WebLinkAboutMINUTES - 09242024 - BOS Complete Min PktMeeting Minutes CONTRA COSTA COUNTY BOARD OF SUPERVISORS Supervisor John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Clerk of the Board (925) 655-2000 clerkoftheboard@cob.cccounty.us 9:00 AMAdministration Building 1025 Escobar Street, Martinez | https://cccounty-us.zoom.us/j/87344719204 | Call in: 888-278-0254 access code 843298# Tuesday, September 24, 2024 2.PLEDGE OF ALLEGIANCE 1.CALL TO ORDER; ROLL CALL 3.CLOSED SESSION Page 1 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 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.TCH - Orange County, LLC d/b/a Kindred Hospital - San Francisco Bay Area v. Contra Costa Health Services d/b/a Contra Costa Health Plan, Alameda County Superior Court Case Nos. 23CV03270 and 24CV071972 C.CONFERENCE WITH REAL PROPERTY NEGOTIATORS (Gov. Code § 54956.8) Property: 2305 and 2313 Windy Springs Lane, Brentwood Agency Negotiator: Eric Angstadt, Chief Assistant County Administrator, and Jessica Dillingham, Principal Real Property Agent Negotiating Parties: Contra Costa County and Delta Ranch Homes on behalf of Mission Peak Homes, Inc. Under Negotiation: Price and terms There were no reports from closed session . 4.Inspirational Thought- "The real magic wand is the child's own mind." ~Jose Ortega y Gasset 5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.176 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. Motion:Andersen BurgisSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: 6.PRESENTATIONS Page 2 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 PR.1 PRESENTATION honoring County employees for their many years of service to Contra Costa County: Probation Department Awards to be presented by Esa Ehmen-Krause, County Probation Officer Malkia Crowder, 25 years of service Ed Randle, 25 years of service Clerk-Recorder Department Awards to be presented by Kristin Connelly, Clerk-Recorder Lisset Barajas, 20 years of service Abims Aguda, 20 years of service Elizabeth Gutierrez, 20 years of service Employment &Human Services Awards to be presented by Marla Stuart, Employment & Human Svcs Director Robyn Currie, 35 years of service Ralonda Davis, 35 years of service Faye Fields, 35 years of service Barbara Opdyke, 35 years of service Karen Walls, 35 years of service PR.2 PRESENTATION recognizing First 5 and Contra Costa County's commitment to children ages 0 to 5 and their families. (Supervisor Andersen) 7.DISCUSSION ITEMS D.1.HEARING to consider Clerk-Recorder-Elections Cost Recovery and Fee Evaluation report and adoption of Resolution No. 2024-309 approving a schedule of revised and new fees to align with current operating costs . (Kristin Connelly, Clerk-Recorder) RES 2024-309 Attachments:Attachment A - Clerk-Recorder-Elections Schedule of Fees and Charges 2024.pdf Attachment B - User Fee Study and Cost Recovery Report.pdf District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed D.2.CONSIDER accepting a report from the Department of Conservation and Development on the outreach and engagement activities that occurred for the regional housing bond measure that was previously proposed by the Bay Area Housing Finance Authority. (Gabriel Lemus, Conservation and Development Department) 24-2973 Attachments:Outreach and Engagement Report Survey AH & Homelessness Results and Analytics BOS Presentation Slides_9.24.2024_BAHFA Outreach-Engagement Speaker: Courtney Powell, Resources for Community Development . This Discussion Item was accepted the report. Page 3 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Motion:Carlson GloverSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed D.3.HEARING to consider an appeal of the County Planning Commission's approval of a land use permit to allow a 2.82-megawatt commercial solar energy generating facility on a portion of a 14.27-acre parcel located on Byer Road in the Byron area (Assessor's Parcel No. 002-030-018); and to consider approving the project, including approving a land use permit, adopting a mitigated negative declaration, and taking related actions. (County File No . CDLP22-02036) (Renewable America, LLC – Applicant; Jeffrey Jay Jess – Property Owner; Ken Gardner and Danny A. Hamby – Appellants) (Adrian Veliz, Department of Conservation and Development) 24-2974 Attachments:01 CDLP22-02036 Findings and COAs_BOS_rev 02 BOS Appeal Letter CDLP22-02036 03 CPC Staff Report 042424 CDLP22-02036 04 ZA Staff Report 031824 CDLP22-02036 05 CDLP22-02036 BOS Presentation_rev Correspondence Rec-Mike Nisan.pdf Correspondence Rec - Everview LLC..pdf Speakers: Kenneth Gardner, Appeallant; Jeffrey J . Jess, Renewable America LLC, Applicant; Brad Johnson, Everview Law; Mike Nisan, resident of Byron . Written material was provided by Mike Nisan and Renewable America LLC (attached). DENIED the appeal; ADOPTED the recommendations as presented: DIRECTED staff to add an additional Condition of Approval or amend a current one, to make those portions of the fencing deemed appropriate a "living fence" to improve the aesthetic impact of the property. Motion:Burgis AndersenSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed D.4.CONSIDER accepting monthly update on the activities and oversight of the County's Head Start Program and APPROVE and AUTHORIZE the Employment and Human Services Director to accept grant funding for Award # 09CH012839-01-00 from U.S. Health and Human Services, Administration for Children and Families annually for five years through June 30, 2029, and provide guidance. (Marla Stuart, Employment and Human Services Director) 24-2975 Page 4 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Attachments:Head Start Update_BOS Sept 2024 FINAL v2.pdf Head Start Update_BOS Sept 2024 CORRECTED 9-25-24.pdf 1. Notice of Award 09CH012839-01-00 Competitive Baseline-StartUp 2. Mental Health IM Report with Attachments 3. acf-ohs-im-24-01 4. Absenteeism in Head Start and Childrens Academic Learning 5. Why Are Children Absent From Preschool 6. ECRQ Absenteeism Article 7. Notice of Award 09CH010862-05-07 Speakers: Mehdi Khahbaht Baroumond . ACCEPTED the report with the correction on the presentation slide (pg 36) recommendation to now read: ACCEPT the monthly update on the activities and oversight of the County's Head Start Program and APPROVE and AUTHORIZE the Employment and Human Services Department Director to accept grant funding from U.S. Health and Human Services, Administration for Children and Families annually for five years through June, 2029, as recommended by the Employment and Human Services Director. This Discussion Item was accepted the report. Motion:Burgis AndersenSecond: D.5 CONSIDER consent item previously removed. Consent item C.9 was heard with presentations, having been adopted on the consent calendar . D.6 PUBLIC COMMENT (2 Minutes/Speaker) Mehdi Khahbaht Baroumond, resident of Martinez, thanked Supervisor Glover for the kindness and availability of his staff; he requested the Board's assistance with communication difficulties with County healthcare providers regarding the challenges senior citizens have in making online appointments; Vincent, resident of Hercules, talked about the pride flag in the local library being displayed year-round, while other community flags are on view particular times of the year, because he does not want any group to feel excluded; Allison Picard, Airport Land Use Committee regarding use of leaded aviation fuel in piston engines flying out of Buchanan airport, and requested this complex subject be placed on an agenda for discussion; written commentary is attached . Liz Ritchie, New California, spoke on her analysis of the election rolls from data acquired by the Clerk-Recorder Elections Division regarding the number of eligible voters in each of the precincts, and about vaccine research from VAERS (Vaccine Adverse Event Reporting System); Patricia Granados, resident of Antioch, requests that the City of Antioch offer Zoom access for it's Page 5 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Stephen, Local 6, request support for the striking workers of the Georgia-Pacific gypsum plant in search of a cost-of-living increase in their pay and greater efforts and consideration of health and safety concerns Christian Ortega, ILW Local 6, Georgia Pacific plant in Antioch, requests your support for the striking workers; Anthony Revus, ILW Local 6, Georgia Pacific plant in Antioch, requests people come out to support the striking workers; Kendra urges your support for the striking workers of Georgia-Pacific plant in Antioch . Public Comment for D.6 24-3164 Attachments:9-24-24 D6 Public Comment.pdf D.7 CONSIDER reports of Board members. There were no items reported today. 8.ADJOURN in memory of Michael Fischer, Oakley resident and vital member of Contra Costa Health, Housing and Homeless program for 14 years. Speaker: Anna Roth, Director of Health Services . Adjourned today's meeting at 1:03 p.m. 9.CONSENT CALENDAR Agriculture/Weights and Measures CONSIDER CONSENT ITEMS A motion was made by District II Supervisor Andersen, seconded by District III Supervisor Burgis, to approve the Consent Agenda . The motion carried by the following vote: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and District V Supervisor Glover Aye: Result:Passed C.1.APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture to reimburse the County in an amount not to exceed $271,037, for the County’s provision of detection dog teams for parcel center inspections for the period July 1, 2024, through June 30, 2025. (100% State) 24-2976 approved Airport (Public Works) Page 6 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.2.APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a lease between the County, as Lessor, and Delux Public Charter, LLC (branded as JSX), as Tenant, for 532 square feet of office space and non-exclusive use of another room in the County-owned building located at 181 John Glenn Drive, Concord, for a three-year term at an initial annual rent of $12,768 for the first year with annual increases thereafter, and three options to renew. (100% Airport Enterprise Fund) 24-2977 Attachments:CCR_JSX Signed_Lease_8-27-24 approved Animal Services C.3.AUTHORIZE the Animal Services Director, or designee, to take all necessary actions to seek court appointment of David L. Hanks as Successor Trustee of the Young-Bates Trust, which names the Animal Services Department as its sole beneficiary. (No fiscal impact) 24-2978 approved Assessor C.4.APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Assessor, a purchase order with Tyler Technologies, Inc., in the amount of $203,285 for the renewal of the maintenance and support of the AES Rapid 2000 computer automated appraisal system for the period of August 1, 2024 through July 31, 2025. (100% AB589 Property Tax Administration Program Funds) 24-2979 approved Board of Supervisors C.5.ACCEPT Board members meeting reports for August 2024.24-2980 Attachments:District III August 2024 Report.pdf District IV August 2024 report.pdf approved C.6.APPROVE and AUTHORIZE members of the Board of Supervisors, or their designees, to execute one or more Partnership Agreements with California State University, East Bay to authorize student interns to be placed in Supervisorial District offices for the period July 1, 2024 and ending June 30, 2029, as recommended by Supervisor Carlson. (No fiscal impact) 24-2981 approved Board Standing Committees (referred items) C.7.APPROVE and AUTHORIZE the Co-Directors of the Office of Racial 24-3133 Page 7 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Equity and Social Justice to release a Request for Proposals to solicit grant proposals from community based organizations providing African-American holistic wellness and support services in Contra Costa County, as recommended by the Equity Committee ($1,000,000, Measure X funds) approved Clerk of the Board C.8.ADOPT Resolution No. 2024-310 proclaiming Contra Costa County's Commitment to children ages 0 to 5 and their families, as recommended by Supervisor Andersen. RES 2024-310 adopted C.9.ADOPT Resolution No. 2024-311 expressing appreciation to Dee Rosario for his service with the East Bay Regional Park District, as recommended by Supervisor Burgis. RES 2024-311 adopted C.10 . ADOPT Resolution No. 2024-312 recognizing Malkia Crowder for her 25 years of service to Contra Costa County, as recommended by the County Probation Officer. RES 2024-312 adopted C.11 . ADOPT Resolution No. 2024-313 recognizing Ed Randle for his 25 years of service to Contra Costa County, as recommended by the County Probation Officer. RES 2024-313 adopted C.12 . ADOPT Resolution No. 2024-314 recognizing Lisset Barajas for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder. RES 2024-314 adopted C.13 . ADOPT Resolution No. 2024-315 recognizing Abims Aguda for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder RES 2024-315 adopted C.14 . ADOPT Resolution No. 2024-316 recognizing Elizabeth Gutierrez for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder. RES 2024-316 adopted C.15 . ADOPT Resolution No. 2024-317 recognizing Employment and Human Services Department staff members who achieve 20+ years of service to Contra Costa County during 2024, as recommended by the Employment RES 2024-317 Page 8 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 and Human Services Director. adopted C.16 . ADOPT Resolution No. 2024-318 recognizing September 2024 as National Suicide Prevention Month, as recommended by Supervisor Burgis. RES 2024-318 adopted C.17 . ADOPT Resolution No. 2024-319 recognizing the California Association of Public Health Laboratory Directors 75th Anniversary and its work towards improving and protecting public health through the promotion and advancement of public health laboratory practice, as recommended by the Health Services Director. RES 2024-319 adopted C.18 . ADOPT Resolution No. 2024-320 recognizing the 10th Annual International Girls in Aviation Day, as recommended by Supervisors Burgis and Carlson. RES 2024-320 adopted C.19 . APPROVE Board meeting minutes for August 2024.24-2982 approved C.20 . ACCEPT the resignations of Fabiola Quintero and Bolston Jones, DECLARE vacancies in the Union Seat 1 and Community Seat 1 on the Advisory Council on Equal Employment Opportunity (ACEEO) for terms ending November 30, 2024 and November 30, 2026, respectively, and DIRECT the Clerk of the Board to post the vacancies as recommended by the Equity Committee. 24-2983 Attachments:ADVISORY COUNCIL ON EQUAL EMPLOYMENT OPPORTUNITY MEMBERS Vacancy Notices.pdf approved C.21 . ACCEPT the resignation of Rudy Fernandez, DECLARE a vacancy in the City of Antioch seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. 24-2984 Attachments:Vacancy Notice.pdf approved C.22 . ACCEPT the resignation of Julia Johanson, DECLARE a vacancy in the Child Care Consumer #2 - Central/South County Seat on the Local Planning and Advisory Council for Early Care and Education for a term 24-2985 Page 9 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 ending April 30, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Contra Costa County Office of Education. Attachments:Vacancy Notice.pdf approved C.23 . ACCEPT the resignation of Jennifer Doran, DECLARE a vacancy in the City of Hercules seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. 24-2986 Attachments:Vacancy Notice.pdf approved C.24 . ACCEPT the resignation of Andrew Jensen, DECLARE a vacancy in Seat B12 – Contra Costa Office of the Sheriff Representative on the Emergency Medical Care Committee for a term ending September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Health Services Director. 24-2987 Attachments:Vacancy Notice.pdf approved C.25 . ACCEPT the resignation of George Lee, DECLARE a vacancy in the Member At Large #8 seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. 24-2988 Attachments:Vacancy Notice.pdf approved C.26 . ACCEPT the resignation of Nicola Lopez, DECLARE a vacancy in the Alternate #3 seat on the Advisory Council on Aging for term ending on September 30, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. 24-2989 Attachments:C.26 Vacancy Notice.pdf approved C.27 . ACCEPT the resignation of Erin Levine DECLARE a vacancy in the District I Alternate seat on the Sustainability Commission for a term ending on March 31, 2027 and DIRECT the Clerk of the Board to post the vacancy. 24-2990 Attachments:Vacancy Notice.pdf Page 10 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.28 . ACCEPT the resignation of Stephanie Dyer, DECLARE a vacancy in the Appointed Seat I on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026 and DIRECT the Clerk of the Board to post the vacancy, as recommended by Supervisor Gioia . 24-2991 Attachments:Vacancy Notice.pdf approved C.29 . APPOINT Bill Fletcher to the Appointee 4 Seat to complete the current term ending December 31, 2024 and to a new two-year term ending December 31, 2026, and APPOINT Jennifer Clamon-Morris to the Appointee 3 Seat and Joseph Knipp to the Appointee 5 Seat for terms ending on December 31, 2025, on the County Service Area P-6 Citizen Advisory Committee (Discovery Bay) as recommended by Supervisor Burgis. 24-2992 approved C.30 . REAPPOINT Archie Bowles, Danville resident, to the District II Seat of the Emergency Medical Care Committee for a term ending September 30, 2026, as recommended by Supervisor Andersen. 24-2993 approved Clerk-Recorder/Elections C.31 . APPROVE Budget Amendment No. BDA-24-00507 to authorize the transfer of appropriations in the amount of $99,112 from Clerk-Recorder - Elections Services (2353) to Public Works - ISF Fleet Services (0064) for the purchase of one vehicle for staff transportation and support of the Department's voter outreach program. (100% Center for Tech and Civic Life grant funds) 24-2994 Attachments:2025 Solis Pocket Quote 080624.pdf BDA-24-00507.pdf approved C.32 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the City of Hercules in the amount of $673 to rent the Ohlone Community Center on October 19, 2024 to host poll worker training for the November 5, 2024 General Election. (100% General Fund) 24-2995 approved Communications and Media C.33 . ADOPT Resolution No. 2024-321 adopting the County Social Media Policy and DIRECT the Office of Communications & Media to develop and provide training to Departments, as recommended by the RES 2024-321 Page 11 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Communications and Media Director. Attachments:FINAL_CCC Social Media Policy 092424 BOS_Social Media Policy_092424 adopted Conservation & Development C.34 . APPROVE and AUTHORIZE the Conservation and Development Director to submit the County's FY 2023/24 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 Partnerships Act, Emergency Solutions Grant, Housing Opportunities for Persons with AIDS, and Neighborhood Stabilization Program. (No fiscal impact) 24-2996 Attachments:FY 23-24 Public Review CAPER approved C.35 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Community Housing Development Corporation to extend the term to September 1, 2027 with no change to the payment limit of $505,336 for the Heritage Point Commercial Project in North Richmond, as recommended by Supervisor Gioia. (100% Livable Communities Trust funds, District I portion) 24-2997 Attachments:HPGS - Amendment CCC Livable Communities Trust Fund Contract Heritage Point Comm. Amended Contract BO C.36 . APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Conservation and Development Director, a purchase order with ECS Imaging, Inc., in an amount not to exceed $19,561 for the renewal of license and support/maintenance of the department's document imaging system, for the period October 22, 2024 through October 21, 2025. (100% Land development fees) 24-2998 approved C.37 . APPROVE a phased implementation of a 22.76% solid waste collection rate increase, with a 12.76% rate increase effective October 1, 2024, and a 10% rate increase effective August 1, 2025, for residential and commercial customers served by Allied Waste Systems, Inc., under its franchise agreement with the County, as recommended by the Conservation and Development Director. (100% Solid waste collection fees, no General Fund impact) 24-2999 Attachments:Exhibit A - 2024 Base Year Rate Review Report approved County Administration Page 12 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.38 . ADOPT Resolution No. 2024-328 approving a side letter of agreement modifying the memorandum of understanding ("MOU") between Contra Costa County and the Deputy Sheriffs Association ("DSA") Probation and Probation Supervisors Units, to reconcile the MOU with the Probation Department's reorganization of the Juvenile Institution Officer and Deputy Probation Officer classification series. RES 2024-328 Attachments:Side Letter of Agreement DSA Probation and Probation Supervisors Units JIO DPO Reorganization adopted C.39 . ADOPT Resolution No. 2024-328 approving side letters between Contra Costa County and Public Employees Union AFSCME, Local One, Community Services Bureau Unit and Site Supervisor Unit regarding salary reallocations and flexible staffing for teacher classifications . RES 2024-329 Attachments:Complete_with_Docusign_2024917_Community_S Fully Executed - Final Community Services Bureau Unit- Site Supervisor- Side Letter Agreement adopted C.40 . ADOPT Resolution No. 2024-434 adopting the Fiscal Year 2024-2025 Adopted Budget as Finally Determined, as recommended by the County Administrator. RES 2024-334 Attachments:Attachment A - County Appropriation Adjustments Attachment B - FY24-25 County Schedules ABC Attachment C - Special Districts Appropriation Adjustments Attachment D - FY24-25 Special Districts Schedules ABC adopted C.41 . ADOPT Resolution No. 2024-332 authorizing the issuance and sale of "Antioch Unified School District, General Obligation Bonds, Election of 2024, Series A" in an amount not to exceed $75,000,000 and "Antioch Unified School District 2024 General Obligation Refunding Bonds (School Facilities Improvement District No. 1)" in an amount not to exceed $8,000,000 by the Antioch Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code, as recommended by the County Administrator. RES 2024-332 Attachments:District New Money Resolution - Executed.pdf District Refunding Resolution - Executed.pdf adopted C.42 . ADOPT Resolution No. 2024-330 authorizing the issuance and sale of "Brentwood Union School District, General Obligation Bonds, Election of 2016, Series 2024" in an amount not to exceed $9,000,000 by the District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government RES 2024-330 Page 13 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Code, as recommended by the County Administrator. (No fiscal impact) Attachments:Brentwood Union School District Resolution.pdf adopted C.43 . ADOPT Resolution No. 2024-331 authorizing the issuance and sale of "Moraga Elementary School District, General Obligation Bonds, Election of 2024, Series A" in an amount not to exceed $18,000,000 by the District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code, as recommended by the County Administrator. (No fiscal impact) RES 2024-331 Attachments:Moraga School District Resolution adopted C.44 . ADOPT Resolution No. 2024-333, which establishes retirement plan contribution rates as approved by the Retirement Board for the period July 1, 2025 through June 30, 2026. RES 2024-333 Attachments:Contribution Rate Packet - 2025-2026_FORMATTED adopted C.45 . ACCEPT the fiscal year 2023/24 4th Quarter (April-June 2024) report on American Rescue Plan Act and Infrastructure, Investment and Jobs Act funding to Contra Costa County and take related actions, as recommended by the County Administrator. (No fiscal impact) 24-3132 Attachments:Attachment A - American Rescue Plan Funding Summary Attachment B - American Rescue Plan Act, FY 2023/24 4th Quarter Report (April-June 2024) Attachment C - Infrastructure Investment and Jobs Act, FY 2023/24 4th Quarter Report (April-June 2024) approved County Counsel C.46 . APPROVE Budget Amendment No. transferring funding in the amount of $185,418 from Health Services to County Counsel to add an additional Deputy County Counsel position to provide specialized legal services for the Health Services Department. (100% Mental Health Realignment) 24-3004 Attachments:BDA-24-00499.pdf approved C.47 . APPROVE amended Conflict of Interest Code for the Moraga-Orinda Fire Protection District, including the list of designated position, as recommended by County Counsel. 24-3005 Page 14 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Attachments:Exhibit A - Conflict of Interest Code of the Moraga-Orinda Fire Protection District Exhibit B - Conflict of Interest Code of the Moraga-Orinda Fire Protection District - REDLINE approved C.48 . APPROVE amendments to the List of Designated Positions of the Conflict of Interest Code of the County Administrator's Office, as recommended by County Counsel. 24-3006 Attachments:Exhibit A - Conflict of Interest Code of the County Administrator's Office Exhibit B - Conflict of Interest Code of the County Administrator's Office - REDLINE approved Employment & Human Services C.49 . APPROVE and AUTHORIZE, the Employment and Human Services Director to execute a contract with Early Childhood Education STEP in an amount not to exceed $50,000 for Head Start substitute teaching staff for the period September 25, 2024 through September 30, 2025. (100% Federal) 24-3047 approved C.50 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2024 through June 30, 2025. (100% County fees and fines) 24-3048 approved C.51 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $7,309,548 from the California Department of Social Services and California Department of Education for childcare providers subsidies for the term December 2023 through June 2025, and AUTHORIZE the Auditor-Controller, or designee, to pay seven contracted partner agencies in an amount not to exceed $811,379 pursuant to California Senate Bill 140 (Chapter 193, Statutes of 2023). (100% State) 24-3049 approved C.52 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Meals on Wheels Diablo Region, in an amount not to exceed $276,947 to deliver CalFresh Healthy Living Supplemental Nutrition Assistance Program services for the period October 1, 2024 through September 30, 2025. (100% Federal) 24-3050 Page 15 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.53 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an interagency agreement with Contra Costa County Office of Education in an amount not to exceed $1,031,395 to provide Workforce Innovation and Opportunity Act year-round youth workforce development services in East and West County for the period July 1, 2024 through June 30, 2025. (100% Federal) 24-3051 approved C.54 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Family Caregiver Alliance in an amount not to exceed $414,670 to provide Older Americans Act Title IIIE Family Caregiver Support Program services for the period July 1, 2024 through June 30, 2025. (100% Federal) 24-3052 approved C.55 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a non-financial Agreement with the Trustees of the California State University on behalf of San Jose State University to provide student internship placement(s) for practical social work field experience to eligible and enrolled students, including eligible and enrolled Employment and Human Services Department Social Worker Staff, in the San Jose State University Bachelor of Arts in Social Work and Masters of Social Work Programs for the period August 31, 2024 through August 31, 2029. (No fiscal impact) 24-3053 approved C.56 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $711,790 for the provision of Comprehensive Prevention Plan Program Services for families residing in Antioch, California for the period September 1, 2024 through June 30, 2025. (100% Federal) 24-3054 approved C.57 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Jewish Family and Community Services East Bay in an amount not to exceed $217,757 to provide Family Caregiver Support Program services for the period July 1, 2024, through June 30, 2025. (100% Federal) 24-3055 approved C.58 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $993,846 for the provision of services for the 24-3056 Page 16 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Kinship Support Services Program for the period September 1, 2024 through June 30, 2026. (100% State) approved C.59 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Department, a purchase order and related agreement with Saitech Inc ., in an amount not to exceed $194,682 for the purchase of Adobe Enterprise Licenses for the period September 1, 2024 through August 31, 2025. (59% Federal, 35% State, 6% County) 24-3057 approved C.60 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with SAP Public Services, Inc . in an amount not to exceed $105,416 for the purchase of SAP Business Objects, which assists in the generation of department management reports, for the period July 29, 2024 through July 28, 2025. (59% Federal, 35% State, 6% County) 24-3058 approved Fire Protection District C.61 . Acting as the governing body for the Contra Costa County Fire Protection District and the Crockett-Carquinez Fire Protection District, ADOPT Crockett-Carquinez Fire Protection District Ordinance No . 2024-15 and Contra Costa County Fire Protection District Ordinance 2024-16, increasing the limit for informal bidding and informal contracts for public projects, as authorized by the State Public Contract Code. (No fiscal impact) 24-3007 Attachments:Ordinances 2024-15 and 2024-16 (Fire - UPCCA) (rev 3) Signed Ord 2024-15 and 2024-16.pdf approved Health Services C.62 . ADOPT Position Adjustment Resolution No. 26330 to delete one vacant unfunded Assistant Director of Hazardous Materials Programs position in the Health Services Department. (No fiscal impact) 24-3061 Attachments:P300-26330 Signed P300 26330.pdf approved C.63 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Advanced Sterilization Products Services Inc . in an amount not to exceed $500,000 for the purchase of STERRAD Systems and other 24-3062 Page 17 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 related items for the period May 1, 2024, through April 30, 2027. (100% Hospital Enterprise Fund I) approved C.64 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Evoqua Water Technologies LLC in an amount not to exceed $62,000 for the purchase of a Tier 34 Water System and all other items needed for the West County Health Center for the period of September 1, 2024 through August 31, 2027. (100% Hospital Enterprise Fund I) 24-3063 approved C.65 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in an amount not to exceed $2,000,000 to purchase testing reagents and kits for Hepatitis A, Hepatitis B, and Hepatitis C antibody screening at the Contra Costa Public Health Laboratory for the period from January 1, 2025 through December 31, 2026. (100% Hospital Enterprise Fund I) 24-3064 approved C.66 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a one-time purchase order with Masimo Americas, Inc. in an amount not to exceed $6,545, and accept related terms and conditions for the purchase of a license to acquire and use a sensor that measures hemoglobin levels for Contra Costa Health. (100% Hospital Enterprise Fund I) 24-3065 approved C.67 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Hologic Sales and Services, LLC to extend the term through September 30, 2025 with no change to the original payment limit of $1,000,000 for purchase of laboratory testing supplies, reagents and kits for sexually transmitted infection screening and HIV, Hepatitis B, and Hepatitis C viral loads at the Contra Costa Public Health Laboratory. (100% Hospital Enterprise Fund I) 24-3066 approved C.68 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with The Inside Source, Inc. in an amount not to exceed $230,397 for the purchase of furniture for Contra Costa Health. (100% Hospital Enterprise Fund I) 24-3067 approved Page 18 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.69 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Therapeutic Research Center, LLC in an amount not to exceed $775 for a Pharmacy Math Skills eLearning Competency verification subscription for Contra Costa Regional Medical Center Inpatient Pharmacy for the period August 1, 2024 through July 31, 2025. (100% Hospital Enterprise Fund I) 24-3068 approved C.70 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in the amount not to exceed $52,000 and Abbott Point of Care Letter of Agreement for the rental of the I-STAT Alinity Analyzer, reagents and supplies for the Clinical Laboratory at the Contra Costa Regional Medical Center for the period from October 1, 2024 through September 30, 2027. (100% Hospital Enterprise Fund I) 24-3069 approved C.71 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, 2,763 gift cards and transportation vouchers totaling an amount not to exceed $71,256 for clients of Public Health's Family, Maternal and Child Health Programs for the period from September 1, 2024, through June 30, 2025. (100% California Department of Public Health and California Home Visiting Program) 24-3070 approved C.72 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, up to $25,000 in food and transportation vouchers including fees and shipping costs for low-income clients served by the HIV Program in the period from September 1, 2024 through June 30, 2025. (100% HOPWA Grant funds) 24-3071 approved C.73 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Agiliti Health, Inc. in an amount not to exceed $3,500,000 to provide medical equipment rentals at Contra Costa Health for the period of October 1, 2024 through September 30, 2027. (100% Hospital Enterprise Fund I) 24-3072 approved C.74 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Meridian Leasing Corporation to increase the payment limit by $193,896 to an amount not to exceed $391,896, and extend the term through August 31, 2026; and execute a Supplement to Master 24-3073 Page 19 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Lease for the period from September 1, 2024 through August 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) approved C.75 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a blanket purchase order with Evoqua Water Technologies, LLC, in an amount not to exceed $67,000 for the purchase of a Tier 34 Water System and all other items needed for the Pittsburg Health Center for the period September 1, 2024 through August 31, 2027. (100% Hospital Enterprise Fund I) 24-3074 approved C.76 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the County, an Impact Standardization Program Master Participation Agreement with Vizient Supply, LLC effective October 1, 2024 to allow the County to purchase goods from participating vendors. (No fiscal impact) 24-3075 approved C.77 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $20,000 to Cancer Support Community San Francisco Bay Area for support services offered to individuals and families impacted by cancer in East Contra Costa County during the period of July 1, 2023 through June 4, 2024. (100% Los Medanos Community Health Area Tax Fund) 24-3076 approved C.78 . APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed $2,082 to Freedom Hygiene, Inc., for feminine hygiene disposal services at Contra Costa Regional Medical Center during the month of June 2024, as recommended by the Health Services Director. (100% Hospital Enterprise Fund I) 24-3077 approved C.79 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Park Place International, LLC, to increase the payment limit by $3,400 to an amount not to exceed $157,020 for additional information technology services with no change in the term ending November 27, 2024. (100% Hospital Enterprise Fund I) 24-3078 approved C.80 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Panoramic Software Corporation, to increase the payment limit by $246,960 to an amount not to exceed $354,960, and clarify the term will continue from year to year until 24-3079 Page 20 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 terminated for additional hosted public guardian software and services for Contra Costa Health. (100% Conservator/Guardianship funds) approved C.81 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Etwaru Eye Center, in an amount not to exceed $450,000 to provide ophthalmology services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3080 approved C.82 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Redwood Healthcare Center, LLC ., in an amount not to exceed $900,000 to provide skilled nursing facility services to Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3081 approved C.83 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with The Periscope Group, in an amount not to exceed $400,000 to provide In-Home Assessment services for medically necessary mobility related devices and services for Contra Costa Health Plan members for the period September 1, 2024 through August 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3082 approved C.84 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), to increase the payment limit by $3,496,359 to an amount not to exceed $5,826,529, and to extend the term through June 30, 2025 for additional rapid rehousing and homeless prevention services to families enrolled in County’s Employment and Human Services Department CalWORKs program . (100% Employment and Human Services Department) 24-3083 approved C.85 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Selena Ellis, M .D., in an amount not to exceed $360,000 to provide neurology electromyography services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3084 approved Page 21 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.86 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Laboratory Corporation of America, to provide additional outside laboratory testing services for Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $325,000 or term ending April 30, 2026. (100% Hospital Enterprise Fund I) 24-3085 approved C.87 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with CHG Companies, Inc. (dba CompHealth), in an amount not to exceed $1,000,000 to provide temporary medical staffing services at the Contra Costa Regional Medical Center and Health Centers for the period September 1, 2024 through August 31, 2026. (100% Hospital Enterprise Fund I) 24-3086 approved C.88 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Motive Power, Inc., in an amount not to exceed $427,501 to conduct a review of the management system and safety culture of the Marathon Renewable Fuels Refinery for the period September 1, 2024 through September 30, 2026. (100% Hazardous Materials Fees) 24-3087 approved C.89 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Touraj Kormi, MD, in an amount not to exceed $300,000 to provide plastic and reconstructive surgery services to Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3088 approved C.90 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Sohyila Davani, Psy.D, in an amount not to exceed $300,000 to provide behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3089 approved C.91 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with North Coast Medical Supply, LLC (dba Advanced Diabetes Supply), in an amount not to exceed $300,000 to provide durable medical equipment services to Contra Costa Health Plan members and County recipients for the period November 1, 2024 through October 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3090 Page 22 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.92 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Seneca Family of Agencies, in an amount not to exceed $9,063,460 to provide school and community-based Medi-Cal specialty mental health services for Seriously Emotionally Disturbed children and their families for the period July 1, 2024 through June 30, 2025. (96% Federal Medi-Cal; 2% Martinez Unified/West Contra Costa Unified School District Grant; 2% Probation Department funds) 24-3091 approved C.93 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a rental agreement with the City of Richmond in an amount not to exceed $500 for rental fees and facility use for the purpose of conducting a public meeting in the month of October 2024. (100% Environmental Health Fees) 24-3092 approved C.94 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Golden State Orthopedics & Spine, A Medical Group, Inc., in an amount not to exceed $18,000,000 to provide orthopedic surgery, physical therapy, and urgent care services to Contra Costa Health Plan members and County recipients for the period November 1, 2024 through October 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3093 approved C.95 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Compassionate Heart Counseling, A Licensed Marriage and Family Therapy Professional Corporation, in an amount not to exceed $300,000 to provide behavior health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3094 approved C.96 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Ena Rios Corp, to increase the payment limit by $80,000 to an amount not to exceed $220,000 for additional Medi-Cal specialty mental health services with no change in the term ending June 30, 2025. (50% Federal Medi-Cal; 50% State Mental Health Realignment) 24-3095 approved C.97 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vincent Salaveria, LMFT, in an amount not to exceed $300,000 to provide behavior health therapy services for Contra 24-3096 Page 23 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) approved C.98 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Chris E. Esguerra, M.D., P.C. (dba Esteem Health Services PSC), in an amount not to exceed $400,000 to provide telehealth behavior health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3097 approved C.99 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Carsten’s Yearly Analysis, Inc., in an amount not to exceed $25,000 to provide preventative maintenance of the medical gas and vacuum systems at Contra Costa Regional Medical Center for the period September 1, 2024 through June 30, 2026. (100% Hospital Enterprise Fund I) 24-3098 approved C.10 0. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Norcal Imaging, to add nuclear medicine, positron emission tomography and computed tomography services with no change in the original payment limit of $9,000,000 or term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise II) 24-3099 approved C.10 1. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Ace Home Health Care & Hospice, Inc ., in an amount not to exceed $1,500,000 to provide home health care and hospice services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3100 approved C.10 2. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Stockton Diagnostic Imaging, to increase the payment limit by $200,000 to an amount not to exceed $230,000 for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan members with no change in the term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3101 approved Page 24 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.10 3. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vitas Healthcare Corporation of California, in an amount not to exceed $4,800,000 to provide hospice services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3102 approved C.10 4. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Children’s Hospital & Research Center at Oakland (dba UCSF Benioff Children’s Hospital), to increase the payment limit by $105,000 to an amount not to exceed $300,000 for additional prenatal hemoglobinopathy screening services with no change in the term ending June 30, 2026. (100% Hospital Enterprise Fund I) 24-3103 approved C.10 5. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Diagnostic Radiological Imaging Medical Group, to increase the payment limit by $200,000 to an amount not to exceed $260,000 for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan members with no change in the term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 24-3104 approved C.10 6. 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 $442,322 to provide an on-site, on-demand and culturally appropriate Prevention and Early Intervention program to help formerly homeless families for the period July 1, 2024 through June 30, 2025. (100% Behavioral Health Services Act - Prevention and Early Intervention) 24-3105 approved C.10 7. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Fred Finch Youth Center, in an amount not to exceed $365,254 to provide mental health services to transitional-aged youth under the Behavioral Health Services Act for the period July 1, 2024 through June 30, 2025. (100% Behavioral Health Services Act) 24-3106 approved C.10 8. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Fremont SNF Healthcare, LLC (dba Mission Valley Post Acute), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3107 Page 25 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.10 9. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Hayward SNF Healthcare, LLC (dba Hayward Gardens Post Acute), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3108 approved C.11 0. 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 $3,872,956 for the Future of Public Health funding for the period July 1, 2024 through June 30, 2025. (No County match) 24-3109 approved C.11 1. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with The Rehabilitation Center of Oakland, LLC, in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3110 approved C.11 2. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with La Concordia Wellness Center, in an amount not to exceed $231,392 to provide mental health services to Contra Costa County adult parent recipients of the CalWORKs Program and their minor children for the period July 1, 2024 through June 30, 2025. (100% Substance Abuse and Mental Health Work Opportunity and Responsibility to Kids funds) 24-3111 approved C.11 3. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3112 approved C.11 4. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Princeton Manor Healthcare Center, LLC (dba Princeton Manor Healthcare), in an amount not to exceed $900,000 to 24-3113 Page 26 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) approved C.11 5. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with BHC Fremont Hospital, Inc. (dba Fremont Hospital), in an amount not to exceed $450,000 to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period July 1, 2024 through June 30, 2025, including a six-month automatic extension through December 31, 2025 in an amount not to exceed $225,000. (100% Mental Health Realignment) 24-3114 approved C.11 6. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Inspira Health, LLC, in an amount not to exceed $1,800,000 to provide behavioral health treatment and applied behavior analysis services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3115 approved C.11 7. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with John Muir Behavioral Health, Inc ., in an amount not to exceed $1,500,000 to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period July 1, 2024 through June 30, 2025, including a six-month automatic extension through December 31, 2025 in an amount not to exceed $750,000. (100% Mental Health Realignment) 24-3116 approved C.11 8. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Windsor Hayward Estates, LLC (dba Windsor Post Acute Care Center of Hayward), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) 24-3117 approved C.11 9. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the Contra Costa County Office of Education, to pay County an amount not to exceed $129,156 to provide a substance abuse counselor to screen incarcerated persons at the West County Detention Facility for the period of July 1, 2024 through June 30, 2025. (100% Contra Costa Office of Education; no County match) 24-3118 Page 27 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.12 0. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Tulare County Office of Education, to pay the County an amount not to exceed $45,000 to provide the expansion of mentoring services and continuous development of prevention and youth programs addressing the needs of the community served for the period July 1, 2024 through June 30, 2025. (100% Substance Abuse Block Grant Friday Night Live funding; No County match) 24-3119 approved C.12 1. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the Contra Costa County Office of Education, in an amount not to exceed $383,642 to expand youth cannabis education and prevention services for schools in Contra Costa County for the period September 1, 2024 through June 30, 2026. (100% County General Fund) 24-3120 approved C.12 2. APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Neogenomics Laboratories, Inc ., to increase the payment limit by $400,000 to an amount not to exceed $650,000 for additional outside laboratory testing services for Contra Costa Regional Medical Center and Health Centers with no change in the term ending August 31, 2025. (100% Hospital Enterprise Fund I) 24-3121 approved C.12 3. APPROVE proposed revisions to the existing Hazardous Materials Incident Notification Policy, as recommended by the Health Services Director. (100% Community Warning System Fees) 24-3122 Attachments:Contra Costa County Hazardous Materials Notification Policy approved C.12 4. ACCEPT the Los Medanos Health Advisory Committee recommendations for the 2025 Los Medanos Health Area Grants; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute twelve service contracts, totaling an amount not to exceed $655,710 to identified Community Based Organizations to provide health related programs to residents of the Los Medanos Health Area. (100% Los Medanos Community Health Area Tax funds) 24-3123 approved C.12 5. ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 24-25 Annual Update to the Three-Year Plan; AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services and the Mental Health Services 24-3124 Page 28 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Oversight and Accountability Commission to inform these agencies of their approval of the adoption of this Plan Update, as recommended by the Health Services Director. (100% Mental Health Services Act) Attachments:BOS Letter to MHSOAC 2024 FY 24-25 Annual Update Prudent Reserve Assessment MHSA Fiscal Accountability Certification approved C.12 6. RATIFY the execution of a contract with Physicians for a Healthy California, to pay County an amount not to exceed $150,000 to continue to provide training to primary care and emergency physicians residents at Contra Costa Regional Medical Center and Contra Costa Health Centers for the period July 1, 2024 through September 30, 2027. ($100 County match required) 24-3125 approved Human Resources C.12 7. ADOPT Position Adjustment Resolution No. 26320 to increase the hours of one Victim and Witness Assistance Program Specialist (represented) position and its incumbent from part-time (20/40) to full-time (40/40) in the District Attorney’s Office. (100% Federal) 24-3126 Attachments:P300 No. 26320 DA Signed P300 26320.pdf approved C.12 8. ADOPT Position Adjustment Resolution No. 26318 to add one (1) Workforce Services Specialist (XANA) at salary plan and grade ZB5 1743 ($8,810.798 -$10,709.579) and cancel one (1) Social Service Program Analyst (X4SH) at salary plan and grade KZ5 1642 ($7,972.312-$9,690.393) in the Employment and Human Services Department. (17% County, 33% Federal, 50% State) 24-3127 Attachments:P300 26318_Add WFS Specialist and Cancel Social Service Program Analyst Union Notification - P300 26318 - Add Workforce Services Specialist (XANA) Union Notification - P300 26318 - Cancel Social Service Program Analyst (X4SH) Signed P300 26318.pdf approved C.12 9. ADOPT Position Adjustment Resolution No. 26317 to add one full-time Deputy County Counsel - Standard- Exempt (unrepresented) position in the Office of the County Counsel. (100% Charges for Services) 24-3128 Page 29 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Attachments:P300 Signed P300 26317.pdf approved C.13 0. ADOPT Position Adjustment Resolution No. 26314 to consolidate the Juvenile Institution Officer II classification with the Juvenile Institution Officer III classification; retitle the Juvenile Institution Officer III to Juvenile Institution Officer II; reallocate the salary schedule of the newly consolidated Juvenile Institution Officer II classification; reallocate the salary schedule for the Deputy Probation Officer I classification; consolidate the Deputy Probation Officer II classification with the Deputy Probation Officer III and retitle the Deputy Probation Officer III to Deputy Probation Officer II; and abolish the Juvenile Institution Officer II and the Deputy Probation Officer II classifications; and reclassify incumbents and all vacant positions into the retitled classifications. (100% General Fund) 24-3136 Attachments:P300 JIO-DPO Signed P300 26314.pdf approved C.13 1. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Human Resources Director, to execute a purchase order with Carahsoft Technology Corp. in an amount not to exceed $10,250, and a Subscription Agreement with LinkedIn Corporation, for a vendor-hosted job posting portal for the period October 1, 2024, through September 30, 2025. (100% General Fund) 24-3129 approved Information and Technology C.13 2. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with General Datatech, L.P., in an amount not to exceed $580,000 to renew licensing for Rubrik Cloud Data Management and Data Security Services for the period of September 1, 2024, through August 31, 2027. (100% User Departments) 24-3008 approved C.13 3. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order, with SSP Data Inc. in an amount not to exceed $4,100,000 for the renewal of Proofpoint email protection software and services, subject to Proofpoint’s General Terms and Conditions, for the period of October 1, 2024, through June 30, 2028. (100% User Departments) 24-3009 approved C.13 4. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with 24-3010 Page 30 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 R-Computer, in an amount not to exceed $95,000 for Adobe software licensing and support, subject to the terms of Adobe’s End User License Agreement, for the period of September 24, 2024, through September 23, 2025. (100% User Departments) approved C.13 5. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to apply for and accept grant funding in an amount not to exceed $250,000 from the State and Local Cybersecurity Grant Program, administered by the Department of Homeland Security and coordinated through the California Governor’s Office of Emergency Services. (100% State) 24-3011 approved C.13 6. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract, with Environmental Systems Research Institute (ESRI), Inc., in an amount not to exceed $55,000, for geospatial strategies consulting services, subject to the terms of ESRI’s Professional Services Agreement, for the period of October 1, 2024, through September 30, 2025. (100% User Departments) 24-3012 approved C.13 7. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with HERE North America (HERE) in an amount not to exceed $46,000, for renewal of map licensing, subject to the terms of HERE’s General and Supplemental Licensing Agreements, for the period of October 1, 2024, through September 30, 2025. (100% User Departments) 24-3013 approved Library C.13 8. APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Strategic Threat Management, Inc ., in an amount not to exceed $1,080,000 to provide security services for the period July 1, 2024 through June 30, 2027. (100% Library Fund) 24-3014 approved C.13 9. APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Ventura Business Systems, Inc., in an amount not to exceed $90,000 to provide cash handling and maintenance services on cash collecting equipment for the period October 1, 2024 through September 30, 2025. (100% Library Fund) 24-3015 approved C.14 0. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with General Datatech, 24-3016 Page 31 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 L.P., in an amount not to exceed $913 for the renewal of Cisco Duo subscription subject to Cisco’s General Terms, for the period July 16, 2024 through July 15, 2025. (100% Library Fund) approved C.14 1. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Brainfuse, LLC, in an amount not to exceed $211,500 for the renewal of HelpNow, JobNow and VetNow subscriptions, for the period August 31, 2024 through August 30, 2027. (100% Library Fund) 24-3017 approved C.14 2. APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Gale (dba Cengage Learning, Inc.) in an amount not to exceed $67,282 for the renewal of ChiltonLibrary subscription to provide reliable and updated automotive maintenance information, for the period October 1, 2024 through September 30, 2027. (100% Library Fund) 24-3018 approved Probation/Reentry and Justice C.14 3. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in the amount not to exceed $654,000 to provide spiritual services to the youth within Juvenile Hall for the period October 1, 2024, through September 30, 2026. (50% General Fund, 50% State) 24-3019 approved C.14 4. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Antioch Community Foundation in an amount not to exceed $520,000 to provide local non-profit organizations serving the East and Central Contra Costa County with support and funding for juvenile prevention, academic, and employment programs and services for the period October 1, 2024 through September 30, 2026. (100% State) 24-3020 approved C.14 5. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with RYSE, Inc. in an amount not to exceed $250,000 to provide juvenile reentry services to low-moderate risk youth living in West Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) 24-3021 approved C.14 6. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, 24-3022 Page 32 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Inc., in an amount not to exceed $500,000 to provide Juvenile Reentry Services to youth living in East and Central Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) approved C.14 7. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, Inc., in an amount not to exceed $303,506 to provide Juvenile Justice Prevention Services for youth in East Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) 24-3023 approved C.14 8. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with 1Hundred Years Enterprise Foundation, in an amount not to exceed $849,988 to provide Juvenile Reentry Services to youth living in Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) 24-3024 approved Public Works C.14 9. ADOPT Traffic Resolution No. 2024/4538 to establish a speed limit of 25 miles per hour on Viewpointe Boulevard, which extends from Willow Avenue (City of Hercules) to Sandpoint Drive, as recommended by the Public Works Director, Rodeo area. (No fiscal impact) 24-3025 Attachments:Att.Traffic Resolution. VIEWPOINTE BLVD. 2024.XXXX Signed Traffic Resolution 2024_4538.pdf approved C.15 0. ADOPT Resolution No. 2024-322 accepting as complete, the contracted work performed by Webcor Construction, L.P., for the County Administration Building and Jail Demolition & Redevelopment Project, as recommended by the Public Works Director, Martinez area. (No fiscal impact) RES 2024-322 Attachments:Recordable Resolution Withhold Agreement Signed Resolution No. 2024_322.pdf adopted C.15 1. ADOPT Resolution No. 2024-323 approving and authorizing the Public Works Director, or designee, to fully close a portion of Oak View Avenue between Colusa Avenue and Ocean View Avenue, on October 24, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of replacing a pole and related trimming of vegetation, Kensington area. (No fiscal impact) RES 2024-323 adopted Page 33 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 C.15 2. ADOPT Resolution No. 2024-324 approving and authorizing the Public Works Director, or designee, to fully close a portion of Second Street, between Parker Avenue and John Street, on September 28, 2024, from 10:00 a.m. through 5:00 p.m., for the purpose of a back-to-school block party, Rodeo area. (No fiscal impact) RES 2024-324 adopted C.15 3. ADOPT Resolution No. 2024-325 approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00004, for a project being developed by Zachary Lawrence Vigar, as recommended by the Public Works Director, Walnut Creek area. (No fiscal impact) RES 2024-325 Attachments:Parcel Map Subdivision Agreement Improvement Security Bond Tax Letter adopted C.15 4. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Bowe Systec North America Inc., in an amount not to exceed $900,000, for the refurbished Bowe High-Speed Fusion Cross Inserting System and accompanying 3-year preventative maintenance package, for the period October 1, 2024 through September 30, 2027, Countywide. (100% User Departments) 24-3026 Attachments:Contra Costa County Refurbished System Budgetary Pricing Proposal - 5-22-24 IFB - 2407-819 - MAIL INSERTER - TABULATION REPORT approved C.15 5. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Ricoh USA Inc. in the amount of $16,500 for the MarcomCentral Brand Portal Custom Annual Subscription, effective October 1, 2024 through September 30, 2025, for digital asset management, Countywide. (100% User Departments) 24-3027 Attachments:MarcomCentral_BOT_SOW_CCC_080724 DV rQuote_34511002_Quote approved C.15 6. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with American Chiller Service, Inc ., effective December 20, 2023, to increase the hourly rates and extend the term through October 31, 2025, with no change to the payment limit, for on-call maintenance and repairs of heating, ventilation, and air conditioning (HVAC) systems at various County sites and facilities, Countywide. (No fiscal impact) 24-3028 Page 34 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 approved C.15 7. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Kava Massih Architects, to extend the term through October 7, 2025 to provide as-needed architectural services for ongoing projects, with no change to the payment limit, Concord and Martinez areas. (No fiscal impact) 24-3029 approved C.15 8. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease with General Truck Drivers, Warehousemen, Helpers and Automotive Employees of Contra Costa County – Local 315 for 70 parking spaces at 2727 Alhambra Avenue, Martinez, for a one-year term beginning October 1, 2024, with three one-year renewal options and monthly rent equal to $4,682 in the first year, with annual increases thereafter, as requested by the Health Services Department. (100% Hospital Enterprise Fund) 24-3030 Attachments:2727 Alhambra Ave Parking Lot - Final approved C.15 9. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a license agreement with West County Wastewater District to allow the district’s use of a portion of the County-owned Montarabay Community Center and Ballfield Complex property, 2250 Tara Hills Drive, for staging and operating a temporary wastewater collection tank and related vehicles and equipment from October 1, 2024, through December 31, 2025, for payment to the County of $37,500, San Pablo area. (100% Licensee Funds) 24-3031 Attachments:License Agreement WCWD- Montarabay CP#22-36 NOE WCWD Storage Tank RELISTED to a future date uncertain This Consent Item was relisted. Motion:Andersen BurgisSecond: C.16 0. APPROVE and AUTHORIZE the Public Works Director and Conservation and Development Director, or designee, to submit four grant applications to the Metropolitan Transportation Commission for Cycle 1 Regional Measure 3 Safe Routes to Transit and Bay Trail Program, San Pablo/Richmond/Pinole, Pleasant Hill, and San Ramon areas. (100% Various Funds) 24-3032 approved C.16 1. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Roofing Constructors, Inc. (dba Western Roofing Service), to extend the term through July 31, 2025, 24-3033 Page 35 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) approved C.16 2. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Sure Fire Protection Company Incorporated, to extend the term through July 31, 2026, with no change to the payment limit, for on-call fire sprinkler certification and repair services at various County sites and facilities, Countywide. (No fiscal impact) 24-3034 approved C.16 3. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Best Contracting Services, Inc ., effective July 31, 2024, to extend the term through July 31, 2025, with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) 24-3035 approved C.16 4. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Waterproofing Associates, Inc ., effective July 31, 2024, to extend the term through July 31, 2025, with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) 24-3036 approved C.16 5. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Periscope Holding, Inc . to increase the payment limit by $132,613 to $747,130, for hosted purchasing and procurement software and support for the term November 10, 2024 through November 9, 2025. (100% General Fund) 24-3037 Attachments:Executed Order Form 9-20-2022 approved C.16 6. APPROVE proposed Measure X Parks Funding Allocation in the amount of $200,000 to each Supervisorial Districts, as recommended by the Public Works Director, Countywide. (100% Measure X Funds) 24-3038 approved C.16 7. APPROVE the Wildcat Canyon Road Slope Repair Project and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Unincorporated Orinda area. (72% Federal Emergency Relief Funds, 28% Local Road Funds) 24-3039 Page 36 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 Attachments:CP#24-13 CEQA NOE and Figures Wildcat Canyon Road Slope Failure Project-signed approved C.16 8. AUTHORIZE the Board of Supervisors Chair, or designee, to ACCEPT an Emergency Vehicle Access Easement from Matthew Lawrence Locati, Trustee for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types on a portion of Assessor’s Parcel Number 169-150-021, in Lafayette Oaks Community, Lafayette area. (100% Applicant Funds) 24-3040 Attachments:Locati EVA Grant of Easement approved C.16 9. AUTHORIZE the Chair, Board of Supervisors, or designee, to ACCEPT an Emergency Vehicle Access Easement from Chitra Staley and Jonathan Staley, for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types on a portion of Assessor’s Parcel Number 169-150-015, in Lafayette Oaks Community, Lafayette area. (100% Applicant Funds) 24-3041 Attachments:Staley EVA Grant of Easement C.17 0. 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 the Local Project Sponsor Agreement with the Association of Bay Area Governments in an amount not to exceed $1,500,000 from a California Department of Water Resources Integrated Regional Water Management Plan Grant for the Wildcat Creek Fish Passage Implementation Project, N . Richmond area. (42% California Department of Water Resources Funds, 31% US Environmental Protection Agency Funds, and 27% other State and Local Grant Funds) 24-3042 Attachments:ABAG-IRWM LPS Agreement approved Risk Management C.17 1. APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract with TCS Risk Management Services, LLC in an amount not to exceed $2,102,800 to provide ergonomic program support for the period of July 1, 2024, through June 30, 2025. (100% Workers' Compensation Internal Service Fund) 24-3043 approved C.17 2. RECEIVE report concerning the final settlement of Richard Conway vs . Contra Costa County; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed 24-3044 Page 37 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 $80,000, as recommended by the Director of Risk Management. (100% Workers' Compensation Internal Service Fund) approved C.17 3. RECEIVE report concerning the final settlement of Christopher Drolette vs. Contra Costa County; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $123,302 as recommended by the Director of Risk Management. (100% Workers' Compensation Internal Service Fund) 24-3045 approved C.17 4. DENY claims filed by Alex Alvarado; Steven Corey; D.L.H.(a minor) by & through her parents, Belkis Leal & Jesus Leal Huerta; Alphonso McGill; National General Ins., a/s/o Noe Covera Rodriguez; Systron Business Center, LLC; and United Financial Casualty Co. a/s/o Christopher Land. DENY amended claims field by Praveen Gupta; and Alexander Hill. 24-3046 approved Sheriff C.17 5. ADOPT Resolution No. 2024-326 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California State Parks, Division of Boating and Waterways, FY 2024/2025 Boating Safety and Enforcement Equipment Grant, with an initial allocation of up to $97,251 for repair and purchase of boat equipment the Sheriff’s Marine Patrol Unit. (100% State) RES 2024-326 adopted C.17 6. ADOPT Resolution No. 2024-327 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant, with an initial allocation of up to$275,000 for the abatement of abandoned vessels and the vessel turn-in program on County waterways, for the initial period of October 1, 2024, through September 30, 2025. (90% State, 10% County In-Kind Match) RES 2024-327 adopted Page 38 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 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 Page 39 of 40 BOARD OF SUPERVISORS Meeting Minutes September 24, 2024 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. 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 5, 2024 at 11:00 a.m. Contra Costa Resilient Shoreline Committee: October 16, 2024 at 10:00 a.m. Equity Committee: October 21, 2024 at 10:30 a.m. Family and Human Services Committee: October 28, 2024 at 10:30 a.m. Finance Committee: October 7, 2024 at 9:30 a.m. Head Start Advisory Committee: November 7, 2024 at 9:00 a.m. Internal Operations Committee: October 14, 2024 at 11:00 a.m. Legislation Committee: December 9, 2024 at 2:30p.m. Los Medanos Healthcare Operations Committee: December 9, 2024 at 1:00 p.m. Public Protection Committee: October 7, 2024 at 1:00 p.m. Sustainability Committee: November 18, 2024 at 10:00 a.m. Transportation, Water and Infrastructure Committee : October 14, 2024 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 40 of 40 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 309 Name: Status:Type:Discussion and Resolution Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:HEARING to consider Clerk-Recorder-Elections Cost Recovery and Fee Evaluation report and adoption of Resolution No. 2024-309 approving a schedule of revised and new fees to align with current operating costs. (Kristin Connelly, Clerk-Recorder) Attachments:1. Attachment A - Clerk-Recorder-Elections Schedule of Fees and Charges 2024.pdf, 2. Attachment B - User Fee Study and Cost Recovery Report.pdf, 3. Clerk-Recorder-Elections Fee Study Presentation.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass 5:0 To: Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Clerk-Recorder-Elections Cost Recovery and Fee Evaluation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1. OPEN a public hearing on the changes to the Clerk-Recorder-Elections Department’s fee schedule based on the User Fee Study; 2. RECEIVE testimony and CLOSE the public hearing; 3. RECEIVE and FILE the User Fee Study report of the Clerk-Recorder-Elections Department; and 4. ADOPT Resolution approving the study findings and implementing a schedule of revised and new fees for the Clerk-Recorder-Elections Department. FISCAL IMPACT: The recommended changes stand to increase the Clerk-Recorder-Elections Department’s revenues by an estimated $231,000 annually. BACKGROUND: The fees charged by the Clerk-Recorder-Elections Department have not been formally evaluated in over 15 years. The Department contracted with NBS Government Finance Group (NBS) in October of 2023 to provide fee analyses and time studies to update the Department’s fee schedule related to specific services rendered by the Department. The Department had two goals for this study: (1) To ensure that existing fees do not exceed the costs of service, and (2) To provide an opportunity for the Board of Supervisors to re-align fee amounts to account for increased costs and inflation. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 4 powered by Legistar™ D.1 File #:RES 2024-309,Version:1 NBS developed the User Fee Study report to enable the Department to update and establish new user fees for service. In the study, NBS strove to ensure that fees were reasonable and equitable. In addition, NBS sought to meet industry standards and to conform to the requirements of the California Constitution, Article XIII C § 1. The study also includes comparisons of fees to neighboring counties for similar services. Cost Recovery and Fees Many procedures and fees for services provided by the Clerk-Recorder Division are heavily regulated by the California State Government Code. Because many of the fees are set by the State, the County is limited in the amount of cost recovery that it can recoup for providing these services. However, where no code limits the allowable charge, NBS evaluated the cost of providing these services. Additionally, where new services were identified, new fee categories were analyzed and developed. Where new fees for services were identified, they should accurately reflect the costs incurred by each respective division. Labor is the primary cost associated with providing Clerk-Recorder services. The report expresses the full cost of service as a fully burdened cost per labor hour. NBS calculated a composite, fully burdened, hourly rate for both the Clerk-Recorder Division and the Elections Division. NBS used these rates in further analyses to determine the average cost of providing individual services and activities. In its fee study, NBS identified how the Clerk-Recorder-Elections Department could achieve 100% cost recovery. Currently, NBS estimates that the County is collecting just 62% of the costs associated with providing user and regulatory fee-related services. Clerk-Recorder-Elections staff carefully reviewed the findings of the fee study and recommend that the Board of Supervisors adopt a new fee schedule that is estimated to lead to an additional $231,000 in revenue annually, representing an 83% rate of cost recovery. This recommendation for partial cost recovery reflects a desire to maintain public accessibility to the most fundamental department services. The recommendations also consider comparisons with surrounding counties. Clerk-Recorder-Elections staff will work closely with County administration to monitor the implementation of the new fee structure and will evaluate additional fee adjustments in the future as needed to keep pace with inflation and changes to service delivery. It is noted that the fee schedule includes a documentary transfer tax fee for the City of Richmond and the City of El Cerrito, which are collected by County Recorder on behalf of the cities. These fees are set by city ordinance. Master Fee Schedule Attached are the three recommended Fee Schedules for each Division of the Department: (1) Clerk fees, (2) Recorder fees and (3) Elections fees. Effective Dates It is recommended that the effective date for the fee schedules of the Clerk-Recorder-Elections Department is to be January 1, 2025. CONSEQUENCE OF NEGATIVE ACTION: If the resolution recommending and implementing changes to the Clerk, Recorder, and Elections fee schedules is not adopted, the Department would be unable to update its current fee structure. This would result in loss of potential General Fund revenue and further depletion of the Dedicated Recorder Fund reserves, which is saved for implementing specific programs and software for modernization and preservation. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 4 powered by Legistar™ File #:RES 2024-309,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF UPDATING FEES FOR THE CLERK-RECORDER DEPARTMENT WHEREAS, the State Constitution, Article XIII C § 1 authorizes a county to charge fees for providing certain services; and WHEREAS on September 9, 2024, the Clerk-Recorder/Elections Department filed with the Clerk of the Board of Supervisors a report of the User Fee Study and Cost Recovery (attached hereto as Attachment B and incorporated herein) and a recommended fee schedule for the current fiscal year; and WHEREAS on September 24, 2024, at the Board of Supervisors' meeting, a public hearing was held on the Clerk-Recorder/Elections’ report, notice of which was given as required by law; NOW, THEREFORE, BE IT RESOLVED: 1. Authority:This resolution is enacted pursuant to State Constitution, Article XIII C § 1 and the following statutes: Government Code 81008 (2022), 27366, 54985, 8213, 27361, 26861, 6157, 27292.5, 27387, 27366, 54985; Business and Professions Code 17929, 17929(a), 17929(b), 17926, 22352; Health and Safety Code 103700c; Family Code 360, 501, 400; Elections Code 2167; and Board of Supervisors Order dated 1/4/1994. 2. Notice and Hearing.This resolution is adopted pursuant to the procedures set forth in Government Code section 66018. The required notice has been given and a hearing has been held. No written objections were received by September 19, 2024, for the public hearing on the Clerk-Recorder’s report filed on September 9, 2024. 3. Findings.The amounts expressed in said report do not exceed the actual cost to provide services. The grounds stated herein to support findings are not exclusive and any findings may be supported on any lawful ground, whether or not expressed herein. 4. Fee Adoption. The report of the Clerk-Recorder/Elections Department filed on September 9, 2024 and the fees set forth in the Contra Costa County Department of Clerk-Recorder-Elections, Schedule of Fees and Charges 2024 (attached hereto as Attachment A and incorporated herein) are hereby adopted and shall be charged and collected effective January 1, 2025. 5. Severability:If any fee or provision of this resolution is held invalid or unenforceable by a court of competent jurisdictions, that holding shall not affect the validity of enforceability of the remaining fees or provisions, and the Board declares that it would have adopted each fee or provision of this resolution CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 4 powered by Legistar™ File #:RES 2024-309,Version:1 irrespective of the validity of any other fee or provision of this resolution. 6. Supersede:This resolution supersedes all ordinances, resolutions, and other actions of the Board of Supervisors that established fees for the services specified in this resolution. 7. Effective Date:This resolution becomes effective immediately upon adoption. I hereby certify that this is true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the dates shown. ATTESTED:September 24, 2024 Monica Nino, County Administrator and Clerk of the Board of Supervisors By June McHuen, Deputy Contact: Tommy Gong, 925-335-7899 CONTRA COSTA COUNTY Printed on 9/26/2024Page 4 of 4 powered by Legistar™ nbsgov.com Prepared by: Corporate Headquarters 32605 Temecula Parkway, Suite 100 Temecula, CA 92592 Toll free: 800.676.7516 Report for: User Fee Study September 6, 2024 ATTACHMENT B Contra Costa County User Fee Study 2 TABLE OF CONTENTS Executive Summary ........................................................................................................ 3 1.1 Findings ................................................................................................................... 3 1.2 Report Format ......................................................................................................... 4 Introduction and Fundamentals ...................................................................................... 5 2.1 Scope of Study ......................................................................................................... 5 2.2 Methods of Analysis ................................................................................................ 5 Elections Division .......................................................................................................... 11 3.1 Cost of Service Analysis ......................................................................................... 11 3.2 Fee Establishment ................................................................................................. 12 3.3 Cost Recovery Evaluation ...................................................................................... 12 Clerk-Recorder Division................................................................................................. 14 4.1 Cost of Service Analysis ......................................................................................... 14 4.2 Fee Establishment ................................................................................................. 15 4.3 Cost Recovery Evaluation ...................................................................................... 16 Conclusion .................................................................................................................... 17 Appendices Cost of Service Analysis (Fee Tables) Elections Division Appendix A.1 County Clerk Appendix A.2 Recorder Appendix A.3 Comparative Fee Survey Elections Division Appendix B.1 County Clerk Appendix B.2 Recorder Appendix B.3 Contra Costa County User Fee Study 3 EXECUTIVE SUMMARY NBS performed a User Fee Study (Study) for the Elections, and Clerk-Recorder divisions of the Contra Costa County Clerk-Recorder-Elections Department (County). The purpose of this report is to present the findings and recommendations of the various fee analyses performed as part of the Study and provide the County with the information needed to update and establish user and regulatory fees for service. Throughout the process, the Study afforded much effort to ensure that not only are the fees and charges reasonable and equitable, but that they also meet industry standards and uphold the statutory requirements of the State of California. California cities, counties, and special districts may impose user and regulatory fees for services and activities they provide through provisions set forth in the State Constitution, Article XIII C § 1. Under this legal framework, a fee may not exceed the reasonable cost of providing the service or performing the activity. For a fee to qualify as such, it must relate to a service or activity performed at the request of an individual or entity upon which the fee is imposed, or their actions specifically cause the local government agency to perform additional activities. In this instance, the service or underlying action causing the local agency to perform the service is either discretionary and/or is subject to regulation. As a discretionary service or regulatory activity, the user fees and regulatory fees considered in this Study fall outside of the definition and statutory requirement to impose general taxes, special taxes, and fees as a result of property ownership. The County’s main reason for conducting this Study was twofold: (1) first, to ensure that existing fees do not exceed the costs of service, and (2) second, to provide an opportunity for the Board of Supervisors to re-align fee amounts with localized cost recovery policies. 1.1 Findings This Study examined user and regulatory fees managed by the County’s Elections, and Clerk-Recorder divisions. The Study identified an estimated $1.1 million in eligible costs for recovery from fees for service, compared to approximately $670,000 the County is currently collecting each year from fees. The following table provides a summary of the Study’s results: Table 1. Report Summary – Fee for Service As shown in Table 1 above, the County is recovering approximately 62% of the costs associated with providing user and regulatory fee-related services. Should the Board adopt fees at 100% of the full cost recovery amounts determined by this Study, an additional $420,000 in costs could be recovered. Division Annual Estimated Current Fee Revenue Annual Estimated Full Cost Recovery Fee Revenue Annual Cost Recovery Surplus / (Deficit) Current Cost Recovery % Annual Estimated Recommended Fee Revenue Recommended Cost Recovery % Elections $ 19,965 $ 64,472 $ (44,507) 31% $ 20,168 31% County Clerk $ 650,343 $ 1,023,055 $ (372,712) 64% $ 879,376 86% Recorder $ 1,080 $ 3,805 $ (2,725) 28% $ 2,700 71% Total $ 671,388 $ 1,091,332 $ (419,944) 62% $ 902,244 83% Contra Costa County User Fee Study 4 However, Section 2.2.3 later explains, there may be other local policy considerations that support adopting fees at less than the calculated full cost recovery amount. Since this element of the Study is subjective, NBS provided the maximum potential of fee amounts at 100% full cost recovery for the County to consider. County staff provided initial recommended fee amounts for the Board’s consideration. If the Board elects to adopt fee levels at staff’s initial recommendations, an additional $231,000 in annual costs could be recovered, for an 83% cost recovery outcome for services provided. Once the Board of Supervisors has reviewed and evaluated the results of the Study, the County can set fees at appropriate cost recovery levels according to local policy goals and considerations. 1.2 Report Format This report documents the analytical methods and data sources used in the Study, presents findings regarding current levels of cost recovery achieved from user and regulatory fees, discusses recommended fee amounts, and provides a comparative survey of fees to neighboring agencies for similar services. The report is organized into the following sections:  Section 2 - Outlines the general framework, approach, and methodology of the Fee Study.  Sections 3 through 4 - Discusses the results of the cost of service analysis performed by division and/or fee program. The analysis includes: (1) fully burdened hourly rate(s); (2) calculation of the costs of providing service; (3) the cost recovery performance of each fee category; and (4) the staff-recommended fees for providing services.  Section 5 – Presents the conclusions of the analysis provided in the preceding sections.  Appendices to this report - Include additional details of the analysis performed and a comparison of the fees imposed by neighboring agencies for similar services. Contra Costa County User Fee Study 5 INTRODUCTION AND FUNDAMENTALS 2.1 Scope of Study The Study examined fees for services managed by the Elections and Clerk-Recorder Divisions. The fees examined in this report specifically exclude development impact fees, utility rates, and any special tax assessments which fall under a different set of statutory and procedural requirements from the body of user and regulatory fees analyzed in this Study. The Study also excludes facility and equipment rental rates, as well as most fines and penalties imposed by the County for violations of its requirements or codes. It should also be noted that many procedures and fee amounts for services provided by the Elections and Clerk-Recorder Divisions are heavily regulated by the California State Government Code. Many of the fees are set by the State and therefore the County is limited in the amount of cost recovery that can be achieved for providing these services. 2.2 Methods of Analysis Three phases of analysis were completed for each division studied: 2.2.1 COST OF SERVICE ANALYSIS This cost of service analysis is a quantitative effort that compiles the full cost of providing governmental services and activities. There are two primary types of costs considered: direct and indirect costs. Direct costs are those that specifically relate to an activity or service, including the real-time provision of the service. Indirect costs are those that support the provision of services in general but cannot be directly or easily assigned to a singular activity or service. Direct Costs:  Direct personnel costs – Salary, wages and benefits expenses for personnel specifically involved in the provision of services and activities to the public.  Direct non-personnel costs – Discrete expenses attributable to a specific service or activity performed, such as contractor costs, third-party charges, and materials used in the service or activity. Indirect Costs:  Indirect personnel costs – Personnel expenses supporting the provision of services and activities. This can include line supervision and departmental management, administrative support within a department, and staff involved in technical support activities related to the direct services provided to the public. Contra Costa County User Fee Study 6  Indirect non-personnel costs – Expenses other than labor involved in the provision of services. In most cases, these costs are allocated across all services provided by a department, rather than directly assigned to individual fee/rate categories.  Overhead costs – These are expenses, both labor and non-labor, related to agency-wide support services. Support services include general administrative services such as County Administrator, Treasurer-Tax Collector, Human Resources, etc. The amount of costs attributable to the divisions included in this Study were sourced from the County’s annual Countywide Cost Allocation Plan located on the California State Controller’s website. All cost components in this Study use annual (or annualized) figures, representing a twelve-month cycle of expenses incurred by each Division in the provision of all services and activities County-wide. Nearly all the fees reviewed in this Study require specific actions on the part of County staff to provide the service or conduct the activity. Since labor is the primary underlying factor in these activities, the Study expresses the full cost of service as a fully burdened cost per labor hour. NBS calculated a composite, fully burdened, hourly rate for each division studied. This rate serves as the basis for further quantifying the average full cost of providing individual services and activities. Determining the fully burdened labor rate requires two data sets: (1) the full costs of service, and (2) the number of staff hours available to perform those services. NBS derived the hours available based on the complete list of all County employees and/or available service hours of its contracted professionals (where applicable). The County supplied NBS with the total number of paid labor hours for each employee involved in the delivery of services included in this Study. These available hours represent the amount of productive time available to provide both fee-recoverable and non-fee recoverable services and activities. Available labor hours divided into the annual full costs of service equal the composite, fully burdened, labor rate. Some agencies may also use the resulting rates for purposes other than setting fees, such as calculating the full cost of general services or structuring a cost recovery agreement with another agency or third party. NBS also assisted the County in estimating the staff time for the services and activities listed in the Clerk- Recorder-Elections fee schedule. Time tracking records for the fee programs studied as part of this analysis, when available, proved useful in identifying time spent providing various services. However, the County does not systematically track the service time of activities for all individual fee-level services provided. Therefore, NBS also relied on interviews and questionnaires to develop the necessary data sets of estimated labor time. In many cases, the County provided estimates of the average amount of time (in minutes and hours) it took to complete a typical service or activity considered on a per-occurrence basis. It should be noted that the development of these time estimates was not a one-step process but required careful review by both NBS and Division managers to assess the reasonableness of such estimates. Based on the results of this review, the County reconsidered its time estimates until all parties were comfortable that the fee models reasonably reflected the average service level provided by the County. Finally, the fully burdened labor rate(s) calculated in earlier steps were applied at the individual fee level time estimates, yielding an average total cost of providing each fee for service or activity. The graphic on the following page provides a visual representation of the steps discussed in this section. Contra Costa County User Fee Study 7 2.2.2 FEE ESTABLISHMENT The fee establishment process includes a range of considerations, including the following:  Addition to and deletion of fees – The Study provided each Division with the opportunity to propose additions and deletions to their current fee schedules, as well as re-name, re- organize, and clarify which fees were to be imposed. Many of these fee revisions allowed for better adherence to current practices, as well as the improvement in the calculation, application, and collection of the fees owed by an individual. Some additions to the fee schedule were simply the identification of existing services or activities performed by County staff for which no fee is currently charged.  Revision to the structure of fees – In most cases, the focus was to re-align the fee amount to match the costs of service and leave the current structure of fees unchanged. However, in several cases, fee categories and fee names had to be simplified or re-structured to increase the likelihood of full cost recovery or to enhance the fairness of how the fee is applied to the various types of fee payers. Many such revisions better conform fees to current practices and improve the calculation and collection of fee revenues.  Documentation of the tools used to calculate special cost recovery – The Clerk-Recorder- Elections fee schedule should include the list of fully burdened rates developed by the Study. Documenting these rates in the fee schedule provides an opportunity for the Board of Supervisors to approve rates for cost recovery under a “time and materials” approach. It also provides clear publication of those rates so that all fee payers can readily reference the basis of any fee amounts. The fee schedule should provide language that supports special forms of cost recovery for activities and services not included in the adopted Clerk-Recorder-Elections Available Work Hours Total Time on Task per Fee Maximum (100% Cost Recovery) Fee Amount Labor Costs Operating Costs Overhead Costs [ ]Step 1: Calculate Fully Burdened Hourly Rate Step 2: Cost of Service Analysis Contra Costa County User Fee Study 8 fee schedule. In these rare instances, published rates are used to estimate a flat fee or bill on an hourly basis, which is at the Department director’s discretion. 2.2.3 COST RECOVERY EVALUATION The NBS fee model compares the existing fee for each service or activity to the average total cost of service quantified through this analysis. Here are the possible outcomes of the fee analysis:  Cost recovery rate of 0% - This signifies that there is currently no current recovery of costs from fee revenues (or insufficient information available for evaluation).  Cost recovery rate of 100% - This means that the fee currently recovers the full cost of service.  Cost recovery rate between 0% and 100% - This indicates partial recovery of the full cost of service through fees.  Cost recovery rate greater than 100% - This means that the fee exceeds the full cost of service. User fees and regulatory fees should not exceed the full cost of service. In all cases, the cost recovery rate achieved by a fee should not be greater than 100%. NBS assisted with modeling the “recommended” or “target” level of cost recovery for each fee, established at either 100% or any amount less than the calculated full cost of service. Targets and recommendations reflect discretion on the part of the agency based on a variety of factors, such as existing County policies and agency-wide or departmental revenue objectives, economic goals, community values, market conditions, level of demand, and others. A general method of selecting an appropriate cost recovery target is to consider the public and private benefits of the service or activity in question, such as:  To what degree does the public at large benefit from the service?  To what degree does the individual or entity requesting, requiring, or causing the service benefit? In some cases, a strict public-versus-private benefit judgment may not be sufficient to finalize a cost recovery target. Any of the following factors and considerations may influence or supplement the public- versus-private benefit perception of a service or activity:  If optimizing revenue potential is an overriding goal, is it feasible to recover the full cost of service?  Will increasing fees result in non-compliance or public safety problems?  Are there desired behaviors or modifications to behaviors of the service population helped or hindered through the degree of pricing for the activities?  Does current demand for services support a fee increase without adverse impact to the community served or current revenue levels? In other words, would fee increases have the unintended consequence of driving away the population served?  Is there a good policy basis for differentiating between the type of user (e.g., residents vs. non-residents, residential vs. commercial, non-profit entities, and business entities)?  Are there broader County objectives that merit a less than full cost recovery target from fees, such as economic development goals and local social values? Contra Costa County User Fee Study 9 NBS provided the cost of service calculation based on 100% full cost recovery and the framework for the County’s use to adjust the amount of cost recovery in accordance with its broader goals as they pertain to code compliance, cost recovery, economic development, and social values. 2.2.4 COMPARATIVE FEE SURVEY Appendix B presents the results of the Comparative Fee Survey for the County. Policy makers often request a comparison of their jurisdictional fees to those of surrounding or similar communities. The purpose of a comparison is to provide a sense of the local market pricing for services, and to use that information to gauge the impact of recommendations for fee adjustments. In this effort, NBS worked with the County to choose five comparative agencies for each division.  Elections: Marin, Santa Clara, San Mateo, Solano and Sonoma Counties  Clerk-Recorder: Alameda, Santa Clara, San Francisco, San Mateo and Sonoma Counties It is important to keep the following in mind when interpreting the general approach to, and use of, comparative survey data:  Comparative surveys do not provide information about cost recovery policies or procedures inherent in each comparison agency.  A “market-based” decision to price services below the full cost of service calculation is the same as deciding to subsidize that service.  Comparative agencies may or may not base their fee amounts on the estimated and reasonable cost of providing services. NBS did not perform the same level of analysis of the comparative agencies’ fees.  The results of comparative fee surveys are often non-conclusive for many fee categories. Comparison agencies typically use varied terminology for the provision of similar services. NBS made every reasonable attempt to source each comparison agency’s fee schedule from their respective websites and compile a comparison of fee categories and amounts for the most readily comparable fee items that match the County’s existing fee structure. 2.2.5 DATA SOURCES The following data sources were used to support the cost of service analysis and fee establishment phases of this Study:  The County’s Adopted Budget for Fiscal Year 2023-2024.  A complete list of all County personnel, salary/wage rates, regular hours, paid benefits, and paid leave amounts.  Various correspondences with the County staff supporting the adopted budgets and current fees, including notes regarding details not shown in the published documents.  Prevailing fee schedules.  Annual workload data provided by each division evaluated in the Study. The County’s adopted budget serves as an important source of information that affects the cost of service results. NBS did not audit or validate the County’s financial documents and budget practices, nor was the cost information adjusted to reflect different levels of service or any specific, targeted performance Contra Costa County User Fee Study 10 benchmarks. This Study accepts the County’s budget as a legislatively adopted directive describing the most appropriate and reasonable level of County spending. NBS consultants accept the Board of Supervisors’ deliberative process and the County’s budget plan and further assert that through this legislative process, the County has yielded a reasonable and valid expenditure plan to use in setting cost- based fees. Contra Costa County User Fee Study 11 ELECTIONS DIVISION The Contra Costa Clerk-Recorder-Elections Department is responsible for conducting fair, accurate, secure, transparent, and timely elections. The Elections Division maximizes voter registration and opportunities for voting, ensures that all eligible citizens of Contra Costa County can exercise their right to vote, and processes State and local initiative, referendum, and recall petitions. The Division conducts Federal, State, county, local and district elections in a fair, accurate, secure, transparent, and timely manner, according to State and federal law. The following is a list of the main responsibilities of the Division:  Issues and processes vote-by-mail, early voting, precinct, and provisional ballots, verifying all signatures prior to counting.  Prepares and mails sample ballots and voter information materials for each election in the English, Spanish and Chinese languages.  Recruits and trains poll workers on election rules and voting processes.  Locates and inspects sufficient polling places, mitigating issues to meet Americans With Disabilities Act requirements.  Maintains accurate voter registration records through timely and continual voter file maintenance.  Conducts voter outreach and education with civic organizations, political groups, and schools, with a focus on increasing access to registration and voting.  Maximizes opportunities for voter registration, particularly to underrepresented community members.  Processes and verifies initiative, referendum, and recall petitions.  Tabulates, verifies, canvasses, and reports results of county administered Federal, State, county, local, and district elections.  Uses GIS (Geographic Information System) technology to ensure accurate precinct and district boundaries. 3.1 Cost of Service Analysis NBS developed a composite, fully burdened, hourly rate for the Elections Division as shown below: Table 3. Fully Burdened Hourly Rate Elections Direct - Election Services Elections Direct - Fee for Service Total Labor 2,502,136$ 22,786$ 2,524,922$ Recurring Non-Labor 5,594,762 15,251 5,610,014 Countywide Overhead 886,298 8,071 894,370 Administrative Costs 3,794,794 19,478 3,814,272 Division Total 12,777,991$ 65,586$ 12,843,577$ Fully Burdened Hourly Rate (FBHR) [1] n/a $ 180 365 [1] Fully burdened hourly rate is rounded to the nearest dollar. Cost Element Reference: Direct Hours Only Contra Costa County User Fee Study 12 As shown above, the total cost of the Elections Division is approximately $12.9 million annually. However, the results of the cost of service analysis identified approximately $66,000 in costs eligible and/or targeted for recovery from fee for service activities. The remaining $12.8 million in costs are recommended for recovery from alternate funding sources. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $180. Based on interviews with Division staff, the analysis segregated the total cost of services into two primary services categories: (1) Elections Direct – Election Services and (2) Elections Direct – Fee for Service. To clarify the underlying costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of the descriptions for each cost category:  Elections Direct – Election Services – Responsibilities related to conducting Federal, State, county, local and district elections. These costs are not recommended for recovery from fee for service activities. The County currently uses a billing practice that allocates costs to each jurisdiction involved in the election which should continue to be used to recover these costs.  Elections Direct – Fee for Service – Fee for service-related activities. 100% of these costs are potentially recoverable from routine fees for service. Significant analytical and policy decisions revolve around inclusion of categorized activity costs in the fully burdened hourly rate. The decision of whether to apply or exclude certain costs toward recovery in fees for service stems from basic fee setting parameters offered by the California State Constitution and Statutes, which requires that any new fee levied or existing fee increased should not exceed the estimated amount required to provide the service for which the charge is levied. 3.2 Fee Establishment Overall, the Elections Division did not make significant changes to the existing fee structure. The focus of the Study was to re-align the fee amount to match the cost of service and leave the current structure of fees unchanged. The following is a summary of the overall changes to the Elections Division fee schedule:  Addition of a passthrough fee for credit card transactions  Addition of Election set up and candidate processing fees  Listing the fully burdened hourly rate developed by the Study As discussed in Section 2.1, some procedures and fee amounts for services provided by the Elections Division are regulated by the California State Government Code, therefore the County is limited in the amount of cost recovery that can be achieved for providing these services. 3.3 Cost Recovery Evaluation Appendix A.1 presents the results of the detailed cost recovery analysis of fees for Contra Costa County’s Elections Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. Currently, the Division is recovering approximately 31% of the total cost of providing services from fees. As Table 4 shows, the County collects approximately $20,000 per year in revenue at the current fee amounts. At full cost recovery and the same demand level for these services, the County would recover approximately $65,000. Contra Costa County User Fee Study 13 Table 4. Cost Recovery Outcomes NBS provided a full cost of service evaluation and the framework for considering fees, while the County Elections Division determined the appropriate cost recovery levels at or below full cost amounts. The “Recommended Fee” column in Appendix A.1 displays County staff’s initial recommended fee amounts. These initial recommendations for adjusted fee amounts are projected to recover approximately 31% of the total costs of providing fee-related services, assuming the demand for services remains the same. Division Annual Estimated Current Fee Revenue Annual Estimated Full Cost Recovery Fee Revenue Annual Cost Recovery Surplus / (Deficit) Current Cost Recovery % Annual Estimated Recommended Fee Revenue Recommended Cost Recovery % Elections $ 19,965 $ 64,472 $ (44,507) 31% $ 20,168 31% Contra Costa County User Fee Study 14 CLERK-RECORDER DIVISION The Contra Costa Clerk-Recorder-Elections Department is responsible for accurately maintaining, protecting, and preserving all official records and indices relating to real property and vital records in Contra Costa County and providing access to public documents. The Clerk-Recorder Division examines, records, files, images, indexes, redacts, archives, maintains, and preserves all official records; including vital records and those relating to real property, subdivision maps, assessment districts, and records of surveys. The Division also:  Produces, preserves, and maintains indices of all records held by the County Clerk-Recorder.  Issues and registers marriage licenses, and performs civil marriage ceremonies.  Registers notary public commissions/oaths, Process Servers, Legal Document Assistants, Professional Photocopiers, and Unlawful Detainer Assistants.  Files Fictitious Business Name statements.  Develops and oversees the Recorder Records Management and Archives Program.  Provides the public constructive notice of real estate recordings.  Performs other County Clerk responsibilities as designated by code.  Redacts social security numbers and illegal restrictive covenants from property records. 4.1 Cost of Service Analysis NBS developed a composite, fully burdened, hourly rate for the Clerk-Recorder Division as shown below: Table 5. Fully Burdened Hourly Rate As shown above, the total cost of the Clerk-Recorder Division is approximately $15.3 million annually. However, the results of the cost of service analysis identified approximately $4.7 million in costs eligible and/or targeted for recovery from fee for service activities. The remaining $10.6 million in costs are recommended for recovery through alternate funding sources. All subsequent cost of service calculations at the individual fee level assumes a fully burdened hourly rate of $112. Based on interviews with Division staff, the analysis segregated the total cost of services into five primary services categories. To clarify the underlying costs and assumptions used to calculate the fully burdened hourly rate, here is a summary of the descriptions for each cost category: Recorder Micro/Mod Direct - Records Mgmt/ Micro Conv Recorder Micro/Mod Direct - Recorder Modernization Recorder Micro/Mod Direct - Recorder Redaction Recorder Micro/Mod Direct - Electronic Rec Delivery System Recorder All Other Direct Services Total Labor 195,692$ 632,474$ 153,125$ 554,032$ 2,393,355$ 3,928,679$ Recurring Non-Labor 944,792 2,896,124 2,246,964 1,747,401 748,474 8,583,756 Countywide Overhead 12,085 39,058 9,456 34,214 147,799 242,611 Administrative Costs 141,207 452,153 150,946 374,891 1,437,023 2,556,220 Division Total 1,293,776$ 4,019,808$ 2,560,492$ 2,710,537$ 4,726,652$ 15,311,265$ Fully Burdened Hourly Rate (FBHR) [1] n/a n/a n/a n/a $ 112 42,116 [1] Fully burdened hourly rate is rounded to the nearest dollar. Reference: Direct Hours Only Cost Element Contra Costa County User Fee Study 15  Recorder Micro/Mod Direct – The Micrographics/Modernization (Micro/Mod) Funds are restricted by law to the improvement and operation of a modernized recording system, including infrastructure, technology, equipment, and staff to efficiently process, organize, manage, maintain, preserve, and protect official documents and records in the Clerk-Recorder Division and to make them readily available to the public. Specific programs include: o Vital records and recordkeeping o Recorder Records Management and Archives Program o Social Security numbers and unlawful restrictive language redaction from public documents o Electronic recording document program  Recorder All Other Direct Services – Fee for service-related activities. 100% of these costs are recoverable from routine fees for service. Significant analytical and policy decisions revolve around inclusion of categorized activity costs in the fully burdened hourly rate. The decision of whether to apply or exclude certain costs toward recovery in fees for service stems from basic fee setting parameters offered by the California State Constitution and Statutes, which requires that any new fee levied or existing fee increased should not exceed the estimated amount required to provide the service for which the charge is levied. 4.2 Fee Establishment Procedures and fee amounts for providing clerk-recorder services are heavily regulated by the California State Government Code. Most of the fee categories charged by the Clerk-Recorder Division are set by the State and therefore the County is limited in the amount of cost recovery that can be achieved for providing these services. As such, the majority of fees listed in Appendix A.2 and A.3 were not subject to the cost of services analysis conducted by NBS. However, where no code limits the allowable charge, NBS evaluated the cost of providing these services. Overall, the Division did not make significant changes to the existing fee structure. The focus of the Study was to re-align the fee amount to match the cost of service and leave the current structure of fees unchanged. The following is a summary of the overall changes to the Clerk-Recorder Division fee schedule:  Deletion of fees that are no longer used or needed such as Penalty Print on the Recorder fee schedule.  Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.21 for County Clerk fees: o Amendments for confidential marriage licenses o Civil Marriage Ceremony  Walk-in  After hours  Vow Renewal – Walk-In 1 Refer to Section 2.2, Methods of Analysis, for additional discussion on the Study’s approach to adding, deleting, and revising fee categories. Contra Costa County User Fee Study 16  Bring Your Own Officiant – Walk-In  Expedited ceremony at the window  Witness fee  Appointment processing fee  Outdoor ceremony o Department of insurance certificate o Fully burdened hourly rate developed by the Study  Addition of new fee categories, notated as “New” in the Current Fee column of Appendix A.3 for Recorder fees: o Records Archive Facility Appointment o Fully burdened hourly rate developed by the Study 4.3 Cost Recovery Evaluation Appendix A.2 & A.3 presents the results of the detailed cost recovery analysis of fees for the County’s Clerk-Recorder Division. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. Currently, the Division is recovering approximately 63% of the total cost of providing services from fees. As Table 6 shows, the County collects approximately $651,000 per year in revenue at the current fee amounts. At full cost recovery and the same demand level for these services, the County would recover approximately $1 million. Table 6. Cost Recovery Outcomes NBS provided a full cost of service evaluation and the framework for considering fees, while the County Clerk-Recorder Division determined the appropriate cost recovery levels at or below full cost amounts. The “Recommended Fee” column in Appendix A.2 and A.3 displays County staff’s initial recommended fee amounts. These initial recommendations for adjusted fee amounts are projected to recover approximately 86% of the total costs of providing fee-related services, assuming the demand for services remains the same. In addition to the “Annual Estimated Revenues” amounts shown above, the Clerk-Recorder Division also collects approximately $3.6 million in revenue from the fees that are set by the State. As mentioned above, NBS did not evaluate these fees based on the restrictions of the California State Government Code, however, to account for the total estimated revenues to be collected, these revenues would need to be accounted for. Division Annual Estimated Current Fee Revenue Annual Estimated Full Cost Recovery Fee Revenue Annual Cost Recovery Surplus / (Deficit) Current Cost Recovery % Annual Estimated Recommended Fee Revenue Recommended Cost Recovery % County Clerk $ 650,343 $ 1,023,055 $ (372,712) 64% $ 879,376 86% Recorder $ 1,080 $ 3,805 $ (2,725) 28% $ 2,700 71% Total $ 651,423 $ 1,026,860 $ (375,437) 63% $ 882,076 86% Contra Costa County User Fee Study 17 CONCLUSION Based on the outcomes of the Cost of Service Analysis, Fee Establishment, and Cost Recovery Evaluation presented in this Study, the proposed Master Fee Schedule for each Division has been prepared by the County for implementation and included in the Clerk-Recorder-Elections Department’s Staff Report. As discussed throughout this report, the intent of the proposed fee schedule is to improve the County’s recovery of costs incurred to provide individual services, as well as adjust fees where the fees charged exceed the average costs incurred. Predicting the amount to which any adopted fee increases will affect County revenues is difficult to quantify. For the near-term, the County should not count on increased revenues to meet any specific expenditure plan. Experience with the revised fee amounts should be gained first before revenue projections are revised. However, unless there is some significant, long-term change in activity levels at the County, proposed fee amendments should enhance the County’s cost recovery performance over time, providing it the ability to stretch other resources further for the benefit of the public at-large. The Clerk-Recorder-Elections Fee Schedules should become a living document, but handled with care:  A fundamental purpose of the fee schedule is to provide clarity and transparency to the public and to staff regarding fees imposed by the County. Once adopted by the Board of Supervisors, the fee schedules are the final word on the amount and method in which fees should be charged and supersedes all previous fee schedules. If it is discovered that the master document is missing certain fees, those fees will eventually need to be added to the master fee schedule and should not exist outside the consolidated, master framework.  The County should consider adjusting these user fees and regulatory fees on an annual basis to keep pace with cost inflation. For all fees and charges, for example, the County could use a Consumer Price Index adjustment that is applied to the new fee schedule. Conducting a comprehensive user fee Study is not an annual requirement, and only becomes worthwhile over time as shifts in organization, local practices, legislative values, or legal requirements result in significant change. As a final note, it is worth mentioning the path that fees, in general, have taken in the State of California. In recent years, there is more public demand for the precise and equitable accounting of the basis for governmental fees and a greater say in when and how they are charged. It is likely that into the future, user and regulatory fees will require an even greater level of analysis and supporting data to meet the public’s growing expectations. An agency’s ability to meet these new pressures will depend on the level of technology they invest in their current systems. Continuous improvement and refinement of time tracking abilities will greatly enhance the County’s ability to set fees for service and identify unfunded activities in years to come. Disclaimer: In preparing this report and the opinions and recommendations included herein, NBS has relied on a number of principal assumptions and considerations with regard to financial matters, conditions and events that may occur in the future. This information and assumptions, including the County’s budgets, time estimate data, and workload information from County staff, were provided by sources we believe to be reliable; however, NBS has not independently verified such information and assumptions. While we believe NBS’ use of such information and assumptions is reasonable for the purpose of this report, some assumptions will invariably not materialize as stated herein and may vary significantly due to unanticipated events and circumstances. Therefore, the actual results can be expected to vary from those projected to the extent that actual future conditions differ from those assumed by us or provided to us by others. Prepared by NBS for the County of Contra Costa APPENDIX A.1 Cost of Service Analysis – Elections Division Contra Costa CountyAppendix A.1Elections Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesCOUNTY ELECTIONS DIVISION FEES1 Vote by Mail FileSubscriptionper subscription4.23180$ 760$ $ 100 13%100$ 13%30 3,000$ 22,802$ 3,000$ Per Fileper file0.33180$ 59$ $ 25 42%30$ 51%10 250$ 593$ 300$ 2 Unsigned ListSubscriptionper subscription3.75180$ 674$ $ 25 4%100$ 15%15 375$ 10,107$ 1,500$ Per Fileper file0.17180$ 31$ $ 5 16%30$ 98%5 25$ 153$ 150$ 3 Signature Cure ListSubscriptionper subscription3.75180$ 674$ $ 25 4%100$ 15%15 375$ 10,107$ 1,500$ Per Fileper file0.17180$ 31$ $ 5 16%30$ 98%5 25$ 153$ 150$ 4 Master Voter FileEntire Countyper file0.37180$ 66$ $ 250 376%65$ 98%30 7,500$ 1,995$ 1,950$ Multiple Districts or Citiesper file0.37180$ 66$ NEW %65$ 98%- -$ -$ -$ Single District or Cityper file0.30180$ 54$ $ 113 209%50$ 93%60 6,750$ 3,234$ 3,000$ 5 Precinct List (Walking List)Per List per list [1]0.20180$ 36$ $ 15 42%35$ 97%10 150$ 359$ 350$ No additional charge when sent as PDFPrinted page fee and tax applies when printed (see "Printed Pages")6 Campaign Finance and Statement of Economic Interest Documentsper page(no min)[2] $ 0.10 0.10$ (e.g. 460, 501, disclosure filings)7 Retrieval Fee for Campaign Finance Reports (5+ years old)per request [2] $ 5 5$ 8 Copy of a Candidate's Statement of Qualificationsper statement [1] $ 1 1$ 9 Voter Registration Certificateper copy [1,3] $ 1.50 1.50$ 10 Printed Pagesper page($1.00 min)[1] $ 0.25 0.25$ 11 1:600 Color Walking Mapsper request [1]0.33180$ 59$ $ 1.50 3%59$ 100%10 15$ 593$ 593$ Activity Service Cost Analysis Cost Recovery AnalysisFBHR Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery % Cost of Service Per Activity Estimated Volume of ActivityAnnual Estimated Revenue AnalysisCurrent FeeFull Cost RecoveryRec'd FeeAnnual Estimated RevenuesFee No.Fee NameNotesEstimated Average Labor Time Per Activity (hours)Fee/Unit TypeNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Elections COS, Page 1 of 2 Contra Costa CountyAppendix A.1Elections Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesActivity Service Cost Analysis Cost Recovery AnalysisFBHR Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery % Cost of Service Per Activity Estimated Volume of ActivityAnnual Estimated Revenue AnalysisCurrent FeeFull Cost RecoveryRec'd FeeAnnual Estimated RevenuesFee No.Fee NameNotesEstimated Average Labor Time Per Activity (hours)Fee/Unit Type12 Wide format printing maps, charts, graphsper map [1]1.58180$ 284$ $ 25 9%150$ 53%50 1,250$ 14,195$ 7,500$ 13 Contra Costa County Elections Precinct Shape Fileper file0.20180$ 36$ $ 50 139%35$ 97%5 250$ 180$ 175$ 14 Credit Card Transaction Feeactual cost NEW Actual Cost 15 Election Set Up Feeper contest [4]1.12180$ 201$ NEW %200$ 100%16 Candidate Processing Feeper filing candidate[4]0.80180$ 144$ NEW %140$ 97%17 For services requested, which have no fee listed in this fee scheduleactual cost NEW Actual Cost TOTAL ELECTIONS DIVISION 19,965 64,472 20,168 Notes[1] Taxes apply when pages are printed[2][3] Set by Election code 2167[4] Revenue associated with this service is accounted for in a separate Elections Billing model. CA Govt Code 81008 (2022): Copies shall be provided at a charge not to exceed ten cents ($0.10) per page. In addition, the filing officer may charge a retrieval fee not to exceed five dollars ($5) per request for copies of reports and statements which are five or more years old. A request for more than one report or statement or report and statement at the same time shall be considered a single request.NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Elections COS, Page 2 of 2 Prepared by NBS for the County of Contra Costa APPENDIX A.2 Cost of Service Analysis – Clerk Division Contra Costa CountyAppendix A.2Clerk Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesCOUNTY CLERK DIVISION FEES1 Vital Certificates / Search Fees[1,2]Certified Birth CertificateEach [HS 103625] $ 36 36$ Government Birth CertificateEach [HS 103625] [3] $ 22 22$ Certified Death CertificateEach [HS 103625] $ 28 28$ Certified Fetal Death CertificateEach [HS 103625] $ 25 25$ Government Death CertificateEach [HS 103625] [3] $ 24 24$ Certified Public Marriage CertificateEach [HS 103625] $ 21 21$ Certified Confidential Marriage CertificateEach [HS 103625] $ 21 21$ Government Marriage CertificateEach [HS 103625] [3] $ 12 12$ 2 Official Record FeesRecorded Document Plain Copy - 1st pagePage [GC 27366]0.10112$ 11$ $ 1 9%5$ 45%- -$ -$ -$ each additional pageper page [GC 27366]0.017112$ 2$ NEW %2$ 100%- -$ -$ -$ Certified Copy (Complete Document ONLY) (Plus Plain Copy Fee)Document [GC 27366]0.12112$ 13$ $ 2.50 19%6$ 46%- -$ -$ -$ Maps Plain Copy (18"x23")Page [GC 27366]0.17112$ 19$ $ 3.50 19%10$ 53%- -$ -$ -$ Certified Copy (18" x 23" Complete Map ONLY) (Plus Map Plain Copy Fee)Map [GC 27366]0.20112$ 22$ $ 2.50 11%6$ 27%- -$ -$ -$ 3 Fictitious Business Name (FBN) FeesFile Fictitious Business Name Statement with one owner and one business nameEach[GC 54985; B&P 17929]0.55112$ 62$ $ 30 49%55$ 89%6,816 204,480$ 421,360$ 374,880$ For EACH additional owner or business nameEach[GC 54985; B&P 17929(a)]0.05112$ 6$ $ 7 125%5$ 89%- -$ -$ -$ Research name prior to filingEach[GC 54985; B&P 17929]0.17112$ 19$ $ 7 37%10$ 53%- -$ -$ -$ File Abandonment of FBNEach[GC 54985; B&P 17929(b)]0.50112$ 56$ $ 30 54%45$ 81%128 3,840$ 7,135$ 5,760$ File Withdrawal of FBNEach0.50112$ 56$ $ 30 54%45$ 81%6 180$ 334$ 270$ Certified FBN copiesEach [B&P 17926]0.12112$ 13$ $ 2 15%6$ 46%- -$ -$ -$ Plain FBN copiesEach [GC 27366]0.10112$ 11$ $ 1 9%5$ 45%- -$ -$ -$ 4 Notary FeesRegistration of Notary Public (Plus Bond Recording Fees)Each [GC 8213, 27361]0.45112$ 50$ $ 15 30%36$ 72%1,153 17,295$ 57,798$ 41,508$ Bond Recording FeeFirst PagePage [GC 27361] $ 14 14$ Each additional pagePage [GC 27361] $ 3 3$ Authentication of Notary PublicEach0.10112$ 11$ $ 5 45%10$ 89%61 305$ 685$ 610$ Activity Service Cost Analysis Cost Recovery Analysis Annual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / Authority Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd FeeNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COS, Page 1 of 4 Contra Costa CountyAppendix A.2Clerk Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesActivity Service Cost Analysis Cost Recovery Analysis Annual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / Authority Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd Fee5 CEQA Filing FeesFile Environmental Impact ReportsEach[F&G 711.4 (e)] $ 50 $ 50 Mitigated Negative Declaration (MND)Each [F&G 711.4 (d,e)] $2,548.00 2,916.75$ Environmental Impact Report (EIR)Each [F&G 711.4 (d)(3)] $3,539.25 4,051.25$ Environmental Document pursuant to a Certified Regulatory Program (CRP)Each [F&G 711.4 (d)(4)] [4] $1,203.25 1,377.25$ Negative DeclarationEach [F&G 711.4 (d)(2)] $2,548.00 2,916.75$ 6 Marriage License and Ceremony FeesPublic Marriage LicenseEach[GC 26840, 26840.1, 26840.3, 26840.7, 54985; H&S 100435]State Fees $ 3 3$ County Fees - Capped $ 28 28$ County - Regular Marriage License0.67112$ 75$ $ 55 73%64$ 85%4,213 231,715$ 317,183$ 269,632$ Confidential Marriage LicenseEach[GC 26840, 26840.1, 26840.3, 26840.8, 54985]State Fees $ 4 4$ County Fees - Capped $ 28 28$ County - Regular Marriage License0.67112$ 75$ $ 58 77%68$ 90%626 36,308$ 47,129$ 42,568$ Amendments for Confidential Marriage LicensesEach [H&S 103700c]0.88112$ 99$ NEW %80$ 81%- -$ -$ -$ Declaration of MarriageEach [FC 425]State Fees $ 3 3$ County Fees - Capped $ 28 28$ County - Regular Marriage License1.05112$ 118$ $ 55 46%79$ 67%- -$ -$ -$ Duplicate Marriage LicenseEach [FC 360, 501]0.68112$ 76$ $ 20 26%50$ 66%494 9,880$ 37,423$ 24,700$ NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COS, Page 2 of 4 Contra Costa CountyAppendix A.2Clerk Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesActivity Service Cost Analysis Cost Recovery Analysis Annual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / Authority Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd FeeCivil Marriage CeremonyEach [GC 26861, 54985]With Appointment0.50112$ 56$ $ 60 107%50$ 89%2,341 140,460$ 131,364$ 117,050$ Walk-in0.58112$ 65$ NEW %65$ 99%- -$ -$ -$ After HoursFlat0.58129$ 75$ NEW %75$ 100%- -$ -$ -$ One Day Deputy CommissionerEach[GC 26861, 54985; FC 400]0.20112$ 22$ $ 50 227%20$ 91%116 5,800$ 2,549$ 2,320$ Destination Weddingper destination wedding ceremony1.27112$ 142$ $ 60 42%120$ 84%- -$ -$ -$ Vow Renewal - ApptEach0.58112$ 65$ $ 60 92%55$ 84%- -$ -$ -$ Vow Renewal - Walk-InEach0.65112$ 73$ NEW %70$ 96%- -$ -$ -$ Bring Your Own Officiant - ApptEach [FC 400]0.43112$ 49$ $ 60 123%40$ 82%1 60$ 49$ 40$ Bring Your Own Officiant - Walk-InEach [FC 400]0.51112$ 57$ NEW %50$ 87% -$ -$ -$ Expedited Ceremony at the windowFlat0.40112$ 45$ NEW %35$ 78%- -$ -$ -$ Witness FeesEach0.20112$ 22$ NEW %20$ 89%- -$ -$ -$ Appointment Processing Fee (Non Refundable)Flat0.12112$ 13$ NEW %10$ 76%- -$ -$ -$ Outdoor CeremonyFlat0.67112$ 75$ NEW %75$ 100%- -$ -$ -$ 7 Process ServerRegister Process Server (plus Bond Recording Fee)Each [B&P 22352] $ 117 117$ Renew Process Server (plus Bond Recording Fee)Each [B&P 22352] $ 117 117$ Bond Recording FeeFirst PageEach [GC 27361] $ 14 14$ Each additional pageEach [GC 27361] $ 3 3$ ID Card - Additional/ReplacementEach BP 223520.17112$ 19$ $ 10 53%10$ 53%1 10$ 19$ 10$ 8 Professional Photocopier FeesRegister Professional Photocopier (plus Bond Recording Fee)Each [B&P 22453] $ 182 182$ Bond Recording FeeFirst PageEach [GC 27361] $ 14 14$ Each additional pageEach [GC 27361] $ 3 3$ 9 Legal Document Assist FeesRegister Legal Document Assistant (plus Bond Recording Fee)Each [B&P 6404] $ 182 182$ Renew Legal Document Assistant (plus Bond Recording Fee)Each [B&P 6404] $ 182 182$ Bond Recording FeeFirst PageEach [GC 27361] $ 14 14$ Each additional pageEach [GC 27361] $ 3 3$ NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COS, Page 3 of 4 Contra Costa CountyAppendix A.2Clerk Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesActivity Service Cost Analysis Cost Recovery Analysis Annual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / Authority Current Fee Existing Cost Recovery %Recommended FeeRec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd Fee10 Unlawful Detainer Assistant FeesRegister Unlawful Detainer (plus Bond Recording Fee)Each [B&P 6404] $ 182 182$ Bond Recording FeeFirst PageEach [GC 27361] $ 14 14$ Each additional pageEach [GC 27361] $ 3 3$ 11 Miscellaneous FeesVerification of a Health OfficerEach [CORP 14502(d)] $ 5 5$ Verification of a Humane OfficerEach [CORP 14502(d)] $ 5 5$ File Power of AttorneyEach[GC 26855.1, 54985] $ 10 10$ Translation Certificates $ 10 10$ Return Check Fee (NSF)[GC 6157]0.25112$ 28$ $ 10 36%28$ 100%1 10$ 28$ 28$ Department of Insurance CertificateEach[GC 26855.1-26855.3] NEW 3.50$ Notary Journal Line Item CopyFlat $ 5 5$ 12 For services requested, which have no fee listed in this fee scheduleDuring Business Hoursper hour1.00112$ 112$ NEW %112$ 100%- -$ -$ -$ After Business Hoursper hour1.00129$ 129$ NEW %129$ 100%- -$ -$ -$ TOTAL CLERK DIVISION 650,343 1,023,055 879,376 Notes[1][2][3][4]Health and Safety Code §103650: The fee for any search of the files and records performed by the custodian of the records for a specific record when no certified copy is made shall be paid in advance by the applicant. The fee shall be the same as the fee required in Section 103625.After a thorough search has been completed, if no record is found, the fee will be retained as required by law and you will receive a "Certification of No Record"The government certificate fee is only available for agencies that will be using the document for government specific use only.Including, but not limited to the Forest Practice Rules, timber harvest plans, and other state agency regulatory programs (CEQA Guidelines 21080.5).NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COS, Page 4 of 4 Prepared by NBS for the County of Contra Costa APPENDIX A.3 Cost of Service Analysis – Recorder Division Contra Costa CountyAppendix A.3Recorder Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesCOUNTY RECORDER DIVISION FEES1 Base Recording FeesBase Fee - 1st Page*Document Title[GC 27361, 27397, 27361.4][1][2] $ 14 14$ Base Fee - 1st Page of documents subject to Real Estate Fraud Fee*Document Title[GC 27388; CC Res 95-633][1] $ 17 17$ Building Homes & Jobs Act Tax (SB2 - Atkins)Per Title, Per Transaction[GC 27388.1] $75 per title, not to exceed $225 per transaction $75 per title, not to exceed $225 per transaction Each Additional Page (8.5"x11")Page [GC 27361(a)] $ 3 3$ Combined Documents (containing more than one title)*Title [GC 27361.1] [1][2] $ 14 14$ 2 Additional Recording FeesSurvey Monument Fee[GC 27584, 27585; CCC Res 78-670] $ 10 10$ Nonconforming Fee Pageper page [GC 27361(a)(2)] $ 3 3$ Indexing Fee (more than 10 names)[GC 27361.8] $ 1 1$ Indexing Fee (more than 1 recording reference)per reference [GC 27361.2] $ 1 1$ Preliminary Change of Ownership Report (PCOR) (Fee in Lieu of)[RT 480.3(b)] $ 20 20$ Involuntary Lien Notification Fee (e.g., Abstract of Judgement)per owner/ debtor[GC 27297.5, 27387]0.08112$ 9$ $ 7 75%9$ 100%- -$ -$ -$ 3 Document Transfer Fee[3]Countywide Documentary Transfer Tax (DDT)per $500[RT 11911; CC Ord 64.6] $ 0.55 0.55$ Richmond City Transfer Tax[Richmond Ord 35-90]Under $1 millionper $1000 $ 7 7$ $1 million - $3 millionper $1000 $ 12.50 12.50$ $3 million - $10 millionper $1000 $ 25 25$ Over $10 millionper $1000 $ 30 30$ El Cerrito City Transfer Taxper $1000 [El Cerrito Ord 18-03] $ 12 12$ 4 Map Recording FeeFiling or Recording of Map - 1st page*page[GC 27372, 27361, 27361.4][1] $ 9 9$ Each Additional Pagepage [GC 27372, 27361(c)] $ 3 3$ Annual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / AuthorityActivity Service Cost Analysis Cost Recovery Analysis Current Fee / Deposit Existing Cost Recovery % Recommended Fee Rec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd FeeNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Recorder COS, Page 1 of 2 Contra Costa CountyAppendix A.3Recorder Division - User Fee Study Fiscal Year 2024Cost of Service Estimate for Fee Related Services and ActivitiesAnnual Estimated Revenue AnalysisFee No.Fee NameFee/Unit TypeNotesEstimated Average Labor Time Per Activity (hours)FBHR Cost of Service Per Activity Gov't. Code / AuthorityActivity Service Cost Analysis Cost Recovery Analysis Current Fee / Deposit Existing Cost Recovery % Recommended Fee Rec'd Cost Recovery %Estimated Volume of ActivityAnnual Estimated RevenuesCurrent FeeFull Cost RecoveryRec'd Fee5 Government Lien Recording FeesRelease of Lien, Judgement, Encumbrance or Notice[GC 27361.3, 27361.4, 27388, 27397(c)(1), 27361(d)(1); CCC Res 95-633] $ 20 20$ Release of Lien, Judgement, Encumbrance or Notice Recorded in Error by the state or any political subdivision of the state[GC 27361.3, 27361.4] $ - -$ Federal Tax Lien or Release (additional page fees apply)per document title[GC 27361, 27397, 27361.4] $ 14 14$ 6 Financing Statements[GC 27388; CCC Res 95-633][4]UCC - 1 or 2 pages*per document [GC 12194(a)] [1] $ 13 13$ UCC - 3 or more pages*pre document [GC 12194(a)] [1] $ 23 23$ 7 Copy and Filing FeesPreliminary 20-day Noticeeach0.94112$ 106$ $ 30 28%75$ 71%36 1,080$ 3,805$ 2,700$ Preliminary 20-day Notice - Each additional lot noticeeach additional0.25112$ 28$ $ 5 16%5$ 18%- -$ -$ -$ Official Record Copy - 1st pageper page[GC 27366, BOS Order 1/4/1994]0.10112$ 11$ $ 1 9%5$ 45%- -$ -$ -$ each additional pageper page[GC 27366, BOS Order 1/4/1994]0.02112$ 2$ NEW %2$ 100%- -$ -$ -$ Map Copy Fee (18"x26")per page[GC 27366, BOS Order 1/4/1994]0.17112$ 19$ $ 3.50 19%10$ 53%- -$ -$ -$ Certified Copyper certification[GC 27366]0.20112$ 22$ $ 2.50 11%6$ 27%- -$ -$ -$ Conformed Copy0.03112$ 4$ $ - 0%2$ 53%- -$ -$ -$ 8Contracts, Plans & Specs Filing Feeflat GC 27380 $ 8 3$ 9Records Archive Facility Appointmentflat [GC 27366, 54985]0.50112$ 56$ NEW %25$ 45%- -$ -$ -$ 10For services requested, which have no fee listed in this fee scheduleDuring Business Hoursper hour1.00112$ 112$ NEW %112$ 100%- -$ -$ -$ After Business Hoursper hour1.00129$ 129$ NEW %129$ 100%- -$ -$ -$ TOTAL RECORDER DIVISION 1,080 3,805 2,700 Notes[1][2][3][4]Fees on this schedule marked with an asterisk (*) are subject to the State-mandated Building Homes and Jobs Act (SB2-Atkins) tax of up to an additional $225 in accordance with the legislative amendment of Government Code §27388.1, unless an exemption is claimed on the first page of this document.Effective April 1, 2018 a real estate fraud fee of $3.00 (above the Base $10.00 or $20.00 fee) will be charged for all uniform commercial code (UCC) document unless recorded concurrently with a transfer subject to the imposition of Transfer Tax.The Real Estate Fraud Fee is collected on numerous document titles, and will require an additional $3.00 payment. The list of document titles may be found on the Real Estate Fraud Recording tab.https://www.contracostavote.gov/recorder/recording-fees/recorder-fee-schedule/real-estate-fraud-recording/Any amount over $1.00 must be rounded up to the nearest $500 for the Countywide Documentary Transfer Tax.NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Recorder COS, Page 2 of 2 Prepared by NBS for the County of Contra Costa APPENDIX B.1 Comparative Fee Survey – Elections Division Contra Costa CountyAppendix B.1Elections Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Marin County Santa Clara County San Mateo County Solano County Sonoma County COUNTY ELECTIONS DIVISION FEES1 Vote by Mail FileSubscriptionper subscription $ 100 760$ 100$ $66 - daily or weeklyPer Fileper file $ 25 59$ 30$ $132 - electronic2 Unsigned ListSubscriptionper subscription $ 25 674$ 100$ Per Fileper file $ 5 31$ 30$ 3 Signature Cure ListSubscriptionper subscription $ 25 674$ 100$ Per Fileper file $ 5 31$ 30$ 4 Master Voter FileEntire Countyper file $ 250 66$ 65$ Multiple Districts or Citiesper file NEW 66$ 65$ 70$ Single District or Cityper file $ 113 54$ 50$ $30 for every 50k voters5 Precinct List (Walking List)Per List per list [1] $ 15 36$ 35$ No additional charge when sent as PDFPrinted page fee and tax applies when printed (see "Printed Pages")6Campaign Finance and Statement of Economic Interest Documentsper page(no min)[2] $ 0.10 0.10$ (e.g. 460, 501, disclosure filings)7 Retrieval Fee for Campaign Finance Reports (5+ years old)per request [2] $ 5 5$ 8 Copy of a Candidate's Statement of Qualificationsper statement [1] $ 1 1$ no comparison available no comparison available no comparison available$0.10 per pageno comparison available9 Voter Registration Certificateper copy [1] $ 1.50 1.50$ 1.50$ no comparison available1.50$ 1.50$ no comparison available10 Printed Pagesper page($1.00 min)[1] $ 0.25 0.25$ $0.29 per page $0.10 per pageno comparison available $0.75 first page, $0.10 each additional page no comparison available11 1:600 Color Walking Mapsper request [1] $ 1.50 59$ 59$ no comparison available no comparison available no comparison available no comparison available$2.00 to $10.00 per map12 Wide format printing maps, charts, graphsper map [1] $ 25 284$ 150$ no comparison available $115 set up fee + print11x17 - $5 per page17x22 - $12 per page22x34 - $20 per page34x44 - $25 per page40x60 - $30 per page no comparison available Production maps: $100-$250Custom maps: $50.25 per 1/4 hr + direct material cost $2.00 to $10.00 per map $30 for every 50k voters$20 each addt'l update $0.60 per 1,000 voters90$ no comparison available no comparison available Voter File - Countywide (pre-made): $15$10 for county-issued flash drive no comparison available $20 processing fee + $1.00 per 1,000 records no comparison available no comparison available $20 processing fee + $1.00 per 1,000 records Contra Costa County Comparison AgenciesVoter file - $132 Precinct Map (11x17) -$5 per page no comparison available no comparison available Vote by Mail Voters File Subscription: $329.42 no comparison available no comparison available Voter information (per file) - $125 no comparison available no comparison available no comparison available$0.50 per 1,000 names270$ $0.50 per 1,000 recordsNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Elections COMP, Page 1 of 2 Contra Costa CountyAppendix B.1Elections Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Marin County Santa Clara County San Mateo County Solano County Sonoma County Contra Costa County Comparison Agencies13 Contra Costa County Elections Precinct Shape Fileper file $ 50 36$ 35$ no comparison available no comparison available no comparison available no comparison available no comparison available14 Credit Card Transaction Feeactual cost NEW Actual Cost no comparison available no comparison available no comparison available no comparison available no comparison available15 Election Set Up Feeper contest [4] NEW 201$ $ 200 Cities: $50All other jurisdictions: $250 $1,201 for City$2,136 for Special District$1,837 for School District All fees charges per contest, plus cost of legal publications no comparison available no comparison available no comparison available16 Candidate Processing Feeper candidate filing[4] NEW 144$ $ 140 no comparison available no comparison available no comparison available no comparison available no comparison availableNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Elections COMP, Page 2 of 2 Prepared by NBS for the County of Contra Costa APPENDIX B.2 Comparative Fee Survey – Clerk Division Contra Costa CountyAppendix B.2Clerk Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Alameda County Santa Clara County San Francisco County San Mateo County Sonoma County COUNTY CLERK DIVISION FEES1 Vital Certificates / Search Fees[1, 2]Certified Birth CertificateEach $ 36 36$ Government Birth CertificateEach [3] $ 22 22$ Certified Death CertificateEach $ 28 28$ Certified Fetal Death CertificateEach $ 25 25$ Government Death CertificateEach [3] $ 24 24$ Certified Public Marriage CertificateEach $ 21 21$ Certified Confidential Marriage CertificateEach $ 21 21$ Government Marriage CertificateEach [3] $ 12 12$ 2 Official Record FeesRecorded Document Plain Copy - 1st pagePage $ 1 11$ $ 5 3.50$ $4/1st page$2/addt'l page $3/1st page$0.50/addt'l page $5/1st page$1/addt'l page 5$ Certified Copy (Complete Document ONLY) (Plus Plain Copy Fee)Document $ 2.50 13$ $ 6 1$ 2$ 1$ 5$ 4$ Maps Plain Copy (18"x23")Page $ 3.50 19$ $ 10 3.50$ $4/1st page$2/addt'l page $5/1st page$3/addt'l page 2$ 5$ Certified Copy (18" x 23" Complete Map ONLY) (Plus Map Plain Copy Fee)Map $ 2.50 22$ $ 6 1$ 2$ 1$ 5$ 4$ 3 Fictitious Business Name (FBN) FeesFile Fictitious Business Name Statement with one owner and one business nameEach $ 30 62$ 55$ 40$ 40$ 63$ 34$ 55$ For EACH additional owner or business nameEach $ 7 6$ 5$ 7$ 7$ 16$ 5$ 9$ Research name prior to filingEach $ 7 19$ 10$ 25$ 30$ no comparison available10$ 1.75$ File Abandonment of FBNEach $ 30 56$ 45$ 35$ 37$ 51$ 11$ 31$ File Withdrawal of FBNEach $ 30 56$ 45$ 35$ 37$ 51$ 11$ 31$ Certified FBN copiesEach $ 2 13$ 6$ 2.00$ $10/copy$1/addt'l page 5$ 2$ Plain FBN copiesEach $ 1 11$ 5$ 0.75$ $7/copy$1/addt'l page 1$ 2$ 4 Notary FeesRegistration of Notary Public (Plus Bond Recording Fees)Each $ 15 50$ 36$ 50$ 63$ 51$ 42$ 50$ Bond Recording FeeFirst PagePage $ 14 14$ Each additional pagePage $ 3 3$ Authentication of Notary PublicEach $ 5 11$ 10$ no comparison available38$ 17$ 12$ 15$ 5 CEQA Filing FeesFile Environmental Impact ReportsEach $ 50 50$ Mitigated Negative Declaration (MND)Each $2,548.00 2,916.75$ Environmental Impact Report (EIR)Each $3,539.25 4,051.25$ Environmental Document pursuant to a Certified Regulatory Program (CRP)Each [4] $1,203.25 1,377.25$ Negative DeclarationEach $2,548.00 2,916.75$ Contra Costa County Comparison Agenciesno comparison availableNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COMP, Page 1 of 3 Contra Costa CountyAppendix B.2Clerk Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Alameda County Santa Clara County San Francisco County San Mateo County Sonoma County Contra Costa County Comparison Agencies6 Marriage License and Ceremony FeesPublic Marriage LicenseEachState Fees $ 3 3$ County Fees - Capped $ 28 28$ County - Regular Marriage License $ 55 75$ 64$ 81$ 80$ 120$ 79$ 82$ Confidential Marriage LicenseEachState Fees $ 4 4$ County Fees - Capped $ 28 28$ County - Regular Marriage License $ 58 75$ 68$ 90$ 83$ 120$ 80$ 98$ Amendments for Confidential Marriage LicensesEach NEW 99$ 80$ no comparison available no comparison available34$ no comparison available26$ Declaration of MarriageEachState Fees $ 3 3$ County Fees - Capped $ 28 28$ County - Regular Marriage License $ 55 118$ 79$ no comparison available no comparison available no comparison available no comparison available82$ Duplicate Marriage LicenseEach $ 20 76$ 50$ 5$ no comparison available28$ 5$ 56$ Civil Marriage CeremonyEachWith Appointment $ 60 56$ 50$ 75$ 80$ 103$ 65$ 60$ Walkin NEW 65$ 65$ no comparison availableAfter HoursFlat NEW 75$ 75$ 321$ One Day Deputy CommissionerEach $ 50 22$ 20$ 80$ 171$ 60$ 133$ Destination Weddingper destination wedding ceremony $ 60 142$ 120$ Vow Renewal - ApptEach $ 60 65$ 55$ Vow Renewal - Walk-InEach NEW 73$ 70$ Bring Your Own Officiant - ApptEach $ 60 49$ 40$ Bring Your Own Officiant - Walk-InEach NEW 57$ 50$ Expedited Ceremony at the windowFlat NEW 45$ 35$ 120$ Witness FeesEach NEW 22$ 20$ 10$ 22$ Appointment Processing Fee (Non Refundable)Flat NEW 13$ 10$ no comparison availableOutdoor CeremonyFlat NEW 75$ 75$ Chapel Usage Fee:$40 (per 10 mins) 7 Process ServerRegister Process Server (plus Bond Recording Fee)Each $ 117 117$ Renew Process Server (plus Bond Recording Fee)Each $ 117 117$ Bond Recording FeeFirst PageEach $ 14 14$ Each additional pageEach $ 3 3$ ID Card - Additional/ReplacementEach $ 10 19$ 10$ 10$ 10$ 17$ 10$ 10$ no comparison availableno comparison availableno comparison availableno comparison available no comparison availableno comparison available no comparison availableno comparison availableno comparison availableNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COMP, Page 2 of 3 Contra Costa CountyAppendix B.2Clerk Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Alameda County Santa Clara County San Francisco County San Mateo County Sonoma County Contra Costa County Comparison Agencies8 Professional Photocopier FeesRegister Professional Photocopier (plus Bond Recording Fee)Each $ 182 182$ Bond Recording FeeFirst PageEach $ 14 14$ Each additional pageEach $ 3 3$ 9 Legal Document Assist FeesRegister Legal Document Assistant (plus Bond Recording Fee)Each $ 182 182$ Renew Legal Document Assistant (plus Bond Recording Fee)Each $ 182 182$ Bond Recording FeeFirst PageEach $ 14 14$ Each additional pageEach $ 3 3$ 10 Unlawful Detainer Assistant FeesRegister Unlawful Detainer (plus Bond Recording Fee)Each $ 182 182$ Bond Recording FeeFirst PageEach $ 14 14$ Each additional pageEach $ 3 3$ 11 Miscellaneous FeesVerification of a Health OfficerEach $ 5 5$ Verification of a Humane OfficerEach $ 5 5$ File Power of AttorneyEach $ 10 10$ Translation Certificates $ 10 10$ Return Check Fee (NSF) $ 10 28$ 28$ no comparison available no comparison available no comparison available no comparison available no comparison availableDepartment of Insurance CertificateEach NEW 4$ Notary Journal Line Item CopyFlat $ 5 5$ 12 For services requested, which have no fee listed in this fee scheduleDuring Business Hoursper hour NEW 112$ 112$ After Business Hoursper hour NEW 129$ 129$ no comparison availableno comparison available no comparison available no comparison available Technical Work:$50/half hour NBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Clerk COMP, Page 3 of 3 Prepared by NBS for the County of Contra Costa APPENDIX B.3 Comparative Fee Survey – Recorder Division Contra Costa CountyAppendix B.3Recorder Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Alameda County Santa Clara County San Francisco County San Mateo County Sonoma County COUNTY RECORDER DIVISION FEES1 Base Recording FeesBase Fee - 1st Page*Document Title [1][2] $ 14 14$ Base Fee - 1st Page of documents subject to Real Estate Fraud Fee*Document Title [1] $ 17 17$ Building Homes & Jobs Act Tax (SB2 - Atkins)Per Title, Per Transaction $75 per title, not to exceed $225 per transaction $75 per title, not to exceed $225 per transaction Each Additional Page (8.5"x11")Page $ 3 3$ Combined Documents (containing more than one title)*Title [1][2] $ 14 14$ 2 Additional Recording FeesSurvey Monument Fee $ 10 10$ Nonconforming Fee Pageper page $ 3 3$ Indexing Fee (more than 10 names) $ 1 1$ Indexing Fee (more than 1 recording reference)per reference $ 1 1$ Preliminary Change of Ownership Report (PCOR) (Fee in Lieu of) $ 20 20$ Involuntary Lien Notification Fee (e.g., Abstract of Judgement)per owner/debtor $ 7 9$ 9$ 7$ no comparison available6$ 7$ 7$ 3 Document Transfer Fee[3]Countywide Documentary Transfer Tax (DDT)per $500 $ 0.55 0.55$ Richmond City Transfer TaxUnder $1 millionper $1000 $ 7 7$ $1 million - $3 millionper $1000 $ 12.50 12.50$ $3 million - $10 millionper $1000 $ 25 25$ Over $10 millionper $1000 $ 30 30$ El Cerrito City Transfer Taxper $1000 $ 12 12$ 4 Map Recording FeeFiling or Recording of Map - 1st page*page [1] $ 9 9$ Each Additional Pagepage $ 3 3$ 5 Government Lien Recording FeesRelease of Lien, Judgement, Encumbrance or Notice $ 20 20$ Release of Lien, Judgement, Encumbrance or Notice Recorded in Error by the state or any political subdivision of the state $ - -$ Federal Tax Lien or Release (additional page fees apply)per document title $ 14 14$ 6 Financing Statements[4]UCC - 1 or 2 pages*per document [1] $ 13 13$ UCC - 3 or more pages*pre document [1] $ 23 23$ Contra Costa County Comparison AgenciesNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Recorder COMP, Page 1 of 2 Contra Costa CountyAppendix B.3Recorder Division - User Fee Study Fiscal Year 2024Comparison SurveyFee No.Fee NameFee/Unit TypeNotes Current Fee Full Cost Recovery Rec Fee Alameda County Santa Clara County San Francisco County San Mateo County Sonoma County Contra Costa County Comparison Agencies7 Copy and Filing FeesPreliminary 20-day Noticeeach $ 30 106$ 75$ 45$ 50$ 22$ 84$ 35$ Preliminary 20-day Notice - Each additional lot noticeeach additional $ 5 28$ 5$ no comparison available no comparison available no comparison available no comparison available no comparison availableOfficial Record Copy- 1st pageper page $ 1 11$ 5$ 3.50$ $4/1st page$2/addt'l page $3/1st page$0.50/addt'l page $5/1st page$1/addt'l page 5$ Map Copy Fee (18"x26")per page 3.50 19$ 10$ 3.50$ $4/1st page$2/addt'l page $5/1st page$3/addt'l page 2$ 5$ Certified Copyper certification $ 2.50 22$ 6$ 1$ 2$ 1$ 5$ 4$ Conformed Copy $ - 4$ 2$ no comparison available5$ 1$ 10$ no comparison available8Contracts, Plans & Specs Filing Feeflat $ 8 -$ 3$ Builders Contract Filing: $81 Builders Contract Filing: $15 no comparison available no comparison available no comparison available9Records Archive Facility Appointmentflat NEW 56$ 25$ no comparison available no comparison available no comparison available no comparison available no comparison available10For services requested, which have no fee listed in this fee scheduleDuring Business Hoursper hour NEW 112$ 112$ After Business Hoursper hour NEW 129$ 129$ no comparison available no comparison available no comparison available Technical Work:$50/half hour no comparison availableNBS - Local Government SolutionsWeb: www.nbsgov.com Toll-Free:800.676.75169/6/2024 Recorder COMP, Page 2 of 2 Service/Product Detail Current Fee Proposed Fee Certified Birth Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $36.00 $36.00 Government Birth Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $22.00 $22.00 Certified Death Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $28.00 $28.00 Certified Fetal Death Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $25.00 $25.00 Government Death Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $24.00 $24.00 Certified Public Marriage Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $21.00 $21.00 Certified Confidential Marriage Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $21.00 $21.00 Government Marriage Certificate If no record is found, the fee will be retained as required by law and a "Certification of No Record" will be issued. $12.00 $12.00 KRISTIN B. CONNELLY, CLERK-RECORDER AND REGISTRAR OF VOTERS 555 Escobar Street, Martinez, CA 94553 Elections Division: 925-335-7800 Clerk-Recorder Division: 925-335-7900 Contra Costa County Clerk Division Fee Schedule (Effective January 1, 2025) Vital Certificates/ Search Fees: Health and Safety Code §103650: The fee for any search of the files and records performed by the custodian of the records for a specific record when no certified copy is made shall be paid in advance by the applicant. The fee shall be the same as the fee required in §103625. Page 1 of 10 ATTACHMENT A Service/Product Detail Current Fee Proposed Fee Contra Costa County Clerk Division Fee Schedule (Effective January 1, 2025) Recorder Document Plain Copy - 1st page Government Code §27366 $1.00 $5.00 Recorder Document Plain Copy - each additional page Government Code §27366 NEW $2.00 Certified Copy (Complete Document ONLY) (Plus Plain Copy Fee) Government Code §27366 $2.50 $6.00 Maps Plain Copy (18"x23") - per page Government Code §27366 $3.50 $10.00 Certified Copy (18" x 23" Complete Map ONLY) (Plus Map Plain Copy Fee) Government Code §27376 $2.50 $6.00 File Fictitious Business Name Statement with one owner and one business name Government Code §54985; Business & Professions §17929 $30.00 $55.00 For EACH additional owner or business name Government Code §54985; Business & Professions §17929(a)$7.00 $5.00 Research name prior to filing Government Code §54985; Business & Professions §17929 $7.00 $10.00 File Abandonment of FBN Government Code §54985; Business & Professions §17929(b)$30.00 $45.00 File Withdrawal of FBN Government Code §54985; Business & Professions §17929(c)$30.00 $45.00 Certified FBN copies Business & Professions §17926 $2.00 $6.00 Plain FBN copies Government Code §27366 $1.00 $5.00 File Environmental Impact Reports Fish & Game §711.4 (e)$50.00 $50.00 Mitigated Negative Declaration Fish & Game §711.4 (d,e)$2,916.75 $2,916.75 Environmental Impact Report Fish & Game §711.4 (d)(3)$4,051.25 $4,051.25 Environmental Document pursuant to a Certified Regulatory Program Fish & Game §711.4 (d)(4) $1,377.25 $1,377.25 Negative Declaration Fish & Game §711.4 (d)(2)$2,916.75 $2,916.75 CEQA Filing Fees Official Record Fees Fictitious Business Name (FBN) Fees Page 2 of 10 Service/Product Detail Current Fee Proposed Fee Contra Costa County Clerk Division Fee Schedule (Effective January 1, 2025) Public Marriage License Government Code §26840, §26840.1, §26840.3, §26840.7, §54985; Health & Safety §100435 $86.00 $95.00 Confidential Marriage License Government Code §26840, §26840.1, §26840.3, §26840.8, §54985]$90.00 $100.00 Amendments for Confidential Marriage Licenses Health & Safety §103700c NEW $80.00 Declaration of Marriage Government Code §26840, §26840.1, §26840.3, §26840.7, §54985; Health & Safety §100435, Family Code §425 $86.00 $110.00 Duplicate Marriage License Family Code §360, §501 $20.00 $50.00 Civil Marriage Ceremony Government Code §26861, §54985 With Appointment $60.00 $50.00 Walk-in NEW $65.00 After Hours NEW $75.00 Vow Renewal With Appointment $60.00 $55.00 Walk-in NEW $70.00 Bring Your Own Officiant With Appointment $60.00 $40.00 Walk-in NEW $50.00 Expedited Ceremony at the Window NEW $35.00 Outdoor Ceremony NEW $75.00 Destination Wedding Ceremony NEW $120.00 One Day Deputy Commissioner $50.00 $20.00 Witness Fee NEW $20.00 Appointment Processing Fee Non Refundable NEW $10.00 Marriage License and Ceremony Fees Page 3 of 10 Service/Product Detail Current Fee Proposed Fee Contra Costa County Clerk Division Fee Schedule (Effective January 1, 2025) Verification of a Health Officer Corporation Code §14502(d)$5.00 $5.00 Verification of a Humane Officer Corporation Code §14502(d)$5.00 $5.00 File Power of Attorney Government Code §26855.1, §54985 $10.00 $10.00 Translation Certificates $10.00 $10.00 Return Check Fee Government Code §6157 $10.00 $10.00 Department of Insurance Certificate Government Code §26855.1, §26855.3 NEW $3.50 Registration of Notary Public (Plus Bond Recording Fees) Government Code §8213 & §27361 $15.00 $36.00 Authentication of Notary Public $5.00 $10.00 Notary Journal Line Item Copy $5.00 $5.00 Register Process Server (Plus Bond Recording Fee) Business & Professions §22352 $117.00 $117.00 Renew Process Server (Plus Bond Recording Fee) Business & Professions §22352 $117.00 $117.00 ID Card - Additional/Replacement Business & Professions §22457 $10.00 $10.00 Register Professional Photocopier (Plus Bond Recording Fee) Business & Professions §22453 $182.00 $182.00 Register Legal Document Assistant (Plus Bond Recording Fee) Business & Professions §6404 $182.00 $182.00 Renew Legal Document Assistant (Plus Bond Recording Fee) Business & Professions §6404 $182.00 $182.00 Register Unlawful Detainer Assistant (Plus Bond Recording Fee) Business & Professions §6404 $182.00 $182.00 Bond Recording Fee First Page Government Code § 27361 $14.00 $14.00 Each additional page Government Code §27361 $3.00 $3.00 Professional Filings Miscellaneous Fees Page 4 of 10 Fee Title Detail Current Fee Proposed Fee Base Fee – 1st Page Per document title where all pages measure 8.5”x11” (Government Code §27361, §27397, §27361.4)$14.00*$14.00* Base Fee – 1st Page of documents subject to Real Estate Fraud Fee For the following titles, an additional fee of $3.00 per title (above the Base $14.00 fee) will be charged unless recorded concurrently with a transfer subject to the imposition of Transfer Tax: abstract of judgment, affidavit, amended deed of trust, assignment of deed of trust, assignment of lease, assignment of rents, construction deed of trust, covenants, conditions & restrictions (CC&Rs), declaration of homestead, deed of trust, easement, lease, lien, lot line adjustment, mechanic’s lien, modification of deed of trust, notice of completion, notice of default, notice of trustee’s sale, quitclaim deed, reconveyance, release, request for notice, rescission of notice of default, subordination agreement, substitution of trustee, trustee’s deed upon sale (Government Code §27388 & CCC Res. 95-633) $17.00*$17.00* Building Homes & Jobs Act Tax (SB2 – Atkins) Additional $75 per title, per transaction at the time of recording/filing any real estate instrument, paper or notice except those expressly exempted. Tax shall not exceed $225 per transaction (defined as documents presented together and related to the same parties and property). (Government Code §27388.1) $75.00 to $225.00 $75.00 to $225.00 Each Additional Page Per additional 8.5”x 11” page (Government Code §27361(a))$3.00 $3.00 Combined Documents (containing more than one title) Per each additional document title (Government Code §27361.1)$14.00* or $17.00* $14.00* or $17.00* Note: Fees on this schedule marked with an asterisk (*) are subject to the State-mandated Building Homes and Jobs Act (SB2-Atkins) tax of up to an additional $225 in accordance with the legislative amendment of Government Code §27388.1, unless an exemption is claimed on the first page of the document. KRISTIN B. CONNELLY, CLERK-RECORDER AND REGISTRAR OF VOTERS 555 Escobar Street, Martinez, CA 94553 Elections Division: 925-335-7800 Clerk-Recorder Division: 925-335-7900 Contra Costa County Recorder Division Fee Schedule (Effective January 1, 2025) Base Recording Fees Note: subject to SB 2 Building Homes and Jobs Act Tax if marked with asterisk Page 5 of 10 Fee Title Detail Current Fee Proposed Fee Contra Costa County Recorder Division Fee Schedule (Effective January 1, 2025) Survey Monument Fee Applies only to deeds showing other than a complete lot and tract legal description (Government Code §27584-§27585 & CCC Res. 78-670) $10.00 $10.00 Nonconforming Fee Additional $3.00 per page fee applied to the entire document for any portion of the document that is not 8.5”x11” (Government Code §27361(a)(2)) $3.00 $3.00 Indexing Fee (more than 10 names) Where additional names are required to be indexed, there will be a charge for each group of 10 names or fractional portion thereof after the initial group of 10 names (Government Code §27361.8)$1.00 $1.00 Indexing Fee (more than 1 recording reference) Per reference to previously recorded document (after the first one), which requires additional indexing (Government Code §27361.2) $1.00 $1.00 Preliminary Change of Ownership Report (PCOR) (Fee in Lieu of) An additional $20 fee is charged when a transfer document is presented without a PCOR (Revenue & Taxation Code §480.3(b))$20.00 $20.00 Involuntary Lien Notification Fee Additional $9.00 per owner/debtor for notification of involuntary lien (e.g., abstract of judgment) (Government Code §27297.5, §27387) $7.00 $9.00 Countywide Documentary Transfer Tax (DTT) Collected on all transfers of real property, excluding liens remaining at the time of sale (Revenue & Taxation Code §11911 & CCC Ord. 64.6) $0.55 (per $500) $0.55 (per $500) Collected (in addition to the Countywide DTT) for the City of Richmond based on the full value of the property (Richmond Ord. 35-90) Under $1 million $7.00 (per $1,000) $7.00 (per $1,000) $1 million - $3 million $12.50 (per $1,000) $12.50 (per $1,000) $3 million - $10 million $25.00 (per $1,000) $25.00 (per $1,000) Over $10 million $30.00 (per $1,000) $30.00 (per $1,000) El Cerrito City Transfer Tax Collected (in addition to the Countywide DTT) for the City of El Cerrito based on the full value of the property (El Cerrito Ord. 18- 03) $12.00 (per $1,000) $12.00 (per $1,000) Richmond City Transfer Tax Additional Recording Fees Documentary Transfer Tax Page 6 of 10 Fee Title Detail Current Fee Proposed Fee Contra Costa County Recorder Division Fee Schedule (Effective January 1, 2025) Filing / Recording of Map – 1st page Subdivision, parcel, survey and assessment (Government Code §27372, §27361, §27361.4)$9.00*$9.00* Each Additional Page Each page after the first page (Government Code §27372, §27361(c))$3.00 $3.00 Release of Lien, Judgment, Encumbrance or Notice Executed by the state or any political subdivision of the state (Government Code §27631.3, §27361.4, §27388, §27397(c)(1), §27361(d)(1), CCC Res. 95-633)) $20.00 $20.00 Release of Lien, Judgment, Encumbrance or Notice Recorded in ERROR by the state or any political subdivision of the state (Government Code §27361.3, §27361.4)$0.00 $0.00 Federal Tax Lien or Release Per document title; additional page fees apply (Government Code §27361, §27397, §27361.4)$14.00 $14.00 UCC - 1 or 2 pages Per document (Government Code §12194(a))$13.00*$13.00* UCC - 3 or more pages Per document (Government Code §12194(b))$23.00*$23.00* Contracts Plans & Specs Filing Fee Government Code §27380 $8.00 $3.00 Records Archive Facility Appointment Government Code §27366, §54985 NEW $25.00 Government Lien Recording Fees Financing Statements Note: subject to SB 2 Building Homes and Jobs Act Tax if marked with asterisk Effective April 1, 2018, a real estate fraud fee of $3.00 (above the Base $10.00 or $20.00 fee) will be charged for all uniform Miscellaneous Fees Note: Fees on this schedule marked with an asterisk (*) are subject to the State-mandated Building Homes and Jobs Act (SB2-Atkins) tax of up to an additional $225 in accordance with the legislative amendment of Government Code §27388.1, unless an exemption is claimed on the first page of the document. Map Fees Note: subject to SB 2 Building Homes and Jobs Act Tax if marked with asterisk Page 7 of 10 Fee Title Detail Current Fee Proposed Fee Contra Costa County Recorder Division Fee Schedule (Effective January 1, 2025) Preliminary 20-day Notice Government Code §27361.9 $30.00 $75.00 Preliminary 20-day Notice – Each additional lot notice Each additional lot notice $4.50 $5.00 Recorder Document Plain Copy - 1st page Government Code §27366 $1.00 $5.00 Recorder Document Plain Copy - each additional page Government Code §27366 NEW $2.00 Certified Copy (Complete Document ONLY) (Plus Plain Copy Fee) Government Code §27366 $2.50 $6.00 Maps Plain Copy (18"x23") - per page Government Code §27366 $3.50 $10.00 Certified Copy (18" x 23" Complete Map ONLY) (Plus Map Plain Copy Fee) Government Code §27376 $2.50 $6.00 Conformed Copy Copy must be provided by customer at time of recording $0.00 $2.00 Copy and Filing Fees Page 8 of 10 Fee / Service / Product Detail Current Fee Proposed Fee Vote-by-Mail File Subscription - receive a VBM file throughout the election. EC 2191 100.00 100.00 One-Time File - receive a one-time VBM file 25.00 30.00 Unsigned VBM List Subscription - receive the Unsigned VBM list at regular intervals from E-25 through E+28 (or 2 days prior to certification). EC 2191 25.00 100.00 One-Time File - receive a one-time Unsigned VBM file 5.00 30.00 Signature Cure List Subscription - receive the list of VBMs with Signature Cure issues at regular intervals from E-25 through E+28 (or 2 days prior to certification). EC 2191 25.00 100.00 One-Time File - receive a one-time list of VBMs with Signature Cure issues 5.00 30.00 Master Voter File Entire County - voter registration data. EC 2183-2185, CA Admin Code 19003, 19006, 19010 250.00 65.00 Multiple Districts or Cities NEW 65.00 Single District or City 113.00 50.00 Precinct (Walking) List Receive a List of voters within a precinct for canvassing purposes. 15.00 35.00 Contra Costa County Precinct Shape File per file 50.00 35.00 Campaign Finance and Statement of Economic Interest Documents Form 700 per page - fee governed by FPPC $ 0.10 $ 0.10 Additional Retrieval Fee for Reports over 5+ years old $ 5.00 $ 5.00 Candidate Statement of Qualifications (Copy) Statement of Qualifications and Candidate Statement (2 pages) per page - fee governed by EC 13313 $ 1.00 $ 1.00 Certificate of Voter Registration Certified copy of voter registration and voting history fee governed by EC 6127 $ 1.50 $ 1.50 Printed/Copied Pages per page ($1.00 minimum) Measures and additional supporting documents EC 9190,9238,9509 $ 0.25 $ 0.25 Contra Costa County Elections Division Fee Schedule (Effective January 1, 2025) KRISTIN B. CONNELLY, CLERK-RECORDER AND REGISTRAR OF VOTERS 555 Escobar Street, Martinez, CA 94553 Elections Division: 925-335-7800 Clerk-Recorder Division: 925-335-7900 Data / Mapping - Voter Data Application Required* Print / Copy Services *No additional charge when the above are delivered electronically. Printed page fee and tax applies when printed (See "Printed Pages" below. Page 9 of 10 Fee / Service / Product Detail Current Fee Proposed Fee Contra Costa County Elections Division Fee Schedule (Effective January 1, 2025) 1:600 Color Walking Maps per request - not available in digital format $ 1.50 $ 59.00 Wide Format Printed Maps, Charts, and Graphs per map - not available in digital format $ 25.00 $ 150.00 Election Set Up Fee per contest - a base fee to cover the cost of processing and setting up an election. Billed to jurisdiction. EC 10002,10520 NEW $ 200.00 Candidate Processing Fee per candidate filing - a base fee to cover the cost of processing candidacy/nomination documents. Billed to jurisdiction. EC 10002,10520 NEW $ 140.00 Elections Page 10 of 10 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2973 Name: Status:Type:Discussion Item Passed File created:In control:8/21/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:CONSIDER accepting a report from the Department of Conservation and Development on the outreach and engagement activities that occurred for the regional housing bond measure that was previously proposed by the Bay Area Housing Finance Authority. (Gabriel Lemus, Conservation and Development Department) Attachments:1. Outreach and Engagement Report, 2. Survey AH & Homelessness Results and Analytics, 3. BOS Presentation Slides_9.24.2024_BAHFA Outreach-Engagement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Report on outreach and engagement that occurred for the regional housing bond measure that was proposed by BAHFA ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT a report from the Department of Conservation and Development on the outreach and engagement activities that occurred for the regional housing bond measure that was previously proposed by the Bay Area Housing Finance Authority (BAHFA). FISCAL IMPACT: No General Fund impact. Staff outreach costs were covered by existing departmental funds dedicated to housing. BACKGROUND: Brief History of BAHFA Governance The San Francisco Bay Area Regional Housing Finance Act (California Government Code § 64500, et seq.) (the “Act”) created the Bay Area Housing Finance Authority (BAHFA) in 2019. BAHFA’s purpose is to raise, administer and allocate funding, and provide technical assistance at a regional level for new affordable housing production, affordable housing preservation, and tenant protections, commonly referred to as the “3Ps”. BAHFA’s jurisdiction is the entire area within the boundaries of the counties of Alameda, Contra Costa, Marin, Napa, San Mateo, Santa Clara, Solano and Sonoma, and the city and county of San Francisco (“San Francisco CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ D.2 File #:24-2973,Version:1 Bay Area”). BAHFA is a joint effort of the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Governments (ABAG). BAHFA is governed by the same board as MTC. Some actions related to placement of a proposed measure on the ballot and approval of a regional expenditure plan require action by both the BAHFA Board and the ABAG Executive Board in its role as required by the Act The Proposed 2024 Regional Housing Bond In the summer of 2022, the BAHFA Board and the ABAG Executive Board began the process to consider placing a regional $10-20 billion general obligation bond measure specifically for affordable housing on the November 2024 ballot. On August 1, 2023, BAHFA staff provided a presentation to the Board of Supervisors to inform on the purpose of the proposed bond measure and to provide information on what would be required by each county in the region to receive the bond proceeds if the proposed measure was to be approved by voters. One of those requirements was that a county was to prepare and submit to BAHFA an expenditure plan that indicated how the bond proceeds were to be budgeted across the “3Ps”. To inform the preparation of the required expenditure plan, it was strongly recommended that all counties conduct an outreach and engagement process to the cities (city staff) and the public within their respective county. On October 24, 2023, the County’s Department of Conservation and Development (DCD) provided a report and presentation to the Board of Supervisors on its proposed BAHFA outreach and engagement process. At that meeting, the Board of Supervisors approved and directed staff to proceed with an outreach and engagement process that included the following: ·Conduct five in-person public meetings, one in each Supervisorial District. Conduct two additional virtual meetings. ·Conduct stakeholder meetings with city/town staff, affordable housing developers, and other public agencies. ·Invite city/town staff to have individual meetings with DCD staff. ·Assist city/town staff with presentations to their respective city councils, if requested, to provide information and to receive any comments related to local priorities. ·Distribute a survey to members of the public, stakeholders, and staff of local government. DCD staff officially launched the outreach and engagement process in February 2024. The Termination of the Proposed 2024 Regional Housing Bond In late June 2024, both the BAHFA Board and the ABAG Executive Board authorized the regional housing bond measure to be placed upon the November 5, 2024 ballot. However, on August 14, 2024, the BAHFA Board decided to officially pull the regional housing bond measure from the November 5th ballot. Therefore, there will be no regional BAHFA housing bond measure this coming November. Given that the BAHFA bond measure is no longer being proposed for the November 2024 ballot, the engagement and outreach process is no longer required to continue. The attached “BAHFA Outreach and Engagement Report”, the attached survey results analytics, and the attached presentation slides provide information on the overall outreach and engagement activities conducted by DCD staff from February 2024 through July 2024. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:24-2973,Version:1 N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1 Report on the BAHFA Outreach and Engagement Conducted February 2024 through July 2024 INTRODUCTION On October 24, 2023, the County’s Board of Supervisors approved and directed the County’s Department of Conservation and Development (DCD) to conduct an outreach and engagement process to inform cities/towns and the public within the County on a regional housing bond measure proposed by the Bay Area Housing Finance Authority (BAHFA). The regional housing bond measure was proposed to be on the November 5, 2024 general election ballot. The County’s Board of Supervisors approved an outreach and engagement process that coincided with DCD’s outreach and engagement process for the 5-year Consolidated Plan that pertains to the Community Development Block Grant (CDBG) Program, the HOME Investment Partnerships Act (HOME) Program, and the Emergency Solutions Grant (ESG) Program, federal funding that the County receives from the U.S. Department of Housing and Urban Development. On August 14, 2024, the BAHFA Executive Board held a public meeting and at that meeting decided to remove the BAHFA bond measure from the November 5, 2024 ballot. Given that BAHFA bond measure was removed, DCD staff ceased remaining outreach and engagement activities. The following report provides the general description of the approved outreach and engagement process, along with a general description of the activities that took place up to the point that the BAHFA Executive Board decided to pull the BAHFA bond measure from the November 5, 2024 ballot. DCD’S BAHFA OUTREACH AND ENGAGEMENT PROCESS The approved outreach and engagement process included the following activities: • Conduct five in-person public meetings, one in each Supervisorial District. Conduct two additional virtual meetings. • Conduct stakeholder meetings with city/town staff, affordable housing developers, and other public agencies. • Conduct individual meetings with staff of the respective cities/towns in the County • Assist city/town staff with presentations to their respective city/town councils, if requested, to provide information and to receive comments related to local priorities. • Distribute a survey to members of the public, stakeholders, and staff of local governments. On February 6, 2024, DCD staff initiated the outreach and engagement process by distributing letters that were sent via email to the city/town managers and staff of the 19 cities/towns within the 2 County, requesting to have meetings to provide general and basic information on the proposed BAHFA bond measure and to discuss their priorities as it pertained to the preparation of the required expenditure plan. Stakeholder Meetings DCD held its first stakeholders meeting on February 20, 2024, with staff of cities within Supervisorial District 1. DCD then held stakeholder meetings with the other cities in the other supervisorial districts respectively on February 22, 2024 (District 2), February 26, 2024 (District 3), February 27, 2024 (District 4), and February 29, 2024 (District 5). These stakeholder meetings for city staff within each supervisorial district were conducted to primarily provide basic and general information on the purpose of the proposed BAHFA bond measure, and the requirements that the County would need to fulfill in order receive the bond proceeds if the measure was approved by voters. DCD also provided answers to questions that city/town staff had at that time. DCD staff also reminded city/town staff to reach out to DCD staff to schedule individual meetings with their respective city/town staff to discuss their prospective priorities for the preparation of the required expenditure plan and to discuss any other item pertaining to the proposed BAHFA bond measure. DCD hosted a virtual affordable housing stakeholders focus group meeting on June 10, 2024 to discuss both the 2025/30 Consolidated Plan and the proposed BAHFA regional bond measure. Meetings with Individual Cities/Towns DCD staff was able to meet with eight of the 19 cities/towns within the County. The cities/towns that DCD staff met with were the following: • City of Martinez (on 3/7/2024) • City of Pleasant Hill (on 3/13/2024) • City of Hercules (on 3/26/2024) • Town of Moraga (on 4/3/2024) • City of El Cerrito (on 4/9/2024) • City of Pinole (on 4/9/2024) • City of Pittsburg (on 5/14/2024) • City of Concord (on 5/28/2024) • City of Lafayette (on 8/20/2024) These meetings were held to obtain information on each city’s/town’s priorities as they pertain to the preparation of the required BAHFA expenditure plan. Other items discussed the pipeline of affordable housing projects within a respective city/town, the distribution and allocation of funds, and activities or priorities for the category of “Flexible Funds” within the expenditure plan. There were meetings scheduled for late August with staff from the City of Lafayette and the City of Orinda, and DCD intended to have the remaining individual meetings with the other cities/towns during the month September. Given that the BAHFA bond measure was pulled from the ballot there was no need to hold the remaining meetings. The City of Lafayette did decide however to meet with DCD staff on August 20, 2024, to discuss what occurred with the proposed BAHFA bond measure 3 and to also go over affordable housing financing programs that are administered by DCD for the County. In-Person and Virtual Public Meetings DCD held all five in-person public meetings, one in each supervisorial district, along with holding two virtual meetings to the general public. All in-person and virtual meetings were conducted with simultaneous Spanish translation. Below provides the dates, times, and locations that each in- person meeting was held, along with the dates and times that the two virtual meetings were held: In-Person Meetings • May 7, 2024, 6:00 PM Zoning Administrator Room, 30 Muir Road, Martinez • May 13, 2024, 6:30PM Concord Council Chamber Room, 1950 Parkside Drive, Concord • May 14, 2024, 6:00PM Hana Gardens Senior Center, 10870 San Pablo Avenue, El Cerrito • May 20, 2024, 6:00PM San Ramon Community Center, Fountain Room, 12501 Alcosta Blvd., San Ramon • June 5, 2024, 6:00PM Brentwood Community Center – Main Hall, 35 Oak Street, Brentwood Virtual Meetings • June 26, 2024, 6:00PM Held via Zoom • July 16, 2024, 6:00PM Held via Zoom Each in-person and virtual meeting provided a presentation by DCD staff that provided general information on and purpose of the proposed BAHFA bond measure. DCD staff also provided information on the County requirement to prepare and submit a BAHFA expenditure plan to receive the bond proceeds if the proposed bond measure passed. Other items and information presented on was eligible activities for the bond proceeds and the timeline of the proposed BAHFA bond measure. Each meeting concluded with time for questions by the public and responses by DCD staff. Public Survey As part of the outreach and engagement process, DCD staff prepared a public survey on housing needs to determine priorities on specific housing activities that would inform staff for the preparation of the required BAHFA expenditure plan. The survey was available beginning February 4 21, 2024 through July 31, 2024, and was translated into the top three non-English languages spoken in the County, which are Spanish, Chinese (translated into Simplified Chinese), and Tagalog. The survey was distributed via email to a list of over 600 individuals from various organizations and public agencies, in addition to being available on DCD’s website dedicated to BAHFA information. The availability of the survey was also announced various times during the period the survey was available on DCD’s social media sites (Facebook, X (formerly Twitter), Instagram, and Nextdoor). A total of 852 surveys were completed and submitted by the public and various stakeholders. Key findings from the survey are provided in the “Key Findings” section of this report. KEY FINDINGS The outreach and engagement process that was conducted did yield some significant information and findings. The public meetings and individual meetings with city staff typically yielded information to help with determining how to prepare the required BAHFA expenditure plan. Given that the survey requested information on specific housing activities, the survey results yielded information that indicted priorities of specific housing activities or housing activities for specific populations. Key Findings from the Public Meetings and Individual Meetings with Cities/Towns • Production of new Affordable Housing: In regard to the preparation of the required BAHFA expenditure plan, cities/towns and the public emphasized that the production of new affordable housing as a priority. Although the production of rental housing tended to be discussed, the production of affordable single-family housing for ownership was also called out as a potential priority. • The “Flexible Funding” Category for Production: Given that jurisdictions in the Bay Area have higher Regional Housing Needs Allocation (RHNA) numbers for the current 8-year Housing Element period, cities/towns emphasized that more funds, coming from the “Flexible Category” of potential BAHFA bond proceeds should go towards the production of affordable housing. The “Flexible Category” funds could also be used on housing related activities, such as addressing infrastructure, safety, or park space, necessary to develop affordable housing projects. • Distribution of “Production” funds should mirror RHNA Percentages: One of the requirements of the BAHFA expenditure plan was to indicate how the distribution of “Production” funds was to be distributed/expended on the creation of housing units for households of income levels within the “very low”, “low”, and “moderate” income categories1. Cities/Towns emphasized that the “Production” funds should be distributed to be in line with the RHNA percentages within the County. For 1 Very low-income households are defined as households earning below 50% of the Area Median Income; Low-income households are defined as households earning between 50%-80% of Area Median Income; Moderate income households are defined as households earning between 80%-120% of Area Median Income. 5 example, if the RHNA obligation to produce very low income was 45 percent of all housing units produced across the very-low, low, moderate income household categories, at least 45 percent of the Production funds should go towards the production of units for very low-income households. • Equitable Distribution of Funds: Lastly, most cities/towns emphasized development of a method to ensure some equitable distribution of funds across the cities/towns within the County. Cities were generally more interested in an equitable allocation process managed by the County than in seeking a direct allocation and the responsibility for managing and disbursement of funds. DCD staff did indicate to cities/towns that equitable distribution across the cities/towns of the County could be developed via a formula and table that considered criteria based on a city’s/town’s share of population, poverty, and RHNA units for the entire County. DCD staff also indicated that this potential formula and table would likely be created as a tool to guide the allocation of funds for projects within the various cities/towns in the County. Key Findings from the Survey • Priority for New Restricted Permanent Rental Housing: 79% of survey respondents support the construction of new permanent rental housing restricted to low-income households. • Special Needs Housing - Priority for Seniors/Elderly and Unhoused populations: Housing for specific populations that require supportive services typically is known as supportive housing. In some cases, it is known as Permanent Supportive Housing. Respondents of the survey indicated that the special needs populations that should be prioritized are seniors/elderly populations and persons experiencing homelessness. • Prevention/Protection Services: The BAHFA expenditure plan required that 5% of the proceeds go towards “Protection” services. The survey requested information to determine prioritization on the types of protection services. The highest priority was for services that help with eviction support (or financial support), with mediation and legal assistance for renters also being priorities. Needs Assessment for Affordable Housing & Homelessness in Contra Costa County Survey Results 2025 -30 Consolidated Plan and Proposed BAHFA Bond Measure (852 Responses) 1 How did you hear about this survey? *** How are you connected to Contra Costa County? (Check all that apply.) 2 60% 10% 1% 5% 10% 6% 2%6% Email Website Newspaper Word of mouth / friend Social Media Non-profit organization Next Door Other 53% 8% 21% 1% 8% 6% 1% 2% I'm a resident of Contra Costa County I work for a non-profit agency, including affordable housing developers serving Contra Costa County I work in Contra Costa County I am an elected government official in Contra Costa County I work for a local government in Contra Costa County I am a current consumer or client of affordable housing or social services in Contra Costa County I am a former consumer or client of affordable housing or social services in Contra Costa County Other Survey Respondents – Consortium Cities and/or Urban County Communities 3 0 5 10 15 20 25 30 35 40 45 50 AlamoBay PointBlackhawk/ Diablo/…BrentwoodByronClaytonClydeCrockettDanvilleDiscovery BayEl CerritoEl SobranteHerculesKensingtonKnightsenLafayetteMartinezMoragaNorth RichmondOakleyOrindaPacheco/Vine HillPinolePort CostaPleasant HillRichmondRodeoSan PabloSan RamonUrban County Communities City of Antioch 9% City of Concord 21% City of Pittsburg 5% City of Walnut Creek 44% Urban County 21% Survey Respondents Demographics 4 69% 21% 1%9% 0% What gender do you identify with? Woman Man Non-binary Prefer not to say Other 0 50 100 150 200 250 300 Type of household your currently live in. Check all that apply. Survey Respondents Demographics (2) 5 0 50 100 150 200 250 300 350 400 450 500 American Indian or Alaska Native Asian Multiracial Black or African American Hispanic or Latino/a/x Native Hawaiian or Other Pacific Islander White A race not listed What race do you identify with? 19% 37%17% 14% 13% How many people live in your household? 1 person 2 people 3 people 4 people 5 or more people Housing Needs & Impact on You & Your Household 6 0 50 100 150 200 250 300 350 400 Renter, comfortable with current housing costs Renter, difficulty with current housing costs Owner, comfortable with current housing costs Owner, difficulty with current housing costs No fixed address, access to a shelter No fixed address, currently unsheltered What best described your current housing situation? 0 50 100 150 200 250 300 350 400 450 500 Very concerned Somewhat concerned Neither concerned nor unconcerned Somewhat unconcerned Very unconcerned Don't know How concerned are you about finding or maintaining affordable housing for you and your household? Housing Needs & Impact on You & Your Household (2) 7 43% 24% 27% 3% 3% How has the increasing cost of living (renting or homes sales prices) impacted you and your household? Very negatively Somewhat negatively Mixed impact or no impact Somewhat positively Very positively 0 50 100 150 200 250 300 350 400 Rent increasing faster than income, placing stress on budget Risk of losing home due to foreclosure or eviction Adult child or other family member living together due to… Strongly considering moving outside of Contra Costa… Difficulty or inability to find a home for rent or purchase that… None of the above Other Have you or another member of your household experienced any of the following housing cost related impacts in the last 3 years? Check all that apply. Affordable Housing Development in Contra Costa Responses 8 Restricted Permanent Affordable Rental Housing This is rental housing that is kept at a level that is affordable to the residents of the property. Affordable housing developments can have different levels of affordability, such as developments that are exclusively for low-income tenants, or a mix of extremely low income, low income, and market rate units. Please answer with your level of support for constructing new affordable rental housing in your community. 9 63%16% 6% 4% 9% 2% Strongly support Somewhat support Neither support nor oppose Somewhat oppose Strongly oppose Don't know There are many types of affordable rental housing developments that may be produced or preserved. Please rank the types of housing or support you feel is most needed in your community. 10 0 50 100 150 200 250 300 350 Construction of new affordable rental housing Preservation of existing affordable rental housing at risk of converting to market-rate housing New construction near public transit (bus, ferry, BART/AMTRAK) New construction of work-force housing (teachers, firefighers, or other community workers) One-time rental assistance for renters struggling to pay their rents Rehabilitation of existing affordable rental housing developments When planning to produce additional affordable housing for persons with special needs, how would you sort the following high- needs groups of people, with the first being the most important group. 11 0 50 100 150 200 250 300 350 400 450 Persons currently living without shelter (homeless) Large Families (5+) with children Seniors/Elderly Persons with significant physical disabilities Victims of domestic violence/family violence/stalking/etc. Persons with alcohol or other drug addictions Households with mental health or developmental disabilities Please rank the types of support you feel are most critical for lower income homeowners with the first option being the most important activity. 12 0 50 100 150 200 250 300 Emergency repairs Modifications for persons with disabilities Foreclosure counseling Rehabilitation assistance Energy efficiency improvements Lead-based paint screening and abatement Next, we will ask about services and financial assistance that help people stay in and keep their homes. Please let us know what services you feel are most important in your community by ranking the following options. 13 0 50 100 150 200 250 300 Helping renters with eviction support Legal assistance for renters Tenant/landlord counseling or mediation Investigation of fair housing complaints to help eliminate discrimination Bay Area Housing Finance Authority - BAHFA 14 What goals should housing policymakers prioritize in Contra Costa County? 15 32% 16%17% 10% 10% 15% Housing unsheltered (homeless) persons Producing more housing of all types (including market rate) Creating low-income affordable housing in high-resource communities Creating low-income affordable housing in communities at risk of displacement from housing costs Ensuring all housing units are safe and habitable Increasing opportunities for homeownership for moderate income households How should housing policymakers prioritize production of affordable rental housing in Contra Costa County? 16 49% 15% 36% New Construction of units for Extremely-Low Income Households New Construction of units for Very-Low Income Households New Construction of units for Low-Income Households Please rank the following items in terms of relative impact they have had on your neighborhood and community. 17 0 50 100 150 200 250 300 350 400 450 500 Visibly unsheltered homeless persons in your neighborhood and community Large numbers of RV or other shelter vehicles parked in your neighborhood Conversion of single-family homes (owner occupied) into rental units Displacement of long-term community residents Vacant homes or apartment units Construction of new housing of any type Would you support increasing available funding for affordable housing production and related programs through a regional property tax supported housing bond? 18 40% 26% 26% 8% Yes No Maybe Don't know Report on the BAHFA Outreach and Engagement Conducted February 2024 through July 2024 Department of Conservation & Development The approved outreach and engagement process included the following activities: DCD’s BAHFA Outreach and Engagement Process Public Meetings Conduct five in-person public meetings, one in each Supervisorial District. Conduct two additional virtual meetings. Stakeholder Meetings Conduct stakeholder meetings with city/town staff, affordable housing developers, and other public agencies. Individual Meetings Conduct individual meetings with staff of the respective cities/towns in the County. Assist with Presentations Assist city/town staff with presentations to their respective city councils, if requested, to provide information and to receive any comments related to local priorities. 01 02 03 04 2 05 Survey Distribute a survey to members of the public, stakeholders, and staff of local government. Stakeholder Meetings District 4District 2 District 3District 1 District 5 Meeting Dates: February 20 2024 February 22 2024 February 26 2024 February 27 2024 February 29 2024 3 These meetings for city staff within each supervisorial district were conducted to provide general information on the proposed BAHFA bond measure and the requirements that the County would need to fulfill to receive the bond proceeds if the measure was approved by the voters. DCD also answered questions that city/town staff had at the time and reminded the staff to contact DCD for individual meetings to discuss prospective priorities for the expenditure plan required for the BAHFA bond measure. DCD staff met with nine of the 19 cities/towns within the County Meetings with Individual Cities/Towns Goals: ▪Obtain information on each city’s/town’s priorities for the expenditure plan. ▪Hear about the city’s/town’s pipeline of affordable housing projects. ▪Learn of the city’s/town’s distribution and allocation of funds, activities, or priorities for the “Flexible Funds” category within the expenditure plan. 4 City of Martinez (3/7/2024) City of Pleasant Hill (3/13/2024) City of Hercules (3/26/2024) Town of Moraga (4/3/2024) City of El Cerrito (4/9/2024) City of Pinole (4/9/2024) City of Pittsburg (5/14/2024) City of Concord (5/28/2024) City of Lafayette (8/20/2024 In-Person and Virtual Meetings May 20, 2024May 13, 2024 May 14, 2024May 7, 2024 June 5, 2024 Meeting Dates: 6:00 PM Zoning Administrator Room, Martinez 6:30 PM Concord Council Chamber, Concord 6:00 PM Hana Gardens Senior Center, El Cerrito 6:00 PM San Ramon Community Center, San Ramon 6:00 PM Brentwood Community Center, Brentwood 5 DCD held all five in-person meetings, one in each supervisorial district, and two virtual meetings open to the general public. All in-person and virtual meetings were conducted with simultaneous Spanish translation. VIRTUAL June 26, 2024 6:00 PM Held via Zoom VIRTUAL July 16, 2024 6:00 PM Held via Zoom The meeting process The Meetings Each meeting included a presentation by DCD staff that provided general information on the proposed BAHFA bond measure’s purpose. Each meeting concluded with time for questions by the public and responses by DCD staff. DCD staff provided information on the County requirement to prepare and submit a BAHFA expenditure plan to receive bond proceeds if the bond measure passed. 6 Other items and information presented were eligible activities for the bond proceeds and the timeline of the proposed BAHFA bond measure. DCD staff prepared a public survey on housing needs priorities. Public Survey More Outreach As part of the outreach and engagement process, DCD staff prepared a public survey on housing needs to determine priorities o n specific housing activities that would inform staff for the preparation of the required BAHFA expenditure plan . Availability Timeline Survey was available beginning February 21, 2024, through July 31, 2024, and translated into three non-English languages.. Distribution Survey was distributed via email to over 600 individuals from various organizations, public agencies, and on DCD’s website. Social Media Survey was announced on DCD’s social media sites (Facebook, Instagram), Nextdoor, and X). Participation 852 surveys were completed and submitted by the public and various stakeholders. 7 Key Findings From Public and Individual Meetings with Cities/Towns Production of New Affordable Housing •Cities/Towns emphasized production of new, affordable housing as a priority. •While production of rental housing was discussed, the production of affordable single-family housing for ownership was also called a potential priority. Production Funds Should Mirror RHNA % •If the RHNA obligation to produce very low-income was 45% of all housing units produced across the very low-, low-, moderate-income household categories, at least 45% of the production funds should go towards the production of units for very low-income households. 8 The “Flexible Funding” Category for Production •Jurisdictions with higher RHNA numbers wanted more funds from the “Flexible Category” going towards the production of affordable housing. •The “Flexible Category” funds could also be used on housing-related activities such as addressing infrastructure, safety, or park space, necessary to develop affordable housing projects. Equitable Distribution of Funds •Development of a method to ensure equitable distribution of funds across the cities/towns within the County. Greater interest in County managing disbursements for projects within cities/towns. •County staff indicated equitable distribution would be developed via a formula based on population, poverty, and RHNA units for the entire County. Key Findings From Survey Priority for New Restricted Permanent Rental Housing •79% of survey respondents support the construction of new permanent rental housing restricted to low-income households. 9 Special Needs Housing – Priority for Seniors and Unhoused Populations •Housing for specific populations that require supportive services, typically known as supportive housing (sometimes known as permanent supportive housing) •Respondents indicated that the special needs populations that should be prioritized are seniors and persons experiencing homelessness. Prevention/Protection Services • The BHAFA expenditure plan required 5% of the proceeds for “Protection” services. •The highest priority was for services that help with eviction support (financial support), with mediation and legal assistance for renters also being priorities. Questions 10 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2974 Name: Status:Type:Discussion Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:HEARING to consider an appeal of the County Planning Commission's approval of a land use permit to allow a 2.82-megawatt commercial solar energy generating facility on a portion of a 14.27-acre parcel located on Byer Road in the Byron area (Assessor's Parcel No. 002-030-018); and to consider approving the project, including approving a land use permit, adopting a mitigated negative declaration, and taking related actions. (County File No. CDLP22-02036) (Renewable America, LLC – Applicant; Jeffrey Jay Jess – Property Owner; Ken Gardner and Danny A. Hamby – Appellants) (Adrian Veliz, Department of Conservation and Development) Attachments:1. 01 CDLP22-02036 Findings and COAs_BOS_rev, 2. 02 BOS Appeal Letter CDLP22-02036, 3. 03 CPC Staff Report 042424 CDLP22-02036, 4. 04 ZA Staff Report 031824 CDLP22-02036, 5. 05 CDLP22-02036 BOS Presentation_rev, 6. Correspondence Rec-Mike Nisan.pdf, 7. Correspondence Rec - Everview LLC..pdf Action ByDate Action ResultVer.Tally approved with conditionsBOARD OF SUPERVISORS9/24/2024 1 Pass 5:0 To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Ranch Sereno Clean Power (Solar) Appeal (County File #CDLP22-02036) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1. OPEN the public hearing on the appeal of the County Planning Commission’s approval of a land use permit to allow a 2.82 megawatt commercial solar energy generating facility and a 5.22 megawatt hour battery storage system on a portion of a 14.27-acre parcel located on Byer Road in the Byron area (APN 002-030-018) (County File #CDLP22-02036); RECEIVE testimony and CLOSE the public hearing. 2. DENY the appeal of Ken Gardner and Danny A. Hamby. 3. FIND that the mitigated negative declaration prepared for the project (SCH 2023050650) adequately analyzes the project’s environmental impacts, that there is no substantial evidence that the project will have a significant effect on the environment, and that the mitigated negative declaration reflects the County’s independent judgment and analysis. 4. ADOPT the mitigated negative declaration for the project. 5. ADOPT the mitigation monitoring and reporting program prepared for the project. 6. APPROVE the Land Use Permit for the project (CDLP22-02036). CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 6 powered by Legistar™ D.3 File #:24-2974,Version:1 7.APPROVE the findings in support of the project. 8.APPROVE the project conditions of approval. 9. DIRECT the Director of Conservation and Development to file a Notice of Determination with the County Clerk. 10.SPECIFY that the Department of Conservation and Development, located at 30 Muir Road, Martinez, California, is the custodian of the documents and other materials that constitutes the record of proceedings upon which this decision of the Board of Supervisors is based. FISCAL IMPACT: The applicant has paid the necessary application deposit and is obligated to pay supplemental fees to cover all additional costs associated with the application process. BACKGROUND: On June 13,2022,Land Use Permit application #CDLP22-02036 was filed seeking authorization to establish a commercial solar energy generation facility on the subject property.A Mitigated Negative Declaration was prepared for the project and published on May 26,2023,with a public comment period extending until June 26, 2023.On March 18,2024,the CDLP22-02036 Land Use Permit application was heard by the County Zoning Administrator (ZA).After considering the testimony provided at the public hearing from seven persons, including the applicant,applicant’s business associate,property owner,an attorney for the applicant,and three neighboring property owners,the ZA found the project to be compliant with the County’s Solar Ordinance and Solar Energy Generation (-SG)Combining District Ordinance,including development standards regulating commercial solar facility construction on the project site,and approved CDLP22-02036,with two minor modifications to staff’s recommended conditions of approval. The Zoning Administrator’s approval was subsequently appealed by neighboring property owners Ken Gardner and Kenneth A.Hamby,citing concerns with zoning compliance and with the County’s mailing of public notification ahead of the Zoning Administrator (ZA)hearing date.The appeal of the Zoning Administrator decision was heard by the County Planning Commission (CPC)on April 24,2024,with a staff recommendation to deny the appeal and uphold the ZA’s prior approval.After considering the appeal points raised by the two appellants,and rebuttal provided by the applicant and property owner,the CPC unanimously voted to deny the appeal and approve the project. PROJECT DESCRIPTION The applicant requests approval of a land use permit (LUP)for a commercial solar energy facility on a 7.02- acre portion of the northern half of the project site.The facility will consist of a total of 4,368 solar panels generating up to 2.82 megawatts of solar energy.The solar panel modules are arranged in single axis tracking arrays,dispersed in uniform rows throughout the 7.02-acre area.The tracking arrays are designed to gradually adjust the angular orientation of the solar panel modules relative to the movement of the sun throughout the day.This movement maximizes the amount of energy that the system is able to capture.The height of the solar arrays will vary throughout the day due to the movement of the single axis tracking arrays.When the sun is high in the sky,the panels will be parallel with the ground and the arrays would be 8.7 feet tall.The axis CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 6 powered by Legistar™ File #:24-2974,Version:1 high in the sky,the panels will be parallel with the ground and the arrays would be 8.7 feet tall.The axis tracking system can reorient the panels up to 60 degrees east or west to track the rising and setting sun.At its maximum angular orientation of 60 degrees, the arrays would have a maximum height of 15.5 feet. The project includes a battery energy storage system (BESS)capable of storing up to 5.22 megawatts of electricity.The purpose of the BESS is to allow the storage of solar energy generated during the daytime when electrical demand is relatively low,and to export that energy into the grid when electrical demand is higher,for example during peak hours in the early evening.The facility would interconnect with Pacific Gas and Electric Company’s (PG&E’s)existing electrical distribution system via existing power poles located in the Byer Road right-of-way along the frontage of the project site. The applicant also requests an exception to the collect and convey requirements of Division 914 to allow the existing drainage pattern on the project site to remain unchanged with the solar energy facility rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) A draft Mitigated Negative Declaration/Initial Study (MND),State Clearinghouse Number SCH 2023050650, was prepared for Land Use Permit CDLP22-02036 on May 26,2023.The public review period for the draft MND started on May 26,2023 and ended on June 26,2023.One letter and two emails were received during the public review period for the draft MND.A final MND was prepared incorporating and addressing comments received on the draft MND.No additional impacts were identified based on the received comments and the mitigation measures and findings in the draft MND were left unchanged.A Mitigation Monitoring and Reporting Program was prepared,based on the identified significant environmental impacts and mitigation measures in MND SCH 2023050650.The mitigation measures in the Mitigation Monitoring Program are included in the project Conditions of Approval. APPEAL OF THE COUNTY PLANNING COMMISSION’S DECISION On May 6,2024,CDD staff received a single appeal of the County Planning Commission’s decision on the Land Use Permit,jointly filed by Kenneth Gardner,owner of the western adjacent residence addressed 3600 Byer Road,and Danny Hamby of 3950 Rancho Diablo Road,Byron.The written appeal letter,included as Attachment 2,expresses concern with site drainage,aesthetics,water quality and property values.Staff has summarized the May 6,2024 appeal letter into the below appeal points,followed by a brief staff response for each. 1.The granting of the exception to the requirements of Collect and Convey,as specified in Division 914 of the County Ordinance Code,is not appropriate given the unpermitted grading activities that have occurred on site in the past. Staff Response 1:The Land Use Permit project,as approved by the Zoning Administrator and the County Planning Commission,includes the granting of an exception to Collect and Convey requirements of the County Ordinance code.In reviewing the exception request,the Public Works Department,Engineering Services Division staff noted that relevant considerations supporting the exception request include the fact that the project does not entail substantial grading activity,does not result in substantial new impervious surface,and the large area (acreage)of the subject property.In considering these factors,Public Works staff indicate that they are not averse to the granting of the exception,provided that the existing drainage pattern is maintained CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 6 powered by Legistar™ File #:24-2974,Version:1 and concentrated storm drainage is not discharged onto adjacent property. The unpermitted grading activities referred to in the letter consists of an approximately 18”high earth berm, installed without permits along the common boundary between the subject property and 3600 Byer Road.As characterized by appellants the unpermitted berm has changed the drainage pattern on site in contravention of the prior ZA and CPC exception approvals.County Department of Conservation and Development (DCD)staff subsequently initiated a code enforcement case (#CERG24-00336)to determine if the reported activities constituted a violation of County Grading Ordinances.On May 14,2024,having concluded that a violation occurred,the DCD Code Enforcement staff issued a Notice to Comply,whereby the applicant was advised of steps that must be taken to clear the violation.Corrective measures may include obtaining grading permits to allow for the berm to remain along the property line,or for the removal of the berm.Staff has added a condition of approval requiring that the issuance of a building permit for the proposed facility shall be contingent on the resolution of the code enforcement action.In the event that the property owner has not yet resolved the grading violation (Case #CERG24-00336)prior to the submittal of permit applications for the solar facility,the grading plans submitted therewith shall include corrective grading measures addressing the earthen berm.Thus,the applicant’s compliance with all project conditions of approval,as verified during the plan check process,will ensure that the existing drainage pattern is substantially maintained on site. The appellants contend that the unpermitted work is not adequately analyzed with respect to project impacts and that the permit should be revoked on these grounds.However,the granting of the exception was not based on the existence of an earthen berm,or any other drainage improvements,between the subject property and Mr. Gardner’s land to the west.Rather the granting of the exception was on the condition that the solar panel arrays, and any site preparation associated with their construction,does not substantially alter the existing drainage pattern. Since the project involves minimal grading and impervious surface creation,there is no expectation that a substantial alteration to the overall drainage pattern would occur on the flat +14.27-acre subject property.The appeal comments do not demonstrate that any adverse drainage impacts will result from the project,nor do they allege that the project directs concentrated stormwater onto any adjoining property. Construction level documents prepared by the developer for the issuance of grading/building permits will include a grading and drainage plan that demonstrates that the post-construction drainage pattern does not substantially differ from existing conditions.In the event that on site improvements such as berms,ditches,or otherwise,are needed to regulate the movement of stormwater on site in a manner that matches pre-project conditions,this would not be in violation of the project conditions provided that such improvements are installed as shown on an approved grading and drainage plan upon the issuance of the proper permits.Thus, staff does not find any merit in the suggestion that the project approval was based on any material omissions regarding site drainage. 2.Site security fencing along the facility perimeter would be inconsistent with the project surroundings since no such fences exist on many surrounding properties. Staff Response:Prior to the issuance of building and/or grading permits for the facility,the applicant is required to submit elevation drawings for the proposed fencing for CDD staff review,including a review for compatibility with the surrounding agricultural area.The lack of fencing on surrounding parcels does not preclude the construction of fencing on adjoining parcels.Security fencing is a critical component of the project as it restricts access to high-voltage electrical components,thereby reducing risk associated with unauthorized or inadvertent access by people or animals.CDD staff review of construction plans will ensure that the fence is designed to balance the need to secure the facility while avoiding substantial impacts to the rural agricultural CONTRA COSTA COUNTY Printed on 9/26/2024Page 4 of 6 powered by Legistar™ File #:24-2974,Version:1 character of the surrounding area. 3.The project would adversely increase insurance premiums on surrounding properties. Staff Response:The applicant notes that it is becoming difficult to obtain home insurance in California and opines that the facility will increase insurance premiums for their property.The comments do not establish any connection between the facility and insurance premiums,either for the neighboring property or in general. Considering that increasing insurance premiums in the state are generally attributable to elevated wildfire risks, and the fact that the project site is not within a high or very high fire hazard severity zone,the project is not considered to pose an elevated risk of wildfire.Furthermore,projects of this type reduce reliance on energy production via combustion of fossil fuels,which is an integral component of statewide policies to combat climate change.Thus,the project does not directly result in an elevated wildfire risk for the area while incrementally contributing to statewide goals intended to address climate change,which is commonly accepted as a primary factor exacerbating fire hazards (and insurance affordability)in the state of California.Therefore, this appeal point does not provide a valid basis to overturn the prior approval of the project. 4.The project may adversely affect water quality on adjacent properties that rely on well water. This appeal point reiterates concerns that the appellant,Mr.Gardner,had previously provided to staff in a written response to the draft Mitigated Negative Declaration that was prepared and circulated for the project pursuant to the California Environmental Quality Act.Mr.Gardner reiterated these concerns in spoken comments at the April 24, 2024, County Planning Commission hearing. The project would result in 4,712 square feet of new impervious surface on the 14.27-acre project site,which is expected to have a negligible effect on the existing drainage pattern for the subject property and surrounding area.The onsite detention of stormwaters does not involve discharging concentrated runoff into waterways,or existing storm drainage facilities discharging into waterways,thus limiting potential avenues for the introduction of contaminants onto neighboring properties.Additionally,the project does not disturb wetlands or any bodies of water (e.g.creek,stream,river,etc.).Further,the routine operation of the commercial solar generation facility does not produce waste,hazardous or otherwise,that could introduce toxins into the environment resulting in degraded groundwater. In spoken comments to the County Planning Commission (CPC)on April 24,2024,an attorney appearing on behalf of the applicants advised that the composition of the solar panels includes consist of silicon,encased by glass on top and bottom,encased within aluminum framing.The panels don’t consist of any soluble materials or toxic materials that could pose such a risk to ground water.The area beneath the panel arrays would be seeded with local pollinator habitats the applicant indicates that the use of pesticides or herbicides is not anticipated to any significant degree.Nevertheless,since the project is located in an agricultural area of the County,the use of pesticides and herbicides for land management purposes would not be unusual in comparison to an agricultural parcel that is being actively farmed.Thus,the project does not pose a substantial elevated risk of ground water contamination relative to typical agricultural activity that otherwise routinely occurs in the vicinity. 5.The project adversely affects appellants property values. The project involves a land use that is considered consistent and compatible with it’s agricultural surrounding, as well as with the Heavy Agricultural (A-3-SG)zoning district and Agricultural Lands (AL)general plan land use designation in which it is located.The appeal letter alleges an unspecified loss of property value will occur because the commercial solar site is not a good fit with the surrounding farmland.Conversely,the planting and maintenance of pollinator habitat beneath the solar panels will provide suitable habitat for bees and other CONTRA COSTA COUNTY Printed on 9/26/2024Page 5 of 6 powered by Legistar™ File #:24-2974,Version:1 maintenance of pollinator habitat beneath the solar panels will provide suitable habitat for bees and other pollinators that can have beneficial effects on actively farmed lands in the area.The project will allow for an under-utilized agricultural parcel having marginal soil quality to become productive,thereby improving the value of the subject property.Although surrounding development is one of several factors affecting property values,there is nothing in the record suggesting that the project would have a substantial adverse effect on property values.In evaluating the project’s potential to affect property values,relevant considerations include, amongst others,the positive community benefit that the project provides in the form of generating clean renewable energy for export into the local power grid,the additional benefits that the planting and maintenance of pollinator habitat can have on surrounding agricultural activity,and the improvement of value and productivity of the subject property.Therefore,staff does not believe that the appeal point demonstrates that the project will have a substantial adverse effect on property values warranting overturning the prior project approval. CONCLUSION AND STAFF RECOMMENDATION The proposed commercial solar energy facility,as conditioned,is consistent with the AL General Plan Land Use designation.The proposed facility is a conditionally permitted use in the A-3 Heavy Agricultural District as the project site is within the -SG Solar Energy Generation Combining District.The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands,including single- family residential land uses.The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County,thereby reducing dependency on fossil-fuel based energy production.Staff recommends that the Board of Supervisors deny the appeal and uphold the County Planning Commission’s approval of Land Use Permit CDLP22-02036 to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system,based on the attached findings and subject to the attached conditions of approval. CONSEQUENCE OF NEGATIVE ACTION: If the Board were to deny the project,then the property owner would not be allowed to establish a commercial solar energy generation facility on the subject property. CONTRA COSTA COUNTY Printed on 9/26/2024Page 6 of 6 powered by Legistar™ Board of Supervisors – September 24, 2024 CDLP22-2036 Page 1 of 24 FINDINGS AND CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036, RENEWABLE AMERICA (APPLICANT), JEFFREY JAY JESS (OWNER) FINDINGS A. Growth Management Performance Standards 1. Traffic: The commercial solar energy facility is accessed by existing roadways leading to and within the site. The facility is unmanned and does not require regular staff for daily operation. As a result, minimal additional traffic will be generated to the project site. The project will not create 100 or more peak hour trips, and the preparation of a traffic report pursuant to Measure C 1998 requirements is not required. 2. Water: The commercial solar energy facility is unmanned and has no potential for substantially increasing the water demand at the site. Some water may be used to clean the solar panels a few times a year; however, future water use will be significantly less than if the property were to continue to be used for crops. The project will not increase the demand for water at the site in a manner that would require the construction of new or expanded water infrastructure. 3. Sanitary Sewer: The commercial solar energy facility is unmanned and is not expected to produce waste or other by-products as a result of daily operation or use. Therefore, the project will not create a demand for sanitary sewer services at the project site. 4. Fire Protection: The project site is located within the service area of the Contra Costa County Fire Protection District, which merged with the East Contra Costa Fire Protection District. There is no proposal for a change in land use (e.g., chemical storage, explosives) or structural improvements (e.g., tall buildings) that potentially alters the type of fire protection equipment required to protect and serve the site. In addition, the commercial solar energy facility will not result in the establishment of land uses or improvements outside of the current service area. Therefore, the project will not create a need for new or expanded fire protection services. 5. Public Protection: The project site is located within the service area of the Contra Costa County Sheriff’s Office. The commercial solar energy facility will not create new housing, will not provide previously unavailable services, nor will it provide substantial amounts of new business opportunities within the County that would Board of Supervisors – September 24, 2024 CDLP22-2036 Page 2 of 24 result in a significant population increase. Therefore, the project will not impact the County’s ability to maintain the standard of having 155 square feet of Sheriff’s facility per 1,000 members of the population. 6. Parks and Recreation: There is no element of the project that will induce any population increase within the County. Therefore, the commercial solar energy facility will not impact the County’s ability to maintain the standard of having three acres of neighborhood parks per 1,000 members of the population. 7. Flood Control and Drainage: The project site is not located within a Federal Emergency Management Agency-designated special flood hazard zone. With the granting of the exception to the collect and convey requirements and regulations of County Code Division 914, the existing drainage pattern will be maintained. In addition, the project does not involve the removal, construction, or alteration of any dams or levees within the County. B. Land Use Permit Findings 1. The project shall not be detrimental to the health, safety, and general welfare of the County. Project Finding: The commercial solar energy facility is intended to provide renewable energy to the electrical grid. The project will be interconnected to existing PG&E facilities along the Byer Road frontage of the project site. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion- based sources. Additionally, by providing additional renewable electricity for the gird, the availability of clean electricity will increase. Given the above information, the facility is not expected to be detrimental to the health, safety, and general welfare of the County. 2. The project shall not adversely affect the orderly development within the County or the community. Project Finding: The provision of solar energy in the County has become a priority as utilization of renewable energy has become more desirable. The County has identified a select area of Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning Board of Supervisors – September 24, 2024 CDLP22-2036 Page 3 of 24 overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in Southeast County. Since the proposed commercial solar energy facility is located within this area, the facility does not conflict with County policies related to preservation of agriculture in Southeast County. Furthermore, as required by the Solar Energy Facilities Ordinance, the project site is required to be restored to its pre-project agricultural state, following the solar generation use (see Condition of Approval #11). Thus, the project will not adversely affect the orderly development within the County or community. 3. The project shall not adversely affect the preservation of property values and the protection of the tax base within the County. Project Finding: The commercial solar energy facility will be unmanned and is not expected to impact development activity in the area or result in an adverse impact on the value of properties within the area. This determination is due to the site’s existing fallow pasture use, which will now be a commercial solar energy production site. This new use will be compatible with agricultural land uses in the vicinity, as determined by the inclusion of the project site in the -SG Solar Energy Generation Combining District within the A-3 Heavy Agricultural District. Also, the proposed solar arrays will improve the value of the currently underutilized site. Further, the facility provides renewable solar energy for local electricity users. Thus, the project is not expected to adversely affect the preservation of property values and the protection of the tax base within the County. 4. The project as conditioned shall not adversely affect the policy and goals as set by the General Plan. Project Finding: The commercial solar energy facility conforms to the project site’s AL, Agricultural Lands, General Plan Land Use designation. A commercial solar energy facility is an allowed use within the AL land use designation with the issuance of a land use permit. Furthermore, the General Plan includes the following policies relevant to the commercial solar energy facility. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 4 of 24 Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding policies highlight the County’s longstanding interest in preserving agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as Board of Supervisors – September 24, 2024 CDLP22-2036 Page 5 of 24 utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. Since the proposed commercial solar energy facility is located within the Southeast County area on land identified as suitable for commercial solar development, the facility will not conflict with the County’s policies related to preservation of agriculture in the Southeast County area. 5. The project shall not create a nuisance and/or enforcement problem within the neighborhood or community. Project Finding: The project involves the unmanned operation of a commercial solar energy facility that is fully enclosed by a perimeter fence to prevent unauthorized access. The conditions of approval require that the site be maintained in an orderly manner and that the facility be removed on cessation of the use. Compliance with all conditions of approval will ensure that the project will not create a nuisance and/or enforcement problem within the neighborhood or community. 6. The project as conditioned shall not encourage marginal development within the neighborhood. Project Finding: As conditioned, development and operation of the commercial solar energy facility will not encourage marginal development within the neighborhood because this development is controlled by the County’s Zoning Code and General Plan. The County’s growing population increasingly requires new sources of renewable energy. This project will assist in meeting that need by providing locally produced renewable energy. Furthermore, the electricity produced at the sites will be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities will not be an extension of infrastructure in the area and will not encourage marginal development within the area. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 6 of 24 7. That special conditions or unique characteristics of the project site and its location or surroundings are established. Project Finding: The location of the commercial solar energy facility is consistent with the provisions of the General Plan, including its AL Agricultural Lands land use designation, and as conditioned, with the regulations of the A-3 Heavy Agricultural District, the -SG Solar Energy Generation Combining District, and the Solar Energy Facilities Ordinance. Additionally, physical conditions of the site have been analyzed and documented in the Mitigated Negative Declaration for the project and mitigation measures for potentially significant environmental impacts have been identified that will be implemented as conditions of approval. Given the physical conditions of the project site and the Southeast County area, and the nature of the project as an unmanned solar energy facility, the special conditions and unique characteristics of the project site and its location and surroundings are established. C. Exception Findings The applicant has requested an exception to Division 914 of the County Ordinance Code to allow the existing drainage pattern on the project site to remain unchanged and forego Division 914 requirements for the collection and conveyance of all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse. Pursuant to Chapter 92-6 of the County Code, the Advisory Agency (Zoning Administrator) may authorize exceptions to the requirements and regulations of Division 914 of the County Code. Accordingly, following are the findings for granting the requested exceptions. 1. That there are unusual circumstances or conditions affecting the property. Project Finding: The project is in a rural area of Southeast County that lacks storm drainage facilities to which the project could discharge stormwater in compliance with the County Ordinance requirements. Considering that the project would result in an estimated 4,712 square feet of new impervious surface on the 14.27-acre parcel, the project would have minimal effect on the existing drainage pattern for the project site. Thus, the project site would not create a significant increase in Board of Supervisors – September 24, 2024 CDLP22-2036 Page 7 of 24 stormwater runoff from the project site that would necessitate the construction of such storm drainage improvements. 2. That the exception is necessary for the preservation and enjoyment of a substantial property right of the applicant. Project Finding: The exceptions are necessary for the preservation and enjoyment of a substantial property right of the applicant to establish a land use that is permitted on a site within the A-3 Heavy Agricultural District that is included in the -SG Solar Energy Generation Combining District. The exception request has merit as the project will not result in a significant increase in new impervious surface that obviates the need to construct facilities to manage a substantial increase in stormwater. Thus, the exceptions are necessary in order to allow reasonable development of the project site as permitted by County Zoning. 3. That the granting of the exception will not be materially detrimental to the public welfare or injurious to other property in the territory in which the property is situated. Project Finding: Considering the type and scale of the project, the minimal site grading required, and the lack of substantial quantities of new impervious surface, there is minimal potential that the granting of the exception will adversely affect neighboring properties. The marginal increase in stormwater runoff resulting from the estimated 4,712 square feet of new impervious surface can be managed on the 14.27 acre project site with little to no change to the established drainage pattern. The project is conditioned to prohibit concentrated storm drainage from being discharged onto adjacent properties. The project’s compliance with the Conditions of Approval ensures that the granting of the exception will not be materially detrimental to the public welfare or injurious to other properties in the vicinity. D. Environmental Findings Following are the findings required pursuant to the California Environmental Quality Act (CEQA) to adopt a Mitigated Negative Declaration/Initial Study for the project, prior to the approval of a project. 1. A draft Mitigated Negative Declaration/Initial Study (MND), State Clearinghouse Number SCH 2023050650, was prepared for Land Use Permit CDLP22-02036 on May 26, 2023. The public review period for the draft MND started on May 26, 2023 Board of Supervisors – September 24, 2024 CDLP22-2036 Page 8 of 24 and ended on June 26, 2023. One letter and two emails were received during the public review period for the draft MND. 2. A final MND has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes of the draft MND. 3. The comments received and the staff responses to the comments do not affect any impacts, mitigation measures, or findings in the draft MND. 4. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. 5. On the basis of the whole record before it, including the draft and final MND, the Board of Supervisors finds that: • There is no substantial evidence that the project with the proposed mitigation measures will have a significant effect on the environment; • MND SCH 2023050650, consisting of the draft MND and final MND, reflects the County’s independent judgement and analysis; • The MND is adequate and complete; and • The MND has been prepared in compliance with the California Environmental Quality Act and the State and County CEQA guidelines. 6. A Mitigation Monitoring and Reporting Program has been prepared, based on the identified significant environmental impacts and mitigation measures in MND SCH 2023050650. The mitigation measures in the Mitigation Monitoring Program are included in the project Conditions of Approval. CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Project Approval 1. This Land Use Permit is APPROVED for the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 9 of 24 2. The Land Use Permit approval described above is granted based generally on the following information and documentation: • Land Use Permit application submitted to the Department of Conservation and Development, Community Development Division (CDD) on June 13, 2022; • Project plans prepared by Renewable America, LLC, received October 10, 2022; • Biological Resources Technical Report prepared by WRA, Inc., received July 19, 2022; • Phase I Environmental Site Assessment, prepared by Ninyo & Moor Geotechnical and Environmental Sciences Consultants, received July 19, 2022; • Ranch Sereno Tree Inventory, prepared by Panorama Environmental, dated September 6, 2022; 3. Any change from the approved plans shall require review and approval by the CDD and may require the filing of an application to modify this Land Use Permit. 4. The conditions contained herein shall be accepted by the applicant, their agents, lessees, survivors, or successors for continuing obligation. Building/Grading Permits 5. No construction is approved with this permit. Any construction at the project site will require issuance of building permits from the Department of Conservation and Development, Building Inspection Division, prior to commencement of work. 6. Prior to the issuance of building/grading permits for the approved solar energy generation facility, the property owner shall obtain a grading permit to correct the Grading violation cited under Code Enforcement case #CERG24-00336. In the event that the property owner has not resolved the code enforcement case prior to the development of the solar facility, the developer shall include corrective grading measures to address the unpermitted grading activity as part of the solar facility grading plan. Application Costs 7. The Land Use Permit application was subject to an initial deposit of $5,500 that was paid with the application submittal, plus time and material costs if the application Board of Supervisors – September 24, 2024 CDLP22-2036 Page 10 of 24 review expenses exceed the initial deposit. Any additional fee due must be paid prior to issuance of a building permit, or 60 days of the effective date of this permit, whichever occurs first. The fees include costs through permit issuance and final file preparation. Pursuant to Contra Costa County Board of Supervisors Resolution Number 2013/340, where a fee payment is over 60 days past due, the application shall be charged interest at a rate of ten percent (10%) from the date of approval. The applicant may obtain current costs by contacting the project planner. A bill will be mailed to the applicant shortly after permit issuance in the event that additional fees are due. Compliance Report 8. At the time of application for a grading or building permit, whichever occurs first, the applicant shall submit an application for COA Compliance Review and provide a report on compliance with the conditions of approval for the review and approval by the CDD. The fee for this application is a deposit of $1,500.00 that is subject to time and material costs. Should staff costs exceed the deposit, additional fees will be required. Except for those conditions administered by the Public Works Department, the report shall list each condition followed by a description of what the applicant has provided as evidence of compliance with that condition. A copy of the permit conditions of approval may be obtained from the CDD. Ongoing Maintenance 9. The site shall be maintained in good condition over the term of the permit. This shall include keeping the structures graffiti-free. The facility, including all fences and walls surrounding the facility, and all other fixtures and improvements on a facility site must be maintained and repainted as often as necessary to prevent fading, chipping, or weathering of paint. Fencing 10. Perimeter fencing shall be installed, and this fencing shall be consistent with the rural character of the area, as determined by the CDD. Building materials for the fence shall be non-reflective and blend into its surroundings. Razor wire and barbed wire shall not be used on the fence. No portion of the fence shall be located within the Restricted Development Area immediately south of the facility. At the time of application for a building permit, the applicant shall submit plans for the fence to CDD for review and Board of Supervisors – September 24, 2024 CDLP22-2036 Page 11 of 24 approval. Prior to seeking Final Building Inspection approval for the operation of the approved facility, the developer shall provide survey letter verification to CDD staff that no portion of the facility or fencing encroach upon the Restricted Development Area. Site Lighting 11. At the time of application for a building permit, the applicant shall provide a site lighting plan for the approved facility to CDD for review and approval. The lighting plan shall be accompanied by a written narrative explaining why the lighting is needed at this location for the operation of the facility, consistent with Chapter 88- 30 of the County Ordinance code. All light fixtures necessary for the operation of the facility shall include shrouds designed to direct light downward onto the project site and prevent spillover onto adjacent properties. Removal of Facility/Site Restoration 12. The applicant shall comply with following site restoration requirements. a. The applicant shall submit a site restoration plan for review and approval by the Zoning Administrator prior to the submittal of an application for a grading or building permit, whichever occurs first. The restoration plan must do all of the following: i. Indicate that all commercial solar energy facilities, buildings, structures, and foundation will be removed to three feet below finished grade. ii. Detail all regrading and revegetation necessary to return the subject property to the condition existing before the commercial solar energy facility was established or expanded. The plan must accurately show all topography, vegetation, drainage, and unique environmental features of the site. iii. Provide an estimate by a contractor of the total restoration costs, including materials and labor. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 12 of 24 iv. Include a statement that the operator, applicant, and permittee guarantee and accept responsibility for all restoration work for a period of two years after completion of restoration. b. The applicant shall provide the County with a cash deposit or surety bond, to the satisfactory of the Zoning Administrator, for the completion of the restoration work described in an approved plan, in the event that the use is abandoned or the use permit expires, or is revoked, or otherwise terminated. The amount of security will include all material and labor costs, adjusted for inflation to reflect anticipated total costs at the time of planned restoration. If the permittee does not complete the restoration work as described above, the financial guarantee shall be used by the County to remove any obsolete or unused facilities and to return the site to its pre-development condition. The financial assurance must be irrevocable and not cancelable, except by the County. Each form of financial assurance must remain valid for the duration of the permit and for six months following termination, cancellation, or revocation permit. Any unused financial guarantee shall be returned to the applicant upon termination of the use and removal of the facility or transfer of the lease accompanied by a financial guarantee by the new lessee or owner. Construction All construction activity shall comply with the following restrictions, which shall be included in the construction drawings. 13. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project- related contractors. 14. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. 15. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 13 of 24 16. A publicly visible sign shall be posted on the property with the telephone number and person to contact regarding construction-related complaints. This person shall respond and take corrective action within 24 hours. The CDD phone number shall also be visible to ensure compliance with applicable regulations. 17. Unless specifically approved otherwise via prior authorization from the Zoning Administrator, all construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on State and Federal holidays on the calendar dates that these holidays are observed by the State or Federal government as listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) President’s Day (State) Cesar Chavez Day (State) Memorial Day (State and Federal) Juneteenth National Independence Holiday (Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual date the State and Federal holidays occur, please visit the following websites: Federal Holidays: Federal Holidays (opm.gov) California Holidays: www.sos.ca.gov/holidays.htm 18. Large trucks and heavy equipment are subject to the same restrictions that are Board of Supervisors – September 24, 2024 CDLP22-2036 Page 14 of 24 imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. MITIGATION MEASURES FROM THE MITIGATION MONITORING PROGRAM APPLIED AS CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Air Quality 19. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: a. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. b. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. c. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. d. All vehicle speeds on unpaved roads shall be limited to 15 mph. e. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. f. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. g. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). h. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). i. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 15 of 24 j. Replant vegetation in disturbed areas as quickly as possible. k. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. l. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. m. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Biological Resources 20. Mitigation Measure BIO-1: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. 21. Mitigation Measure BIO-2a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 16 of 24 Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. 22. Mitigation Measure BIO-2b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. 23. Mitigation Measure BIO-3a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a pre-construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into Board of Supervisors – September 24, 2024 CDLP22-2036 Page 17 of 24 the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). 24. Mitigation Measure BIO-3b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). 25. Mitigation Measure BIO-3c: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 26. Mitigation Measure BIO-4: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Board of Supervisors – September 24, 2024 CDLP22-2036 Page 18 of 24 Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. 27. Mitigation Measure BIO-5: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground- or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. Cultural and Archeological Resources 28. Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be Board of Supervisors – September 24, 2024 CDLP22-2036 Page 19 of 24 submitted to the Northwest Information Center and appropriate Contra Costa County agencies. b. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. PUBLIC WORKS CONDITIONS OF APPROVAL FOR LAND USE PERMIT CDLP22-02036 The applicant shall comply with the requirements of Title 8, Title 9, and Title 10 of the Ordinance Code. Any exception must be stipulated in these Conditions of Approval. Conditions of Approval are based on the site plan submitted to the Department of Conservation and Development on October 10, 2022. The applicant shall comply with the following conditions of approval prior to issuance of a building permit and/or prior to initiation of the use proposed under this permit. General Requirements 29. For Public Works review for compliance relative to this Land Use Permit, a Compliance Review Fee deposit shall be submitted directly to the Public Works Department in accordance with the County’s adopted Fee Schedule for such services. This fee is separate from similar fees required by the Department of Conservation and Development and is a deposit to offset staff costs relative to review and processing of these conditions of approval and other Public Works related services ancillary to the issuance of building permits and completion of this project. 30. Improvement plans prepared by a registered civil engineer shall be submitted, if necessary, to the Public Works Department, Engineering Services Division, along with Board of Supervisors – September 24, 2024 CDLP22-2036 Page 20 of 24 review and inspection fees, and security for all improvements required by the Ordinance Code for the conditions of approval of this subdivision. Any necessary traffic signing and striping shall be included in the improvement plans for review by the Transportation Engineering Division of the Public Works Department. Access Improvements (Byer Road) 31. The applicant shall only be permitted access at the locations shown on the filed Parcel Map (201 PM 44), i.e. the northwest or northeast corners of the site. The applicant shall construct a street type connection with 20-foot radii curb returns in lieu of standard driveway depressions at Byer Road 32. The applicant shall locate any vehicular entrance gates a minimum of 20 feet from the edge of pavement to allow vehicles to queue without obstructing through traffic. Sufficient area shall be provided outside any gate to allow a vehicle to turn around and re-enter Byer Road in a forward direction. 33. The applicant shall pave the first 50 feet of the driveway, measured from the existing edge of pavement of Byer Road into the property, to allow vehicles to pull completely off the roadway and remain on a paved surface, and to prevent dust, gravel, and debris from spilling on to Byer Road. Access to Adjoining Property Proof of Access 34. The applicant shall furnish proof to the Public Works Department of the acquisition of all necessary rights of way, rights of entry, permits and/or easements for the construction of off-site, temporary or permanent, public and private road and drainage improvements. Encroachment Permit 35. The applicant shall obtain an encroachment permit from the Application and Permit Center, if necessary, for construction of driveways or other improvements within the right-of-way of Byer Road. Road Alignment/Intersection Design/Sight Distance Board of Supervisors – September 24, 2024 CDLP22-2036 Page 21 of 24 36. The applicant shall provide sight distance at the on-site driveways and Byer Road for a design speed of 40 miles per hour. The applicant shall trim vegetation, as necessary, to provide sight distance at these driveways. Any new landscaping, signs, fencing, retaining walls, or other obstructions proposed at the driveways shall be setback to ensure that the sight lines are clear. County Wide Street Light Financing 37. Property owner(s) shall annex to the Community Facilities District (CFD) 2010-1 formed for Countywide Street Light Financing. Annexation into a street light service area does not include the transfer of ownership and maintenance of street lighting on private roads. Drainage Improvements Collect and Convey 38. The applicant shall collect and convey all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse, in accordance with Division 914 of the Ordinance Code. Exception to the collect and convey requirement to allow the existing drainage pattern to remain. The applicant shall be permitted an exception from the collect and convey requirements of the County Ordinance Code provided that the existing drainage pattern is maintained and concentrated storm drainage is not discharged onto adjacent property. National Pollutant Discharge Elimination System (NPDES) 39. The applicant shall be required to comply with all rules, regulations, and procedures of the National Pollutant Discharge Elimination System (NPDES) for municipal, construction and industrial activities as promulgated by the California State Water Resources Control Board, or any of its Regional Water Quality Control Boards ( Central Valley - Region V). Compliance shall include developing long-term best management practices (BMPs) for the reduction or elimination of stormwater pollutants. The project design shall Board of Supervisors – September 24, 2024 CDLP22-2036 Page 22 of 24 incorporate, wherever feasible, the following long-term BMPs in accordance with the Contra Costa Clean Water Program for the site's stormwater drainage (if applicable). • Minimize the amount of directly connected impervious surface area. • Install approved full trash capture devices on all catch basins (excluding catch basins within bioretention area) as reviewed and approved by Public Works Department. Trash capture devices shall meet the requirements of the County’s NPDES Permit. • Place advisory warnings on all catch basins and storm drains using current storm drain markers. • Other alternatives comparable to the above as approved by the Public Works Department. Stormwater Management and Discharge Control Ordinance 40. Based on the proposed new and/or redeveloped impervious surface area totaling less than 10,000 square, this project does not require submittal of a final Stormwater Control Plan. This project shall be subject to all other provisions of the County Stormwater Management and Discharge Control Ordinance (§1014, Ordinance No. 2005-01). Future development applications on the subject parcel may be required to comply with Provision C.3. A deed disclosure shall be recorded on each parcel informing all future property owners of the requirement to comply with Provision C.3 as a condition of any development permit application, in accordance with the Stormwater Management and Discharge Control Ordinance. Area of Benefit Fee Ordinance 41. The applicant shall comply with the requirements of the Bridge/Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee and Financing Authority’s Regional Transportation Development Impact Mitigation (ECCRFFA – RTDIM) Fee Areas of Benefit as adopted by the Board of Supervisors prior to initiation of the use. ADVISORY NOTES PLEASE NOTE ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL BUT ARE NOT A PART OF THE CONDITIONS OF APPROVAL. ADVISORY Board of Supervisors – September 24, 2024 CDLP22-2036 Page 23 of 24 NOTES ARE PROVIDED FOR THE PURPOSE OF INFORMING THE APPLICANT OF ADDITIONAL ORDINANCE AND OTHER LEGAL REQUIREMENTS THAT MUST BE MET IN ORDER TO PROCEED WITH DEVELOPMENT. A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant pursuant to Government Code Section 66000, et seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a ninety (90) day period after the project is approved. The ninety (90) day period in which you may protest the amount of any fee or the imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the Community Development Division within ninety (90) days of the approval date of this permit. B. The applicant shall submit grading and building plans to the Building Inspection Division and comply with Division requirements. It is advisable to check with the Division prior to requesting a grading or building permit or otherwise proceeding with the project. C. The Project shall comply with the requirements for construction debris disposal/recycling, water well, and septic systems of the Contra Costa Health Services Department, Environmental Health Division. The applicant is responsible for contacting the Environmental Health Division regarding applicable requirements and permits. D. The applicant must submit site access and building plans to the Contra Costa County Fire Protection District and comply with its requirements. The applicant is advised that plans submitted for a building permit must receive prior approval and be stamped by the Fire Protection District. E. The applicant is responsible for contacting the Contra Costa Mosquito & Vector Control District regarding its requirements and permits. Board of Supervisors – September 24, 2024 CDLP22-2036 Page 24 of 24 F. Prior to applying for a building permit, the applicant may wish to contact the following agencies to determine if additional requirements and/or additional permits are required as part of the proposed project: • Federal Aviation Administration • United States Department of Fish and Wildlife • East Contra Costa County Habitat Conservancy G. The applicant will be required to comply with the requirements of the Bridge/ Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee & Finance Authority/Regional Transportation Development Impact Mitigation (ECCRFFA/RTDIM) and ECTIA and East County Areas of Benefit, as adopted by the Board of Supervisors. These fees shall be paid prior to issuance of a building permit. H. This project may be subject to the requirements of the Department of Fish and Wildlife. It is the applicant's responsibility to notify the Department of Fish and Wildlife of any proposed construction within this development that may affect any fish and wildlife resources, per the Fish and Game Code. I. A portion of the property is located in a Special Flood Hazard Area (100 year flood boundary) as designated on the Federal Emergency Management Agency’s Flood Insurance Rate Maps. The applicant shall be aware of and comply with the requirements of the National Flood Insurance Program (Federal) and the County Floodplain Management Ordinance as they pertain to development and future construction of any structures on this property. J. Further development of the parcel may need to comply with the latest Stormwater Management and Discharge Control Ordinance (§1014) and Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit. This compliance may require a Stormwater Control Plan and an Operations and Maintenance Plan prepared in accordance with the latest edition of the Stormwater C.3 Guidebook. Compliance may also require annexation of the project site into the Community Facilities District 2007-1 (Stormwater Management Facilities) and entering into a standard Stormwater Management Facilities Operation and Maintenance Agreement with Contra Costa County. Department of Conservation and Development County Planning Commission Wednesday, April 24, 2024 – 6:30 P.M. STAFF REPORT Agenda Item #_____ Project Title: Land Use Permit for the Ranch Sereno Clean Power Project County File: CDLP22-02036 Appellants: Danny A Hamby and Kenneth Gardner Applicant/Owner: Renewable America, LLC (Applicant)/Jeffrey Jay Jess (Owner) Zoning/General Plan: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District / AL Agricultural Lands Site Address/Location: 0 Byer Road, immediately east of 3600 Byer Road in the Byron area of unincorporated Contra Costa County (APN: 002-030-018) California Environmental Quality Act (CEQA) Status: Mitigated Negative Declaration, SCH 2023050650 Project Planner: Adrian Veliz, Senior Planner, (925) 655-2879 adrian.veliz@dcd.cccounty.us Staff Recommendation: Deny the Appeal and Uphold the Zoning Administrator’s Decision (See Section II for full recommendation) I. PROJECT SUMMARY This is an appeal of the Zoning Administrator’s decision to approve a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the 14.27-acre project site. The facility includes a solar panel array generating 2.82 megawatts of solar energy and a 5.22 megawatt battery storage system. The facility wou ld interconnect with Pacific Gas and Electric Company’s existing electrical distribution system along the Byer Road frontage of the project site. The applicant is also requesting an Exception to the requirements and regulations of County Code County Planning Commission – April 24, 2024 CDLP22-02036 Page 2 of 16 Division 914 (Collect and Convey). II. RECOMMENDATION Department of Conservation and Development, Community Development Division (CDD) staff recommends that the County Planning Commission: A. DENY the appeal. B. ADOPT the Mitigated Negative Declaration/Initial Study (MND) SCH 2023050650, consisting of the May 26, 2023 draft MND and the March 4, 2024 final MND, and the May 26, 2023 Mitigation Monitoring and Reporting Program (MMRP), based on the attached findings, and specify that the Department of Conservation and Development (located at 30 Muir Road, Martinez, CA) is the custodian of the documents and other materials, which constitute the record of proceedings upon which this decision is based. C. GRANT the exception to Division 914 of the County Ordinance Code authorizing the project to allow the existing drainage pattern on the project site to remain unchanged and forego requirements to collect and convey stormwaters entering and/or originating on the project site, as detailed in the attached findings. D. UPHOLD the Zoning Administrator’s decision to approve County File CDLP22- 02036, based on the attached findings and subject to the attached conditions of approval. E. DIRECT staff to file a Notice of Determination with the County Clerk. III. GENERAL INFORMATION A. General Plan: AL Agricultural Lands. B. Zoning: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District. C. California Environmental Quality Act (CEQA): A draft Mitigated Negative Declaration/Initial Study (MND) was prepared and published for the application. The public review for the draft MND started on May 26, 2023, and ended on June 26, 2023. The draft MND is included in Exhibit 4, ZA Staff Report, Attachment 5. County Planning Commission – April 24, 2024 CDLP22-02036 Page 3 of 16 Two emails and one letter were received in response to the publication of the draft MND. A final MND, dated March 4, 2024, has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes in response to the letter. The final MND is included in Exhibit 4, ZA Staff Report, Attachment 6. D. Tribal Cultural Resources: In accordance with Section 21080.3.1 of the California Public Resources Code, Notices of Opportunity to Request Consultation were mailed to the Villages of Lisjan on November 8, 2022, and to the Wilton Rancheria on November 9, 2022. The Villages of Lisjan Nation and the Wilton Rancheria are the two California Native American tribes that have requested notification of proposed projects within unincorporated Contra Costa County. Pursuant to Section 21080.3.1(d), there was a 30-day time period for the California Native American tribes to either request or decline consultation in writing for this project. Staff has not received a request for consultation in response to these Notices from either tribe. E. Previous Applications: 1. CDMS05-00020: This two-lot Minor Subdivision application to subdivide a 30- acre lot into a 14.55-acre Parcel A and a 15.45-acre Parcel B was approved by the Zoning Administrator on September 11, 2006. In processing the Parcel Map (201PM43), the County required road dedications for the planned future widths of Byer Road, Bixler Road, Rancho Sereno Road, and Coletas Way. As a result of the road dedications, both Parcel A and Parcel A became 14.27 acres in size. Parcel A is the CDLP22-02036 project site. 2. CDCV10-00060: This Compliance Review application to construct a new barn on the project site was approved by CDD staff on January 27, 2011. The barn is located in the central portion of the site. IV. BACKGROUND A. Zoning Administrator Decision on the Land Use Permit: On March 18, 2024, the CDLP22-02036 Land Use Permit application was heard by the ZA. After considering the testimony provided at the public hearing from seven persons, including the applicant, applicant’s business associate, property owner, an attorney for the applicant, and three neighboring property owners, the ZA found the project to be compliant with the County’s Solar Ordinance and Solar Energy County Planning Commission – April 24, 2024 CDLP22-02036 Page 4 of 16 Generation (-SG) Combining District Ordinance, including development standards regulating commercial solar facility construction on the project site, and approved CDLP22-02036, with two minor modifications to staff’s recommended conditions of approval. B. Appeal of the Zoning Administrator Decision: An appeal of the Zoning Administrator decision was filed on March 27, 2024, within the 10-day appeal period, by neighboring property owners Danny A. Hamby and Kenneth Gardner. V. SITE/AREA DESCRIPTION The 14.27-acre project site is located along the south side of Byer Road, immediately east of 3600 Byer Road and approximately 480 feet west of the Bixler Road/Byer Road intersection. The overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The project site predominantly consists of fallow and active cropland. Existing development on site includes a metal framed barn with an outdoor swimming pool, and gravel access driveways. The barn and swimming pool are located within an approximately one- acre building envelope in the central portion of the site. Vehicular access from Byer Road exists via a gravel driveway at the northwestern corner of the project site. There is an east-west drainage channel traversing the southern half of the parcel on which development is restricted pursuant to a Grant Deed of Development Rights to the County. This restricted development area consists of a 100-foot buffer measured from the top of bank on each side of the channel and was recorded on the project site as a condition of approval for the CDMS05-00020 Minor Subdivision. No portion of the proposed solar energy facility would be within the restricted development area, or within the one-acre building envelope identified on the project plans. The surrounding area consists of agricultural lands presently used for farming, grazing, and/or single-family residential purposes. The unincorporated Byron community is located approximately 0.8 miles to the west of the site. VI. PROJECT DESCRIPTION The applicant requests approval of a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the northern half of the project site. The proposed solar energy generation consists of a total of 4,368 solar panel modules generating up to 2.82 megawatts of solar energy. The solar panel modules are arranged in rows upon single axis tracking arrays, dispersed in uniform rows throughout the 7.02-acre County Planning Commission – April 24, 2024 CDLP22-02036 Page 5 of 16 area. The tracking arrays are designed to gradually adjust the angular orientation of the solar panel modules relative to the movement of the sun throughout the day. This movement maximizes the amount of energy that the system is able to capture. The height of the solar arrays will vary throughout the day due to the movement of the single axis tracking arrays. When the sun is high in the sky, the panels will be parallel with the ground and the arrays would be 8.7 feet tall. The axis tracking system can reorient the panels up to 60 degrees east or west to track the rising and setting sun. At its maximum angular orientation of 60 degrees, the arrays would have a maximum height of 15.5 feet. The project includes a battery energy storage system (BESS) capable of storing up to 5.22 megawatts of electricity. The purpose of the BESS is to allow the storage of solar energy generated during the daytime when electrical demand is relatively low, and to export that energy into the grid when electrical demand is higher, for example during peak hours in the early evening. The facility would interconnect with Pacific Gas and Electric Company’s (PG&E’s) existing electrical distribution system via existing power poles located in the Byer Road right-of-way along the frontage of the project site. The applicant also requests an exception to the collect and convey requirements and regulations of County Code Division 914 to allow the existing drainage pattern on the project site to remain unchanged with the solar energy facility rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. VII. APPEAL An appeal letter from neighboring property owners Danny A. Hamby and Kenneth Gardner was received on March 27, 2024. The appeal letter, included with this report as Exhibit 2, includes exhibits depicting the boundaries of the -SG Solar Energy Generation Combining District and an image of a March 11, 2024, postmark upon a public hearing notice mailed by this office. The appeal is based on two appeal points, both of which are summarized below and followed by a staff response. A. Summary of Appeal Point #1: Contra Costa County did not give proper notice to all of those affected by the project, as shown by the March 11, 2024 postmark on the notice received by the appellant. County Planning Commission – April 24, 2024 CDLP22-02036 Page 6 of 16 Staff Response: Section 26-2.2004 of the County Ordinance Code requires the County to mail notice of upcoming public hearings to all owners of real property located within 300 feet of the subject property at least 10-days prior to the scheduled public hearing pursuant to Government Code Section 65905. On March 6, 2024, CDD staff mailed public notices to the owner of each property located within 300 feet of any boundary of the subject property. A copy of the public notice, list of notice recipients, and perjury statement affirming that these notices were mailed on March 6, 2024, is included with this report in Exhibit 5. Additionally, public notification for this project was published in the East County Times on March 7, 2024. Proof of publication of the public hearing notice for Land Use Permit CDLP22-02036 is also included in Exhibit 5. Therefore, based on the March 6, 2024, mailing date and March 7, 2024, newspaper publication, CDD staff complied with public hearing notification requirements of the County Ordinance Code. B. Summary of Appeal Point #2: The property on which the project is located is not contiguous with other lands zoned for commercial solar energy generation and is in close proximity to nearby residences. Staff Response: The project site is zoned A-3 Heavy Agricultural and is also within the -SG Solar Energy Generation Combining District. A “commercial solar energy facility” as defined under section 88-30.206(b) of the County Ordinance Code, is permitted within agricultural lands that are also within the -SG Combining District upon the issuance of a land use permit. Thus, the proposed land use is consistent with the zoning of the project site. Single family residences are also permitted within the A-3 Heavy Agricultural Districts as well as within the A-2 General Agricultural district. All -SG Combining District lands are in either the A-2 District or the A-3 District. Therefore, the very low density (up to 0.2 dwellings per acre) single-family residential development permitted in such districts is considered compatible with other permitted agricultural land uses, including commercial solar facilities. There are very few residences in the area. Three single-family residences exist within 500 feet of the proposed solar facility, including 3851 Byer Road (+100 feet to the north), 3600 Byer Road (+300 feet to the west) and 400 Coletas Way (+450’ to the southwest). An additional nine residences are located between 500 to 1000 feet south of the proposed facility, most of which the project would not be visible from. Since the vast majority of surrounding lands are within agricultural zoning districts, and existing residences in the immediate vicinity do not occur at a density exceeding 0.2 dwellings per acre, staff finds no County Planning Commission – April 24, 2024 CDLP22-02036 Page 7 of 16 compatibility issues arising from the project’s proximity to residential development. The suitability of parcels for inclusion within the -SG Combining District was guided by the findings of the Contra Costa County Renewable Resource Potential Study (Cadmus Group, December 18, 2018), a technical study commissioned by the County to quantify the magnitude of available renewable energy resources in the County, including ground mounted solar facilities, and to provide policy recommendations to facilitate maximum development of renewable resources in the County. The Contra Costa County Renewable Resource Potential Study (Cadmus Study) is included with this report as Exhibit 6. By identifying parcels with the necessary attributes to easily accommodate commercial solar development and excluding those parcels containing incompatible physical characteristics, major agricultural resources, and sensitive habitat, the adopted - SG Combining District balances the County’s interest in encouraging local renewable energy with long-term planning considerations in the eastern Contra Costa County. The Cadmus Study sought to identify lands located outside of the Urban Limit Line (ULL) within Contra Costa County that are considered unsuitable for this type of development by utilizing successive layers of screening criteria. Lands not excluded by the screening criteria would be potentially suitable for commercial solar generation facilities. Screening criteria excluded steeply sloped lands, wetlands, natural land cover types, critical habitat (as designated by the U.S. Fish and Wildlife Service), residential areas, undeveloped areas with job creation potential, land surrounding airport runways, military bases, parks, lands subject to conservation easements, and watershed lands. The reasoning for excluding the aforementioned land types is discussed on pages 44 - 47 of the Cadmus Study. The results of the initial screening focused attention on eastern Contra Costa County, where approximately 9,689 acres of potentially suitable agricultural land remained after applying the above-mentioned screening criteria. These lands were further evaluated to identify and exclude areas with concentrations of smaller parcels (i.e. rural residential areas), prime farmland, and farmland of statewide importance. After screening for agricultural constraints, the report identified approximately 685 acres agricultural lands having either “relatively low constraints” or “least constraints” with respect to their potential to have significant agricultural value. The figure on the following page depicts the lands County Planning Commission – April 24, 2024 CDLP22-02036 Page 8 of 16 of relatively low and least constraints as determined by the Cadmus Report. Staff has denoted the location of the project site on this figure in red outline. Contra Costa County Renewable Resource Potential Study, Figure 20, pg.58, - Cadmus Group, December 18, 2018 County Planning Commission – April 24, 2024 CDLP22-02036 Page 9 of 16 The boundaries of the -SG Combining District adopted by the County Board of Supervisors on February 25, 2020, are generally consistent with the Cadmus Group exhibit depicting agricultural lands of low and least constraints. Since inclusion in the -SG Combining District was primarily based on avoidance of high- quality agricultural lands, biological resources, and other lands having certain physical characteristics, contiguity amongst potentially suitable lands did not always occur. Accordingly, the project site and two additional parcels to the east are identified by the Cadmus Study as potentially suitable and were thus included in the -SG Combining District, even though they are not contiguous with other - SG designated lands. These three parcels collectively amount to a 68-acre “island” of -SG designated land outlined in red below: Likely due to the fact that suitable parcels identified in the Cadmus Report were, on average, large enough to be developed individually with commercial solar generation facilities, contiguity with other potentially suitable lands wasn’t an exclusion screening criterion discussed or recommended within the Cadmus Study. Based on low-end to high-end estimates in the Cadmus Report1 this 60- acre “island” could generate a combined 8.8MW to 29.2MW of solar energy. The project proposes to develop a 2.82MW facility over a seven-acre portion of the project site, which is consistent with the Cadmus Reports’ high -end estimates in 1 Cadmus Study pg. 53: A ratio of 1MW per 7.5 acres provides low end estimate – 1MW per 3.43 acres for high end estimate. County Planning Commission – April 24, 2024 CDLP22-02036 Page 10 of 16 terms of MW of energy produced per acre of land. Thus, even relatively small- scale, isolated commercial solar generation facilities like that proposed on the 14.27-acre project site can generate substantial amounts of renewable energy that contribute significantly toward County and Statewide goals to reduce reliance on fossil fuel-based energy consumption. VIII. ENVIRONMENTAL REVIEW A draft Mitigated Negative Declaration/Initial Study (State Clearinghouse Number SCH 2023050650) was prepared and published on May 26, 2023. The draft MND is included in Exhibit 4, ZA Staff Report, Attachment 5. Potentially significant impacts were identified in the draft MND, including impacts involving air quality, biological resources, cultural resources, geology and soils, and tribal cultural resources. The public review period for the draft MND started on May 26, 2023, and ended on June 26, 2023. During the public review period, staff received a letter from the Central Valley Regional Water Quality Control Board specifying applicable provisions of state and federal law pertaining to stormwater management and measures to prevent groundwater degradation, and two emails from owners of parcels abutting the project site to the east and west respectively. The written comments submitted by adjacent property owners express concern with aesthetics, biological resources, health hazards, water runoff, property values, noise, dust, and electrical fire hazards. A final MND has been prepared that includes the written comment received on the draft MND, responses to the comments received, and staff-initiated text changes of the draft MND. The final MND is included in Exhibit 4, ZA Staff Report, Attachment 6. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Regarding the granting of the exception to the County Code requirements of Division 914 (Collect and Convey) for the collection and conveyance of stormwaters entering and/or originating on the project site, the exception would allow the Land Use Permit as proposed and evaluated in the MND, and therefore, neither the proposed Land Use Permit nor the MND will change as a result of granting the exceptions. If the exceptions are not granted, the Land Use Permit would be subject to Public Works conditions of approval pursuant to applicable regulations in the County Code, and with the implementation of such conditions, the Land Use Permit would not result in any new significant impacts, necessitate any new mitigation, or alter any finding in the MND. County Planning Commission – April 24, 2024 CDLP22-02036 Page 11 of 16 A Mitigation Monitoring program was prepared based on the mitigation measures recommended in the draft MND. The Mitigation Monitoring and Reporting Program (MMRP) is included in Exhibit 4, ZA Staff Report, Attachment 7. If approved, the MND mitigation measures will apply to the Land Use Permit as Conditions of Approval. IX. STAFF ANALYSIS AND DISCUSSION A. General Plan Consistency: On February 25, 2020, the Board of Supervisors adopted Resolution No. 2020/39 amending the General Plan Land Use Element to allow commercial solar energy facilities in the AL Agricultural Lands land use designation with land use permits. As allowed by this General Plan amendment, the applicant has applied for a land use permit for the proposed commercial solar energy on the project site. The General Plan Land Use Element also contains Policies for the Southeast County Area, which includes the Byron area. Relevant policies that apply to the project include the following. Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; County Planning Commission – April 24, 2024 CDLP22-02036 Page 12 of 16 (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. The General Plan Open Space Element also includes the following relevant policy. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding policies highlight the County’s longstanding interest in preserving agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. The proposed commercial solar energy facility is located within allowed area for solar energy generation in the Southeast County, and therefore, the facility would not conflict with the County’s policies related to preservation of agriculture in the Southeast County area. B. Zoning Compliance: On February 25, 2020, along with adopting Resolution No. 2020/39, the Board of Supervisors adopted Ordinance No. 2020-08 establishing the -SG Solar Energy Generation Combining District to allow commercial solar energy facilities with issuance of land use permits on land within an agricultural County Planning Commission – April 24, 2024 CDLP22-02036 Page 13 of 16 district that is combined with an -SG District. The project site is within the A -3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District. Ordinance No. 2020-08 stipulates that a commercial solar energy facility in an agricultural district is subject to the requirements of the Solar Energy Facilities Ordinance, codified as Chapter 88-30 of the County Ordinance Code, that was established by Ordinance No. 2020-07, also adopted on February 25, 2020, by the Board of Supervisors. Pursuant to County Code Section 88-30.616, the applicant is required to submit a site restoration plan for approval by the Zoning Administrator that would address the restoration of the project site to its pre- project agricultural state, following the solar generation use. Staff believes that the site restoration plan must be specific to the actual facility that is constructed. Thus, this plan needs to be based on the plans approved with the issued building permit. Accordingly, Condition of Approval #11 is included in the Conditions of Approval and Advisory Notes that requires the applicant to submit the site restoration plan for review and approval of CDD at the time of application for a grading or building permit, whichever occurs first. Pursuant to County Code Section 88-30.604, the solar energy facility meets the applicable setback requirements of A-3 District, including minimum 25-foot side yards, minimum 25-foot front yard, and minimum 25-foot rear yard setbacks. In accordance with the County Code Section 88-30.606(a), no ground mounted array would exceed 25 feet in height. Additionally, pursuant to Sections 88 - 30.612 and 88-30.614, the facility would avoid septic systems and aquatic habitat areas, respectively. The Solar Energy Facilities Ordinance also requires that solar facilities that are visible from public roadways must be designed and installed to minimize visual and aesthetic impacts to the greatest extent feasible (County Code Section 88 - 30.608). The site design includes perimeter fencing surrounding the proposed solar energy facility. The project site is fronted to the north by Byer Road, a publicly maintained roadway. The eastern terminus of Byer Road and the southern terminus of Bixler Road is located approximately 450 feet east of the project site. Neither Byer Road nor Bixler Road are designated County scenic routes in the Transportation and Circulation Element of the General Plan. Existing structural development and vegetation west of the project wou ld substantially screen the project from public views from that direction. As such, public views of County Planning Commission – April 24, 2024 CDLP22-02036 Page 14 of 16 the project site would largely be limited to portions of Byer Road immediately adjacent to the project site, as well as motorists travelling southbound on a short stretch of Bixler Road. Since project related impacts to public views would be limited to somewhat remote stretches of roadway not designated as County scenic routes, the site has minimal aesthetic impacts when viewed from public roadways in the vicinity. Notwithstanding, Condition of Approval #9 is included in the Conditions of Approval and Advisory Notes, whereby fencing that is visible from a public road, is required to be consistent with the rural character of the area. Specifically, building materials for the fence must be non -reflective and blend into its surroundings. If razor wire or barbed wire are used, they shall not be used on the portions of the fence facing Byer Road. C. Drainage: As discussed in Section IV (Site/Area Description), the overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The proposed commercial solar energy facility would add an estimated 4,712 square feet of new impervious surface area associated with a new gravel roadway and equipment pad. Request for Exceptions from County Code Division 914: Division 914 of the County Ordinance Code requires that all storm water entering and/or originating on this property to be collected and conveyed, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse. The applicant has requested an exception to allow the existing drainage pattern on the project site to remain rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. The Public Works Department, Engineering Services Division, has reviewed the applicant’s exception request and have determined that the necessary conditions are present on the site to support the request. Furthermore, Public Works has reviewed the preliminary stormwater control plan for the project and determined that all stormwater will be managed adequately on site, and that the project would be compliant with applicable water quality standards and waste discharge requirements, with the implementation of the practicable stormwater controls. D. Appropriateness of the Use: The project site is located within the A-3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District in County Planning Commission – April 24, 2024 CDLP22-02036 Page 15 of 16 which commercial solar facilities are permitted with land use permits. In adopting Resolution No. 2020/39, the Board of Supervisors determined that commercial solar energy generation is compatible with agricultural uses in certain agricultural areas within the County, and in adopting Ordinance No. 2020-08, the Board established the -SG Combining District that is applied to agricultural-zoned parcels identified as suitable for commercial solar energy generation. Agricultural lands included within the -SG Combining District were selected based on necessary attributes for accommodating commercial solar development, excluding those parcels containing major agricultural resources and/or sensitive habitat. The portion of the site to be utilized for the commercial solar energy facility would essentially bisect the project site, with the facility located on the northern half of the property, while the southern half of the property would remain in its present state lacking any substantial improvements. Parcels abutting the project site to the east, west, and north range from 10.75 to 38.5 acres in area and predominantly consist of croplands, with single-family residences occurring sparsely throughout. Lands south of the project site are also generally located within agricultural zoning districts, with parcels between 1 and 6 acres in area and predominantly developed with single-family residential land uses. The most visible portion of the proposed commercial solar energy facility would be the solar array, which would be surrounded by a chain-link fence. The visual changes from the project improvements could impact views from the site and from surrounding properties; however, the change from pastoral land use to solar panels would not expectedly degrade the scenic quality to any significant degree. The location of the proposed solar array over northerly portions of the project site would provide a buffer of at least 450 feet between the facility and lands south of the site where existing residences occur at higher densities relative to those lands east, west, and north of the site. Additionally, the pro ject site is not visible from County-designated scenic routes, thus limiting potential aesthetic impacts resulting from the project. As required by the Solar Energy Facilities Ordinance (Chapter 88-30 of the County Ordinance Code), the site would be required to be restored to the pre-project agricultural state, in the event that the solar generation use is discontinued. In summary, the commercial solar energy facility is consistent with permitted land uses within the A-3 District with the -SG Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The County Planning Commission – April 24, 2024 CDLP22-02036 Page 16 of 16 project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Based on the foregoing, the solar energy facility would be an appropriate use on the project site. X. CONCLUSION The proposed commercial solar energy facility, as conditioned, is consistent with the AL Agricultural Lands General Plan Land Use designation . The proposed facility is a conditionally permitted use in the A-3 Heavy Agricultural District as the project site is within the -SG Solar Energy Generation Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Staff recommends that the County Planning Commission deny the appeal and uphold the Zoning Administrator’s approval of Land Use Permit CDLP22- 02036 to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system, based on the attached findings and subject to the attached conditions of approval. XI. EXHIBITS Exhibit 1: Findings and Conditions of Approval Exhibit 2: Letter of Appeal received on March 27, 2024 Exhibit 3: Maps and Plans Exhibit 4: Staff Report for the March 18, 2024 Zoning Administrator Meeting Exhibit 5: Public Noticing for March 18, 2024 Zoning Administrator Meeting Exhibit 6: Contra Costa County Renewable Resource Potential Study Exhibit 7: PowerPoint Presentation EXHIBIT 1 FINDINGS AND CONDITIONS OF APPROVAL County Planning Commission – April 24, 2024 CDLP22-2036 Page 1 of 24 FINDINGS AND CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036, RENEWABLE AMERICA (APPLICANT), JEFFREY JAY JESS (OWNER) FINDINGS A. Growth Management Performance Standards 1. Traffic: The commercial solar energy facility is accessed by existing roadways leading to and within the site. The facility is unmanned and does not require regular staff for daily operation. As a result, minimal additional traffic will be generated to the project site. The project will not create 100 or more peak hour trips, and the preparation of a traffic report pursuant to Measure C 1998 requirements is not required. 2. Water: The commercial solar energy facility is unmanned and has no potential for substantially increasing the water demand at the site. Some water may be used to clean the solar panels a few times a year; however, future water use will be significantly less than if the property were to continue to be used for crops. The project will not increase the demand for water at the site in a manner that would require the construction of new or expanded water infrastructure. 3. Sanitary Sewer: The commercial solar energy facility is unmanned and is not expected to produce waste or other by-products as a result of daily operation or use. Therefore, the project will not create a demand for sanitary sewer services at the project site. 4. Fire Protection: The project site is located within the service area of the Contra Costa County Fire Protection District, which merged with the East Contra Costa Fire Protection District. There is no proposal for a change in land use (e.g., chemical storage, explosives) or structural improvements (e.g., tall buildings) that potentially alters the type of fire protection equipment required to protect and serve the site. In addition, the commercial solar energy facility will not result in the establishment of land uses or improvements outside of the current service area. Therefore, the project will not create a need for new or expanded fire protection services. 5. Public Protection: The project site is located within the service area of the Contra Costa County Sheriff’s Office. The commercial solar energy facility will not create new housing, will not provide previously unavailable services, nor will it provide substantial amounts of new business opportunities within the County that would County Planning Commission – April 24, 2024 CDLP22-2036 Page 2 of 24 result in a significant population increase. Therefore, the project will not impact the County’s ability to maintain the standard of having 155 square feet of Sheriff’s facility per 1,000 members of the population. 6. Parks and Recreation: There is no element of the project that will induce any population increase within the County. Therefore, the commercial solar energy facility will not impact the County’s ability to maintain the standard of having three acres of neighborhood parks per 1,000 members of the population. 7. Flood Control and Drainage: The project site is not located within a Federal Emergency Management Agency-designated special flood hazard zone. With the granting of the exception to the collect and convey requirements and regulations of County Code Division 914, the existing drainage pattern will be maintained. In addition, the project does not involve the removal, construction, or alteration of any dams or levees within the County. B. Land Use Permit Findings 1. The project shall not be detrimental to the health, safety, and general welfare of the County. Project Finding: The commercial solar energy facility is intended to provide renewable energy to the electrical grid. The project will be interconnected to existing PG&E facilities along the Byer Road frontage of the project site. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion- based sources. Additionally, by providing additional renewable electricity for the gird, the availability of clean electricity will increase. Given the above information, the facility is not expected to be detrimental to the health, safety, and general welfare of the County. 2. The project shall not adversely affect the orderly development wit hin the County or the community. Project Finding: The provision of solar energy in the County has become a priority as utilization of renewable energy has become more desirable. The County has identified a select area of Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning County Planning Commission – April 24, 2024 CDLP22-2036 Page 3 of 24 overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in Southeast County. Since the proposed commercial solar energy facility is located within this area, the facility does not conflict with County policies related to preservation of agriculture in Southeast County. Furthermore, as required by the Solar Energy Facilities Ordinance, the project site is required to be restored to its pre-project agricultural state, following the solar generation use (see Condition of Approval #11). Thus, the project will not adversely affect the orderly development within the County or community. 3. The project shall not adversely affect the preservation of property values and the protection of the tax base within the County. Project Finding: The commercial solar energy facility will be unmanned and is not expected to impact development activity in the area or result in an adverse impact on the value of properties within the area. This determination is due to the site’s existing fallow pasture use, which will now be a commercial solar energy production site. This new use will be compatible with agricultural land uses in the vicinity, as determined by the inclusion of the project site in the -SG Solar Energy Generation Combining District within the A-3 Heavy Agricultural District. Also, the proposed solar arrays will improve the value of the currently underutilized site. Further, the facility provides renewable solar energy for local electricity users. Thus, the project is not expected to adversely affect the preservation of property values and the protection of the tax base within the County. 4. The project as conditioned shall not adversely affect the policy and g oals as set by the General Plan. Project Finding: The commercial solar energy facility conforms to the project site’s AL, Agricultural Lands, General Plan Land Use designation. A commercial solar energy facility is an allowed use within the AL land use designation with the issuance of a land use permit. Furthermore, the General Plan includes the following policies relevant to the commercial solar energy facility. County Planning Commission – April 24, 2024 CDLP22-2036 Page 4 of 24 Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding policies highlight the County’s longstanding interest in preserving agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as County Planning Commission – April 24, 2024 CDLP22-2036 Page 5 of 24 utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. Since the proposed commercial solar energy facility is located within the Southeast County area on land identified as suitable for commercial solar development, the facility will not conflict with the County’s policies related to preservation of agriculture in the Southeast County area. 5. The project shall not create a nuisance and/or enforcement problem within the neighborhood or community. Project Finding: The project involves the unmanned operation of a commercial solar energy facility that is fully enclosed by a perimeter fence to prevent unauthorized access. The conditions of approval require that the site be maintained in an orderly manner and that the facility be removed on cessation of the use. Compliance with all conditions of approval will ensure that the project will not create a nuisance and/or enforcement problem within the neighborhood or community. 6. The project as conditioned shall not encourage marginal development within the neighborhood. Project Finding: As conditioned, development and operation of the commercial solar energy facility will not encourage marginal development within the neighborhood because this development is controlled by the County’s Zoning Code and General Plan. The County’s growing population increasingly requires new sources of renewable energy. This project will assist in meeting that need by providing locally produced renewable energy. Furthermore, the electricity produced at the sites will be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities will not be an extension of infrastructure in the area and will not encourage marginal development within the area. County Planning Commission – April 24, 2024 CDLP22-2036 Page 6 of 24 7. That special conditions or unique characteristics of the project site and its location or surroundings are established. Project Finding: The location of the commercial solar energy facility is consistent with the provisions of the General Plan, including its AL Agricultural Lands land use designation, and as conditioned, with the regulations of the A-3 Heavy Agricultural District, the -SG Solar Energy Generation Combining District, and the Solar Energy Facilities Ordinance. Additionally, physical conditions of the site have been analyzed and documented in the Mitigated Negative Declaration for the project and mitigation measures for potentially significant environmental impacts have been identified that will be implemented as conditions of approval . Given the physical conditions of the project site and the Southeast County area, and the nature of the project as an unmanned solar energy facility, the special conditions and unique characteristics of the project site and its location and surroundings are established. C. Exception Findings The applicant has requested an exception to Division 914 of the County Ordinance Code to allow the existing drainage pattern on the project site to remain unchanged and forego Division 914 requirements for the collection and conveyance of all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse. Pursuant to Chapter 92-6 of the County Code, the Advisory Agency (Zoning Administrator) may authorize exceptions to the requirements and regulations of Division 914 of the County Code. Accordingly, following are the findings for granting the requested exceptions. 1. That there are unusual circumstances or conditions affecting the property. Project Finding: The project is in a rural area of Southeast County that lacks storm drainage facilities to which the project could discharge stormwater in compliance with the County Ordinance requirements. Considering that the project would result in an estimated 4,712 square feet of new impervious surface on the 14.27-acre parcel, the project would have minimal effect on the existing drainage pattern for the project site. Thus, the project site would not create a significant increase in County Planning Commission – April 24, 2024 CDLP22-2036 Page 7 of 24 stormwater runoff from the project site that would necessitate the construction of such storm drainage improvements. 2. That the exception is necessary for the preservation and enjoyment of a substantial property right of the applicant. Project Finding: The exceptions are necessary for the preservation and enjoyment of a substantial property right of the applicant to establish a land use that is permitted on a site within the A-3 Heavy Agricultural District that is included in the -SG Solar Energy Generation Combining District. The exception request has merit as the project will not result in a significant increase in new impervious surface that obviates the need to construct facilities to manage a substantial increase in stormwater. Thus, the exceptions are necessary in order to allow reasonable development of the project site as permitted by County Zoning. 3. That the granting of the exception will not be materially detrimental to the public welfare or injurious to other property in the territory in which the property is situated. Project Finding: Considering the type and scale of the project, the minimal site grading required, and the lack of substantial quantities of new impervious surface, there is minimal potential that the granting of the exception will adversely affect neighboring properties. The marginal increase in stormwater runoff resulting from the estimated 4,712 square feet of new impervious surface can be managed on the 14.27 acre project site with little to no change to the established drainage pattern. The project is conditioned to prohibit concentrated storm drainage from being discharged onto adjacent properties. The project’s compliance with the Conditions of Approval ensures that the granting of the exception will not be materially detrimental to the public welfare or injurious to other properties in the vicinity. D. Environmental Findings Following are the findings required pursuant to the California Environmental Quality Act (CEQA) to adopt a Mitigated Negative Declaration/Initial Study for the project, prior to the approval of a project. 1. A draft Mitigated Negative Declaration/Initial Study (MND), State Clearinghouse Number SCH 2023050650, was prepared for Land Use Permit CDLP22-02036 on May 26, 2023. The public review period for the draft MND started on May 26, 2023 County Planning Commission – April 24, 2024 CDLP22-2036 Page 8 of 24 and ended on June 26, 2023. One letter and two emails were received during the public review period for the draft MND. 2. A final MND has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes of the draft MND. 3. The comments received and the staff responses to the comments do not affect any impacts, mitigation measures, or findings in the draft MND. 4. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. 5. On the basis of the whole record before it, including the draft and final MND, the Zoning Administrator finds that: • There is no substantial evidence that the project with the proposed mitigation measures will have a significant effect on the environment; • MND SCH 2023050650, consisting of the draft MND and final MND, reflects the County’s independent judgement and analysis; • The MND is adequate and complete; and • The MND has been prepared in compliance with the California Environmental Quality Act and the State and County CEQA guidelines. 6. A Mitigation Monitoring and Reporting Program has been prepared, based on the identified significant environmental impacts and mitigation measures in MND SCH 2023050650. The mitigation measures in the Mitigation Monitoring Program are included in the project Conditions of Approval. CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Project Approval 1. This Land Use Permit is APPROVED for the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system. County Planning Commission – April 24, 2024 CDLP22-2036 Page 9 of 24 2. The Land Use Permit approval described above is granted based generally on the following information and documentation: • Land Use Permit application submitted to the Department of Conservation and Development, Community Development Division (CDD) on June 13, 2022; • Project plans prepared by Renewable America, LLC, received October 10, 2022; • Biological Resources Technical Report prepared by WRA, Inc., received July 19, 2022; • Phase I Environmental Site Assessment, prepared by Ninyo & Moor Geotechnical and Environmental Sciences Consultants, received July 19, 2022; • Ranch Sereno Tree Inventory, prepared by Panorama Environmental, dated September 6, 2022; 3. Any change from the approved plans shall require review and approval by the CDD and may require the filing of an application to modify this Land Use Permit. 4. The conditions contained herein shall be accepted by the applicant, their agents, lessees, survivors, or successors for continuing obligation. Building Permits 5. No construction is approved with this permit. Any construction at the project site will require issuance of building permits from the Department of Conservation and Development, Building Inspection Division, prior to commencement of work. Application Costs 6. The Land Use Permit application was subject to an initial deposit of $5,500 that was paid with the application submittal, plus time and material costs if the application review expenses exceed the initial deposit. Any additional fee due must be paid prior to issuance of a building permit, or 60 days of the effective date of this permit, whichever occurs first. The fees include costs through permit issuance and final file preparation. Pursuant to Contra Costa County Board of Supervisors Resolution Number 2013/340, where a fee payment is over 60 days past due, the application shall be charged interest at a rate of ten percent (10%) from the date of approval. The applicant may obtain current costs by contacting the project planner. A bill will be County Planning Commission – April 24, 2024 CDLP22-2036 Page 10 of 24 mailed to the applicant shortly after permit issuance in the event that additional fees are due. Compliance Report 7. At the time of application for a grading or building permit, whichever occurs first, the applicant shall submit an application for COA Compliance Review and provide a report on compliance with the conditions of approval for the review and approval by the CDD. The fee for this application is a deposit of $1,500.00 that is subject to time and material costs. Should staff costs exceed the deposit, additional fees will be required. Except for those conditions administered by the Public Works Department, the report shall list each condition followed by a description of what the applicant has provided as evidence of compliance with that condition. A copy of the permit conditions of approval may be obtained from the CDD. Ongoing Maintenance 8. The site shall be maintained in good condition over the term of the permit. This shall include keeping the structures graffiti-free. The facility, including all fences and walls surrounding the facility, and all other fixtures and improvements on a facility site must be maintained and repainted as often as necessary to prevent fading, chipping, or weathering of paint. Fencing 9. Perimeter fencing shall be installed, and this fencing shall be consistent with the rural character of the area, as determined by the CDD. Building materials for the fence shall be non-reflective and blend into its surroundings. Razor wire and barbed wire shall not be used on the fence. No portion of the fence shall be located within the Restricted Development Area immediately south of the facility. At the time of application for a building permit, the applicant shall submit plans for the fence to CDD for r eview and approval. Prior to seeking Final Building Inspection approval for the operation of the approved facility, the developer shall provide survey letter verification to CDD staff that no portion of the facility or fencing encroach upon the Restricted Development Area. County Planning Commission – April 24, 2024 CDLP22-2036 Page 11 of 24 Site Lighting 10. At the time of application for a building permit, the applicant shall provide a site lighting plan for the approved facility to CDD for review and approval. The lighting plan shall be accompanied by a written narrative explaining why the lighting is needed at this location for the operation of the facility, consistent with Chapter 88 - 30 of the County Ordinance code. All light fixtures necessary for the operation of the facility shall include shrouds designed to direct light downward onto the project site and prevent spillover onto adjacent properties. Removal of Facility/Site Restoration 11. The applicant shall comply with following site restoration requirements. a. The applicant shall submit a site restoration plan for review and approval by the Zoning Administrator prior to the submittal of an application for a grading or building permit, whichever occurs first. The restoration plan must do all of the following: i. Indicate that all commercial solar energy facilities, buildings, structures, and foundation will be removed to three feet below finished grade. ii. Detail all regrading and revegetation necessary to return the subject property to the condition existing before the commercial solar energy facility was established or expanded. The plan must accurately show all topography, vegetation, drainage, and unique environmental features of the site. iii. Provide an estimate by a contractor of the total restoration costs, including materials and labor. iv. Include a statement that the operator, applicant, and permittee guarantee and accept responsibility for all restoration work for a period of two years after completion of restoration. b. The applicant shall provide the County with a cash deposit or surety bond, to the satisfactory of the Zoning Administrator, for the completion of the restoration work described in an approved plan, in the event that the use is abandoned or the use permit expires, or is revoked, or otherwise terminated. The amount of security County Planning Commission – April 24, 2024 CDLP22-2036 Page 12 of 24 will include all material and labor costs, adjusted for inflation to reflect anticipated total costs at the time of planned restoration. If the permittee does not complete the restoration work as described above, the financial guarantee shall be used by the County to remove any obsolete or unused facilities and to return the site to its pre-development condition. The financial assurance must be irrevocable and not cancelable, except by the County. Each form of financial assurance must remain valid for the duration of the permit and for six months following termination, cancellation, or revocation permit. Any unused financial guarantee shall be returned to the applicant upon termination of the use and removal of the facility or transfer of the lease accompanied by a financial guarantee by the new lessee or owner. Construction All construction activity shall comply with the following restrictions, which shall be included in the construction drawings. 12. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project- related contractors. 13. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. 14. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. 15. A publicly visible sign shall be posted on the property with the telephone number and person to contact regarding construction-related complaints. This person shall respond and take corrective action within 24 hours. The CDD phone number shall also be visible to ensure compliance with applicable regulations. 16. Unless specifically approved otherwise via prior authorization from the Zoning Administrator, all construction activities shall be limited to the hours of 8:00 A.M. to County Planning Commission – April 24, 2024 CDLP22-2036 Page 13 of 24 5:00 P.M., Monday through Friday, and are prohibited on State and Federal holidays on the calendar dates that these holidays are observed by the State or Federal government as listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) President’s Day (State) Cesar Chavez Day (State) Memorial Day (State and Federal) Juneteenth National Independence Holiday (Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual date the State and Federal holidays occur, please visit the following websites: Federal Holidays: Federal Holidays (opm.gov) California Holidays: www.sos.ca.gov/holidays.htm 17. Large trucks and heavy equipment are subject to the same restrictions that are imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. County Planning Commission – April 24, 2024 CDLP22-2036 Page 14 of 24 MITIGATION MEASURES FROM THE MITIGATION MONITORING PROGRAM APPLIED AS CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Air Quality 18. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: a. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. b. All haul trucks transporting soil, sand, or other loose material off -site shall be covered. c. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. d. All vehicle speeds on unpaved roads shall be limited to 15 mph. e. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. f. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. g. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). h. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). i. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. j. Replant vegetation in disturbed areas as quickly as possible. k. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. County Planning Commission – April 24, 2024 CDLP22-2036 Page 15 of 24 l. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. m. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Biological Resources 19. Mitigation Measure BIO-1: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. 20. Mitigation Measure BIO-2a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. County Planning Commission – April 24, 2024 CDLP22-2036 Page 16 of 24 21. Mitigation Measure BIO-2b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. 22. Mitigation Measure BIO-3a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a pre -construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). County Planning Commission – April 24, 2024 CDLP22-2036 Page 17 of 24 23. Mitigation Measure BIO-3b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). 24. Mitigation Measure BIO-3c: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 25. Mitigation Measure BIO-4: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on -site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. County Planning Commission – April 24, 2024 CDLP22-2036 Page 18 of 24 26. Mitigation Measure BIO-5: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground - or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. Cultural and Archeological Resources 27. Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. b. Should human remains be uncovered during grading, trenching, or other on -site excavation(s), earthwork within 30 yards of these materials shall be stopped until County Planning Commission – April 24, 2024 CDLP22-2036 Page 19 of 24 the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. PUBLIC WORKS CONDITIONS OF APPROVAL FOR LAND USE PERMIT CDLP22-02036 The applicant shall comply with the requirements of Title 8, Title 9, and Title 10 of the Ordinance Code. Any exception must be stipulated in these Conditions of Approval. Conditions of Approval are based on the site plan submitted to the Department of Conservation and Development on October 10, 2022. The applicant shall comply with the following conditions of approval prior to issuance of a building permit and/or prior to initiation of the use proposed under this permit. General Requirements 28. For Public Works review for compliance relative to this Land Use Permit, a Compliance Review Fee deposit shall be submitted directly to the Public Works Department in accordance with the County’s adopted Fee Schedule for such services. This fee is separate from similar fees required by the Department of Conservation and Development and is a deposit to offset staff costs relative to review and processing of these conditions of approval and other Public Works related services ancillary to the issuance of building permits and completion of this project. 29. Improvement plans prepared by a registered civil engineer shall be submitted, if necessary, to the Public Works Department, Engineering Services Division, along with review and inspection fees, and security for all improvements required by the Ordinance Code for the conditions of approval of this subdivision. Any necessary traffic signing and striping shall be included in the improvement plans for review by the Transportation Engineering Division of the Public Works Department. County Planning Commission – April 24, 2024 CDLP22-2036 Page 20 of 24 Access Improvements (Byer Road) 30. The applicant shall only be permitted access at the locations shown on the filed Parcel Map (201 PM 44), i.e. the northwest or northeast corners of the site. The applicant shall construct a street type connection with 20-foot radii curb returns in lieu of standard driveway depressions at Byer Road 31. The applicant shall locate any vehicular entrance gates a minimum of 20 feet from the edge of pavement to allow vehicles to queue without obstructing through traffic. Sufficient area shall be provided outside any gate to allow a vehicle to turn around and re-enter Byer Road in a forward direction. 32. The applicant shall pave the first 50 feet of the driveway, measured from the existing edge of pavement of Byer Road into the property, to allow vehicles to pull completely off the roadway and remain on a paved surface, and to prevent dust, gravel, and debris from spilling on to Byer Road. Access to Adjoining Property Proof of Access 33. The applicant shall furnish proof to the Public Works Department of the acquisition of all necessary rights of way, rights of entry, permits and/or easements for the construction of off-site, temporary or permanent, public and private road and drainage improvements. Encroachment Permit 34. The applicant shall obtain an encroachment permit from the Application and Permit Center, if necessary, for construction of driveways or other improvements within the right-of-way of Byer Road. Road Alignment/Intersection Design/Sight Distance 35. The applicant shall provide sight distance at the on-site driveways and Byer Road for a design speed of 40 miles per hour. The applicant shall trim vegetation, as necessary, to provide sight distance at these driveways. Any new landscaping, signs, fencing, County Planning Commission – April 24, 2024 CDLP22-2036 Page 21 of 24 retaining walls, or other obstructions proposed at the driveways shall be setback to ensure that the sight lines are clear. County Wide Street Light Financing 36. Property owner(s) shall annex to the Community Facilities District (CFD) 2010-1 formed for Countywide Street Light Financing. Annexation into a street light service area does not include the transfer of ownership and maintenance of street lighting on private roads. Drainage Improvements Collect and Convey 37. The applicant shall collect and convey all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse, in accordance with Division 914 of the Ordinance Code. Exception to the collect and convey requirement to allow the existing drainage pattern to remain. The applicant shall be permitted an exception from the collect and convey requirements of the County Ordinance Code provided that the existing drainage pattern is maintained and concentrated storm drainage is not discharged onto adjacent property. National Pollutant Discharge Elimination System (NPDES) 38. The applicant shall be required to comply with all rules, regulations, and procedures of the National Pollutant Discharge Elimination System (NPDES) for municipal, construction and industrial activities as promulgated by the California State Water Resources Control Board, or any of its Regional Water Quality Control Boards ( Central Valley - Region V). Compliance shall include developing long-term best management practices (BMPs) for the reduction or elimination of stormwater pollutants. The project design shall incorporate, wherever feasible, the following long-term BMPs in accordance with the Contra Costa Clean Water Program for the site's stormwater drainage (if applicable). • Minimize the amount of directly connected impervious surface area. County Planning Commission – April 24, 2024 CDLP22-2036 Page 22 of 24 • Install approved full trash capture devices on all catch basins (excluding catch basins within bioretention area) as reviewed and approved by Public Works Department. Trash capture devices shall meet the requirements of the County’s NPDES Permit. • Place advisory warnings on all catch basins and storm drains using current storm drain markers. • Other alternatives comparable to the above as approved by the Public Works Department. Stormwater Management and Discharge Control Ordinance 39. Based on the proposed new and/or redeveloped impervious surface area totaling less than 10,000 square, this project does not require submittal of a final Stormwater Control Plan. This project shall be subject to all other provisions of the County Stormwater Management and Discharge Control Ordinance (§1014, Ordinance No. 2005-01). Future development applications on the subject parcel may be required to comply with Provision C.3. A deed disclosure shall be recorded on each parcel informing all future property owners of the requirement to comply with Provision C.3 as a condition of any development permit application, in accordance with the Stormwater Management and Discharge Control Ordinance. Area of Benefit Fee Ordinance 40. The applicant shall comply with the requirements of the Bridge/Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee and Financing Authority’s Regional Transportation Development Impact Mitigation (ECCRFFA – RTDIM) Fee Areas of Benefit as adopted by the Board of Supervisors prior to initiation of the use. ADVISORY NOTES PLEASE NOTE ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL BUT ARE NOT A PART OF THE CONDITIONS OF APPROVAL. ADVISORY NOTES ARE PROVIDED FOR THE PURPOSE OF INFORMING THE APPLICANT OF ADDITIONAL ORDINANCE AND OTHER LEGAL REQUIREMENTS THAT MUST BE MET IN ORDER TO PROCEED WITH DEVELOPMENT. County Planning Commission – April 24, 2024 CDLP22-2036 Page 23 of 24 A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant pursuant to Government Code Section 66000, et seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a ninety (90) day period after the project is approved. The ninety (90) day period in which you may protest the amount of any fee or the imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the Community Development Division within ninety (90) days of the approval date of this permit. B. The applicant shall submit grading and building plans to the Building Inspection Division and comply with Division requirements. It is advisable to check with the Division prior to requesting a grading or building permit or otherwise proceeding with the project. C. The Project shall comply with the requirements for construction debris disposal/recycling, water well, and septic systems of the Contra Costa Health Services Department, Environmental Health Division. The applicant is responsible for contacting the Environmental Health Division regarding applicable requirements and permits. D. The applicant must submit site access and building plans to the Contra Costa County Fire Protection District and comply with its requirements. The applicant is advised that plans submitted for a building permit must receive prior approval and be stamped by the Fire Protection District. E. The applicant is responsible for contacting the Contra Costa Mosquito & Vector Control District regarding its requirements and permits. F. Prior to applying for a building permit, the applicant may wish to contact the following agencies to determine if additional requirements and/or additional permits are required as part of the proposed project: • Federal Aviation Administration County Planning Commission – April 24, 2024 CDLP22-2036 Page 24 of 24 • United States Department of Fish and Wildlife • East Contra Costa County Habitat Conservancy G. The applicant will be required to comply with the requirements of the Bridge/ Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee & Finance Authority/Regional Transportation Development Impact Mitigation (ECCRFFA/RTDIM) and ECTIA and East County Areas of Benefit, as adopted by the Board of Supervisors. These fees shall be paid prior to issuance of a building permit. H. This project may be subject to the requirements of the Department of Fish and Wildlife. It is the applicant's responsibility to notify the Department of Fish and Wildlife of any proposed construction within this development that may affect any fish and wil dlife resources, per the Fish and Game Code. I. A portion of the property is located in a Special Flood Hazard Area (100 year flood boundary) as designated on the Federal Emergency Management Agency’s Flood Insurance Rate Maps. The applicant shall be aware of and comply with the requirements of the National Flood Insurance Program (Federal) and the County Floodplain Management Ordinance as they pertain to development and future construction of any structures on this property. J. Further development of the parcel may need to comply with the latest Stormwater Management and Discharge Control Ordinance (§1014) and Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit. This compliance may require a Stormwater Control Plan and an Operations and Maintenance Plan prepared in accordance with the latest edition of the Stormwater C.3 Guidebook. Compliance may also require annexation of the project site into the Community Facilities District 2007-1 (Stormwater Management Facilities) and entering into a standard Stormwater Management Facilities Operation and Maintenance Agreement with Contra Costa County. EXHIBIT 2 LETTER OF APPEAL RECEIVED ON MARCH 27, 2024 EXHIBIT 3 MAPS AND PLANS 1 3 33 133 3 2 2 BYER ROAD BIXLERROAD33'RW TO B.B.ID. 226 OR 58 2-8-30 E5'302519 .893Ac.8-25-60.894Ac.Co. 3690 OR 1313030W S1320.0E 960.0 CAMINO PABLO 05 29.107Ac. 27 04 17 183030675.34 SOUTH370'EAST 370'655.075655.075400'10 11 "A" CODE LN.To Co. 3739 OR 16710-28-60S0°50'25"W645.075675.34 675.34 675.34675.34 490.87 490.87645.075645.07888.02610.00 N0°50'25"E722.15405.45 2.0 165.85363.0 N89°09'35"W E S600.0600.0N0°50'25"W-568S363.0 W 04 BYRON SANITARY 8/23/60 (CAMINO DIABLO RD.)RD. N89°09'35"W - 896.32402.15N0°50'25"E17 "C" 13 675.34 40' TO COUNTY 109 D 530 25 768.45 720.0S09 "A"IRRIGATION15 16 "B" 12 1.793Ac.N030 02 79.066Ac.1320.0SCANAL2610.00 0201 030 116/18 TR. 7969 M.B. 391-35 5-01-97 28.63Ac. W N2 ASSESSOR'S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE2 3 1"=400' 3688 OR 167 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR'S PARCELS OR BUILDING SITE ORDINANCES. MAY NOT COMPLY WITH LOCAL LOT SPLIT 18 479.77 479.77 1295.44N0°46'54'E1295.1814.27Ac 14.27Ac 44 4 4 12/17/07 N0°46'25'E201 PM43 RESTRICTED DEVELOPMENT AREA N0°46'54'E960 479.77479.59 9001320 TOT.S89°9'35"E 3906/2/08COLETA'S WAYRANCHO SERENO RD1295.69"A""B" "B" "A" "C" 10.0Ac 10.001Ac 10.02Ac 12.70Ac 5.0Ac DIST 10.01Ac 3.32Ac 10.001Ac SW 1/4 SEC 2 & POR SE 1/4 SEC 3 T1S R3E MDB&M 6/5/87 9/15/89 11/19/91 128PM9 142PM15 155PM36 201PM43 1 - 2- 3- 4- This map is a user generated, static output from an internet mapping application and is intended for reference use only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION. CCMap is maintained by Contra Costa County Department of Information Technology, County GIS. Data layers contained within the CCMap application are provided by various Contra Costa County Departments. Please direct all data inquires to the appropriate department. Spatial Reference PCS: WGS 1984 Web Mercator Auxiliary Sphere Datum: WGS 1984Scale: 1:9,028 Map Legend Assessment Parcels General Plan SV (Single Family Residential - Very Low) 0.2 - 0.9 Units per Net Acre SM (Single Family Residential - Medium) 3.0 - 4.9 Units per Net Acre SH (Single Family Residential - High) 5.0 - 7.2 Units per Net Acre PS (Public/ Semi-Public) OS (Open Space) AL (Agricultural Lands) 5 Acre Minimum Parcel Size AC (Agricultural Core) 40 Acre Minimum Parcel Size Unincorporated Board of Supervisors' Districts C a m i n o D i a b l o B y e r R d By r o n Hwy BixlerRdBixlerRdC a m i n o D i a b l o B y e r R d BixlerRdColetasWayRanchoDiabloRdGeneral Plan Map 0 0.1 0.20.05 mi ± Credits: Contra Costa County Development of Conservation and Department, Esri Community Maps Contributors, California State Parks, © OpenStreetMap, Microsoft, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Esri, NASA, NGA, USGS, FEMA This map is a user generated, static output from an internet mapping application and is intended for reference use only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION. CCMap is maintained by Contra Costa County Department of Information Technology, County GIS. Data layers contained within the CCMap application are provided by various Contra Costa County Departments. Please direct all data inquires to the appropriate department. Spatial Reference PCS: WGS 1984 Web Mercator Auxiliary Sphere Datum: WGS 1984Scale: 1:9,028 Map Legend Assessment Parcels Zoning ZONE_OVER R-6, -UE (Urban Farm Animal Exclusion) R-10, -UE (Urban Farm Animal Exclusion) R-40, -UE (Urban Farm Animal Exclusion) A-2 (General Agriculture) A-2, -BS (Boat Storage Combining District) A-2, -BS -SG (Boat Storage and Solar Energy Generation) A-2, -SG (Solar Energy Generation Combining District) A-2 -X (Railroad Corridor Combining District) A-3 (Heavy Agriculture) A-3, -BS -SG (Boat Storage and Solar Energy Generation) A-3, -SG (Solar Energy Generation Combining District) A-40 (Exclusive Agriculture) Unincorporated Board of Supervisors' Districts C a m i n o D i a b l o B y e r R d By r o n Hwy BixlerRdBixlerRdC a m i n o D i a b l o B y e r R d BixlerRdColetasWayRanchoDiabloRdZoning Map 0 0.1 0.20.05 mi ± Credits: Contra Costa County Development of Conservation and Department, Esri Community Maps Contributors, California State Parks, © OpenStreetMap, Microsoft, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Esri, NASA, NGA, USGS, FEMA This map is a user generated, static output from an internet mapping application and is intended for reference use only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. THIS MAP IS NOT TO BE USED FOR NAVIGATION. CCMap is maintained by Contra Costa County Department of Information Technology, County GIS. Data layers contained within the CCMap application are provided by various Contra Costa County Departments. Please direct all data inquires to the appropriate department. Spatial Reference PCS: WGS 1984 Web Mercator Auxiliary Sphere Datum: WGS 1984Scale: 1:9,028 Map Legend Assessment Parcels Unincorporated Board of Supervisors' Districts C a m i n o D i a b l o B y e r R d By r o n Hwy BixlerRdBixlerRdC a m i n o D i a b l o B y e r R d BixlerRdColetasWayRanchoDiabloRdVicinity Map 0 0.1 0.20.05 mi ± Credits: Contra Costa County Development of Conservation and Department, Esri Community Maps Contributors, California State Parks, © OpenStreetMap, Microsoft, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, US Census Bureau, USDA, USFWS, Maxar SacramentoCounty SanJoaquinCounty ÄÅ44 ÄÅ44 ÄÅ44 ÄÅ160 BethelIsland Byron Knightsen ShermanIsland BaconIsland VictoriaIsland ByronTract HollandTract JerseyIsland MandevilleIsland UnionIsland PalmTract OrwoodTract VealeTract WoodwardIsland ConeyIsland QuimbyIsland Oakley BixlerTract DiscoveryBay Antioch Brentwood ByronAirport AgriculturalCoreSanJoaquinRiver Old RiverOld RiverMiddle River FalseRiver Dutch Slough Conne c t i o n S l o u g h Piper S l o u g h Rock SloughSand Mound SloughHolland CutIndian Slou g h Woodward Canal FranksTract BigBreak ShermanLake CliftonCourtForebay LosVaquerosReservoir Little FranksTract MarshCreekReservoir Dredgers Cut Victoria CanalItalian SloughWest Cana l Grant Line Canal CaliforniaAqueductDeltaMendotaCanal0 2 41 MilesMap created 01/15/2020 by Contra Costa County Department of Conservation and Development, GIS Group 30 Muir Road, Martinez, CA 94553 37:59:41.791N 122:07:03.756W This map or dataset was created by the Contra Costa County Department of Conservation and Development with data from the Contra Costa County GIS Program. Some base data, primarily City Limits, is derived from the CA State Board of Equalization's tax rate areas. While obligated to use this data the County assumes no responsibility for its accuracy. This map contains copyrighted information and may not be altered. It may be reproduced in its current state if the source is cited. Users of this map agree to read and accept the County of Contra Costa disclaimer of liability for geographic information.® Solar Energy Generation Combining District (-SG) Overlay Solar Energy Generation (-SG) combining zoning district boundaries GP Land Use Designations AL, OIBA (Agricultural Lands Off Island Bonus Area) SV (Single Fam Res - Very Low) SL (Single Fam Res - Low) SM (Single Fam Res - Medium) SH (Single Fam Res - High) ML (Multi Fam Res - Low) MM (Multi Fam Res - Medium) MO (Mobile Home) CO (Commercial) OF (Office) LI (Light Industry) HI (Heavy Industry) CR (Commercial Recreation) PS (Public/Semi-Public) PR (Parks and Recreation) OS (Open Space) AL (Agricultural Lands) AC (Agricultural Core) DR (Delta Recreation) WA (Water) WS (Watershed) © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS BYER ROAD RANCHO SERENO ROAD (NOT IN USE) RENEWABLE AMERICA LLC 4675 Stevens Creek Blvd, Ste 250 Santa Clara, CA 95051 TEL: 408-663-6647 ADMIN@RENEWAM.COM Feet070140 Feet 1:840.0017 14070035 -- RENEWABLE AMERICA LLC 4675 STEVENS CREEK BLVD, STE 250 SANTA CLARA, CA 95051 TEL:408-663-6647 ADMIN@RENEWAM.COM Feet0100200 III 4.2' 8.7'2'-0" MINTYPICAL EMBEDMENT 6'-10"60° RENEWABLE AMERICA LLC 4675 STEVENS CREEK BLVD, STE 250 SANTA CLARA, CA 95051 TEL:408-663-6647 ADMIN@RENEWAM.COM 4 TYP. TRACKER SIDE ELEVATION SCALE:NTS 3 TYP. FRONT ELEVATION (2 STRINGS) SCALE:NTS 2 TYP. CHAINLINK FENCE SIDE ELEVATION SCALE:NTS 1 TYP. EQUIPMENT PAD SIDE ELEVATION SCALE:NTS EXHIBIT 4 STAFF REPORT FOR THE MARCH 18, 2024 ZONING ADMINISTRATOR MEETING Department of Conservation and Development County Zoning Administrator Monday, March 18, 2023 1:30 P.M. STAFF REPORT Agenda Item #_____ Project Title: Land Use Permit for the Ranch Sereno Clean Power Project County File: CDLP22-02036 Applicant/Owner: Renewable America, LLC (Applicant)/Jeffrey Jay Jess (Owner) Zoning/General Plan: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District / AL Agricultural Lands Site Address/Location: 0 Byer Road, immediately east of 3600 Byer Road in the Byron area of unincorporated Contra Costa County (APN: 002-030- 018) California Environmental Quality Act (CEQA) Status: Mitigated Negative Declaration, SCH 2023050650 Project Planner: Adrian Veliz, Senior Planner, (925) 655-2879 adrian.veliz@dcd.cccounty.us Staff Recommendation: Approve (See Section II for full recommendation) I. PROJECT SUMMARY The applicant requests approval of a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the 14.27-acre project site. The facility includes a solar panel array generating 2.82 megawatts of solar energy and a 5.22 megawatt battery storage system. The facility would interconnect with Pacific Gas and Electric the project site. The applicant is also requesting an Exception to the requirements and regulations of County Code Division 914 (Collect and Convey). II. RECOMMENDATION Department of Conservation and Development, Community Development Division (CDD) staff recommends that the County Zoning Administrator: A. ADOPT the Mitigated Negative Declaration/Initial Study (MND) SCH 2023050650, consisting of the May 26, 2023 draft MND and the March 4, 2024 final MND, and the May 26, 2023 Mitigation Monitoring and Reporting Program (MMRP), based on the attached findings, and specify that the Department of Conservation and Development (located at 30 Muir Road, Martinez, CA) is the custodian of the documents and other materials, which constitute the record of proceedings upon which this decision is based. B. GRANT the exception to Division 914 of the County Ordinance Code authorizing the project to allow the existing drainage pattern on the project site to remain unchanged and forego requirements to collect and convey stormwaters entering and/or originating on the project site, as detailed in the attached findings. C. APPROVE the Land Use Permit for County File CDLP22-02036, the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system, based on the attached findings and subject to the attached conditions of approval. D. DIRECT staff to file a Notice of Determination with the County Clerk. III. GENERAL INFORMATION A. General Plan: AL Agricultural Lands. B. Zoning: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District. C. Environmental Review: A draft Mitigated Negative Declaration/Initial Study (MND) was prepared and published for the application. The public review for the draft MND started on May 26, 2023 and ended on June 26, 2023. The draft MND is included as Attachment 5. Two emails and one letter were received in response to the publication of the draft MND. A final MND, dated March 4, 2024 , has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes in response to the letter. The final MND is included as Attachment 6. D. Tribal Cultural Resources: In accordance with Section 21080.3.1 of the California Public Resources Code, Notices of Opportunity to Request Consultation were mailed to the Villages of Lisjan on November 8, 2022 and to the Wilton Rancheria on November 9, 2022. The Villages of Lisjan Nation and the Wilton Rancheria are the two California Native American tribes that have requested notification of proposed projects within unincorporated Contra Costa County. Pursuant to Section 21080.3.1(d), there was a 30-day time period for the California Native American tribes to either request or decline consultation in writing for this project. Staff has not received a request for consultation in response to these Notices from either tribe. E. Previous Applications: 1. CDMS05-00020: This two-lot Minor Subdivision application to subdivide a 30- acre lot into a 14.55-acre Parcel A and a 15.45-acre Parcel B was approved by the Zoning Administrator on September 11, 2006. In processing the Parcel Map (201PM43), the County required road dedications for the planned future widths of Byer Road, Bixler Road, Rancho Sereno Road, and Coletas Way. As a result of the road dedications, both Parcel A and Parcel A became 14.27 acres in size. Parcel A is the CDLP22-02036 project site. 2. CDCV10-00060: This Compliance Review application to construct a new barn on the project site was approved by CDD staff on January 27, 2011. The barn is located in the central portion of the site. IV. SITE/AREA DESCRIPTION The 14.27-acre project site is located along the south side of Byer Road, immediately east of 3600 Byer Road and approximately 480 feet west of the Bixler Road/Byer Road intersection. The overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The project site predominantly consists of fallow and active cropland. Existing development on site includes a metal framed barn with an outdoor swimming pool, and gravel access driveways. The barn and swimming pool are located within an approximately one- acre building envelope in the central portion of the site. Vehicular access from Byer Road exists via a gravel driveway at the northwestern corner of the project site. There is an east-west drainage channel traversing the southern half of the parcel on which development is restricted pursuant to a Grant Deed of Development Rights to the County. This restricted development area consists of a 100-foot buffer measured from the top of bank on each side of the channel and was recorded on the project site as a condition of approval for the CDMS05-00020 Minor Subdivision. No portion of the proposed solar energy facility would be within the restricted development area, or within the one-acre building envelope identified on the project plans. The surrounding area consists of agricultural lands presently used for farming, grazing, and/or single-family residential purposes. The unincorporated Byron community is located approximately 0.8 miles to the west of the site. V. PROJECT DESCRIPTION The applicant requests approval of a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the northern half of the project site. The proposed solar energy generation consists of a total of 4,368 solar panel modules generating up to 2.82 megawatts of solar energy. The solar panel modules are arranged in rows upon single axis tracking arrays, dispersed in uniform rows throughout the 7.02-acre area. The tracking arrays are designed to gradually adjust the angular orientation of the solar panel modules relative to the movement of the sun throughout the day. This movement maximizes the amount of energy that the system is able to capture. The height of the solar arrays will vary throughout the day due to the movement of the single axis tracking arrays. When the sun is high in the sky, the panels will be parallel with the ground and the arrays would be 8.7 feet tall. The axis tracking system can reorient the panels up to 60 degrees east or west to track the rising and setting sun. At its maximum angular orientation of 60 degrees, the arrays would have a maximum height of 15.5 feet. The project includes a battery energy storage system (BESS) capable of storing up to 5.22 megawatts of electricity. The purpose of the BESS is to allow the storage of solar energy generated during the daytime when electrical demand is relatively low, and to export that energy into the grid when electrical demand is higher, for example during peak hours in the early evening. The facility would interconnect with Pacific Gas an & existing power poles located in the Byer Road right-of-way along the frontage of the project site. The applicant also requests an exception to the collect and convey requirements and regulations of County Code Division 914 to allow the existing drainage pattern on the project site to remain unchanged with the solar energy facility rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. VI. AGENCY COMMENTS An Agency Comment Request packet was sent on June 15, 2022 to a number of public agencies, including Building Inspection Division, Advanced Planning Section, Application and Permit Center (APC) Floodplain Staff, East Contra Costa County Habitat Conservancy, Environmental Health Division of the Health Services Department, Engineering Services Division of the Public Works Department, Contra Costa County Flood Control District, East Contra Costa Fire Protection District, Byron Municipal Advisory Council (MAC), Contra Costa Mosquito and Vector Control District, California Historical Resources Information System, CA Department of Fish and Wildlife, Delta Protection Commission, and the Delta Conservancy Board. Agency comments received by staff are included in Attachment 3. Following are summaries of the agency comments received. A. Contra Costa Mosquito & Vector Control District: The Mosquito & Vector Control District returned the Agency Comment Request form on June 16, 2022, with no comments. An Advisory Note is included in the Conditions of Approval and Advisory Notes whereby the applicant must comply with the Mosquito & Vector Control District requirements. B. East Contra Costa Fire Protection District: In a letter received on June 20, 2022, the Fire Protection District stated that the project is required to adhere to all California Building, Fire Codes, and the District Ordinance shall be adhered to. The Fire Protection District further specified that the project would require either annexation of the project site into the most current Community Facilities District for fire protection and emergency services, or provision of an alternative funding mechanism acceptable to the District for the provision these services. An Advisory Note is included in the Conditions of Approval and Advisory Notes whereby the applicant is responsible for contacting the Fire Protection District regarding its requirements and permits. C. Byron Municipal Advisory Council (MAC): In an email received on June 28, 2022, the Byron MAC expressed support for the project but noted that the southern end of the property had been used for unpermitted storage of vehicles and construction equipment. The MAC adjourned its June 28, 2022 meeting without making a recommendation, seeking more information on the ongoing code enforcement case regarding the unpermitted storage on the site. Subsequent to the meeting, the property owner removed the vehicles and equipment from the project site and the code enforcement case was closed on August 22, 2022. In an email received on October 11, 2023, the Byron MAC staff liaison clarified that the MAC had no further comments and is in support of the project. D. East Contra Costa Habitat Conservancy: In an email received on July 5, 2022, the Habitat Conservancy advised that take coverage is required for the project since the site is located in an area with suitable habitat for special-status species. The Habitat Conservancy recommended that the take coverage be initiated through the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). The Habitat Conservancy identified unpermitted land use occurring on southerly portion of the project site, outside of the proposed solar project area. This concern was previously discussed under Section VI.C (Agency Comments Byron Municipal Advisory Council) above. The property owner has removed the vehicles and equipment being stored on the project site in response to the code enforcement case. Take coverage was addressed in the MND, SCH 2023050650, and a potentially significant biological resources impact related to the loss foraging habitat was identified for which the MND included Mitigation Measure BIO-4, whereby the applicant shall seek take coverage from the HCP/NCCP. This Mitigation Measure is included in the Conditions of Approval and Advisory Notes. E. California Historical Resources Information System (CHRIS): In a comment letter received on July 8, 2022, CHRIS indicated that the project site has a low possibility of containing unrecorded archaeological sites and did not recommend further study for archaeological resources. The possibility of subsurface construction activities damaging or destroying previously undiscovered historic and prehistoric resources was addressed in the MND, and the MND included Mitigation Measure CUL-1, whereby there shall be a stoppage of work and appropriate mitigations implemented in the event that previously unrecorded cultural resources are discovered. This Mitigation Measure is included in the Conditions of Approval and Advisory Notes. F. APC Floodplain Staff: APC Floodplain Staff returned the Agency Comment Request form on July 26, 2022, with no comments. G. Public Works Department, Engineering Services Division: On December 7, 2023, the Engineering Services Division submitted a memo with recommended Public Works conditions of approval for the project. Staff has incorporated Engineering Advisory Notes. VII. ENVIRONMENTAL REVIEW A draft Mitigated Negative Declaration/Initial Study (State Clearinghouse Number SCH 2023050650) was prepared and published on May 26, 2023. The draft MND is included with this report as Attachment 5. Potentially significant impacts were identified in the draft MND, including impacts involving air quality, biological resources, cultural resources, geology and soils, and tribal cultural resources. The public review period for the draft MND started on May 26, 2023 and ended on June 26, 2023. During the public review period, staff received a letter from the Central Valley Regional Water Quality Control Board specifying applicable provisions of state and federal law pertaining to stormwater management and measures to prevent groundwater degradation, and two emails from owners of parcels abutting the project site to the east and west respectively. The written comments submitted by adjacent property owners express concern with aesthetics, biological resources, health hazards, water runoff, property values, noise, dust, and electrical fire hazards. A final MND has been prepared that includes the written comment received on the draft MND, responses to the comments received, and staff initiated text changes of the draft MND. The final MND is included as Attachment 6. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Regarding the granting of the exception to the County Code requirements of Division 914 (Collect and Convey) for the collection and conveyance of stormwaters entering and/or originating on the project site, the exception would allow the Land Use Permit as proposed and evaluated in the MND, and therefore, neither the proposed Land Use Permit nor the MND will change as a result of granting the exceptions. If the exceptions are not granted, the Land Use Permit would be subject to Public Works conditions of approval pursuant to applicable regulations in the County Code, and with the implementation of such conditions, the Land Use Permit would not result in any new significant impacts, necessitate any new mitigation, or alter any finding in the MND. A Mitigation Monitoring program was prepared based on the mitigation measures recommended in the draft MND. The Mitigation Monitoring and Reporting Program (MMRP) is included as Attachment 7. If approved, the MND mitigation measures will apply to the Land Use Permit as Conditions of Approval. VIII. PUBLIC COMMENTS On September 28, 2023, staff received a petition from the staff liaison to the Byron MAC. The petition expresses opposition to the proposed project based on numerous hazards, and contamination of groundwater. Although the petition was not received during the public review for the draft MND, it generally reiterates the public comments that were received during the public review period. Staff responses to the concerns are discussed in further detail in the final MND. In the October 11, 2023 email from the Byron MAC (included with the Agency Comments in Attachment 3), the staff liaison clarified that the petition was received from a Byron MAC member at the conclusion of a MAC meeting, but that the petition was not on the agenda for that meeting nor was it supported by the MAC. response letter received on October 19, 2023, are included as Attachment 4. IX. STAFF ANALYSIS AND DISCUSSION A. General Plan Consistency: On February 25, 2020, the Board of Supervisors adopted Resolution No. 2020/39 amending the General Plan Land Use Element to allow commercial solar energy facilities in the AL Agricultural Lands land use designation with land use permits. As allowed by this General Plan amendment, the applicant has applied for a land use permit for the proposed commercial solar energy on the project site. The General Plan Land Use Element also contains , which includes the Byron area. Relevant policies that apply to the project include the following. Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. The General Plan Open Space Element also includes the following relevant policy. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. The proposed commercial solar energy facility is located within allowed area for solar energy generation in the Southeast County, and therefore, the facility policies related to preservation of agriculture in the Southeast County area. B. Zoning Compliance: On February 25, 2020, along with adopting Resolution No. 2020/39, the Board of Supervisors adopted Ordinance No. 2020-08 establishing the -SG Solar Energy Generation Combining District to allow commercial solar energy facilities with issuance of land use permits on land within an agricultural district that is combined with an -SG District. The project site is within the A-3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District. Ordinance No. 2020-08 stipulates that a commercial solar energy facility in an agricultural district is subject to the requirements of the Solar Energy Facilities Ordinance, codified as Chapter 88-30 of the County Ordinance Code, that was established by Ordinance No. 2020-07, also adopted on February 25, 2020 by the Board of Supervisors. Pursuant to County Code Section 88-30.616, the applicant is required to submit a site restoration plan for approval by the Zoning Administrator that would address the restoration of the project site to its pre- project agricultural state, following the solar generation use. Staff believes that the site restoration plan must be specific to the actual facility that is constructed. Thus, this plan needs to be based on the plans approved with the issued building permit. Accordingly, Condition of Approval #11 is included in the Conditions of Approval and Advisory Notes that requires the applicant to submit the site restoration plan for . Pursuant to County Code Section 88-30.604, the solar energy facility meets the applicable setback requirements of A-3 District, including minimum 25-foot side yards, minimum 25-foot front yard, and minimum 25-foot rear yard setbacks. In accordance with the County Code Section 88-30.606(a), no ground mounted array would exceed 25 feet in height. Additionally, pursuant to Sections 88- 30.612 and 88-30.614, the facility would avoid septic systems and aquatic habitat areas, respectively. The Solar Energy Facilities Ordinance also requires that solar facilities that are visible from public roadways must be designed and installed to minimize visual and aesthetic impacts to the greatest extent feasible (County Code Section 88- 30.608). The site design includes perimeter fencing surrounding the proposed solar energy facility. The project site is fronted to the north by Byer Road, a publicly maintained roadway. The eastern terminus of Byer Road and the southern terminus of Bixler Road is located approximately 450 feet east of the project site. Neither Byer Road nor Bixler Road are designated County scenic routes in the Transportation and Circulation Element of the General Plan. Existing structural development and vegetation west of the project would substantially screen the project from public views from that direction. As such, public views of the project site would largely be limited to portions of Byer Road immediately adjacent to the project site, as well as motorists travelling southbound on a short stretch of Bixler Road. Since project related impacts to public views would be limited to somewhat remote stretches of roadway not designated as County scenic routes, the site has minimal aesthetic impacts when viewed from public roadways in the vicinity. Notwithstanding, Condition of Approval #9 is included in the Conditions of Approval and Advisory Notes, whereby fencing that is visible from a public road, is required to be consistent with the rural character of the area. Specifically, building materials for the fence must be non-reflective and blend into its surroundings. If razor wire or barbed wire are used, they shall not be used on the portions of the fence facing Byer Road. C. Drainage: As discussed in Section IV (Site/Area Description), the overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The proposed commercial solar energy facility would add an estimated 4,712 square feet of new impervious surface area associated with a new gravel roadway and equipment pad. Request for Exceptions from County Code Division 914: Division 914 of the County Ordinance Code requires that all storm water entering and/or originating on this property to be collected and conveyed, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse. The applicant has requested an exception to allow the existing drainage pattern on the project site to remain rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. The Public Works Department, Engineering Services Division, has reviewed the have determined that the necessary conditions are present on the site to support the request. Furthermore, Public Works has reviewed the preliminary stormwater control plan for the project and determined that all stormwater will be managed adequately on site, and that the project would be compliant with applicable water quality standards and waste discharge requirements, with the implementation of the practicable stormwater controls. D. Appropriateness of the Use: The project site is located within the A-3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District in which commercial solar facilities are permitted with land use permits. In adopting Resolution No. 2020/39, the Board of Supervisors determined that commercial solar energy generation is compatible with agricultural uses in certain agricultural areas within the County, and in adopting Ordinance No. 2020-08, the Board established the -SG Combining District that is applied to agricultural-zoned parcels identified as suitable for commercial solar energy generation. Agricultural lands included within the -SG Combining District were selected based on necessary attributes for accommodating commercial solar development, excluding those parcels containing major agricultural resources and/or sensitive habitat. The portion of the site to be utilized for the commercial solar energy facility would essentially bisect the project site, with the facility located on the northern half of the property, while the southern half of the property would remain in its present state lacking any substantial improvements. Parcels abutting the project site to the east, west, and north range from 10.75 to 38.5 acres in area and predominantly consist of croplands, with single-family residences occurring sparsely throughout. Lands south of the project site are also generally located within agricultural zoning districts, with parcels between 1 and 6 acres in area and predominantly developed with single-family residential land uses. The most visible portion of the proposed commercial solar energy facility would be the solar array, which would be surrounded by a chain-link fence. The visual changes from the project improvements could impact views from the site and from surrounding properties; however, the change from pastoral land use to solar panels would not expectedly degrade the scenic quality to any significant degree. The location of the proposed solar array over northerly portions of the project site would provide a buffer of at least 450 feet between the facility and lands south of the site where existing residences occur at higher densities relative to those lands east, west, and north of the site. Additionally, the project site is not visible from County-designated scenic routes, thus limiting potential aesthetic impacts resulting from the project. As required by the Solar Energy Facilities Ordinance (Chapter 88-30 of the County Ordinance Code), the site would be required to be restored to the pre-project agricultural state, in the event that the solar generation use is discontinued. In summary, the commercial solar energy facility is consistent with permitted land uses within the A-3 District with the -SG Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Based on the foregoing, the solar energy facility would be an appropriate use on the project site. X. CONCLUSION The proposed commercial solar energy facility, as conditioned, is consistent with the AL Agricultural Lands General Plan Land Use designation. The proposed facility is a conditionally permitted use in the A-3 Heavy Agricultural District as the project site is within the -SG Solar Energy Generation Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Staff recommends that the Zoning Administrator approve Land Use Permit CDLP22-02036 to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system, based on the attached findings and subject to the attached conditions of approval. FINDINGS AND CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036, RENEWABLE AMERICA (APPLICANT), JEFFREY JAY JESS (OWNER) FINDINGS A. Growth Management Performance Standards 1. The commercial solar energy facility is accessed by existing roadways leading to and within the site. The facility is unmanned and does not require regular staff for daily operation. As a result, minimal additional traffic will be generated to the project site. The project will not create 100 or more peak hour trips, and the preparation of a traffic report pursuant to Measure C 1998 requirements is not required. 2. The commercial solar energy facility is unmanned and has no potential for substantially increasing the water demand at the site. Some water may be used to clean the solar panels a few times a year; however, future water use will be significantly less than if the property were to continue to be used for crops. The project will not increase the demand for water at the site in a manner that would require the construction of new or expanded water infrastructure. 3. The commercial solar energy facility is unmanned and is not expected to produce waste or other by-products as a result of daily operation or use. Therefore, the project will not create a demand for sanitary sewer services at the project site. 4. The project site is located within the service area of the Contra Costa County Fire Protection District, which merged with the East Contra Costa Fire Protection District. There is no proposal for a change in land use (e.g., chemical storage, explosives) or structural improvements (e.g., tall buildings) that potentially alters the type of fire protection equipment required to protect and serve the site. In addition, the commercial solar energy facility will not result in the establishment of land uses or improvements outside of the current service area. Therefore, the project will not create a need for new or expanded fire protection services. 5. The project site is located within the service area of the Contra The commercial solar energy facility will not create new housing, will not provide previously unavailable services, nor will it provide substantial amounts of new business opportunities within the County that would result in a significant population increase. Therefore, the project will not impact the facility per 1,000 members of the population. 6. There is no element of the project that will induce any population increase within the County. Therefore, the commercial solar energy facility acres of neighborhood parks per 1,000 members of the population. 7. The project site is not located within a Federal Emergency Management Agency-designated special flood hazard zone. With the granting of the exception to the collect and convey requirements and regulations of County Code Division 914, the existing drainage pattern will be maintained. In addition, the project does not involve the removal, construction, or alteration of any dams or levees within the County. B. Land Use Permit Findings 1. The commercial solar energy facility is intended to provide renewable energy to the electrical grid. The project will be interconnected to existing PG&E facilities along the Byer Road frontage of the project site. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion- based sources. Additionally, by providing additional renewable electricity for the gird, the availability of clean electricity will increase. Given the above information, the facility is not expected to be detrimental to the health, safety, and general welfare of the County. 2. The provision of solar energy in the County has become a priority as utilization of renewable energy has become more desirable. The County has identified a select area of Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining D encouraging local renewable energy with its long-term planning considerations in Southeast County. Since the proposed commercial solar energy facility is located within this area, the facility does not conflict with County policies related to preservation of agriculture in Southeast County. Furthermore, as required by the Solar Energy Facilities Ordinance, the project site is required to be restored to its pre-project agricultural state, following the solar generation use (see Condition of Approval #11). Thus, the project will not adversely affect the orderly development within the County or community. 3. The commercial solar energy facility will be unmanned and is not expected to impact development activity in the area or result in an adverse impact existing fallow pasture use, which will now be a commercial solar energy production site. This new use will be compatible with agricultural land uses in the vicinity, as determined by the inclusion of the project site in the -SG Solar Energy Generation Combining District within the A-3 Heavy Agricultural District. Also, the proposed solar arrays will improve the value of the currently underutilized site. Further, the facility provides renewable solar energy for local electricity users. Thus, the project is not expected to adversely affect the preservation of property values and the protection of the tax base within the County. 4. The commercial solar energy facility conforms to the project AL, Agricultural Lands, General Plan Land Use designation. A commercial solar energy facility is an allowed use within the AL land use designation with the issuance of a land use permit. Furthermore, the General Plan includes the following policies relevant to the commercial solar energy facility. Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District renewable energy with its long-term planning considerations in the Southeast County area. Since the proposed commercial solar energy facility is located within the Southeast County area on land identified as suitable for commercial solar development, the facility will preservation of agriculture in the Southeast County area. 5. The project involves the unmanned operation of a commercial solar energy facility that is fully enclosed by a perimeter fence to prevent unauthorized access. The conditions of approval require that the site be maintained in an orderly manner and that the facility be removed on cessation of the use. Compliance with all conditions of approval will ensure that the project will not create a nuisance and/or enforcement problem within the neighborhood or community. 6. As conditioned, development and operation of the commercial solar energy facility will not encourage marginal development within the neighborhood because this Code and General Plan. sources of renewable energy. This project will assist in meeting that need by providing locally produced renewable energy. Furthermore, the electricity produced at the sites will be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities will not be an extension of infrastructure in the area and will not encourage marginal development within the area. 7. The location of the commercial solar energy facility is consistent with the provisions of the General Plan, including its AL Agricultural Lands land use designation, and as conditioned, with the regulations of the A-3 Heavy Agricultural District, the -SG Solar Energy Generation Combining District, and the Solar Energy Facilities Ordinance. Additionally, physical conditions of the site have been analyzed and documented in the Mitigated Negative Declaration for the project and mitigation measures for potentially significant environmental impacts have been identified that will be implemented as conditions of approval. Given the physical conditions of the project site and the Southeast County area, and the nature of the project as an unmanned solar energy facility, the special conditions and unique characteristics of the project site and its location and surroundings are established. C. Exception Findings The applicant has requested an exception to Division 914 of the County Ordinance Code to allow the existing drainage pattern on the project site to remain unchanged and forego Division 914 requirements for the collection and conveyance of all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse. Pursuant to Chapter 92-6 of the County Code, the Advisory Agency (Zoning Administrator) may authorize exceptions to the requirements and regulations of Division 914 of the County Code. Accordingly, following are the findings for granting the requested exceptions. 1. The project is in a rural area of Southeast County that lacks storm drainage facilities to which the project could discharge stormwater in compliance with the County Ordinance requirements. Considering that the project would result in an estimated 4,712 square feet of new impervious surface on the 14.27-acre parcel, the project would have minimal effect on the existing drainage pattern for the project site. Thus, the project site would not create a significant increase in stormwater runoff from the project site that would necessitate the construction of such storm drainage improvements. 2. The exceptions are necessary for the preservation and enjoyment of a substantial property right of the applicant to establish a land use that is permitted on a site within the A-3 Heavy Agricultural District that is included in the -SG Solar Energy Generation Combining District. The exception request has merit as the project will not result in a significant increase in new impervious surface that obviates the need to construct facilities to manage a substantial increase in stormwater. Thus, the exceptions are necessary in order to allow reasonable development of the project site as permitted by County Zoning. 3. Considering the type and scale of the project, the minimal site grading required, and the lack of substantial quantities of new impervious surface, there is minimal potential that the granting of the exception will adversely affect neighboring properties. The marginal increase in stormwater runoff resulting from the estimated 4,712 square feet of new impervious surface can be managed on the 14.27 acre project site with little to no change to the established drainage pattern. The project is conditioned to prohibit concentrated storm drainage from being Conditions of Approval ensures that the granting of the exception will not be materially detrimental to the public welfare or injurious to other properties in the vicinity. D. Environmental Findings Following are the findings required pursuant to the California Environmental Quality Act (CEQA) to adopt a Mitigated Negative Declaration/Initial Study for the project, prior to the approval of a project. 1. A draft Mitigated Negative Declaration/Initial Study (MND), State Clearinghouse Number SCH 2023050650, was prepared for Land Use Permit CDLP22-02036 on May 26, 2023. The public review period for the draft MND started on May 26, 2023 and ended on June 26, 2023. One letter and two emails were received during the public review period for the draft MND. 2. A final MND has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes of the draft MND. 3. The comments received and the staff responses to the comments do not affect any impacts, mitigation measures, or findings in the draft MND. 4. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. 5. On the basis of the whole record before it, including the draft and final MND, the Zoning Administrator finds that: There is no substantial evidence that the project with the proposed mitigation measures will have a significant effect on the environment; MND SCH 2023050650, consisting of the draft MND and final MND, reflects The MND is adequate and complete; and The MND has been prepared in compliance with the California Environmental Quality Act and the State and County CEQA guidelines. 6. A Mitigation Monitoring and Reporting Program has been prepared, based on the identified significant environmental impacts and mitigation measures in MND SCH 2023050650. The mitigation measures in the Mitigation Monitoring Program are included in the project Conditions of Approval. CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Project Approval 1. This Land Use Permit is APPROVED for the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system. 2. The Land Use Permit approval described above is granted based generally on the following information and documentation: Land Use Permit application submitted to the Department of Conservation and Development, Community Development Division (CDD) on June 13, 2022; Project plans prepared by Renewable America, LLC, received October 10, 2022; Biological Resources Technical Report prepared by WRA, Inc., received July 19, 2022; Phase I Environmental Site Assessment, prepared by Ninyo & Moor Geotechnical and Environmental Sciences Consultants, received July 19, 2022; Ranch Sereno Tree Inventory, prepared by Panorama Environmental, dated September 6, 2022; 3. Any change from the approved plans shall require review and approval by the CDD and may require the filing of an application to modify this Land Use Permit. 4. The conditions contained herein shall be accepted by the applicant, their agents, lessees, survivors, or successors for continuing obligation. Building Permits 5. No construction is approved with this permit. Any construction at the project site will require issuance of building permits from the Department of Conservation and Development, Building Inspection Division, prior to commencement of work. Application Costs 6. The Land Use Permit application was subject to an initial deposit of $5,500 that was paid with the application submittal, plus time and material costs if the application review expenses exceed the initial deposit. Any additional fee due must be paid prior to issuance of a building permit, or 60 days of the effective date of this permit, whichever occurs first. The fees include costs through permit issuance and final file preparation. Pursuant to Contra Costa County Board of Supervisors Resolution Number 2013/340, where a fee payment is over 60 days past due, the application shall be charged interest at a rate of ten percent (10%) from the date of approval. The applicant may obtain current costs by contacting the project planner. A bill will be mailed to the applicant shortly after permit issuance in the event that additional fees are due. Compliance Report 7. At the time of application for a grading or building permit, whichever occurs first, the applicant shall submit an application for COA Compliance Review and provide a report on compliance with the conditions of approval for the review and approval by the CDD. The fee for this application is a deposit of $1,500.00 that is subject to time and material costs. Should staff costs exceed the deposit, additional fees will be required. Except for those conditions administered by the Public Works Department, the report shall list each condition followed by a description of what the applicant has provided as evidence of compliance with that condition. A copy of the permit conditions of approval may be obtained from the CDD. Ongoing Maintenance 8. The site shall be maintained in good condition over the term of the permit. This shall include keeping the structures graffiti-free. The facility, including all fences and walls surrounding the facility, and all other fixtures and improvements on a facility site must be maintained and repainted as often as necessary to prevent fading, chipping, or weathering of paint. Fencing 9. Perimeter fencing shall be installed and this fencing shall be consistent with the rural character of the area, as determined by the CDD. Building materials for the fence shall be non-reflective and blend into its surroundings. Razor wire and barbed wire shall not be used on the fence. At the time of application for a building permit, the applicant shall submit plans for the fence to CDD for review and approval. Site Lighting 10. At the time of application for a building permit, the applicant shall provide a site lighting plan for the approved facility to CDD for review and approval. The lighting plan shall be accompanied by a written narrative explaining why the lighting is needed at this location for the operation of the facility, consistent with Chapter 88- 30 of the County Ordinance code. All light fixtures necessary for the operation of the facility shall include shrouds designed to direct light downward onto the project site and prevent spillover onto adjacent properties. Removal of Facility/Site Restoration 11. The applicant shall comply with following site restoration requirements. a. The applicant shall submit a site restoration plan for review and approval of CDD at the time of application for a grading or building permit, whichever occurs first. The restoration plan must do all of the following: i. Indicate that all commercial solar energy facilities, buildings, structures, and foundation will be removed to three feet below finished grade. ii. Detail all regrading and revegetation necessary to return the subject property to the condition existing before the commercial solar energy facility was established or expanded. The plan must accurately show all topography, vegetation, drainage, and unique environmental features of the site. iii. Provide an estimate by a contractor of the total restoration costs, including materials and labor. iv. Include a statement that the operator, applicant, and permittee guarantee and accept responsibility for all restoration work for a period of two years after completion of restoration. b. The applicant shall provide the County with a cash deposit or surety bond, to the satisfactory of the Zoning Administrator, for the completion of the restoration work described in an approved plan, in the event that the use is abandoned or the use permit expires, or is revoked, or otherwise terminated. The amount of security will include all material and labor costs, adjusted for inflation to reflect anticipated total costs at the time of planned restoration. If the permittee does not complete the restoration work as described above, the financial guarantee shall be used by the County to remove any obsolete or unused facilities and to return the site to its pre-development condition. The financial assurance must be irrevocable and not cancelable, except by the County. Each form of financial assurance must remain valid for the duration of the permit and for six months following termination, cancellation, or revocation permit. Any unused financial guarantee shall be returned to the applicant upon termination of the use and removal of the facility or transfer of the lease accompanied by a financial guarantee by the new lessee or owner. Construction All construction activity shall comply with the following restrictions, which shall be included in the construction drawings. 12. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project- related contractors. 13. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. 14. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. 15. A publicly visible sign shall be posted on the property with the telephone number and person to contact regarding construction-related complaints. This person shall respond and take corrective action within 24 hours. The CDD phone number shall also be visible to ensure compliance with applicable regulations. 16. Unless specifically approved otherwise via prior authorization from the Zoning Administrator, all construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on State and Federal holidays on the calendar dates that these holidays are observed by the State or Federal government as listed below: Birthday of Martin Luther King, Jr. (State and Federal) Cesar Chavez Day (State) Memorial Day (State and Federal) Juneteenth National Independence Holiday (Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual date the State and Federal holidays occur, please visit the following websites: Federal Holidays: Federal Holidays (opm.gov) California Holidays: www.sos.ca.gov/holidays.htm 17. Large trucks and heavy equipment are subject to the same restrictions that are imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. MITIGATION MEASURES FROM THE MITIGATION MONITORING PROGRAM APPLIED AS CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Air Quality 18. The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: a. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. b. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. c. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. d. All vehicle speeds on unpaved roads shall be limited to 15 mph. e. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. f. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. g. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). h. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). i. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. j. Replant vegetation in disturbed areas as quickly as possible. k. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. l. All construction equipment shall be maintained and properly tuned in accordance certified visible emissions evaluator. m. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take visible to ensure compliance with applicable regulations. Biological Resources 19. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. 20. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. 21. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1 August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1 January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. 22. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a pre-construction the immediate vicinity. These surveys are phasic and shall be conducted according to t occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If pr 15 September 15), a preconstruction survey shall be required (as described in ). 23. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities that occurs during the September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establis occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of are occupied, minimization measures and construction monitoring are required (see below). 24. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. During the nesting season (March 15 September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 25. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. 26. The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground- or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. Cultural and Archeological Resources 27. The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. b. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. PUBLIC WORKS CONDITIONS OF APPROVAL FOR LAND USE PERMIT CDLP22-02036 The applicant shall comply with the requirements of Title 8, Title 9, and Title 10 of the Ordinance Code. Any exception must be stipulated in these Conditions of Approval. Conditions of Approval are based on the site plan submitted to the Department of Conservation and Development on October 10, 2022. The applicant shall comply with the following conditions of approval prior to issuance of a building permit and/or prior to initiation of the use proposed under this permit. General Requirements 28. For Public Works review for compliance relative to this Land Use Permit, a Compliance Review Fee deposit shall be submitted directly to the Public Works Department in separate from similar fees required by the Department of Conservation and Development and is a deposit to offset staff costs relative to review and processing of these conditions of approval and other Public Works related services ancillary to the issuance of building permits and completion of this project. 29. Improvement plans prepared by a registered civil engineer shall be submitted, if necessary, to the Public Works Department, Engineering Services Division, along with review and inspection fees, and security for all improvements required by the Ordinance Code for the conditions of approval of this subdivision. Any necessary traffic signing and striping shall be included in the improvement plans for review by the Transportation Engineering Division of the Public Works Department. Access Improvements (Byer Road) 30. The applicant shall only be permitted access at the locations shown on the filed Parcel Map (201 PM 44), i.e. the northwest or northeast corners of the site. The applicant shall construct a street type connection with 20-foot radii curb returns in lieu of standard driveway depressions at Byer Road 31. The applicant shall locate any vehicular entrance gates a minimum of 20 feet from the edge of pavement to allow vehicles to queue without obstructing through traffic. Sufficient area shall be provided outside any gate to allow a vehicle to turn around and re-enter Byer Road in a forward direction. 32. The applicant shall pave the first 50 feet of the driveway, measured from the existing edge of pavement of Byer Road into the property, to allow vehicles to pull completely off the roadway and remain on a paved surface, and to prevent dust, gravel, and debris from spilling on to Byer Road. Access to Adjoining Property 33. The applicant shall furnish proof to the Public Works Department of the acquisition of all necessary rights of way, rights of entry, permits and/or easements for the construction of off-site, temporary or permanent, public and private road and drainage improvements. 34. The applicant shall obtain an encroachment permit from the Application and Permit Center, if necessary, for construction of driveways or other improvements within the right-of-way of Byer Road. Road Alignment/Intersection Design/Sight Distance 35. The applicant shall provide sight distance at the on-site driveways and Byer Road for a design speed of 40 miles per hour. The applicant shall trim vegetation, as necessary, to provide sight distance at these driveways. Any new landscaping, signs, fencing, retaining walls, or other obstructions proposed at the driveways shall be setback to ensure that the sight lines are clear. County Wide Street Light Financing 36. Property owner(s) shall annex to the Community Facilities District (CFD) 2010-1 formed for Countywide Street Light Financing. Annexation into a street light service area does not include the transfer of ownership and maintenance of street lighting on private roads. Drainage Improvements 37. The applicant shall collect and convey all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to natural watercourse, in accordance with Division 914 of the Ordinance Code. National Pollutant Discharge Elimination System (NPDES) 38. The applicant shall be required to comply with all rules, regulations, and procedures of the National Pollutant Discharge Elimination System (NPDES) for municipal, construction and industrial activities as promulgated by the California State Water Resources Control Board, or any of its Regional Water Quality Control Boards ( Central Valley - Region V). Compliance shall include developing long-term best management practices (BMPs) for the reduction or elimination of stormwater pollutants. The project design shall incorporate, wherever feasible, the following long-term BMPs in accordance with the Contra Costa Clean Water Program for the site's stormwater drainage (if applicable). Minimize the amount of directly connected impervious surface area. Install approved full trash capture devices on all catch basins (excluding catch basins within bioretention area) as reviewed and approved by Public Works Department. NPDES Permit. Place advisory warnings on all catch basins and storm drains using current storm drain markers. Other alternatives comparable to the above as approved by the Public Works Department. Stormwater Management and Discharge Control Ordinance 39. Based on the proposed new and/or redeveloped impervious surface area totaling less than 10,000 square, this project does not require submittal of a final Stormwater Control Plan. This project shall be subject to all other provisions of the County Stormwater Management and Discharge Control Ordinance (§1014, Ordinance No. 2005-01). Future development applications on the subject parcel may be required to comply with Provision C.3. A deed disclosure shall be recorded on each parcel informing all future property owners of the requirement to comply with Provision C.3 as a condition of any development permit application, in accordance with the Stormwater Management and Discharge Control Ordinance. Area of Benefit Fee Ordinance 40. The applicant shall comply with the requirements of the Bridge/Thoroughfare Fee Transportation Development Impact Mitigation (ECCRFFA RTDIM) Fee Areas of Benefit as adopted by the Board of Supervisors prior to initiation of the use. ADVISORY NOTES PLEASE NOTE ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL BUT ARE NOT A PART OF THE CONDITIONS OF APPROVAL. ADVISORY NOTES ARE PROVIDED FOR THE PURPOSE OF INFORMING THE APPLICANT OF ADDITIONAL ORDINANCE AND OTHER LEGAL REQUIREMENTS THAT MUST BE MET IN ORDER TO PROCEED WITH DEVELOPMENT. A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant pursuant to Government Code Section 66000, et seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a ninety (90) day period after the project is approved. The ninety (90) day period in which you may protest the amount of any fee or the imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the Community Development Division within ninety (90) days of the approval date of this permit. B. The applicant shall submit grading and building plans to the Building Inspection Division and comply with Division requirements. It is advisable to check with the Division prior to requesting a grading or building permit or otherwise proceeding with the project. C. The Project shall comply with the requirements for construction debris disposal/recycling, water well, and septic systems of the Contra Costa Health Services Department, Environmental Health Division. The applicant is responsible for contacting the Environmental Health Division regarding applicable requirements and permits. D. The applicant must submit site access and building plans to the Contra Costa County Fire Protection District and comply with its requirements. The applicant is advised that plans submitted for a building permit must receive prior approval and be stamped by the Fire Protection District. E. The applicant is responsible for contacting the Contra Costa Mosquito & Vector Control District regarding its requirements and permits. F. Prior to applying for a building permit, the applicant may wish to contact the following agencies to determine if additional requirements and/or additional permits are required as part of the proposed project: Federal Aviation Administration United States Department of Fish and Wildlife East Contra Costa County Habitat Conservancy G. The applicant will be required to comply with the requirements of the Bridge/ Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee & Finance Authority/Regional Transportation Development Impact Mitigation (ECCRFFA/RTDIM) and ECTIA and East County Areas of Benefit, as adopted by the Board of Supervisors. These fees shall be paid prior to issuance of a building permit. H. This project may be subject to the requirements of the Department of Fish and Wildlife. It is the applicant's responsibility to notify the Department of Fish and Wildlife of any proposed construction within this development that may affect any fish and wildlife resources, per the Fish and Game Code. I. A portion of the property is located in a Special Flood Hazard Area (100 year flood Insurance Rate Maps. The applicant shall be aware of and comply with the requirements of the National Flood Insurance Program (Federal) and the County Floodplain Management Ordinance as they pertain to development and future construction of any structures on this property. J. Further development of the parcel may need to comply with the latest Stormwater Management and Discharge Control Ordinance (§1014) and Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit. This compliance may require a Stormwater Control Plan and an Operations and Maintenance Plan prepared in accordance with the latest edition of the Stormwater C.3 Guidebook. Compliance may also require annexation of the project site into the Community Facilities District 2007-1 (Stormwater Management Facilities) and entering into a standard Stormwater Management Facilities Operation and Maintenance Agreement with Contra Costa County. ATTACHMENTS ATTACHMENT 1: MAPS ATTACHMENT 2: PROJECT PLANS ATTACHMENT 3: AGENCY COMMENTS ATTACHMENT 4: PUBLIC COMMENTS ATTACHMENT 5: DRAFT MITIGATED NEGATIVE DECLARATION ATTACHMENT 6: FINAL MITIGATED NEGATIVE DECLARATION ATTACHMENT 7: MITIGATION MONITORING AND REPORTING PROGRAM ATTACHMENT 1 MAPS ATTACHMENT 2 PROJECT PLANS ATTACHMENT 3 AGENCY COMMENTS CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT COMMUNITY DEVELOPMENT DIVISION 30 Muir Road Martinez, CA 94553-4601 Phone: 925-- Fax: 925-6 AGENCY COMMENT REQUEST Date____________ We request your comments regarding the attached application currently under review. DISTRIBUTION INTERNAL ___ Building Inspection ___ Grading Inspection ___ Advance Planning ___ Housing Programs ___ Trans. Planning ___ Telecom Planner ___ ALUC Staff ___ HCP/NCCP Staff ___ APC PW Staff ___ County Geologist HEALTH SERVICES DEPARTMENT __ Environmental Health __ Hazardous Materials PUBLIC WORKS DEPARTMENT __ Engineering Services (1 Full-size + 3 email Contacts) __ Traffic __ Flood Control (Full-size) __ Special Districts LOCAL __ Fire District ___San Ramon Valley – (email)rwendel@srvfire.ca.gov ____ Consolidated – (email) fire@cccfpd.org ____ East CCC – (email) brodriguez@eccfpd.org __ Sanitary District __ Water District __ City of __ School District(s) __ LAFCO __ Reclamation District #_______ __ East Bay Regional Park District __ Diablo/Discovery Bay/Crockett CSD __ MAC/TAC __ Improvement/Community Association _ CC Mosquito & Vector Control Dist (email) OTHERS/NON-LOCAL __ CHRIS (email only: nwic@sonoma.edu) __ CA Fish and Wildlife, Region 3 – Bay Delta __ Native American Tribes ADDITIONAL RECIPIENTS Please submit your comments to: Project Planner Phone # E-mail County File # Prior to * * * * * We have found the following special programs apply to this application: ____ Active Fault Zone (Alquist-Priolo) ____ Flood Hazard Area, Panel # ____ 60-dBA Noise Control ____ CA EPA Hazardous Waste Site * * * * * AGENCIES:Please indicate the applicable code section for any recommendation required by law or ordinance. Please send copies of your response to the Applicant and Owner. Comments: ___ None ___ Below ___ Attached Print Name Signature DATE Agency phone # REVISED 08/12/2019. TO PRINT MORE COPIES: G:\Current Planning\APC\APC Forms\CURRENT FORMS\PLANNING\Agency Comment Request.doc CC Mosquito & Vector Control Dist (email) East Contra Costa Fire Protection District Brian Helmick, Fire Chief BOARD OF DIRECTORS Brian Oftedal, President Stephen Smith, Vice President Adam Langro Carrie Nash Joe Young June 20, 2022 Adrian Veliz Planning Department of Conservation and Development 30 Muir Road Martinez CA 94553 Re: CDLP22-02036, 0 Byer Road Byron CA APN # 002-030-018 Dear Mr. Lawlor, We appreciate the opportunity to provide comments on the construction of the development for a utility solar and energy storage project. a. The Permittee shall request that the Project site be annexed into the most current Community Facilities District for fire protection and emergency response services (if applicable), or the developer will provide an alternative funding mechanism acceptable to the East Contra Costa Fire Protection District for the provision of fire protection and emergency response services. b. The Permittee shall pay all fire facility impact fees at the time of the issuance of the first building permit, at the then-current rate. c. All California Building, Fire Codes, and the East Contra Costa Fire Protection District Ordinance shall be adhered to. Please feel free to contact me if I can provide any further information. Sincerely, Steven Aubert Fire Marshal/PIO East Contra Costa Fire Protection District (925) 250-5758 From:Adrian Veliz To:Adrian Veliz Subject:FW: Byron MAC member comments on CDLP22-03030 Date:Tuesday, June 28, 2022 1:41:00 PM Attachments:image001.png Byron MAC member comments on CDLP22-03030 Adrian Veliz, Senior Planner Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553 (925) 655-2879 From: Mike Nisen <mike@evansbrothers.com> Sent: Tuesday, June 28, 2022 1:39 PM To: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Subject: Fwd: ---------- Forwarded message --------- From: Mike Nisen <mike@evansbrothers.com> Date: Tue, Jun 28, 2022 at 1:20 PM Subject: To: Mike Nisen <mike@evansbrothers.com> Good afternoon, My name is Mike Nisen. I am a member of the Byron MAC. We have an action item on our agenda tonight involving the application for the construction and operation of the Sereno Clean Power Project. Item #CDLP22-02036. You may be aware of an illegal construction yard (not compatible with the agricultural designated zoning) including trucks, trailers, equipment, and related supplies, at the south end of the applicant's property that is located on the Contra Costa County drainage easement. There is also a small creek just to the north of this construction yard that runs from west to east on the property then, continues east and northeast through other properties and it looks like the waters end as a tributary of Kellogg Creek. I am all for the clean power project, but would like to see that as a condition and continuing stipulation of the permit that the south end of the property be in compliance with the zoning and restricted development shown on the county maps included with the application. Also, the tributary of Kellogg Creek within the restricted area needs to be addressed. I'm not sure if that falls under the jurisdiction of the Department of Fish and Game. Thank you very much, Mike Nisen -- Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 443-0229 Cell (925) 525-0502 mike@evansbrothers.com -- Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 443-0229 Cell (925) 525-0502 mike@evansbrothers.com From:Stephen Griswold To:Adrian Veliz Subject:Re: Ranch Sereno Clean Power Project, Byron - Petition Date:Wednesday, October 11, 2023 9:43:54 AM Attachments:image002.png image001.png Good morning Adrian, Thank you for reaching out to get clarification on this. I received the petition from one member of the MAC at the conclusion of one of our meetings, so this was not an item on their agenda nor was this a petition supported by the MAC. As you correctly pointed out, when this item went before the MAC there were no comments and they voted to recommend its approval and that has not changed. Let me know if you have any other questions. Regards, Stephen W. Griswold III Senior District Representative Office of Supervisor Diane Burgis 3361 Walnut Boulevard, Suite 140 Brentwood, CA 94513 Phone: (925) 655-2330 Direct: (925) 655-2339 Cell: (925) 839-3355 "This message is being sent on a public e-mail system and may be subject to disclosure under the California Public Records Act." From: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Date: Tuesday, October 10, 2023 at 12:47 PM To: Stephen Griswold <Stephen.Griswold@bos.cccounty.us> Subject: RE: Ranch Sereno Clean Power Project, Byron - Petition Hi Stephen – Just for clarification purposes, should I interpret the petition provided by the MAC on 9/28 to indicate that the MAC is opposed to this project based on concerns outlined in the petition? I was just going through my file in preparation to get this project to a public hearing before the zoning administrator. I noticed that although I received a comment from an individual MAC member on June 28, 2022 (the date the MAC originally heard it), I did not receive a follow up comment from the MAC itself. If the petition is not necessarily meant to indicate MAC opposition to the project and they would still like to submit further comments, perhaps we can get this on the agenda for the October Byron MAC meeting? I appreciate any clarification that you may be able to provide on this matter. Best, Adrian Veliz, Senior Planner Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553 (925) 655-2879 From: Stephen Griswold <Stephen.Griswold@bos.cccounty.us> Sent: Thursday, September 28, 2023 2:06 PM To: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Subject: Ranch Sereno Clean Power Project, Byron - Petition Hi Adrian, Please see attached a petition I received on Tuesday from the Byron MAC regarding the Ranch Sereno Clean Power Project. Regards, Stephen W. Griswold III Senior District Representative Office of Supervisor Diane Burgis 3361 Walnut Boulevard, Suite 140 Brentwood, CA 94513 Phone: (925) 655-2330 Direct: (925) 655-2339 Cell: (925) 839-3355 "This message is being sent on a public e-mail system and may be subject to disclosure under the California Public Records Act." July 8, 2022 File No.: 21-2124 Adrian Veliz, Project Planner Contra Costa County Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553-4601 re: CDLP22-02036 / APN 002030018 at 0 Byer Rd., Byron / Ardi Arian Renewable America LLC Dear Adrian Veliz, Records at this office were reviewed to determine if this project could adversely affect cultural resources. Please note that use of the term cultural resources includes both archaeological sites and historical buildings and/or structures. The review for possible historic-era building/structures, however, was limited to references currently in our office and should not be considered comprehensive. Project Description: The applicant requests approval of a Land Use Permit for the construction and operation of the Ranch Sereno Clean Power Project, a 2.83 megawatt solar generation facility and a 3.7-megawatt battery storage system. The project would use approximately 6.5-acres of land. The solar farms will be ground mounted single axis tracker system. Previous Studies: XX Study # 11826 (Theodoratus et al. 1980) may have included all or parts of the proposed project area in their maps. However, the report is unclear as to whether the researchers surveyed the proposed project area (see recommendation below). Archaeological and Native American Resources Recommendations: The proposed project area has the possibility of containing unrecorded archaeological site(s). A study is recommended prior to commencement of project activities. XX We recommend the lead agency contact the local Native American tribe(s) regarding traditional, cultural, and religious heritage values. For a complete listing of tribes in the vicinity of the project, please contact the Native American Heritage Commission at (916)373-3710. XX Although the general vicinity has sensitivity for archaeological resources, the proposed project area has a low possibility of containing unrecorded archaeological site(s). Therefore, no further study for archaeological resources is recommended. If archaeological resources are encountered during construction, work should be temporarily halted in the vicinity of the discovered materials and workers should avoid altering the materials and their context until a qualified professional archaeologist has evaluated the situation and provided appropriate recommendations. Built Environment Recommendations: XX Since the Office of Historic Preservation has determined that any building or structure 45 years or older may be of historical value, if the project area contains such properties, it is recommended that prior to commencement of project activities, a qualified professional familiar with the architecture and history of Contra Costa County conduct a formal CEQA evaluation. Due to processing delays and other factors, not all of the historical resource reports and resource records that have been submitted to the Office of Historic Preservation are available via this records search. Additional information may be available through the federal, state, and local agencies that produced or paid for historical resource management work in the search area. Additionally, Native American tribes have historical resource information not in the California Historical Resources Information System (CHRIS) Inventory, and you should contact the California Native American Heritage Commission for information on local/regional tribal contacts. The California Office of Historic Preservation (OHP) contracts with the California Historical Resources and make it available to local, state, and federal agencies, cultural resource professionals, Native American tribes, researchers, and the public. Recommendations made by IC coordinators or their staff regarding the interpretation and application of this information are advisory only. Such recommendations do not necessarily regulatory authority under federal and state law. For your reference, a list of Standards can be found at http://www.chrisinfo.org. If archaeological resources are encountered during the project, work in the immediate vicinity of the finds should be halted until a qualified archaeologist has evaluated the situation. If you have any questions please give us a call (707) 588-8455. Sincerely, Bryan Much Coordinator CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT COMMUNITY DEVELOPMENT DIVISION 30 Muir Road Martinez, CA 94553-4601 Phone: 925-- Fax: 925-6 AGENCY COMMENT REQUEST Date____________ We request your comments regarding the attached application currently under review. DISTRIBUTION INTERNAL ___ Building Inspection ___ Grading Inspection ___ Advance Planning ___ Housing Programs ___ Trans. Planning ___ Telecom Planner ___ ALUC Staff ___ HCP/NCCP Staff ___ APC PW Staff ___ County Geologist HEALTH SERVICES DEPARTMENT __ Environmental Health __ Hazardous Materials PUBLIC WORKS DEPARTMENT __ Engineering Services (1 Full-size + 3 email Contacts) __ Traffic __ Flood Control (Full-size) __ Special Districts LOCAL __ Fire District ___San Ramon Valley – (email)rwendel@srvfire.ca.gov ____ Consolidated – (email) fire@cccfpd.org ____ East CCC – (email) brodriguez@eccfpd.org __ Sanitary District __ Water District __ City of __ School District(s) __ LAFCO __ Reclamation District #_______ __ East Bay Regional Park District __ Diablo/Discovery Bay/Crockett CSD __ MAC/TAC __ Improvement/Community Association _ CC Mosquito & Vector Control Dist (email) OTHERS/NON-LOCAL __ CHRIS (email only: nwic@sonoma.edu) __ CA Fish and Wildlife, Region 3 – Bay Delta __ Native American Tribes ADDITIONAL RECIPIENTS Please submit your comments to: Project Planner Phone # E-mail County File # Prior to * * * * * We have found the following special programs apply to this application: ____ Active Fault Zone (Alquist-Priolo) ____ Flood Hazard Area, Panel # ____ 60-dBA Noise Control ____ CA EPA Hazardous Waste Site * * * * * AGENCIES:Please indicate the applicable code section for any recommendation required by law or ordinance. Please send copies of your response to the Applicant and Owner. Comments: ___ None ___ Below ___ Attached Print Name Signature DATE Agency phone # REVISED 08/12/2019. TO PRINT MORE COPIES: G:\Current Planning\APC\APC Forms\CURRENT FORMS\PLANNING\Agency Comment Request.doc ATTACHMENT 4 PUBLIC COMMENTS ATTACHMENT 5 DRAFT MITIGATED NEGATIVE DECLARATION 1 CEQA ENVIRONMENTAL CHECKLIST FORM (REVISED JANUARY 7, 2019) 1. Project Title:Ranch Sereno Clean Power Project County File #CDLP22-02036 2. Lead Agency Name and Address: Contra Costa County Department of Conservation and Development 30 Muir Rd. Martinez, CA 94553 3.Contact Person and Phone Number: Adrian Veliz, Senior Planner; (925) 655-2879 4. Project Location:0 Byer Road (immediately east of 3600 Byer Road) Byron, CA 94514 Assessor’s Parcel Number: 002-030-018 5. Project Sponsors’ Names and Address: Ardi Arian Renewable America LLC 4675 Stevens Creek Boulevard Ste. #250 Santa Clara, CA 95051 6. General Plan Designation:The subject property is located within the Agricultural Lands (AL) General Plan Land Use designation. 7. Zoning:The subject property is located within an A-3 Heavy Agricultural (A-3) District, and Solar Energy Generation (- SG) Combining District. 8.Description of Project:The applicant is requesting approval of a Land Use Permit for the purpose of establishing a 2.83 megawatt (MW) commercial solar facility and 3.7 MW capacity battery storage system on the subject property.The Project will interconnect to Pacific Gas and Electric Company’s (PG&E’s) pre-existing electrical distribution system via existing utility poles located within the Byer Road right-of-way. The project includes an exception request from collect and convey requirements specified in Chapter 914-2 of the County Subdivision Ordinance for the Land Use Permit approval. The exception requests would allow the existing drainage pattern to remain, where collection and conveyance, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse is required. 9.Surrounding Land Uses and Setting:The project site is located along the southern side of Byer Road, approximately 480 feet west of its’ intersection with Bixler Road in the Byron area of unincorporated Contra Costa County. The project site (APN: 002-210-018)predominantly consists of fallow and active cropland. Existing development on site includes one metal framed storage building, an outdoor swimming pool and gravel access driveway. These improvements are located within an approximately one-acre building envelope at a central location on the project 2 site. Vehicular access to the site from Byer Road exists via a gravel driveway at the northwestern corner of the subject property. There is an east-west drainage channel traversing the southern half of the parcel. The property owner has recorded a Grant Deed of Development Rights to the County in the area of the drainage channel, including a100-foot buffer, measured from the top of the bank, on each side of the channel, encompassing about three acres of the approximately 14.25 acre subject property.No portion of the commercial solar facility is located within the buffer area, located immediately south of the area of work. The overall topography of the subject property is flat, with elevations ranging from approximately 12 to 18 feet above sea level. The surrounding areas consists of lands zoned General Agricultural (A-2) and Heavy Agricultural (A-3) and are presently used for farming, grazing, and/or single-family residential purposes. The Byron community, a census designated place, is located approximately 0.8 miles to the west. 10.Other public agencies whose approval is required (e.g., permits, financing, approval, or participation agreement: Contra Costa County Public Works Department, Contra Costa County Department of Health Services, East Contra Costa Fire Protection District, Pacific Gas & Electric. 11.Have California Native American tribes traditionally and culturally affiliated with the project area requested consultation pursuant to Public Resources Code section 21080.3.1? If so,is there a plan for consultation that includes, for example, the determination of significance of impacts to tribal cultural resources, procedures regarding confidentiality, etc.? Notice of the proposed project was sent to Native American tribes, as applicable for consultation with Native American tribes under Public Resources Code Sections 21080.3.1. Letters were sent to the Confederated Villages of Lisjan and Wilton Rancheria onNovember 8, 202 2 and November 9, 2022 respectively. Neither tribal groups have provided comments to the Notices sent in relation to this project, nor was any consultation requested. 3 Environmental Factors Potentially Affected The environmental factors checked below would be potentially affected by this project, involving at least one impact that is a “Potentially Significant Impact” as indicated by the checklist on the following pages. Aesthetics Agriculture and Forestry Resources Air Quality Biological Resources Cultural Resources Energy Geology/Soils Greenhouse Gas Emissions Hazards & Hazardous Materials Hydrology/Water Quality Land Use/Planning Mineral Resources Noise Population/Housing Public Services Recreation Transportation Tribal Cultural Resources Utilities/Services Systems Wildfire Mandatory Findings of Significance Environmental Determination On the basis of this initial evaluation: I find that the proposed project COULD NOT have a significant effect on the environment, and a NEGATIVE DECLARATION will be prepared. I find that, although the proposed project could have a significant effect on the environment, there will not be a significant effect in this case because revisions in the project have been made by or agreed to by the project proponent. A MITIGATED NEGATIVE DECLARATION will be prepared. I find that the proposed project MAY have a significant effect on the environment, and an ENVIRONMENTAL IMPACT REPORT is required. I find that the proposed project MAY have a "potentially significant impact" or "potentially significant unless mitigated" impact on the environment, but at least one effect 1) has been adequately analyzed in an earlier document pursuant to applicable legal standards, and 2) has been addressed by mitigation measures based on the earlier analysis as described on attached sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the effects that remain to be addressed. I find that although the proposed project could have a significant effect on the environment, because all potentially significant effects (a) have been analyzed adequately in an earlier EIR or NEGATIVE DECLARATION pursuant to applicable standards and (b) have been avoided or mitigated pursuant to that earlier EIR or NEGATIVE DECLARATION, including revisions or mitigation measures that are imposed upon the proposed project, nothing further is required. Adrian Veliz Date Senior Planner Contra Costa County Department of Conservation & Development ENVIRONMENTAL CHECKLIST 4 1.AESTHETICS –Except as provided in Public Resources Code Section 21099,would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Have a substantial adverse effect on a scenic vista? b) Substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic buildings within a state scenic highway? c) In non-urbanized areas, substantially degrade the existing visual character or quality of public views of the site and its surroundings? (Public views are those that are experienced from publicly accessible vantage points.) If the project is in an urbanized area, would the project conflict with applicable zoning and other regulations governing scenic quality? d) Create a new source of substantial light or glare which would adversely affect day or nighttime views in the area? SUMMARY: a) Would the project have a substantial adverse effect on a scenic vista? (Less Than Significant Impact) Figure 9-1 of the Open Space Element of the County General Plan identifies major scenic ridges and scenic waterways in the County. According to this map, the project site is not located adjacent to scenicresources in the county. Thus, a less than significant impact on a scenic vista is expected. b) Would the project substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic building within a state scenic highway? (Less Than Significant Impact) The Scenic Routes Map (Figure 5-4) of the County General Plan’s Transportation and Circulation Element identifies scenic routes in the County, including both State Scenic Highways and County designated Scenic Routes. The project site is located in the vicinity of the Byron Highway (State Route J4), a County designated scenic route. The scenic quality includes naturally pleasing elements such as the agricultural ranges and scattered native vegetation.Since the subject property is located approximately 0.8 miles east of this scenic route, with several agricultural and residential buildings existing between, the project is not expected to be prominently visible (if at all) to passing motorists on the scenic route. Given the distance and orientation of the proposed panels, the impact on highway users would be minimal. Therefore, the project would have less than significant impacts on scenic resources within the County. 5 c) In non-urbanized areas, would the project substantially degrade the existing visual character or quality of public views of the site and its surroundings? (Public views are those that are experienced from publicly accessible vantage points.) If the project is in an urbanized area, would the project conflict with applicable zoning and other regulations governing scenic quality? (Less Than Significant Impact) The visual changes from the project improvements could impact views from the site and from surrounding properties. This could have an impact on the visual character of the site; however, the change from pastoral land use to solar panels would not expectedly degrade the scenic quality. Due to the flat topography of the area, the project site is not prominently visible when viewed from a distance. The project site is fronted to the north by Byer Road, a publicly maintained roadway. The eastern terminus of Byer Road and the southern terminus of Bixler road is located approximately 450 feet east of the project site. Existing structural development west of the project would substantially screen the project from public views from that direction. As such, public views of the project site would largely be limited to portions of Byer Road immediately adjacent to the subject property, as well as motorists travelling southbound on a short stretch of Bixler Road. Since impacts to public views are limited to somewhat remote stretches of roadway not designated as County Scenic Routes, this would amount to a less than significant impact on the existing visual character and quality of public views of the site and its surroundings. d) Would the project create a new source of substantial light or glare which would adversely affect day or nighttime views in the area? (Less Than Significant Impact) The lighting and glare analysis in this section addresses the two issues of nighttime illumination and reflected light (glare). Nighttime illumination impacts are evaluated in terms of the project’s net change in ambient lighting conditions and proximity to light sensitive land uses. Reflected light impacts are analyzed to determine if project related glare would create a visual nuisance or hazard. Nighttime illumination is not expected from the proposed solar facility. As required by the County Solar Ordinance, the facility may not include any type of lighted signal, lights, or other illumination, except as necessary for the operation of the facility. The project would include lighting for security and safety purposes. All light fixtures would be shielded such that light is directed downward and not laterally in order to prevent spillover onto adjacent properties. Thus, the project’s compliance with the County Solar Ordinance ensures less than significant impacts relating to nighttime illumination as a result of the project. The project involves the construction of solar arrays over approximately 7-acres – or roughly half - of the subject property, which can create a new source of glare into the existing rural-residential visual landscape. However, since the site is not prominently visible when viewed from a distance, these effects would expectedly be localized in the immediate project vicinity. The site is not proximate to major roadways and is not below the flight path of runways for the Byron Airport located three miles south of the project. Thus, the glare that could potentially result from the project would not expectedly present a hazard to motorists or aviation. Therefore, the project will have less than significant impacts in this respect. 6 Sources of Information Contra Costa County General Plan, 2005-2020.Open Space Element. Contra Costa County General Plan, 2005-2020.Transportation and Circulation Element. Renewable America, LLC.Ranch Sereno Clean Power.(Project Plans). Received 10/10/2022. 2.AGRICULTURAL AND FOREST RESOURCES –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non- agricultural use? b) Conflict with existing zoning for agricultural use, or a Williamson Act contract? c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g)? d) Result in the loss of forest land or conversion of forest land to non-forest use? e) Involve other changes in the existing environment, which due to their location or nature, could result in conversion of farmland, to non-agricultural use? SUMMARY: a) Would the project convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non-agricultural use?(No Impact) As shown on the California Department of Conservation’s Contra Costa County Important Farmland Finder map portal, the project sites include land classified as “Farmland of Local Importance”. Since the project site does not consist of Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), the proposed project would not convert Prime Farmland, Unique Farmland, or Farmland of Statewide importance to a non-agricultural use; therefore, no impact is expected. 7 b) Would the project conflict with existing zoning for agricultural use, or a Williamson Act contract? (Less Than Significant Impact) The project site is within an A-3 agricultural zoning district and the Solar Energy Generation Combining District. When combined with the -SG combining district, commercial solar facilities are allowed in agriculturally zoned districts. The properties are not included in a Williamson Act contract, and there is no reason to believe the project would conflict with any existing agricultural uses. Furthermore, pursuant to the County’s solar ordinance the sites would be required to be restored to their pre-project agricultural state, following the solar generation use. Therefore, a less than significant impact is expected from a conflict with existing agricultural uses. c) Would the project conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g) or conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g)? (No Impact) The project site is not considered forest land as defined by California Public Resources Code Section 12220(g), timberland as defined by California Public Resources Code Section 4526, or zoned Timberland Production as defined by Government Code section 51104(g). Furthermore, the project site is within the A-3 zoning district, and the -SG combining district, and the proposed use is an allowed use within the zoning districts. Thus, the project would not conflict with existing zoning for, or cause rezoning of forest land or timberland. California Public Resources Code Section 12220, under the Forest Legacy Program Act, defines "forest land" as land that can support 10 percent native tree cover of any species, including hardwoods, under natural conditions, and that allows for management of one or more forest resources, including timber, aesthetics, fish and wildlife, biodiversity, water quality, recreation, and other public benefits. Public Resources Code 4526, under the Forest Practice Act, defines "timberland" as land, other than land owned by the federal government and land designated by the State Board of Forestry and Fire Protection as experimental forest land, which is available for, and capable of, growing a crop of trees of any commercial species used to produce lumber and other forest products, including Christmas trees. Commercial species are determined by the board on a district basis after consultation with the district committees and others. California Government Code 51104, under the Timberland Productivity Act, defines "timberland" as privately owned land, or land acquired for state forest purposes, which is devoted to and used for growing and harvesting timber, or for growing and harvesting timber and compatible uses, and which is capable of growing an average annual volume of wood fiber of at least 15 cubic feet per acre. "Timberland production zone" or "TPZ" means an area which has been zoned pursuant to Section 51112 or 51113 of the Government Code and is devoted to and used for growing and 8 harvesting timber, or for growing and harvesting timber and compatible uses, as defined in Public Resources Code 4526 or 12220. With respect to the general plans of cities and counties, "timberland preserve zone" means "timberland production zone." As stated in the Contra Costa County General Plan, no land is used for timber harvesting in the County. d)Would the project involve or result in the loss of forest land or conversion of forest land to non- forest use? (No Impact) The project site is not considered forest land, as discussed in “c” above. Therefore, no impact. e)Would the project involve other changes in the existing environment, which due to their location or nature, could result in conversion of farmland, to non-agricultural use? (No Impact) The proposed project would establish a commercial solar facility on agriculturally designated land. The proposed solar facility would be located on northerly portions of the parcel presently used for croplands. As noted in the County’s Renewable Resources Potential Study, “siting solar in an agricultural area may not always result in a loss of farmland value” considering emerging studies in new technologies such as pollinator friendly solar farms, grazing compatible solar, and “agrophotovoltaics”, where solar panels are placed above greenhouse-grown plants and can increase plant productivity in certain cases. Furthermore, as required by the Solar Ordinance, the properties would be required to be returned to their pre-development agricultural state in the event that the solar use is decommissioned. Thus, the project would have a less than significant impact on the conversion of farmland to non-agricultural use. Sources of Information Contra Costa County Code, Title 8, Zoning Ordinance. Contra Costa County General Plan 2005-2020. Land Use Element. California Department of Conservation. Accessed January 19, 2023. California Important Farmland Finder.https://maps.conservation.ca.gov/DLRP/CIFF/ Contra Costa County Renewable Resources Potential Study Contra Costa County Department of Conservation and Development. Accessed January 23, 2023.2016 Agricultural Preserves Map. http://www.co.contra-costa.ca.us/DocumentCenter/View/882/Map-of-Properties-Under- Contract?bidId= 9 3.AIR QUALITY – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Conflict with or obstruct implementation of the applicable air quality plan? b) Result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard? c) Expose sensitive receptors to substantial pollutant concentrations? d) Result in other emissions (such as those leading to odors) adversely affecting a substantial number of people? SUMMARY: a)Would the project conflict with or obstruct implementation of the applicable air quality plan? (Less Than Significant Impact) Contra Costa County is within the San Francisco Bay air basin, which is regulated by the Bay Area Air Quality Management District (BAAQMD) pursuant to the Bay Area 2017 Clean Air Plan. The purpose of the Clean Air Plan is to bring the air basin into compliance with the requirements of Federal and State air quality standards. BAAQMD has prepared CEQA Guidelines to assist lead agencies in air quality analysis, as well as to promote sustainable development in the region. The CEQA Guidelines support lead agencies in analyzing air quality impacts. If, after proper analysis, the project’s air quality impacts are found to be below the significance thresholds, then the air quality impacts may be considered less than significant. The Air District developed screening criteria to provide lead agencies and project applicants with a conservative indication of whether the proposed project could result in potentially significant air quality impacts. If all of the screening criteria are met by a proposed project, then the lead agency or applicant would not need to perform a detailed air quality assessment of their project’s air pollutant emissions. As described in the Clean Air Plan, transitioning away from fossil fuel-based energy will reduce exposure to harmful air pollutants associated with power generation and oil refining.The proposed commercial solar facilities are part of this transition, and no air pollution emissions are expected from the operation of the facilities. b) Would the project result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard?(Less Than Significant Impact With Mitigations) The region is in nonattainment for the federal and state ozone standards, the state PM10 standards, and the federal and state PM2.5 standards. All air emissions related to construction within Contra Costa County are regulated by the Bay Area Air Quality Management District (BAAQMD) 10 pursuant to the Bay Area 2017 Clean Air Plan. The purpose of the Clean Air Plan is to bring the air basin into compliance with the requirements of Federal and State air quality standards. BAAQMD has prepared CEQA Guidelines to assist lead agencies in air quality analysis, as well as to promote sustainable development in the region. According to the 2017 Clean Air Plan, all construction projects should include BAAQMD Basic Construction Mitigations, to ensure they do not exceed the Thresholds of Significance for local community risks and hazards associated with Toxic Air Contaminates (TACs) and Particulate Matter (PM) 2.5. As such, with the implementation of the following BAAQMD, Basic Construction Mitigations, it is expected that the project would be consistent with the Bay Area 2017 Clean Air Plan and represent a less than significant impact with regards to construction air emissions. Potential Impact:Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: 1. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. 2. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. 3. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. 4. All vehicle speeds on unpaved roads shall be limited to 15 mph. 5. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. 6. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. 7. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). 8. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). 9. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. 10. Replant vegetation in disturbed areas as quickly as possible. 11. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to fiveminutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. 11 12. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. 13. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. With implementation of the above mentioned mitigation, the construction-related impact on regional criteria air pollutants would be considered less than significant. c) Would the project expose sensitive receptors to substantial pollutant concentrations?(Less Than Significant Impact With Mitigation) Construction and grading activities could produce combustion emissions from various sources, including heavy equipment engines, paving, and motor vehicles used by the construction workers. Dust would be generated during site clearing, grading, and construction activities, with the most dust occurring during grading activities. The amount of dust generated would be highly variable and would be dependent on the size of the area disturbed, amount of activity, soil conditions, and meteorological conditions. Although grading and construction activities would be temporary, such activities could have a potentially significant adverse environmental impact during project construction. Consequently, the applicant is required to implement the above BAAQMD recommended mitigation measures to reduce construction dust and exhaust impacts. Implementation of mitigation measure Air Quality 1 would reduce the impact on the sensitive receptors during project construction to a less than significant level. Potential Impact:Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measure AIR-1: The implementation of the above AIR-1 mitigation measures ensures that these impacts of these types will occur at less than significant levels. d) Would the project result in other emissions (such as those leading to odors) adversely affecting a substantial number of people?(Less Than Significant Impact) The proposed project would not produce any major sources of odor and is not located in an area with existing issues (e.g. landfills, treatment plants). Therefore, the operation of the project would have a less than significant impact in terms of odors. During construction and grading, diesel powered vehicles and equipment used on the site could create localized odors. However, given the remote location of the project and that these odors would be temporary; the potential impact would be considered less than significant. 12 Sources of Information Bay Area Air Quality Management District. 2017.Bay Area 2017 Clean Air Plan. Bay Area Air Quality Management District. 2017.Air Quality Guidelines. 4.BIOLOGICAL RESOURCES –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? c) Have a substantial adverse effect on state or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means? d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites? e) Conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance? f) Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan? SUMMARY: a) Would the project have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? (Less Than Significant Impact With Mitigation) According to the California Department of Fish and Wildlife (CDFW) Public Access Lands map, the project site is not located in or adjacent to an area identified as a wildlife or ecological reserve by the CDFW. According to the Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the project site is 13 not located in or adjacent to a significant ecological area. The nearest identified ecological resource area is the Byron Hot Springs, which is located approximately 3.5 miles south. Furthermore, the site is already fully disturbed from previous agricultural activities on the subject property. Though the project site is not located in or adjacent to a significant ecological area, given that the site is largely vacant a biological resources study was conducted to provide a description of existing biological resources on the project site and to identify potentially significant impacts that could occur to sensitive biological resources from the future development of the solar facility. WRA Environmental Consultants prepared this Biological Resources Assessment dated June, 2022. The report was prepared based on a review of literature resources, database searches, and a field review conducted by WRA biologists on March 16, 2022 “to map vegetation, aquatic communities, unvegetated land cover types, document plant and wildlife species present, and evaluate on-site habitat for the potential to support special-status species”. The report notes that 49 special-status plant taxa have been documented in the project vicinity; however, none are expected to occur on the site due to a lack of suitable habitat features, the level of disturbance within the site, or because the site is outside of the species’ known range. Based on this finding, the report does not recommend further action or mitigations pertaining to special- status plant species. Regarding special status wildlife, the WRA report concludes that the subject property (study area) lacks critical habitat features necessary for most of the 41 special-status wildlife species known to occur in the project vicinity or as covered species by the County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). Consequently, the potential for the occurrence of such species on the subject property is relatively low. Four special status species have been identified as having potential to occur in the immediate vicinity or in portions of the subject property. These include white-tailed kite, burrowing owl, Swainson’s hawk, loggerhead shrike. Additionally, the study discusses the San Joaquin Kit Fox (SJKF) due to the close proximity of suitable habitat and past biological resource assessments of the subject property indicating the potential for their occurrence on the subject property. The consulting biologist considers this species unlikely to occur on the subject property. Nevertheless, considering the fact that the subject property is located with California Department of Fish and Wildlife mapped habitat range and borders the area mapped as “suitable low use habitat” by the HCP/NCCP, the potential for SJKF to occur on the subject property cannot be dismissed absent preconstruction surveys to determine if dens of suitable size for SJKF habitation are present on site. Therefore, the proposed mitigations below include measures BIO-1 – BIO-4 as recommended by the consulting biologist for the four special-status species identified as having the potential to occur on the subject property as well as additional mitigation measure BIO-5 which is intended to minimize potential impacts to SJKF. In addition to special-status species, non-special-status native birds that are protected by the Migratory Bird Treaty Act (MBTA) and California Fish and Game Code (CFGC) may also be impacted. 14 Potential impacts to the species listed above and their habitats could occur during the removal of vegetation, ground-disturbing activities, or other construction-related activities. The project is seeking takecoverage through the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan (HCP/NCCP) for the proposed solar facility. It is expected that participation in the HCP/NCCP, which provides take coverage for all protected and special status plant and wildlife species identified in the plan area, would mitigate potential project impacts to Biological Resources to less than significant levels. Additionally, the following mitigation measures for those species identified as having the potential to occur on the subject property ensures that adverse effects to potentially impacted species would be minimized to the extent practicable. Potential Impact (Nesting Birds) BIO-1:The Proposed Project’s construction activities could result in the destruction or abandonment of nests of special-status or nonspecial-status bird species protected under the MBTA, CFGC, and CEQA. Mitigation Measure BIO-1: To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. Potential Impact (Burrowing Owl) BIO-2: The proposed project’s construction activities could result in the destruction or abandonment of nests or wintering refugia of burrowing owl. Mitigation Measure BIO-2a: Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. Mitigation Measure BIO-2b: Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the 15 biologist shall survey the proposed disturbance footprint and a 500-foot radius from theperimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed, but shall be assessed visually from withinthe Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. Potential Impact (Swainson’s Hawk) BIO-3:Construction activities may result in disturbance of active Swainson’s hawk nesting. Mitigation Measure BIO-3a: Prior to construction, an agency approved biologist shall conduct a pre-construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified,the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). Mitigation Measure BIO-3b: Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). Mitigation Measure BIO-3c: During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could beused, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded fromview and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure.Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 16 Equipment shall be refueled offsite to the extent possible. If refueling is needed onsite, it will occur at least 100 feet from a surface water feature, and in a designated refueling area with secondary containment/plastic sheeting and a spill containment kit. Spill prevention and cleanup kits shall be available on the site at all times either in construction trucks or equipment. If contaminated soils or materials are discovered on the project site, they will be excavated and removed from the site and disposed of appropriately. Potential Impact BIO-4 (Swainson’s hawk foraging): The installation of solar infrastructure within the project area would result in removal of suitable Swainson’s hawk foraging habitat. Mitigation Measure BIO-4:The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. Potential Impact BIO-5 (San Joaquin Kit Fox): The following mitigation measures shall be implemented to prevent potential impacts to San Joaquin kit fox. Mitigation Measure BIO-5:A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground- or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. b) Would the project have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations or by the California Department of Fish and Game or U.S. Fish and Wildlife Service?(No Impact) According to the California Department of Fish and Wildlife (CDFW) Public Access Lands map, the project site is not located in or adjacent to an area identified as a wildlife or ecological reserve by the CDFW. According to the Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the project site is not located in or adjacent to, a significant ecological area. Planned activities would have temporary impacts to cultivated crops land cover, as identified by CDFW Public Access Lands mapping. This land cover is not considered a sensitive natural community. Furthermore, there is no riparian habitat or other sensitive natural community located within the project work areas, as stated in the WRA biological resources report. Based on the above information, the project would have no impact on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations, or by the California Department of Fish and Wildlife or U.S. Fish and Wildlife Service. 17 c) Would the project have a substantial adverse effect on state or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means?(No Impact) There are no state or federally protected wetlands or other jurisdictional waters in the designated work area; thus, the project would not directly affect any state or federally protected wetlands or other jurisdictional waters. Section 404 of the Clean Water Act uses the Army Corps of Engineers definition of wetlands, which are defined as, “areas that are inundated or saturated by surface or ground water at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions. Wetlands generally include swamps, marshes, bogs, and similar areas.” There are no isolated wetlands on the project site. Therefore, no impacts on federally protected wetlands are expected through direct removal, filling, hydrological interruption, or other means. d) Would the project interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites? (Less Than Significant Impact) A wildlife corridor is defined as “any space, usually linear in shape that improves the ability of organisms to move among patches of their habitat”. Corridors can be viewed over broad spatial scales, from those connecting continents (e.g., Isthmus of Panama) to structures crossing canals or roads. Most wildlife corridors analyzed within the context of land use planning, including those in this IS/MND, are moderate in scale and used to facilitate regional wildlife movement among habitat patches and through human-dominated landscapes. There are no wetlands, running water, or riparian habitat within the designated work area, therefore the project would not interfere with movement of native resident or migratory fish species. The project would include the installation of a security fence on site, which could potentially limit wildlife movement at the project site. However, the property owner has previously executed a Grant Deed of Development Rights over a six-acre area, consisting of portions of the subject property and the eastern adjacent property for the purpose of mitigating impacts to Swainson’s Hawk and San Joaquin Kit Fox in connection to a prior entitlement for residential development of these parcels. The project is located entirely outside of this area of restricted development. The project would not affect the management of the restricted development area, which would continue to provide a route through which special status species could traverse the property during migratory activity. The Migratory Bird Treaty Act of 1918 (16 U.S.C. §§ 703-712, July 3, 1918, as amended 1936, 1960, 1968, 1969, 1974, 1978, 1986 and 1989) makes it unlawful to “take” (kill, harm, harass, shoot, etc.) any migratory bird listed in Title 50 of the Code of Federal Regulations, Section 10.13, including their nests, eggs, or young. Migratory birds include geese, ducks, shorebirds, raptors, songbirds, wading birds, seabirds, and passerine birds (such as warblers, flycatchers, swallows, etc.). Further, California Fish and Game Code sections §3503, 3503.5, 3511, and 3513 prohibit the “take, possession, or destruction of birds, their nests or eggs.” Disturbance that causes nest abandonment and/or loss of reproductive effort (killing or abandonment of eggs or young) is 18 considered “take.” With implementation of mitigation measure BIO-1, impacts to migratory birds are expected to be less than significant. In 1984, the State legislated the California Endangered Species Act (CESA) (Fish and Game Code §2050). The basic policy of CESA is to conserve and enhance endangered species and their habitats. State agencies will not approve private or public projects under their jurisdiction that would impact threatened or endangered species if reasonable and prudent alternatives are available. With implementation of mitigation measures BIO-1 through BIO-5, impacts to special- status species is expected to be less than significant. Given all of the above, the project can be expected to have a less than significant impact in regards to interference with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites. e) Would the project conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance? (Less Than Significant Impact) The Conservation Element of the County’s General Plan addresses the County’s policies regarding the identification, preservation and management of natural resources in the unincorporated County. Within the Conservation Element, the “Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas” (Figure 8-1) identifies significant resources throughout the County. The map shows no resources in the vicinity of the project site. Thus, the project is not expected to conflict with any local policies or ordinances protecting biological resources. The Contra Costa County Tree Protection and Preservation Ordinance provides for the protection of certain trees by regulating tree removal while allowing for reasonable development of private property. On any developable undeveloped property, the Ordinance requires tree alteration or removal to be considered as part of the project application. Based on the Tree Inventory provided by Panorama Environmental, Inc., there are nine code-protected trees on the subject property, located along the western side property lines. Five trees (Yucca, Olive, Queen Palm, two Poplars) are in the proposed area of work and would need to be removed to accommodate the project. The project would also involve dripline encroachment for an additional four code-protect Black Walnut trees located adjacent to the gravel access road. The tree removal request associated with this project is consistent with the provisions of the County’s tree protection and preservation ordinance. The applicant’s compliance with applicable project conditions, including the planting of mitigation trees if required, will ensure that the project will not significantly impact tree resources in the County. f) Would the project conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan?(Less Than Significant Impact) 19 There is one adopted habitat conservation plan in Contra Costa County: the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). The plan was approved in May 2007 by the East Contra Costa County Habitat Conservancy, comprised of the cities of Brentwood, Clayton, Oakley, and Pittsburg, and Contra Costa County. The HCP/NCCP establishes a coordinated process for permitting and mitigating the incidental take of endangered species in East Contra Costa County. The plan lists Covered activities that fall into three distinct categories: (1) all activities and projects associated with urban growth within the urban development area (UDA); (2) activities and projects that occur inside the HCP/NCCP preserves; and (3) specific projects and activities outside the UDA. The project is within the boundaries of the ECCC HCP/NCCP; however commercial solar facilities are not a covered activity under the plan, and is not required to obtain coverage under the plan. Nevertheless, HCP/NCCP staff indicate that the project may obtain coverage under the plan as a participating special entity if the project proponent, which the applicant has opted to do. The project’s participation in the adopted HCP/NCCP, and compliance with provisions applicable thereto ensure the project does not conflict with the HCP/NCCP. Therefore, no impact. Sources of Information California Department of Fish and Wildlife. Accessed January 24, 2023.CDFW Lands Viewer (ca.gov). WRA Inc., Biological Resources Assessment. Dated June 2022. East Contra Costa County Habitat Conservancy. Accessed January 24, 2023. http://www.co.contra-costa.ca.us/depart/cd/water/HCP/. Renewable America, LLC.Ranch Sereno Clean Power.(Project Plans). Received 10/10/2022. 5.CULTURAL RESOURCES –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Cause a substantial adverse change in the significance of a historical resource pursuant to §15064.5? b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §15064.5? c) Disturb any human remains, including those interred outside of formal cemeteries? SUMMARY: a) Would the project cause a substantial adverse change in the significance of a historical resource pursuant to California Environmental Quality Act Guidelines Section 15064.5? (Less Than Significant Impact With Mitigations) 20 Historical resources are defined in the California Environmental Quality Act Guidelines Section 15064.5 as resources that fit any of the following definitions: • Is listed in the California Register of Historic Places and has been determined to be eligible for listing by the State Historic Resources Commission; • Is included in a local register of historic resources, and identified as significant in a historical resource survey that has been or will be included in the State Historic Resources Inventory; or • Has been determined to be historically or culturally significant by a lead agency. The project site primarily consists of active and fallow cropland, and is generally undeveloped with the exception of a metal-framed building and an above-ground swimming pool located near the center of the parcel. The metal frame building was constructed in 2010, and the above-ground swimming pool was installed adjacent to the building at a later date. These structures are of no historical significance. No resources on the site were found to be eligible for listing under any criteria for the California Register of Historical Resources (CRHR), the National Register of Historic Places (NRHP), or local listing. Thus, the project would not impact any known historical or culturally significant resources. The archaeological sensitivity map of the County’s General Plan (Figure 9-2), identifies the project area as “Area of Medium Sensitivity”, which may contain significant archeological resources. While unlikely since the project sitehas beenfully and repeatedly disturbedbyprevious construction and agricultural activities, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Historic resources can include wood, stone, foundations, and other structural remains; debris-filled wells or privies; and deposits of wood, glass, ceramics, and other refuse. The project involves only minor grading as the solar panel posts would be driven into the ground with minimal excavation. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. The following mitigation measure would reduce the potentially significant impact to a less than significant level. Potential Impact:Subsurface construction activities could potentially damage or destroy previously undiscovered historic and prehistoric resources. Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: i. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery 21 shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. ii. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. Implementation of these mitigations would ensure a less than significant adverse environmental impact on historical resources. b) Would the project cause a substantial adverse change in the significance of an archaeological resource pursuant to California Environmental Quality Act Guidelines Section 15064.5? (Less Than Significant Impact With Mitigation) The project site does not host any known archaeological resources. However, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. In keeping with the CEQA guidelines, if archaeological remains are uncovered, work at the place of discovery should be halted immediately until a qualified archaeologist can evaluate the finds. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. Potential Impact:Surface construction activities could potentially damage or destroy previously undiscovered archeological resource. Mitigation Measure CUL-1:Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered archeological resources to a less than significant level. 22 c) Would the project disturb any human remains, including those interred outside of formal cemeteries?(Less Than Significant Impact With Mitigation) Given the lack of known cultural or historical resources associated with the project site and the minor ground disturbance associated with the proposed project, it is not anticipated that human remains would be encountered during the course of project construction. Nevertheless, there is a possibility that human remains could be present and accidental discovery could occur. If during project construction, subsurface construction activities damaged previously undiscovered human remains, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. Potential Impact:Surface construction activities could potentially damage or destroy previously undiscovered human remains. Mitigation Measure CUL-1:Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered human remains to a less than significant level. Sources of Information Contra Costa County General Plan 2005-2020.Open Space Element. 6.ENERGY –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or operation? b) Conflict with or obstruct a state or local plan for renewable energy or energy efficiency? SUMMARY: a) Would the project result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or operation?(Less than Significant Impact) Environmental effects related to energy include a project’s energy requirements and its energy use efficiencies by amount and fuel type during construction and operation; the effects of the project on local and regional energy supplies; the effects of the project on peak and base period demands for electricity and other forms of energy; the degree to which the project complies with existing energy standards; the effects of the project on energy resources; and the project’s projected transportation energy use requirements and its overall use of efficient transportation 23 alternatives, if applicable. The following factors demonstrate a project’s significance in relation to these effects: (1) Why certain measures were incorporated in the project and why other measures were dismissed; (2) The potential of siting, orientation, and design to minimize energy consumption, including transportation energy, increase water conservation and reduce solid- waste; (3) The potential for reducing peak energy demand; (4) Alternate fuels (particularly renewable ones) or energy systems; and (5) Energy conservation which could result from recycling efforts. The solar project has been designed to provide additional renewable energy to the electrical grid. The project would be interconnected to existing PG&E utility lines located on existing utility poles on and adjacent to the project site. Fossil fuel based energy consumption during construction of the facilities are not expected to be significant when considered in the context of the overall clean- energy production resulting from the renewable energy project. Thus, given that the project would provide renewable energy generation for off-site consumption, it is not be considered to be wasteful, inefficient, or have unnecessary consumption of energy resources. Therefore, a less than significant impact is expected. b) Would the project conflict with or obstruct a state or local plan for renewable energy or energy efficiency?(No Impact) The Contra Costa County Climate Action Plan (CAP) includes a number of Green House Gas (GHG) emission reduction strategies. The strategies include measures such as implementing standards for green buildings and energy-efficient buildings, reducing parking requirements, and reducing waste disposal. Furthermore, the CAP specifically calls for the development of additional solar energy production resources in the County. The project would not conflict with the policies outlined in the CAP. Furthermore, the proposed project would increase the production of renewable energy in Contra Costa County. The proliferation of such projects in the County will allow reduced reliance on energy generated from fossil fuels and thereby reduce GHG production. Thus, the proposed project is in furtherance of the goals of the Climate Action Plan and would have no impact conflicting with its implementation. Sources of Information Contra Costa County, 2015.Municipal Climate Action Plan. 7.GEOLOGY AND SOILS –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury or death involving: 24 i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? ii)Strong seismic ground shaking? iii) Seismic-related ground failure, including liquefaction? iv)Landslides? b) Result in substantial soil erosion or the loss of topsoil? c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse? d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial direct or indirect risks to life or property? e) Have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater? f) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature? SUMMARY: a) Would the project directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury or death involving: i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? (Less Than Significant Impact) The California Geological Survey (CGS) has delineated Alquist-Priolo (A-P) zones along the known active faults in California. The California Earthquake Hazards Zone Application ("EQ Zapp") is an online map that provides the location of A-P zones to check whether a property is in an earthquake hazard zone. According to the EQ Zapp map, the project sites are not within a earthquake hazard area. As a result, the potential impact from surface fault rupture would be less than significant. ii) Strong seismic ground shaking? (Less Than Significant Impact) Figure 10-4 (Estimated Seismic Ground Response) of the County General Plan Safety Element identifies the site in an area rated “Moderate-Low” damage susceptibility. The risk of structural damage from ground shaking is regulated by the building code and the County Grading Ordinance. The building code requires use of seismic parameters which allow structural engineers to design structures based on soil profile types and proximity of faults 25 deemed capable of generating strong violent earthquake shaking. Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from seismic ground shaking would be considered to be less than significant. iii) Seismic-related ground failure, including liquefaction? (Less Than Significant Impact) According to the Figure 10-5 (Estimated Liquefaction Potential) of theCounty General Plan Safety Element, the site is located in an area of “Moderate to Low” liquefaction potential. The predominant soil type within the Project Area consists Marcuse Clay soil, as mapped by the NRCS (NRCS 2023). The soils on the site are considered to be “moderately expansive.” Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from seismic-related ground failure would be considered to be less than significant. iv) Landslides? (Less Than Significant Impact) In 1975 the United States Geological Survey (USGS) issued photo-interpretation maps of landslide and other surficial deposits of Contra Costa County. This mapping is presented on page 10-24 of the Safety Element of the County General Plan. According to this USGS map, there are no suspected landslides in proximity of the proposed project. It should be recognized that the USGS landslides are mapped solely on the basis of geologic interpretation of stereo pairs of aerial photographs analyzed by an experienced USGS geologist. The mapping was done without the benefit of a site visit or any subsurface data. Furthermore, landslides mapped by the USGS are not classified on the basis of the (a) activity status (i.e. active or dormant), (b) depth of slide plane (shallow or deep seated), or (c) type of landslide deposit, and they do not show landslides that have formed since 1975. Consequently the USGS map is not a substitute for a detailed site-specific investigation. Nevertheless, the map fulfills its function, which is to flag sites that may be at risk of landslide damage, where detailed geologic and geotechnical investigations are required to evaluate risks and develop measures to reduce risks to a practical minimum. Thus, a less than significant impact can be expected regarding landslide hazards. b) Would the project result in substantial soil erosion or the loss of topsoil? (Less Than Significant Impact) The project site is largely level and the project would create minimal additional impervious surfaces. The stormwater on the project site would be allowed to percolate on site. It is expected that runoff from the solar arrays will disperse onto the grass-covered space between and underneath the arrays. Based on the insignificant amount of additional impervious surface, no significant soil erosion or loss of topsoil is expected. Thus, a less than significant impact from soil erosion or top soil loss is expected. 26 c) Would the project be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse?(Less Than Significant Impact) As discussed in a) iii above, the project site is in an area that has “moderate to low” liquefaction potential. Building and grading regulations can be expected to keep risks within generally acceptable limits. Additionally, the project does not propose and buildings or structures intended for human occupancy. Thus, the environmental impact from an unstable geologic unit or soil would be considered to be less than significant. d) Would the project be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial direct or indirect risks to life or property? (Less Than Significant Impact) With regard to its engineering properties, the underlying Marcuse Clay soil is considered moderately expansive. Generally, soils with a clay component are more prone to expansion. The expansion and contraction of soils could cause cracking, tilting, and eventual collapse of structures. However, building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from a moderately expansive soil would be considered to be less than significant. e) Would the project have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater? (No Impact) The project does not require a septic or wastewater-disposal system. Since the facilities are unmanned, they would not have any sanitary facilities, therefore, no impact is expected. f) Would the project directly or indirectly destroy a unique paleontological resource or site or unique geologic feature?(Less Than Significant Impact With Mitigation) Similar to archaeological resources, there is a possibility that previously undiscovered buried fossils and other paleontological resources could be present and accidental discovery could occur. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. No unique geologic features exist on the site. Thus, a less than significant impact would be expected with the included mitigations. Potential Impact:There is a possibility that buried fossils and other paleontological resources could be present and accidental discovery could occur. Mitigation Measure CUL-1:Implementation of mitigations measure CUL- 1 would reduce the impact on previously undiscovered paleontological resources to a less than significant level. 27 Sources of Information California Department of Conservation.EQ Zapp: California Earthquake Hazards Zone Application.Accessed January 17, 2023. Contra Costa County General Plan, 2005-2020.Safety Element. United States Department of Agriculture, Natural Resources Conservation Service. Web Soil Survey. Accessed January 17, 2023.http://websoilsurvey.nrcs.usda.gov 8.GREENHOUSE GAS EMISSIONS –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment? b) Conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases? SUMMARY: a) Would the project generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment?(Less Than Significant Impact) Greenhouse gases are gases that trap heat in the atmosphere and contribute to global climate change. Greenhouse gases include gases such as carbon dioxide, methane, nitrous oxide, and various fluorocarbons commonly found in aerosol sprays. Typically, a single residential or commercial construction project in the County would not generate enough greenhouse gas (GHG) emissions to substantially change the global average temperature; however, the accumulation of GHG emissions from all projects both within the County and outside the County has contributed and will contribute to global climate change. Senate Bill 97 directed the Governor’s Office of Planning and Research (OPR) to develop CEQA Guidelines for evaluation of GHG emissions impacts and recommend mitigation strategies. In response, OPR released the Technical Advisory: CEQA and Climate Change, and proposed revisions to the State CEQA guidelines (April 14, 2009) for consideration of GHG emissions. The California Natural Resources Agency adopted the proposed State CEQA Guidelines revisions on December 30, 2009 and the revisions were effective beginning March 18, 2010. The bright-line numeric threshold of 1,100 MT CO2/yr is a numeric emissions level below which a project’s contribution to global climate change would be less than “cumulatively considerable.” This emissions rate is equivalent to a project size of approximately 60 single-family dwelling units. Future construction activities for the solar energy facility could generate some GHG emissions; however, the operation of the facility is intended to supply energy to the grid that would expectedly replace energy generated from fossil-fuel dependent energy sources, thereby resulting in a reduction of GHG emission in the County during the designed 25-year operational phase of 28 the project. Considering the temporary nature of the construction phase of the project the project would not expectedly result in a significant adverse environmental impact related to GHG emissions, and would likely be offset by the renewable energy provided by the facility. As the project will not exceed the 1,100 MT CO2/yr screening criteria, the project would not result in the generation of GHG emissions that exceed the threshold of significance. b) Would the project conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases?(Less Than Significant Impact) At a regional scale, the BAAQMD adopted the Bay Area 2017 Clean Air Plan thataddresses GHG emissions as well as various criteria air pollutants. The BAAQMD Plan included a number of pollutant reduction strategies for the San Francisco Bay air basin. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion based sources. Additionally, by providing additional renewable electricity for the grid, the availability of clean electricity for zero-emission vehicles marginally would increase. Within Contra Costa County, the Contra Costa County Board of Supervisors convened a Climate Change Working Group (CCWG) in May 2005, to identify existing County activities and policies that could reduce GHG emissions. In November 2005, the CCWG presented its Climate Protection Report to the Board of Supervisors, which included a list of existing and potential GHG reduction measures. This led to the quantification of relevant County information on GHGs in the December 2008 Municipal Climate Action Plan. In April 2012, the Board directed the Department of Conservation and Development to prepare a Climate Action Plan (CAP) to address the reduction of GHG emissions in the unincorporated areas of the County. In December 2015, the Climate Action Plan was adopted by the Board of Supervisors. The Climate Action Plan includes a number of GHG emission reduction strategies. The strategies include measures such as promoting the development of local solar energy production. Thus, the project would be consistent with the local policy. The project does not conflict with any other policies outlined in the CAP. Furthermore, as other measures identified in the CAP are recommendations and not requirements, the project would not conflict with the CAP and thus would not be considered to have a significant impact. Sources of Information Bay Area Air Quality Management District, 2017.Bay Area 2017 Clean Air Plan. Bay Area Air Quality Management District, 2017.Air Quality Guidelines. Contra Costa County Code, Title 8. Zoning Ordinance. Contra Costa County, 2015. Climate Action Plan. 29 9. HAZARDS AND HAZARDOUS MATERIALS –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials? b) Create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment? c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school? d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would create a significant hazard to the public or the environment? e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project result in a safety hazard or excessive noise for people residing or working in the project area? f) Impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan? g) Expose people or structures, either directly or indirectly, to a significant risk of loss, injury or death involving wildland fires? SUMMARY: a) Would the project create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials?(Less Than Significant Impact) Subsequent to approval of the Land Use Permit,it is expected that the solar energy facilities would be constructed. There would be associated use of fuels, lubricants, paints, and other construction materials during the construction period. The use and handling of hazardous materials during construction would occur in accordance with applicable federal, state, and local laws, including California Occupational Health and Safety Administration (Cal/OSHA) requirements. With compliance with existing regulations, the project would have a less than significant impact from construction. Contra Costa County Ordinance Code Chapter 450-2 provides regulations administered by the Contra Costa County Department of Health Services, regarding hazardous material response plans, inventories, and risk management. Contra Costa County Ordinance Code Section 450- 2.008(b) requires the establishment of a Hazardous Materials Business Plan (HMBP), if necessary, 30 that specifies the use, quantities, storage, transportation, disposal and upset conditions for hazardous materials in accordance with state and county regulations. Thus, an HMBP may be required to ensure no significant public exposure from the potential use of hazardous materials at the project site because the solar energy facilities would have battery storage, which may be covered by the ordinance. A Condition of Approval will be added if the project is approved, requiring evidence that it has complied with County Code Chapter 450-2 prior to commencement of business activities. Compliance with County regulations would ensure this impact would be less than significant. b) Would the project create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the likely release of hazardous materials into the environment?(Less Than Significant Impact) The proposed commercial solar energy generation use of the site would involve the storage of energy in a lithium ion battery storage system. The battery energy storage system site is not near any residential uses or critical facilities such as a hospital or fire station. Additionally, large quantities of hazardous materials are not required as part of construction, operation, or decommissioning of the proposed Project. While lithium ion batteries can be flammable, their installation would be required to meet all applicable California Fire Codes. Furthermore, a HMBP may be required to ensure no significant public exposure from the release of hazardous materials at the project site. As described above, a Condition of Approval will be added if the project is approved, requiring evidence that it has complied with Contra Costa County Ordinance Code Chapter 450-2 prior to operation of the facility. Compliance with County regulations would ensure this impact would be less than significant. c) Would the project emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school?(No Impact) The nearest schools are the Vista Oaks Charter and Excelsior Middle Schools, located approximately 0.6 miles west of the project site. Given the distance from the proposed facility, and that the project would not be expected to release hazardous materials into the environment, no impact on the schools are expected. d) Would the project be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it create a significant hazard to the public or the environment?(No Impact) A review of regulatory databases maintained by County, State, and federal agencies found no documentation of hazardous materials violations or discharge on the subject property or within one mile of the project site. The site is not listed on the State of California Hazardous Waste and Substance Sites (Cortese) List. California Government Code section 65962.5 requires the California Environmental Protection Agency to develop at least annually an updated Cortese List. The Cortese List is a planning document with hazardous material contaminated site information, used by the State, local agencies and developers to comply with the California Environmental 31 Quality Act. Considering that neither the project site nor the surrounding area is identified on the Cortese list, the project would expectedly have no impacts relating to hazardous materials sites. e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project result in a safety hazard or excessive noise for people residing or working in the project area?(No Impact) The project site is located with the Byron Airport Influence Area, Compatibility Area D. According to Byron Airport Policies within the County Airport Land Use Compatibility Plan, there are no restrictions to allowable intensities for residential or nonresidential activities in Zone D. No specific land uses are prohibited in Zone D. The only specific limitations applicable to Zone D include height limitations, with the Airport Land Use Compatibility Plan stating “Generally, there is no concern with any object up to 100 feet tall unless it is a solitary object (e.g. an antenna) more than 35 feet taller than other nearby objects”. The project includes the installation of solar support structures with a maximum height of approximately 16 feet. Thus, the project does not involve any elements approaching the Zone D height limitations. Thus, there would not be any expected hazard related to a public airport or public use airport. f) Would the project impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan?(Less Than Significant Impact) The proposed project would not impair implementation of or physically interfere with the County’s adopted emergency response plan related to Byron Highway or Byer Road or the project site. Thus, project impacts on emergency response would be a less than significant. With respect to proposed onsite improvements, the East Contra Costa Fire Protection District has reviewed the project plans and provided routine comments for the site. Furthermore, construction drawings are subject to Fire District review to ensure compliance with applicable fire codes prior to the issuance of a building permit for the project. The project site is adjacent to Byer Road, ¾ east of Byron Highway. The addition of the solar energy facilities would not add any population to the area and is, thus, not expected to have a significant impact on emergency response or emergency evacuation plans. g) Would the project expose people or structures, either directly or indirectly, to a significant risk of loss, injury or death involving wildland fires?(Less Than Significant Impact) The commercial solar facilities would largely operate remotely or autonomously and will not require regular personnel visits to the site. Thus, the project is not expected to expose people or structures either directly or indirectly to a significant risk from wildland fires. Sources of Information California Department of Forestry and Fire Protection (CalFire).2009.Very High Fire Hazard Severity Zones in LRA Map. Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. 32 Contra Costa County General Plan, 2005-2020.Transportation and Circulation Element. 10.HYDROLOGY AND WATER QUALITY –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or ground water quality? b) Substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the project may impede sustainable groundwater management of the basin? c) Substantially alter the existing drainage pattern of area, including through the alteration of the course of a stream or riveror through the addition of impervious surfaces, in a manner which would: i) Result in substantial erosion or siltation on- or off-site? ii) Substantially increase the rate or amount of surface runoff in a manner which would result in flooding on-or off-site? iii) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff? iv)Impede or redirect flood flows? d) In flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation? e) Conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan? SUMMARY: a) Would the project violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or ground water quality?(Less Than Significant Impact) The proposed project would comply with applicable water quality and discharge requirements. Contra Costa County, the Contra Costa County Flood Control and Water Conservation District, and 16 incorporated cities in the county have formed the Contra Costa Clean Water Program. In October 2009, the Regional Water Quality Control Board for the San Francisco Bay Region (RWQCB) adopted the National Pollutant Discharge Elimination System (NPDES) Municipal Regional Permit for the Program, which regulates discharges from municipal storm drains. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. The County has the authority to enforce compliance with its Municipal Regional Permit through the County’s adopted C.3 33 requirements. The C.3 requirements stipulate that projects creating and/or redeveloping at least 10,000 square feet of impervious surface shall treat stormwater runoff with permanent stormwater management facilities, along with measures to control runoff rates and volumes. The proposed project would add an estimated 4,712 square feet of new impervious surface area associated with a new gravel roadway and equipment pad. This is below the threshold for requiring a stormwater control plan (SWCP), however the applicant is still required to submit a SWCP for small land development with a future building permit application to develop the project. The implementation of all C.3 requirements for small land development ensures that the project will adequately address any additional stormwater runoff resulting from the project. The exceptions to the collect and convey standards can only be approved with the appropriate findings. Based on the applicant’s exception request and proposal, the necessary finding could be made to support the request. Furthermore, the preliminary stormwater control plan has been reviewed by the County’s Public Works division and shows that all stormwater will be managed adequately on site. Thus, with implementation of the practicable stormwater controls, the project would be compliant with applicable water quality standards or waste discharge requirements, resulting in a less than significant impact. b) Would the project substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the project may impede sustainable groundwater management of the basin?(Less Than Significant Impact) The water service on the property is provided by well water. Since the solar facility would operate largely remotely and autonomously, and does not include any irrigated landscaping, water usage at the sites can be expected to be minimal. The increased impermeable area on the property would likely not reduce the amount of water percolating into ground water aquifers since the water will be directed to percolate elsewhere on the site. Thus, the project would not substantially decrease groundwater supplies or interfere with groundwater recharge. c) Would the project substantially alter the existing drainage pattern of the area, including through the alteration of the course of a stream or river or through the addition of impervious surfaces, in a manner which would: i) Result in substantial erosion or siltation on- or off-site?(Less Than Significant Impact) The proposed project would not substantially alter the drainage pattern of the site or area or result in substantial erosion or siltation. The grading pattern of the property would expectedly maintain the existing drainage patterns on site. Accordingly, the proposed project would not result in substantial erosion or siltation. ii) Substantially increase the rate or amount of surface runoff in a manner which would result in flooding on- or off-site?(Less Than Significant Impact) 34 As described previously, the proposed project would not substantially alter the existing drainage pattern of the site or area. Thus, there would not be a significant risk due to an increase in the project-related volume of runoff that would result in onsite or off-site flooding. iii) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff? (Less Than Significant Impact) The County Public Works Department has reviewed the application submittal and determined that a preliminary stormwater control plan is not required and that proposed onsite surface drainage regimen would be appropriate for the area. Accordingly, the proposed project would not exceed the capacity of any existing stormwater system. iv) Impede or redirect flood flows? (No Impact) The improvements on the site are not expected to create any barrier that would impede or redirect flood flows, should flooding occur. d) In flood hazard, tsunami, or seiche zones, would the project risk release of pollutants due to project inundation?(Less Than Significant Impact) According to Flood Insurance Rate Maps (FIRM) 06013C0510G the development area is located in a Special Flood Hazard Zone (B), indicating that the area has a 0.2% annual chance flood hazard. The proposed project would not be susceptible to inundation by seiche or tsunami. The California Geological Survey (2009) has projected and mapped the tsunami hazard posed by a tidal wave that passes through the Golden Gate and into San Francisco Bay, San Pablo Bay and Carquinez Strait. The project site is not included in the inundation area on any tsunami hazard map. e) Would the project conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan?(Less Than Significant Impact) As stated above, the proposed project would comply with applicable water quality and discharge requirements. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. Thus, the project would not conflict with or obstruct implementation of a water quality control plan. The Sustainable Groundwater Management Act (SGMA), effective January 1, 2015, established a framework of priorities and requirements to facilitate sustainable groundwater management throughout the State. The intent of SGMA is for groundwater to be managed by local public agencies and newly-formed Groundwater Sustainability Agencies (GSAs) to ensure a groundwater basin is operated within its sustainable yield through the development and implementation of a Groundwater Sustainability Plans (GSP). The project is located near the San 35 Joaquin Valley – East Contra Costa basin management area, which is Medium Priority groundwater basin based on the Groundwater Basin Prioritization by the State Department of Water Resources (DWR). Given that the project would not rely on groundwater or impact water percolation, a less than significant impact to the basin is expected. Sources of Information California Department of Water Resources. https://water.ca.gov/Programs/Groundwater- Management Federal Emergency Management Agency (FEMA). National Flood Insurance Rate Map (FIRM).https://www.fema.gov/national-flood-insurance-program-flood-hazard-mapping. 11.LAND USE AND PLANNING –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a)Physically divide an established community? b) Cause a significant environmental impact due to conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental effect? SUMMARY: a) Would the project physically divide an established community?(No Impact) Development of the proposed project would not physically divide an established community. The proposed project wouldoccur on an agricultural parcelwithin arural commercial agricultural area. The community of Byron is approximately 0.75 miles west of the project and would not be impacted. b) Would the project cause a significant environmental impact due to conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental effect? (Less Than Significant Impact) General Plan The proposed project would conform to the applicable General Plan land use designation. The site’s current land use designation is AL, Agricultural Lands. Commercial solar energy facilities are an allowed use within the AL designation following the issuance of a Land Use Permit. The Contra Costa General Plan contains the following relevant policies related to the project. 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for 36 agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; and (h) Veterinarian offices and kennels. (i) Public purpose uses. 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. These policies highlight the County’s longstanding interest in preserving agricultural lands in east Contra Costa County. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization on renewable energy has become desirable. The County has identified a select area of East County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the solar generation combining district, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in East County. Since the proposed project is located within this area, the facility would not conflict with the County’s policies related to preservation of agriculture in East County. Zoning Commercial solar energy generation facilities are allowed in the A-3 agricultural zoning district and the Solar Energy Generation Combining District in which the subject property is located. When combined with the -SG combining district, commercial solar facilities are allowed in agriculturally zoned districts. Furthermore, as required by the County’s solar ordinance, the sites would be required to be restored to their pre-project agricultural state, following the solar generation use. 37 The facilities would also meet the applicable setbacks for the underlying zoning districts. Specifically, the A-3 designation of the project site requires 25-foot side yard, front yard, and rear yard setbacks, which are all met by the proposed project. In accordance with the County’s Solar Ordinance, no ground mounted array would exceed 25 feet in height. Additionally, the facility would avoid septic systems and aquatic habitat areas, as required by the ordinance. Thus, the impact would be considered less than significant. Sources of Information Contra Costa County Code, Title 8, Zoning Ordinance. Renewable America, LLC.Ranch Sereno Clean Power.(Project Plans). Received 10/10/2022. Contra Costa County General Plan 2005-2020.Land Use Element. 12.MINERAL RESOURCES –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state? b) Result in the loss of availability of a locally- important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan? SUMMARY: a) Would the project result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state?(No Impact) Known mineral resource areas in the County are shown on Figure 8-4 (Mineral Resource Areas) of the General Plan Conservation Element. No known mineral resources have been identified in the project vicinity, and therefore the proposed project would not result in the loss of availability of any known mineral resource. b) Would the project result in the loss of availability of a locally-important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan?(No Impact) The project site is not within an area of known mineral importance according to the Conservation Element of the General Plan, and therefore, the project would not impact any mineral resource recovery site. Sources of Information Contra Costa County General Plan 2005-2020.Conservation Element. 38 SUMMARY: a) Would the project result in generation of a substantial temporary or permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies?(Less Than Significant Impact) Activities at the project site are not expected to expose persons to, or generate, noise levels in excess of the Community Noise Exposure Levels shown on Figure 11-6 of the General Plan Noise Element. Figure 11-6 shows that levels of 75 dB or less are normally acceptable and noise levels between 70 dB to 80 dB are conditionally acceptable in agricultural areas. Types and levels of noise generated from the uses associated with the proposed solar facility would be similar to – if not quieter than - noise levels from the existing agricultural uses in the area. Operation of construction equipment could result in temporary noise impacts in the immediate vicinity. However, no sensitive uses are located near the project site. The nearest sensitive receptors (Excelsior Middle School and Vista Oaks Charter) are located approximately 0.6 miles west of the project. Furthermore, use of heavy equipment would be temporary and cease once construction is complete. Considering the temporary nature of construction noise impacts and the distance to the nearest sensitive receptors, project noise impacts to surrounding land uses would be less than significant. 13.NOISE –Would the project result in: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Generation of a substantial temporary or permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies? b) Generation of excessive groundborne vibration or groundborne noise levels? c) For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project expose people residing or working in the project area to excessive noise levels? 39 b) Would the project result in generation of excessive groundborne vibration or groundborne noise levels?(Less Than Significant Impact) Operation of construction equipment could result in perceptible levels of ground-borne vibration in the immediate vicinity. However, no sensitive uses are located near the project sites. Furthermore, use of heavy equipment would be temporary and cease once construction is complete. Therefore, this impact would be less than significant. c)For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project expose people residing or working in the project area to excessive noise levels?(Less Than Significant Impact) The project does not include a residential component and the operation of the facility would largely be done remotely or autonomously; thus, the project would not expose people residing or working in the project area to excessive noise levels. Sources of Information Contra Costa County General Plan, 2005-2020, Noise Element. Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. 14.POPULATION AND HOUSING –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Induce substantial unplanned population growth in an area, either directly (e.g., by proposing new homes and businesses) or indirectly (e.g., through extension of roads or other infrastructure)? b) Displace substantial numbers of existing people or housing, necessitating the construction of replacement housing elsewhere? SUMMARY: a) Would the project induce substantial unplanned population growth in an area, either directly (e.g., by proposing new homes and businesses) or indirectly (e.g., through extension of roads or other infrastructure)? (Less Than Significant Impact) The proposed project would result in the development of a commercial solar energy generation facility. The facility would largely be operated remotely and autonomously, thus addition to the population because of the project is not expected. 40 The electricity produced at the sites would be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities would not be an extension of infrastructure in the area. b) Would the project displace substantial numbers of existing people or housing, necessitating the construction of replacement housing elsewhere?(No Impact) The project site is currently an agricultural property, and does not include any dwelling units. Thus, the proposed project would not displace any existing housing and does not affect housing inventory in the County. 15.PUBLIC SERVICES –Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a)Fire Protection? b)Police Protection? c)Schools? d)Parks? e)Other public facilities? SUMMARY: Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: a)Fire Protection?(Less Than Significant Impact) Fire protection and emergency medical response services for the project vicinity are provided by the East Contra Costa Fire Protection District (ECCFPD). As detailed in the comment letter on the proposed project from the Fire Protection District, the project is required to comply with the applicable provisions of the California Fire Code, the California Building Code, and applicable Contra Costa County Ordinances that pertain to emergency access, fire suppression systems, and fire detection/warning systems. Prior to the issuance of building permits, the construction drawings would be reviewed and approved by the ECCFPD. As a result, potential impacts of the proposed project relating to fire protection would be less than significant. 41 b)Police Protection?(Less Than Significant Impact) Police protection services in the project vicinity are provided by the Contra Costa County Sheriff’s Office, which provides patrol service to the Byron area. The addition of the solar facilities in the project area would not significantly affect the provision of police services to the area. c)Schools?(Less Than Significant Impact) The project is not expected to have an impact on population, thus, there would be a less than significant impact on the provision of schools. d)Parks?(Less Than Significant Impact) As stated above, the project is not expected to induce population growth in the area; thus a less than significant impact on the provision of parks is expected. e) Other public facilities?(Less Than Significant Impact) Impacts to other public facilities, such as hospitals and libraries are usually caused by substantial increases in population. Implementation of the proposed project is not anticipated to induce population growth. The project is not anticipated to create substantial additional service demands besides those which have been preliminarily reviewed by various agencies of Contra Costa County, or result in adverse physical impacts associated with the delivery of fire, police, schools, parks, or other public services. Therefore, the impact to hospitals, libraries or other public facilities would be less than significant. Sources of Information Contra Costa County Fire Protection District. June 20, 2022. Agency Comment Letter. 16.RECREATION Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Would the project increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated? b) Does the project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment? 42 SUMMARY: a) Would the project increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated?(No Impact) As stated above, the project is not expected to induce population growth in the area. The construction of a commercial solar facility would expectedly have no impact resulting in an increase in use of the parks and recreational facilities. b) Does the project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment?(No Impact) As stated above, the project is not expected to induce population growth in the area. The project does not involve the construction or expansion of recreational facilities.Therefore, the project will have no adverse physical effects on the environment in this regard. 17.TRANSPORTATION –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle, and pedestrian facilities? b) Conflict or be inconsistent with CEQA Guidelines Section 15064.3(b)? c) Substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)? d)Result in inadequate emergency access? SUMMARY: a) Would the project conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle, and pedestrian facilities?(Less Than Significant Impact) Policy 4-c of the Growth Management Element of the General Plan requires a traffic impact analysis of any project that is estimated to generate 100 or more AM or PM peak-hour trips. Since the project would yield less than 100 peak-hour AM or PM trips, the proposed project would not conflict with the circulation system in the Byron area. b) Would the project conflict or be inconsistent with CEQA Guidelines Section 15064.3(b)?(Less Than Significant Impact) 43 The project would not increase the capacity of the electrical system and would, therefore, not induce any population or generate new vehicle trips. There would be the potential to generate vehicle trips during construction; however, these trips would be temporary and cease after construction is complete. The CEQA thresholds of significance (“TOS”) impact criteria are provided in the Contra Costa County Transportation Analysis Guidelines (TAG), and require the proposed project’s transportation impact analysis to compare the VMT per person/employee to the VMT per person/employee for the County or Bay Area region. A proposed project should be considered to have a significant impact if the project VMT is greater than: 15% below the Bay Area average commute VMT per employee. Since the facilities would be operated remotely and largely autonomously, the project’s impact in vehicles miles traveled would be less than significant. c) Would the project substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)?(Less Than Significant Impact) The project site is located on private property accessed from Byer Road. The driveway would be constructed or improved to meet the County’s design guidelines ingress and egress and, thus, would not be considered hazardous. Therefore, the project would result in a less than significant impact due to design features or incompatible uses. d) Would the project result in inadequate emergency access?(Less Than Significant Impact) Construction activities would occur on the project site but would not restrict access for emergency vehicles traveling to or nearby the project site. During operation of the project, emergency access to the site would be provided by on site roadways. Therefore, operation of the proposed project would not result in inadequate emergency access, and a less than significant impacts would occur. Sources of Information Contra Costa County Transportation Analysis Guidelines. 18.TRIBAL CULTURAL RESOURCES –Would the project cause a substantial adverse change in the significance of a tribal cultural resource,defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape,sacred place,or object with cultural value to a California Native American tribe,and that is: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section 5020.1(k)? 44 b) A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1? SUMMARY: Would the project cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is:(Less Than Significant Impact With Mitigation) a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section 5020.1(k)?(Less Than Significant Impact With Mitigations) As discussed in Sections 5.a through 5.c above, no historical resources have been identified on the project site. Further, according to the County’s Archaeological Sensitivities map, Figure 9-2, of the County General Plan, the subject site is located in a “Moderately Sensitive Area,” which may contain significant archeological resources. While unlikely since the site is fully disturbed, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Pertaining to the significance of tribal cultural resources, there are no onsite historical resources, pursuant to Public Resources Code section 5020.1(k) that are included in a local register of historic resources. Nevertheless, the expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Implementation of MitigationMeasure CUL- 1 would reduce the impact on cultural resources during project related work to a level that would be considered less than significant. Potential Impact:Construction and grading could cause ground disturbance which may impact heretofore undocumented tribal cultural resources. Mitigation Measure:Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. b) A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1?(Less Than Significant Impact With Mitigation) As discussed in Sections 5.a through 5.c above, no historical resources have been identified on the project site. Further, according to the County’s Archaeological Sensitivities map, Figure 9-2, of the County General Plan, the subject site is in a “Moderately Sensitive Area,” which may 45 contain significant archeological resources. While unlikely since the site is fully disturbed, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Nevertheless, the expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Implementation of MitigationMeasure CUL- 1 would reduce the impact on cultural resources during project related work to a less than significant level. Potential Impact:The project could cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is a resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1. The expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Mitigation Measure:Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. 19.UTILITIES AND SERVICE SYSTEMS –Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Require or result in the relocation or construction of new or expanded water, wastewater treatment, or storm water drainage, electric power, natural gas, or telecommunication facilities, the construction or relocation of which could cause significant environmental effects? b)Have sufficient water supplies available to serve the project and reasonably foreseeable future development during normal, dry, and multiple dry years? c)Result in a determination by the wastewater treatment provider, which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments? d)Generate solid waste in excess of State or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals? e) Comply with federal, state, and local management and reduction statutes and regulations related to solid waste? 46 SUMMARY: a) Would the project require or result in the relocation or construction of new or expanded water, wastewater treatment, or storm water drainage, electric power, natural gas, or telecommunication facilities, the construction or relocation of which could cause significant environmental effects?(Less Than Significant Impact) The project is not proposing to construct any new or expanded water, wastewater treatment, stormwater drainage, or telecommunications facilities. The electricity generated by the facilities would be provided to the PG&E grid from existing onsite infrastructure. Thus, the project would not result in any environmental effects from construction of these facilities. A less than significant impact would occur. b) Would the project have sufficient water supplies available to serve the project and reasonably foreseeable future development during normal, dry, and multiple dry years?(Less Than Significant Impact) The project would not induce any growth because the project would not increase capacity over what is provided by the existing electrical grid. Rather, this project is meant to improve existing, aging non-renewable infrastructure. Because operation of the project would not induce population growth, project operation would not increase demand for water supplies. No water is expected to be utilized during operation of the facilities. c) Would the project result in a determination by the wastewater treatment provider, which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments?(Less Than Significant Impact) Project operation would not generate wastewater; therefore, operation of the proposed project would not exceed wastewater treatment demand beyond the provider’s existing commitments, and no impacts would occur. d) Would the project generate solid waste in excess of State or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals?(Less Than Significant Impact) Construction waste would be hauled to one of the recycling centers and/or transfer stations located in the area. The recycling center and/or transfer station would sort through the material and pull out recyclable materials. Future construction of the proposed project would incrementally add to the construction waste headed to a landfill; however, the impact of the project-related incremental increase would be considered to be less than significant. Furthermore, construction on the project site would be subject to the CalGreen Construction and Demolition Debris Recovery Program administered by the CDD at the time of application for a building permit. The Debris Recovery Program would reduce the construction debris headed to the landfill by diverting materials that could be recycled to appropriate recycling facilities. 47 Operation of the project would not generate municipal solid waste. Therefore, operations would not generate solid waste in excess of state or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals. Therefore, no operational impacts would occur. e) Would the project comply with federal, state, and local management and reduction statutes and regulations related to solid waste?(No Impact) Operation of the project would not generate municipal solid waste; therefore, operations would not conflict with any federal, state, and local management and reduction statutes and regulations related to solid waste. Therefore, no operational impacts would occur. 20.WILDFIRE –If located in or near state responsibility areas or lands classified as very high fire hazard severity zones,would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Substantially impair an adopted emergency response plan or emergency evacuation plan? b) Due to slope, prevailing winds, and other factors, exacerbate wildfire risks, and thereby, expose project occupants to pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire? c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks, emergency water sources, power lines or other utilities) that may exacerbate fire risk or that may result in temporary or ongoing impacts to the environment? d) Expose people or structures to significant risks, including downslope or downstream flooding or landslides, as a result of runoff, post-fire slope instability, or drainage changes? SUMMARY: If located in or near state responsibility areas or lands classified as very high fire hazard severity zones, would the project: As discussed in section 9.g above, the project site is no located in a fire hazard area designated by the California Department of Forestry and Fire Protection.The Department of Forestry and Fire Protection’s Very High Fire Hazard Severity Zone Map characterizes this area as a Non-Very High Fire Hazard Severity Zone area. Nevertheless, the County has reviewed the project’s impact on wildfire management. a) Substantially impair an adopted emergency response plan or emergency evacuation plan?(Less Than Significant Impact) 48 The project is in the service district of the East Contra Costa Fire Protection District. The district has reviewed the project and stated that the project proponent must request that the Project site be annexed into the most current Community Facilities District for fire protection and emergency response services, or the developer will provide an alternative funding mechanism acceptable to the East Contra Costa Fire Protection District for the provision of fire protection and emergency response services. If the project is approved, it is the applicant's responsibility to comply with this guidance. However, considering that the project is not located within a Very High Fire Hazard Severity Zone, the project would not result in significant impacts impairing an adopted emergency response plan or emergency evacuation, and no mitigation is appropriate. b) Due to slope, prevailing winds, and other factors, exacerbate wildfire risks, and thereby, expose project occupants to pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire?(No Impact) The facilities would largely be operated remotely or autonomously; thus, no project occupants could be impacted from a wildfire. c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks, emergency water sources, power lines or other utilities) that may exacerbate fire risk or that may result in temporary or ongoing impacts to the environment?(Less Than Significant Impact) The East Contra Costa Fire Protection District has reviewed the project and has not expressed that the project would cause any significant impacts related to the installation of new infrastructure. The new roadways on the properties would meet the minimum requirements set by the Fire District and the County’s Public Works Department. Additionally, the solar facility would tie into existing electrical facilities located on the project site, so limited new infrastructure would be required. All infrastructure would meet the applicable regulatory requirements for design. Thus, a less than significant impact is expected. d) Expose people or structures to significant risks, including downslope or downstream flooding or landslides, as a result of runoff, post-fire slope instability, or drainage changes?(No Impact) The facility would largely be operated remotely or autonomously; thus, no people would be impacted from flooding, landslides, slope instability, or drainage impacts. The building code requires use of parameters which allow structural engineers to design structures based on site characteristics. Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks to structures within generally accepted limits. Sources of Information California Department of Forestry and Fire Protection (CalFire).2009.Very High Fire Hazard Severity Zones in LRA Map. Agency Comment Letter Byron Solar Facilities. East Contra Costa Fire Protection District. June 20, 2022. 49 21.MANDATORY FINDINGS OF SIGNIFICANCE Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Does the project have the potential to substantially degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, substantially reduce the number or restrict the range of a rare or endangered plant or animal, or eliminate important examples of the major periods of California history or prehistory? b) Does the project have impacts that are individually limited, but cumulatively considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects.) c) Does the project have environmental effects, which will cause substantial adverse effects on human beings, either directly or indirectly? SUMMARY: a) Does the project have the potential to substantially degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community,substantially reduce the number or restrict the range of a rare or endangered plant or animal, or eliminate important examples of the major periods of California history or prehistory?(Less Than Significant With Mitigation) As discussed in individual sections of this Initial Study, the project to establish a commercial solar facilitymay impact the quality of the environment (Aesthetics, Air Quality, Biological Resources, Geology, Cultural Resources, and Tribal Cultural Resources) but the impact would be reduced to a less than significant level with the adoption of the recommended Mitigation Measures that are specified in the respective sections of this Initial Study. The project is not expected to threaten any wildlife population, impact endangered plants or animals, or affect state cultural resources with the already identified Mitigation Measures. b) Does the project have impacts that are individually limited, but cumulatively considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects.)(Less Than Significant Impact) The proposed project would not create substantial cumulative impacts. The project site is located adjacent to existing high-power electrical lines and would be tied into the grid from existing 50 infrastructure on the subject property and adjoining public right-of-way. Additionally, the proposed project would be consistent with the existing surrounding agricultural development. c) Does the project have environmental effects, which will cause substantial adverse effects on human beings, either directly or indirectly?(Less Than Significant With Mitigation) This Initial Study has disclosed impacts that would be less than significant with the implementation of Mitigation Measures. All identified Mitigation Measures would be included in the conditions of approval for the proposed project, and the applicant would be responsible for implementation of the measures. As a result, there would not be any environmental effects that would cause substantial adverse effects on human beings, either directly or indirectly. REFERENCES In the process of preparing the Initial Study Checklist and conduction of the evaluation, the following references (which are available for review at the Contra Costa County Department of Conservation and Development, 30 Muir Rd., Martinez, CA 94553) were consulted: Contra Costa County Code, Title 8, Zoning Ordinance. Contra Costa County General Plan 2005-2020. Land Use Element. Contra Costa County General Plan, 2005-2020. Open Space Element. Contra Costa County General Plan, 2005-2020. Transportation and Circulation Element. Contra Costa County General Plan, 2005-2020. Safety Element Contra Costa County General Plan, 2005-2020. Conservation Element Contra Costa County General Plan, 2005-2020. Noise Element Contra Costa County Transportation Analysis Guidelines Renewable America, LLC. Ranch Sereno Clean Power. (Project Plans). Received 10/10/2022. California Department of Conservation. Accessed January 19, 2023.California Important Farmland Finder.https://maps.conservation.ca.gov/DLRP/CIFF/ Contra Costa County Renewable Resources Potential Study Contra Costa County Department of Conservation and Development. Accessed January 23, 2023.2016 Agricultural Preserves Map. http://www.co.contra-costa.ca.us/DocumentCenter/View/882/Map-of-Properties-Under- Contract?bidId= Bay Area Air Quality Management District. 2017.Bay Area 2017 Clean Air Plan. Bay Area Air Quality Management District. 2017.Air Quality Guidelines. California Department of Fish and Wildlife. Accessed January 24, 2023. CDFW Lands Viewer (ca.gov). WRA Inc., Biological Resources Assessment. Dated June 2022. East Contra Costa County Habitat Conservancy. Accessed January 24, 2023. http://www.co.contra-costa.ca.us/depart/cd/water/HCP/. Contra Costa County, 2015. Municipal Climate Action Plan. California Department of Conservation. EQ Zapp: California Earthquake Hazards Zone Application. Accessed January 17, 2023. United States Department of Agriculture, Natural Resources Conservation Service. Web Soil Survey. Accessed January 17, 2023.http://websoilsurvey.nrcs.usda.gov California Department of Forestry and Fire Protection (CalFire). 2009. Very High Fire Hazard Severity Zones in LRA Map. Agency Comment Letter Byron Solar Facilities. East Contra Costa Fire Protection District. June 20, 2022. Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. California Department of Water Resources. https://water.ca.gov/Programs/Groundwater- Management Federal Emergency Management Agency (FEMA). National Flood Insurance Rate Map (FIRM). https://www.fema.gov/national-flood-insurance-program-flood-hazard-mapping. ATTACHMENTS 1. Vicinity Map 2. Site Plan 3. MMRP ATTACHMENT 6 FINAL MITIGATED NEGATIVE DECLARATION FINAL MITIGATED NEGATIVE DECLARATION/INITIAL STUDY State Clearinghouse Number (SCH) 2023050650 Ranch Sereno Clean Power Project County File CDLP22-02036 March 4, 2024 I. Introduction: This document constitutes the Final Mitigated Negative Declaration/Initial Study (MND) for the Ranch Sereno Clean Energy Project that consists of a proposed 2.83 megawatt (MW) commercial solar energy generation facility and associated battery energy storage system on the project site. The project proposes interconnection to the existing Pacific Gas & Electric Company electrical distribution system via existing utility poles located within the Byer Road public right-of-way fronting the project site to the north. The above-described improvements require an exception to Division 914 of the County Ordinance Code in order to allow the existing drainage pattern to remain. On May 26, 2023, the Department of Conservation and Development, Community Development Division (CDD), published a draft MND that analyzed potential significant adverse environmental impacts of the proposed project. Pursuant to Section 15073 of the California Environmental Quality Act (CEQA), which requires a minimum 30-day public review period, the draft MND included a 31-day public review period that ended on June 26, 2023. The purpose of the public review period is for the public to submit comments on the adequacy of the environmental analysis in the MND. CDD received written comments from two neighboring property owners, and one agency in response to the publication of the draft MND. The Final MND includes the comments received on the draft MND, responses to the comments received, and one staff-initiated text change to add clarifying information. The text changes are not the result of any new significant adverse environmental impact, do not alter the effectiveness of any mitigation included in the pertinent section, and do not alter any findings in the section. The County Zoning Administrator will consider the environmental record including the draft MND, the Final MND, and the findings therein prior to taking action on the project as a whole. II. Comments Received and Responses: During the May 26, 2023, to June 26, 2023, public review period on the draft MND, CDD received written comments from the owner of 3600 Byer Road (Neighbor 1 - Mr. Gardner), which is the lot abutting the subject property to the west. Additional comments were received from the owner of APN 020-030-019 (Neighbor 2 Mrs. Morse), a vacant parcel immediately east of the project site. Lastly, agency comments on the draft MND were received from the Central Valley Regional Water Quality Control Board (CVRWQCB). The comments received by CDD are included herein as Attachment A. Following are summaries of the written comments and staff responses to the comments. The comments and responses are organized by topic. A. Aesthetics Environmental Checklist Section 1 Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 2 Comment 1 (Neighbor 1): Mr. Gardner expressed concern that the project would replace the present Response: The project proposes the construction of solar panel arrays over approximately 7 acres of the subject property for a commercial solar energy generation facility, a land use permitted within the A-3 zoning district. The construction of buildings and/or structural improvements on previously unimproved land does not alone constitute a significant aesthetic impact. The draft MND prepared for the project includes a discussion of potential aesthetic impacts related to the project. The subject property is not located along a scenic route, a scenic highway, or other scenic resource identified within the General Plan, impacts to which can be considered potentially significant. The project would not be prominently visible from the nearest identified County-designated scenic resources, Byron Highway and State Route 4, respectively located 0.5 miles west and 1 mile north of the project site. Additionally, the project does not require the removal of any trees and the property lacks rock outcroppings, historic buildings, or other scenic resources that could be affected by the project. The flat topography of the subject property and surrounding improvements/vegetation are expected to limit the extent to which the project would be visible when viewed from a distance. T two sparsely populated public roads would further limit the potential aesthetic impacts in terms of public views of the project site. As such, given the lack of scenic resources on the subject property and its surroundings, the development of the project site with a permitted land use would involve relatively low potential for aesthetic impacts. In consideration of the foregoing, aesthetic impacts relating to the project are expected to occur at less than significant levels. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 2 (Neighbor 2): Mrs. Morse expressed concern with the project resulting in potential glare during the day, and night views obscured by security lighting. Response: Aesthetic impacts related to lighting and glare are discussed in Section 1a of the draft MND. With respect to lighting, the County solar ordinance prohibits lighting except as necessary for the operation of the facility. Since the facility is unmanned and the solar panels only function during the daytime, the site has minimal need for auxiliary nighttime lighting. The project would expectedly include lighting at the facility access point along the Byer Road frontage, and near the equipment pad to facilitate maintenance of the facility should the need to service any components of the facility arise at night. If approved, the developer will be required to demonstrate compliance with the solar ordinance by providing a lighting plan indicating the location of all light fixtures, as well as a written statement justifying why the light is needed at this location. The projec solar ordinance would ensure that site lighting would have less than significant impacts in the general vicinity. Due to the fact that the eastern adjacent parcel owned by neighbor 2 lacks habitable structures the land does not appear to be actively farmed, the project would have little opportunity to adversely affect persons on this property due to glare during the day or light pollution at night. The comments do Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 3 not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 3 (Neighbor 2): Mrs. Morse indicates that the value of their property is mainly determined by its value as a scenic rural building site. Response: Mr. & Mrs. Morse are former owners of the project site as listed on Minor Subdivision Application CDMS05-00020, which created the project site and the eastern adjoining parcel. The comments indicate that neighbor 2 has retained the 15-acre parcel adjacent to the east of the project site as an investment as well as to preserve the views and privacy of their daughter, who owns a 5-acre Upon conveying the project site via Grant Deed recorded on December 1, 2010, the Morses relinquished development rights - as well as the right to preserve existing undeveloped views - over the project site. The project would obstruct western views from within the Morses land by constructing solar arrays , but not in a manner which would constitute potentially significant environmental impact. The extent to which western views would be obstructed is substantially similar to obstructions that would expectedly result from other permitted agricultural land uses such as for orchards or the construction of residential and/or agricultural structures. For example, the area of work was previously planted as an Olive Orchard, which covered most of the land now proposed for solar generation with trees capable of exceeding 20-feet in height when mature. The commercial solar generation facility would in no way prevent the Morses from maintaining clear northerly views over their land for the benefit of their property, nor from developing their land with residential or agricultural land uses permitted within the A-3-SG zoning district in which it is located. As mentioned previously, there are no scenic highways, scenic vistas, or scenic waterways in the immediate project vicinity, for which the project could adversely affect views of. Additionally, the project would only affect westerly views from the neighboring parcel and would not alter the rural agricultural character of the agricultural lands north, south, and east of their parcel. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. B. Air Quality, Environmental Checklist Section 3 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the construction phase of the project will result in dust affecting their property. Response: The draft MND prepared for the project discusses potential air quality impacts resulting from the project, which includes the potential to expose sensitive receptors to substantial pollutant concentrations, including dust. Since the operation of the facility is emission free, the draft MND specifies that such impacts would be temporary in nature, limited to construction activities to construct the facility. Mitigation Measure AIR-1 was identified therein which would require the applicant to Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 4 implement Bay Area Air Quality Management District Basic Construction Mitigation Measures, including covering of trucks transporting loose materials, regular sweeping of the construction site, on- site speed limits for construction vehicles, and management measures for stockpiles of dirt or sand on site. The implementation of Mitigation Measure AIR-1 will prevent excessive dust during construction activities to the extent practicable. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. C. Biological Resources, Environmental Checklist Section 4 Comment 1 (Neighbor 2): Mrs. Morse expressed concern with the projects impact on wildlife species occurring in the area. Response: The comments report that various wildlife species are observable from their daughters parcel, southeast of the project site, including Great Blue Herons, Egrets, owls, jack rabbits, turtles frogs, & many varieties of hawks. The draft MND prepared for this project included analysis of potential impacts on protect/special status species known to occur in the area. Although Great Blue Herons and Egrets, and many varieties of hawks lack any formal federal or state protective status, they are considered protected under the Migratory Bird Treaty Act, California Fish and Game Code, and the California Environmental Quality Act. The project includes mitigation measure BIO-1 which requires nesting bird surveys prior to ground disturbing activities within nesting season. Since the project does not require the removal of any trees and the area of work is generally devoid of tree cover, minimal impacts to nesting birds are expected to result from the project. However, if nesting birds are discovered within the project area during preconstruction surveys, then appropriate buffer zones shall be established, as determined by a qualified consulting biologist, until the young have fledged or the nest becomes otherwise inactive. The biological resources analysis also includes mitigation measures designed to minimize impacts on protected or special status wildlife species having potential to occur on or around the project site. Mitigation measures BIO-2 through BIO-4 include specific mitigation measures for such species, Western The comments do not identify any protected or special status species that were not analyzed for the project within the draft MND. Therefore, comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. D. Hazards and Hazardous Materials, Environmental Checklist Section 9 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the commercial solar facility could present health risks related to carcinogens, and that stormwater runoff from the site may introduce toxins into the groundwater. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 5 Response: As discussed within the Hazardous Material section of the draft MND, the operation of commercial solar generation facilities does not involve the routine handling, storage, or transportation of hazardous materials. Staff is not aware of any studies suggesting that there are carcinogenic hazards associated with the routine operation of solar panels, and the comments did not provide any substantiation for this concern. The project is located in an agricultural area of the County where chemicals (e.g. fertilizers and pesticides) are routinely dispersed for the maintenance of crops. Other potential sources of agricultural-related contaminants include the keeping of livestock and management of associated waste. Comparatively speaking, the proposed solar farm would expectedly have a lower potential for introducing contaminants into the environment than the aforementioned agricultural land uses that are typical of lands in this zoning district since the project does not involve the use or storage of hazardous materials. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. E. Hydrology and Water Quality, Environmental Checklist Section 10 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the commercial solar facility could present health risks related to carcinogens, and that stormwater runoff from the site may introduce toxins into the groundwater. Response: The drainage plan for the project for the site is designed to treat stormwater originating on that the project would result in only 4,712 square feet of new impervious surface on the 14.27-acre of a building permit, the applicant would be required to prepare a stormwater control plan for small land development, to be reviewed and approved by the Engineering Services Division of the Department of Public Works. The final drainage is also subject to compliance with the County Stormwater Management and Discharge Control Ordinance and the National Pollutant Discharge Elimination System. Considering that the routine operation of the facility would not involve the handling or storage of hazardous materials, the potential for stormwater runoff to introduce toxins into the ground water is low relative to typical agricultural land use. applicable stormwater management policies will ensure that the project has minimal impact on groundwater quality on and around the project site. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 2 (Central Valley Regional Water Quality Control Board): In a letter dated June 16, 2023, the Central Valley Regional Water Quality Control Board (CVRWQCB) summarized applicable regulations pertaining to protecting the quality of surface and groundwaters of the state including provisions of the United States Clean Water Act and antidegradation policies within the States Water Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 6 Quality Control Plan for the Sacramento and San Joaquin River Basins. The letter further denotes permitting requirements for certain activities within the Basin, including Construction Storm Water General Permit, Industrial Stormwater General Permit, Clean Water Act Section 404/401 Permits, Waste Discharge Requirement permit, Dewatering Permit, and National Pollutant Discharge Elimination System Permit. Response: Section 10 of the draft MND prepared for this project discusses potential project-related impacts relating to drainage and stormwater management. The MND states that the project, resulting in 4,712 square feet of new impervious surface on the 14.27-acre project site, would have a negligible effect on the existing drainage pattern for the subject property and surrounding area. The site drainage plan would allow for the stormwaters originating on or traversing the subject property to percolate on site in a manner substantially similar to existing conditions. The onsite detention of stormwaters does not involve discharging concentrated runoff into waterways, or existing storm drainage facilities discharging into waterways. Additionally, the project does not disturb wetlands or any bodies of water (e.g. creek, stream, river, etc.). Further, the routine operation of the commercial solar generation facility does not produce waste, hazardous or otherwise, that could introduce toxins into the environment resulting in degraded groundwater. Based on the above, the report concludes that the project would result in less than significant hydrologic impacts and would not expectedly contribute to degradation of ground water or surface waters to any significant degree. The CVRWQCB comments do not identify potentially significant environmental impacts that were not discussed in the draft MND, nor do they suggest that the findings or conclusions therein are inadequate for the purposes of the environmental review prepared for the proposed project. Therefore, the CVRWQCB comments are considered advisory to the project proponent of permitting requirements that may be applicable to the project prior to the issuance of permits. As such, staff has added clarifying language to section 10a of the draft MND, specifying that construction plans for the facility may be subject to review and further permitting requirements from the United States Army Corps of Engineers (USACE) as well as the CVRQCB if it is determined that the project could affect jurisdictional waters. If approved, the project conditions of approval include advisory notices notifying the project proponent that the final development plans may be subject to additional permitting, including those of the USACE and the CVRWQCB. F. Noise, Environmental Checklist Section 13 Comment 1 (Neighbor 1): The comments expressed concern with noise impacts project construction. Response: Section 13 of the draft MND prepared for the project discusses noise impacts potentially arising from the proposed project. It is specified therein that the General Plan indicates that noise levels of 75dB or lower are normally acceptable, and noise levels between 70-80 dB are conditionally acceptable in agricultural areas. The routine operation of solar panels within the proposed facility would Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 7 involve the use of noise-generating equipment. Thus, the operation of the facility would not exceed the acceptable levels specified within the General Plan. The project would entail temporary noise impacts throughout the construction phase of the project as a result of equipment, vehicles, and construction personnel onsite to build the facility. Considering the temporary nature of the construction phase of the project, as well as the fact that the project does not require mass grading or other substantial alteration to the land, the report concludes that the project construction would not result in a substantial prolonged noise increase for the surrounding area. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Additionally, the project site is located in a sparsely populated area, with only two residences (including that owned by Neighbor 1) located within 500 feet of the area of work, and an additional seven within 1,000 feet of the area of work. Each of the aforementioned residences within 1,000 feet of the project specifies that lands located near an agricultural operation may at times be subject to noise arising from the operation of machinery (including aircraft) during any time of day or night, as necessitated by agricultural activities. The noise levels associated with project construction activities -only occurring during daytime - would expectedly be consistent with those arising from agricultural operations that routinely occur in this area of the County. The project includes a condition of approval limiting construction hours to weekdays between 8:00am 5:00 pm and prohibiting work on weekends and holidays. G. Public Services, Environmental Checklist Section 15 Comment 1 (Neighbor 1): The comments expressed concern with electrical fire hazards arising from the operation of the facility. Response: The proposed facility, including the ground mounted arrays and associated electrical work to interconnect to existing PG&E infrastructure within the Byer Road right-of-way, is subject to plan review and inspections to ensure that it is compliant with all applicable provisions of the California Building Code and California Fire Code that are in effect at the time when building permits are submitted. The project has been reviewed by the East Contra Costa Fire Protection Division and their comments did not indicate that there is an increased fire hazard associated with such facilities. Thus, no significant impacts relating to fire risk are expected as a result of the project. III. Staff-Initiated Text Changes This section includes edits to the text of the draft MND. Deleted text is shown with strikethrough text and new text is indicated by double underlined text. The text changes occur in the following location. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 8 Environmental Checklist Section 10. Hydrology and Water Quality The first paragraph of the discussion in Section 10.a of the MND initial study is revised to add clarifying information as follows: The proposed project would comply with applicable water quality and discharge requirements. Contra Costa County, the Contra Costa County Flood Control and Water Conservation District, and 16 incorporated cities in the county have formed the Contra Costa Clean Water Program. In October 2009, the Regional Water Quality Control Board for the San Francisco Bay Region (RWQCB) adopted the National Pollutant Discharge Elimination System (NPDES) Municipal Regional Permit for the Program, which regulates discharges from municipal storm drains. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. The County has the authority to enforce compliance with its Municipal Regional Permit through the redeveloping at least 10,000 square feet of impervious surface shall treat stormwater runoff with permanent stormwater management facilities, along with measures to control runoff rates and volumes. Construction plans for the facility may be subject to review and further permitting requirements from the United States Army Corps of Engineers (USACE) as well as the Central Valley Regional Water Quality Control Board (CVRWQB), if it is determined that th responsibility to obtain all necessary permits from USACE and CVRWQCB. If the project is approved, the conditions of approval will include advisory notices specifying other agencies from whom other permits/approvals may be necessary, including the USACE and CVRWQCB. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 ATTACHMENT A From:Kazken123 To:Adrian Veliz Subject:Proposed solar farm ,byer road 94514 Date:Monday, June 26, 2023 7:32:32 AM Attachments:Screenshot_20230621_071756_Chrome.jpg Screenshot_20230621_072154_Chrome.jpg Dear Mr Veliz With reference to the proposed solar farm to be installed County file number CDLP22-02036. We have been in our home for 10 years and moved to ag land to see fields and a feel of country life surrounding us , to see a field of steel and glass is and wasn't our vision when we purchased . We are concerned due to the impact it could/would cause to health(cancers for one) , environmental and property values I have attached a few random things pulled from Google which hope help substantiate our concerns, We are not against renewable green energy by anymeans as we have a residential type solar system ourselves but away from our property and not 2.83 megawatts , Our other concern is rain water and water runoff as the area concerned isn't that far away from our well and we are concerned about toxins from water cooking on solar panels then draining onto the ground and our well water , the construction of said area is a concern for us as home owners too with dust , noise and of course once built and operational electrical fire hazards too . This is nothing personal to the property owners as we have always had a good neighborly relationship but we just do not wish for this to be approved for the reasons described in this letter . Yours faithfully Ken Gardner 3600 byer road Byron 94514 Sent from AOL on Android From:Joanie Morse To:Adrian Veliz Subject:Response to CDLP22-02036 Rancho Sereno Clean Power Project Date:Tuesday, June 20, 2023 2:57:56 PM I mailed a copy 6/20/2023 Please respond to this email as a receipt. June 19, 2023 Contra County County Department of Conservation & Development Attn: Adrian Veliz 30 Muir Road Martinez, CA Dear Adrian, I am so disturbed by the county even considering a solar plant in our neighborhood which is zoned agricultural. We purchased the adjacent fifteen acres with the intent of building a home to retire on. Because our situation changed, we decided not to build, but kept the property as an investment. We also kept it to protect the views and privacy of our daughter who owns the adjoining property south of ours. We have had 23 years of the most rewarding family life at our daughter’s five acres. It is amazing to sit on her patio & watch the wildlife. There are so many different birds. We even have a Great Blue Heron visit the little pond to eat fish. One morning while having coffee I saw seven Egrets at the drainage pipe. There are owls, jackrabbits, turtles, frogs & many varieties of hawk. I can’t imagine our properties without these wonderful creatures. It would break my heart to see them all go away. When we bought the property, the expectation was that it would be in a neighborhood of agriculture and upscale housing. Now we are being told that our entire western view may be blocked by solar panels with a height limit of 25 feet. In addition, there is a possibility of potentially blinding glare during the day and night views obscured by security lighting. Our property value is mainly determined by its value as a scenic rural building site, not the value of existing crops. Are there any plans to mitigate these potentially significant financial and quality-of-life impacts to the neighboring properties? There are so many other places to build a solar plant where you would not devastate the lives of all who live around here. Please rethink your plans. Sincerely yours, Joan Morse 2578 Regent Road, Livermore CA 94550 Central Valley Regional Water Quality Control Board 16 June 2023 Adrian Veliz Contra Costa County 30 Muir Road Martinez, CA 94553 adrian.veliz@dcd.cccounty.us COMMENTS TO REQUEST FOR REVIEW FOR THE MITIGATED NEGATIVE DECLARATION, RANCH SERENO CLEAN POWER PROJECT, SCH#2023050650, CONTRA COSTA COUNTY Pursuant to the State Clearinghouse 26 May 2023 request, the Central Valley Regional Water Quality Control Board (Central Valley Water Board) has reviewed the Request for Review for the Mitigated Negative Declaration for the Ranch Sereno Clean Power Project, located in Contra Costa County. Our agency is delegated with the responsibility of protecting the quality of surface and groundwaters of the state; therefore, our comments will address concerns surrounding those issues. I. Regulatory Setting Basin Plan The Central Valley Water Board is required to formulate and adopt Basin Plans for all areas within the Central Valley region under Section 13240 of the Porter-Cologne Water Quality Control Act. Each Basin Plan must contain water quality objectives to ensure the reasonable protection of beneficial uses, as well as a program of implementation for achieving water quality objectives with the Basin Plans. Federal regulations require each state to adopt water quality standards to protect the public health or welfare, enhance the quality of water and serve the purposes of the Clean Water Act. In California, the beneficial uses, water quality objectives, and the standards are also contained in the National Toxics Rule, 40 CFR Section 131.36, and the California Toxics Rule, 40 CFR Section 131.38. The Basin Plan is subject to modification as necessary, considering applicable laws, policies, technologies, water quality conditions and priorities. The original Basin Plans were adopted in 1975, and have been updated and revised periodically as required, using Basin Plan amendments. Once the Central Valley Water Board has adopted a Basin Plan amendment in noticed public hearings, it must be approved by the State Water Resources Control Board (State Water Board), Office of Jun 16 2023 Ranch Sereno Clean Power Project - 2 - 16 June 2023 Contra Costa County Administrative Law (OAL) and in some cases, the United States Environmental Protection Agency (USEPA). Basin Plan amendments only become effective after they have been approved by the OAL and in some cases, the USEPA. Every three (3) years, a review of the Basin Plan is completed that assesses the appropriateness of existing standards and evaluates and prioritizes Basin Planning issues. For more information on the Water Quality Control Plan for the Sacramento and San Joaquin River Basins, please visit our website: http://www.waterboards.ca.gov/centralvalley/water_issues/basin_plans/ Antidegradation Considerations All wastewater discharges must comply with the Antidegradation Policy (State Water Board Resolution 68-16) and the Antidegradation Implementation Policy contained in the Basin Plan. The Antidegradation Implementation Policy is available on page 74 at: https://www.waterboards.ca.gov/centralvalley/water_issues/basin_plans/sacsjr_2018 05.pdf In part it states: Any discharge of waste to high quality waters must apply best practicable treatment or control not only to prevent a condition of pollution or nuisance from occurring, but also to maintain the highest water quality possible consistent with the maximum benefit to the people of the State. This information must be presented as an analysis of the impacts and potential impacts of the discharge on water quality, as measured by background concentrations and applicable water quality objectives. The antidegradation analysis is a mandatory element in the National Pollutant Discharge Elimination System and land discharge Waste Discharge Requirements (WDRs) permitting processes. The environmental review document should evaluate potential impacts to both surface and groundwater quality. II. Permitting Requirements Construction Storm Water General Permit Dischargers whose project disturb one or more acres of soil or where projects disturb less than one acre but are part of a larger common plan of development that in total disturbs one or more acres, are required to obtain coverage under the General Permit for Storm Water Discharges Associated with Construction and Land Disturbance Activities (Construction General Permit), Construction General Permit Order No. 2009-0009-DWQ. Construction activity subject to this permit includes clearing, grading, grubbing, disturbances to the ground, such as stockpiling, or excavation, but does not include regular maintenance activities performed to restore the original line, grade, or capacity of the facility. The Construction General Permit requires the development and implementation of a Storm Water Pollution Prevention Plan (SWPPP). For more information on the Construction General Permit, visit the State Water Resources Control Board website at: http://www.waterboards.ca.gov/water_issues/programs/stormwater/constpermits.sht ml Ranch Sereno Clean Power Project - 3 - 16 June 2023 Contra Costa County Industrial Storm Water General Permit Storm water discharges associated with industrial sites must comply with the regulations contained in the Industrial Storm Water General Permit Order No. 2014- 0057-DWQ. For more information on the Industrial Storm Water General Permit, visit the Central Valley Water Board website at: http://www.waterboards.ca.gov/centralvalley/water_issues/storm_water/industrial_ge neral_permits/index.shtml Clean Water Act Section 404 Permit If the project will involve the discharge of dredged or fill material in navigable waters or wetlands, a permit pursuant to Section 404 of the Clean Water Act may be needed from the United States Army Corps of Engineers (USACE). If a Section 404 permit is required by the USACE, the Central Valley Water Board will review the permit application to ensure that discharge will not violate water quality standards. If the project requires surface water drainage realignment, the applicant is advised to contact the Department of Fish and Game for information on Streambed Alteration Permit requirements. If you have any questions regarding the Clean Water Act Section 404 permits, please contact the Regulatory Division of the Sacramento District of USACE at (916) 557-5250. Clean Water Act Section 401 Permit Water Quality Certification If an USACE permit (e.g., Non-Reporting Nationwide Permit, Nationwide Permit, Letter of Permission, Individual Permit, Regional General Permit, Programmatic General Permit), or any other federal permit (e.g., Section 10 of the Rivers and Harbors Act or Section 9 from the United States Coast Guard), is required for this project due to the disturbance of waters of the United States (such as streams and wetlands), then a Water Quality Certification must be obtained from the Central Valley Water Board prior to initiation of project activities. There are no waivers for 401 Water Quality Certifications. For more information on the Water Quality Certification, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/water_issues/water_quality_certificatio n/ Waste Discharge Requirements Discharges to Waters of the State If USACE determines that only non-jurisdictional waters of the State - project may require a Waste Discharge Requirement (WDR) permit to be issued by Central Valley Water Board. Under the California Porter-Cologne Water Quality Control Act, discharges to all waters of the State, including all wetlands and other waters of the State including, but not limited to, isolated wetlands, are subject to State regulation. For more information on the Waste Discharges to Surface Water NPDES Program and WDR processes, visit the Central Valley Water Board website at:https://www.waterboards.ca.gov/centralvalley/water_issues/waste_to_surface_wat er/ Projects involving excavation or fill activities impacting less than 0.2 acre or 400 linear feet of non-jurisdictional waters of the state and projects involving dredging activities impacting less than 50 cubic yards of non-jurisdictional waters of the state Ranch Sereno Clean Power Project - 4 - 16 June 2023 Contra Costa County may be eligible for coverage under the State Water Resources Control Board Water Quality Order No. 2004-0004-DWQ (General Order 2004-0004). For more information on the General Order 2004-0004, visit the State Water Resources Control Board website at: https://www.waterboards.ca.gov/board_decisions/adopted_orders/water_quality/200 4/wqo/wqo2004-0004.pdf Dewatering Permit If the proposed project includes construction or groundwater dewatering to be discharged to land, the proponent may apply for coverage under State Water Board General Water Quality Order (Low Threat General Order) 2003-0003 or the Central Requirements (Low Threat Waiver) R5-2018-0085. Small temporary construction dewatering projects are projects that discharge groundwater to land from excavation activities or dewatering of underground utility vaults. Dischargers seeking coverage under the General Order or Waiver must file a Notice of Intent with the Central Valley Water Board prior to beginning discharge. For more information regarding the Low Threat General Order and the application process, visit the Central Valley Water Board website at: http://www.waterboards.ca.gov/board_decisions/adopted_orders/water_quality/2003/ wqo/wqo2003-0003.pdf For more information regarding the Low Threat Waiver and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/board_decisions/adopted_orders/waiv ers/r5-2018-0085.pdf Limited Threat General NPDES Permit If the proposed project includes construction dewatering and it is necessary to discharge the groundwater to waters of the United States, the proposed project will require coverage under a National Pollutant Discharge Elimination System (NPDES) permit. Dewatering discharges are typically considered a low or limited threat to water quality and may be covered under the General Order for Limited Threat Discharges to Surface Water (Limited Threat General Order). A complete Notice of Intent must be submitted to the Central Valley Water Board to obtain coverage under the Limited Threat General Order. For more information regarding the Limited Threat General Order and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/board_decisions/adopted_orders/gene ral_orders/r5-2016-0076-01.pdf NPDES Permit If the proposed project discharges waste that could affect the quality of surface waters of the State, other than into a community sewer system, the proposed project will require coverage under a National Pollutant Discharge Elimination System (NPDES) permit. A complete Report of Waste Discharge must be submitted with the Central Valley Water Board to obtain a NPDES Permit. For more information Ranch Sereno Clean Power Project - 5 - 16 June 2023 Contra Costa County regarding the NPDES Permit and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/help/permit/ If you have questions regarding these comments, please contact me at (916) 464-4684 or Peter.Minkel2@waterboards.ca.gov. Peter Minkel Engineering Geologist cc: Office of Planning and Research, Sacramento ATTACHMENT 7 MITIGATION MONITORING AND REPORTING PROGRAM Mitigation Monitoring and Reporting Program County File #CDLP22-02036 0 Byer Rd Byron, CA 94514 May, 2023 Page 2 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) SECTION 3: AIR QUALITY Potentially Significant Impacts: Potential Impact:Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measures(s): Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: 1. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. 2. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. 3. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. 4. All vehicle speeds on unpaved roads shall be limited to 15 mph. 5.All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. 6. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. 7. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). 8. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). 9.Install sandbags or other erosion control measures to prevent silt runoff to public roadways. 10. Replant vegetation in disturbed areas as quickly as possible. 11.Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne Page 3 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) toxics control measure Title 13, Section 2485 of California Code of Regulations [CC R]). Clear signage shall be provided for construction workers at all access points. 12. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. 13. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Implementing Action:COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification:CDD staff Compliance Verification: Review of construction plans verifying AIR-1 measures are included in plan notes printed thereon. SECTION 4: BIOLOGICAL RESOURCES Potentially Significant Impacts: Potential Impact (Nesting Birds) BIO-1:The Proposed Project’s construction activities could result in the destruction or abandonment of nests of special-status or nonspecial-status bird species protected under the MBTA, CFGC, and CEQA. Potential Impact (Burrowing Owl) BIO-2: The proposed project’s construction activities could result in the destruction or abandonment of nests or wintering refugia of burrowing owl. Potential Impact (Swainson’s Hawk) BIO-3:Construction activities may result in disturbance of active Swainson’s hawk nesting. Potential Impact BIO-4 (Swainson’s hawk foraging): The installation of solar infrastructure within the project area would result in removal of suitable Swainson’s hawk foraging habitat. Page 4 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) Potential Impact BIO-5 (San Joaquin Kit Fox): The following mitigation measures shall be implemented to prevent potential impacts to San Joaquin kit fox. Mitigation Measures(s): Mitigation Measure BIO-1: To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine thepresence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending onspecies, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. Mitigation Measure BIO-2a: Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediatevicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. Mitigation Measure BIO-2b: Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed, Page 5 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. Mitigation Measure BIO-3a: Prior to construction, an agency approved biologist shall conduct a pre-construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified,the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). Mitigation Measure BIO-3b: Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). Mitigation Measure BIO-3c: During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young Page 6 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. Equipment shall be refueled offsite to the extent possible. If refueling is needed onsite, it will occur at least 100 feet from a surface water feature, and in a designated refueling area with secondary containment/plastic sheeting and a spill containment kit. Spill prevention and cleanup kits shall be available on the site at all times either in construction trucks or equipment. If contaminated soils or materials are discovered on the project site, they will be excavated and removed from the site and disposed of appropriately. Mitigation Measure BIO-4:The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. Mitigation Measure BIO-5:A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground-or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. Implementing Action:COA Timing of Verification:Prior to ground disturbing activities Party Responsible for Verification:CDD staff, Consulting Biologist. Compliance Verification: Review of Biologist’s report Page 7 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) SECTION 5: CULTURAL RESOURCES Potentially Significant Impacts: Potential Impact:Subsurface construction activities could potentially damage or destroy previously undiscovered historic and prehistoric resources. Potential Impact:Surface construction activities could potentially damage or destroy previously undiscovered archeological resource. Potential Impact:Surface construction activities could potentially damage or destroy previously undiscovered human remains Mitigation Measure(s): Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitte d to the Northwest Information Center and appropriate Contra Costa County agencies. Page 8 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) b. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. Implementing Action:COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification:CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. SECTION 7: GEOLOGY & SOILS Potentially Significant Impacts: Potential Impact:There is a possibility that buried fossils and other paleontological resources could be present and accidental discovery could occur. Mitigation Measure(s): CUL-1:The implementation of the above-described Mitigation Measure CUL-1 would reduce potential impact on previously undiscovered paleontological resources to a less than significant level. Implementing Action:COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Page 9 of 9 Abbreviations:Mitigation Monitoring Program Condition of Approval (COA)CDLP22-02036 Community Development Division (CDD) Party Responsible for Verification:CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. SECTION 18: TRIBAL CULTURAL RESOURCES Potentially Significant Impacts: Potential Impact:Construction and grading could cause ground disturbance which may impact heretofore undocumented tribal cultural resources. Potential Impact:The project could cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is a resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set fort h in subdivision (c) of Public Resources Code Section 5024.1. The expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Mitigation Measure:Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. Implementing Action:COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification:CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. EXHIBIT 5 PUBLIC NOTICING FOR MARCH 18, 2024 ZONING ADMINISTRATOR MEETING I certify (or declare) under the penalty of perjury that the foregoing is true and correct. Executed at Walnut Creek, California. On this 7th day of March, 2024. Legal No. East County Times Bay Area News Group 5179 Lone Tree Way Antioch, CA 94531 925-779-7115 PROOF OF PUBLICATION FILE NO. CDLP22-02036 East County Times I am a citizen of the United States. I am over the age of eighteen years and I am not a party to or interested in the above entitled matter. I am the Legal Advertising Clerk of the printer and publisher of the East County Times, a newspaper published in the English language in the City of Antioch, County of Contra Costa, State of California. I declare that the East County Times is a newspaper of general circulation as defined by the laws of the State of California as determined by court decree dated January 6, 1919, Case Number 8268 and modified January 19, 2006, Case Number N05-1494. Said decree states that the East County Times is adjudged to be a newspaper of general circulation for the City of Antioch, County of Contra Costa and State of California. Said order has not been revoked. I declare that the notice, of which the annexed is a printed copy, has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to wit: 03/07/2024 Signature 2002987 CCC COMMUNITY DEVELOPMENT ATTN: LENARD UY 30 MUIR RD MARTINEZ, CA 94553 0006813819 1r.BP316-07/17/17 EXHIBIT 6 CONTRA COSTA COUNTY RENEWABLE RESOURCE POTENTIAL STUDY Contra Costa County Renewable Resource Potential Study December 18, 2018 Prepared for: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 i Acknowledgements The work upon which this publication is based was funded in whole or in part through a grant awarded by the California Strategic Growth Council. The Contra Costa County Department of Conservation and Development was the recipient of Grant Number 3017-502, of the 2017 Sustainable Communities Planning Grant & Incentives Program Best Practices Pilot. The research was informed by conversations with numerous County staff members and dozens of committed external stakeholders including utility and community choice energy representatives, environmental organizations, city staff, Contra Costa County Sustainability Commission members, solar developers, solid waste disposal companies, wastewater districts, and other interested parties. Lead Authors: Philip Kreycik, The Cadmus Group Graham Stevens, The Cadmus Group Supervision, Coordination, and Geographic Data Development: Chris Howard, Contra Costa County Department of Conservation and Development John Kopchik, Contra Costa County Department of Conservation and Development Jody London, Contra Costa County Department of Conservation and Development Contributors: Jason Crapo, Contra Costa County Department of Conservation and Development Frank Di Massa, Contra Costa County Public Works Department Deidra Dingman, Contra Costa County Department of Conservation and Development Telma Moreira, Contra Costa County Department of Conservation and Development Will Nelson, Contra Costa County Department of Conservation and Development ii Table of Contents Acknowledgements .............................................................................................................................. i Table of Contents ................................................................................................................................. ii 1. Executive Summary ....................................................................................................................... 7 1.1. Quantification of Technical Potential ....................................................................................... 8 1.2. Extending the Benefits of Renewables to All .......................................................................... 11 1.3. Leading by Example ................................................................................................................ 12 1.4. Planning and Zoning Options .................................................................................................. 12 1.4.1. Rooftop Solar .................................................................................................................. 13 1.4.2. Ground Mounted Solar ................................................................................................... 13 1.4.3. Wind ................................................................................................................................ 14 1.4.4. Bioenergy ........................................................................................................................ 15 1.5. Conclusion ............................................................................................................................... 15 2. Introduction ................................................................................................................................ 19 2.1. Purpose ................................................................................................................................... 20 2.2. Scope ....................................................................................................................................... 21 2.3. Context .................................................................................................................................... 22 2.3.1. California Renewables—Goals, Timelines, and Progress ................................................ 22 2.3.2. MCE in Contra Costa County ........................................................................................... 26 2.3.3. Market Status of Solar, Wind, Biomass, and Biogas in California ................................... 27 3. Renewable Resource Quantification ............................................................................................ 32 3.1. General Methodology Considerations .................................................................................... 32 3.1.1. Stakeholder Input ............................................................................................................ 32 3.2. Solar Methodology and Results .............................................................................................. 33 3.2.1. Rooftop Solar .................................................................................................................. 35 3.2.2. Parking Lot Solar ............................................................................................................. 40 3.2.3. Ground-Mounted Solar ................................................................................................... 44 3.2.4. Total Solar Technical Potential ........................................................................................ 55 3.2.5. Indicative Economic Potential ......................................................................................... 59 3.3. Wind ........................................................................................................................................ 61 3.3.1. Large Wind Farms ........................................................................................................... 61 iii 3.3.2. Small-Scale Wind ............................................................................................................. 64 3.4. Biomass ................................................................................................................................... 66 3.4.1. 2018 California Biomass Market Status .......................................................................... 66 3.4.2. Biomass Resources in Contra Costa County .................................................................... 67 3.4.3. Technically Available Biomass Resources Summary ....................................................... 72 3.5. Biogas ...................................................................................................................................... 73 3.5.1. 2018 CA Biogas Market Status ........................................................................................ 73 3.5.2. Biogas Resources in Contra Costa County ...................................................................... 74 3.5.3. Technically Available Biogas Resources Summary .......................................................... 79 3.6. Overall Summary of Resource Potential ................................................................................. 81 3.6.1. Breakout of Potential in Specific Location Types Within the County ............................. 81 3.6.2. Development Challenges and Success Factors ............................................................... 84 4. Zoning Options ............................................................................................................................ 86 4.1. General Methodology ............................................................................................................. 86 4.2. Which Counties Have Had the Most Success Developing Renewables? ................................ 87 4.3. Rooftop Solar .......................................................................................................................... 89 4.3.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development Rooftop Solar in Contra Costa County? ......................................................................................... 89 4.3.2. Actions for Consideration ............................................................................................... 89 4.4. Ground-Mounted Solar ........................................................................................................... 91 4.4.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development of Ground-Mounted Solar in Contra Costa County? .......................................................................... 91 4.4.2. Planning Considerations for Ground-Mounted Solar ..................................................... 92 4.4.3. Options to Facilitate Appropriate Solar Development Through Planning and Zoning Action ................................................................................................................................. 94 4.4.4. Actions for Consideration ............................................................................................... 95 4.5. Large-Scale Wind ..................................................................................................................... 98 4.5.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development of Large-Scale Wind in Contra Costa County? ................................................................................... 98 4.5.2. Planning Considerations for Large-Scale Wind ............................................................... 99 4.5.3. Options to Facilitate Appropriate Wind Development through Planning and Zoning Action ....................................................................................................................................... 100 4.5.4. Actions for County Consideration ................................................................................. 100 iv 4.6. Small-Scale Wind ................................................................................................................... 101 4.6.1. Do the County’s Planning and Zoning Policies Facilitate Small-Scale Wind Development? ....................................................................................................................................... 101 4.6.2. Planning Considerations for Small-Scale Wind ............................................................. 101 4.6.3. Options to Facilitate Small-Scale Wind Through Planning and Zoning Action .............. 101 4.6.4. Actions for County Consideration ................................................................................. 102 4.7. Bioenergy (Biomass and Biogas) ........................................................................................... 102 4.7.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Biomass/Biogas Development? .............................................................................................................................. 102 4.7.2. Planning Considerations for Biomass and Biogas ......................................................... 102 4.7.3. Options to Facilitate Bioenergy Development Through Planning and Zoning Action .. 102 4.7.4. Actions for County Consideration ................................................................................. 103 5. Conclusions ............................................................................................................................... 104 Appendix A: Solar Potential on County Owned and Leased Facilities ................................................ 107 Appendix B: Google Project Sunroof Solar Potential by Census Tract ................................................ 108 Appendix C: Glossary ....................................................................................................................... 114 Appendix D: Cartography ................................................................................................................. 116 Tables Table 1. Renewable Resource Technical Potential in Contra Costa Countya ................................................ 9 Table 2. Solar Project Costs ......................................................................................................................... 11 Table 3. Resource Potential in Disadvantaged Tracts ................................................................................. 12 Table 4. Additional Solar Capacity on County-Owned and Leased Buildings ............................................. 12 Table 5. Wholesale Electricity Cost Comparison ......................................................................................... 31 Table 6. Parking Lot Solar Potential ............................................................................................................ 43 Table 7. Ground Mounted Solar Potential on Urban Land Unlikely to Be Developed (ULUTBD) ............... 52 Table 8. Ground Mount Rural Solar Potential by Proximity to Substation ................................................. 55 Table 9. Contra Costa County Total Solar Potential .................................................................................... 56 Table 10. Factors Affecting Economic Viability of Solar Projects, by Project Type ..................................... 60 Table 11. Contra Costa Large Scale Wind Potential .................................................................................... 63 Table 12. Agricultural Waste Available ....................................................................................................... 69 Table 13. Contra Costa County Wood Chipping and Grinding Facilities ..................................................... 70 v Table 14. Technically Available Biomass Contra Costa County ................................................................... 72 Table 15. Contra Costa Wastewater Treatment Facilities .......................................................................... 76 Table 16. Existing Contra Costa County Landfill Gas Projectsa ................................................................... 79 Table 17. Contra Costa County Landfill Gas Potential ................................................................................ 79 Table 18. Technically Available Biogas Contra Costa County Potential ...................................................... 80 Table 19. Contra Costa County Renewable Resource Technical Potential ................................................. 81 Table 20. Disadvantaged Community Solar Potential ................................................................................ 82 Table 21. County-Owned and Leased Solar Potential ................................................................................. 83 Table 22. MCE-Eligible Solar Resourcesa in Contra Costa County ............................................................... 83 Table 23. NWEDI Solar and Wind Resources in Contra Costa Countya ....................................................... 84 Table 24. Existing Renewable Capacity in Nine-County Bay Area Counties, Plus San Joaquin Countya ..... 88 Table 25. Existing Renewable Energy Generation Capacity by County for Bay Area Counties, Sorted by Quantity of Solara ........................................................................................................................... 91 Table 26. Range of Planning and Zoning Options for Ground-Mounted and Parking Lot Solar ................. 94 Table 27. California Large Scale Wind Farmsa ............................................................................................. 99 Table 28. Options for Planning and Zoning Action for Large-Scale Wind ................................................. 100 Table 29. Options for Planning and Zoning Action for Small-Scale Wind ................................................. 101 Table 30. Options for Planning and Zoning Action for Biomass/Biogas ................................................... 102 Table 31. Largest 10 County Owned or Leased Buildings ......................................................................... 107 Table 32. Amount of Rooftop Solar Potential in Each Census Tract ......................................................... 108 Figures Figure 1. Renewable Resource Potential Study Framework ....................................................................... 21 Figure 2. California’s Progress Towards its SB100 Renewable Energy Targets .......................................... 23 Figure 3. California RPS-eligible generation and total estimated capacity ................................................. 24 Figure 4. Depiction of “Behind the Meter” ................................................................................................. 25 Figure 5. Growth in Behind-the-Meter Solar Capacity in California ........................................................... 26 Figure 6. California Hourly Electric Load Less Renewables, 10/22/16 ........................................................ 29 Figure 7. Contra Costa County Solar Insolation .......................................................................................... 34 Figure 8. Contra Costa County Solar Rooftop Potential .............................................................................. 37 Figure 9. Zoomed in screenshot of Google Sunroof’s characterization of rooftop solar availability and shading at DCD’s offices and surrounding buildings in Martinez .................................................. 38 vi Figure 10. Net Metering Definition ............................................................................................................. 39 Figure 11. Substation Locations .................................................................................................................. 43 Figure 12. Ground Mount Solar Exclusion: Slope Less than 10% ................................................................ 45 Figure 13. Multi-Resolution Land Characteristics (MRLC) National Land Cover Database (NLCD) Land Cover Classification ........................................................................................................................ 48 Figure 14. Parks, Open Spaces and Conserved Agricultural Lands ............................................................. 49 Figure 15. Land Unsuitable for Solar Inside the Urban Limit Line .............................................................. 50 Figure 16. Example ULUTBD Highway Cloverleaf Potential Solar Site ........................................................ 51 Figure 17. Contra Costa Prime Soils ............................................................................................................ 54 Figure 18. Contra Costa County Farmland and Prime Soil .......................................................................... 55 Figure 19. Solar Technical Potential Areas in Contra Costa County ........................................................... 57 Figure 20. Agricultural Land of Relatively Low and Least Constraints ........................................................ 58 Figure 21. Wind Technology Evolution ....................................................................................................... 61 Figure 22. Contra Costa County Wind Potential. Source: NREL Wind Prospector ...................................... 62 Figure 23. Biomass Facilities in California ................................................................................................... 66 Figure 24. Biomass Power Plant .................................................................................................................. 68 Figure 25. Contra Costa County Active Landfills ......................................................................................... 71 Figure 26. Anaerobic Digestion Schematic ................................................................................................. 73 Figure 27. Biofuel Research Projects in California ...................................................................................... 74 Figure 28. Manufacturing Firms in Contra Costa County ............................................................................ 78 Contra Costa County Renewable Resource Assessment 7 1. Executive Summary The Contra Costa Renewable Resource Technical Potential Study, funded by a grant from the California Strategic Growth Council, is being conducted to identify opportunities that Contra Costa County can use to expand its leadership in local clean energy production and to bring clean energy’s benefits broadly to County constituents, with attention on how these benefits can be shared with “disadvantaged” communities. The study includes four energy types: solar photovoltaic, wind, biomass combustion, and biogas generation.1 The study has two primary purposes: 1. Quantify the magnitude of available renewable energy resources, identifying where resources could be located within the County, exploring typical cost levels associated with each type and subtype of resource, and identifying constraints and tradeoffs associated with developing resources in each location. 2. Evaluate existing options for updating policy and zoning to facilitate development of renewable resources in the County, while remaining mindful of long-term planning considerations and potential tradeoffs. This study uses resource quality estimates (e.g., annual solar irradiance, wind speeds, energy value of bioenergy feedstocks) and evaluates specific locations for the amount of energy they could generate. Sites assessed were selected by examining system performance, topographic limitations, and environmental and land-use constraints to find the maximum electrical power possible to produce given these technical constraints. The study places a strong emphasis on identifying renewable resources within the Urban Limit Line (ULL), established in 1990 to direct growth to where infrastructure exists and to preserve farmland and open space.2 Nevertheless, the study evaluates certain property types outside of the ULL, including areas that might be suitable for large-scale wind and agricultural lands with the fewest constraints to renewable development (e.g., solar or wind). In addition to the two primary purposes of quantifying the magnitude of available renewable energy resources and exploring policy options to reduce zoning barriers, the project team has worked with seven cities within the County that asked to be included and contributed funding. For these cities, the team has assessed the solar resources that could be sited on City-owned facilities (and in some cases on properties owned by other parties). The cities are Concord, Lafayette, Martinez, Oakley, Pinole, Pleasant Hill, and Walnut Creek. This includes a site-by-site assessment of shading, roof orientation, parking lot 1 Biomass is distinguished from biogas for this study in that biomass resources would be feedstocks that are combusted directly, while biogas is generated from a feedstock (typically by anaerobic digestion), and later combusted for energy. 2 Such resources inside the ULL include solar on rooftops, parking lots, and “urban land unlikely to be developed” (a category defined for this study that includes brownfields, industrial buffer land, surplus land along freeways, and other lands that probably will not be developed for any other purpose and present few, if any, tradeoffs. Contra Costa County Renewable Resource Assessment 8 geometry and size, and other factors that provide a high-level understanding of which of their facilities have the most solar resource. The level of detail is limited to the technical potential and does not address questions of economics or feasibility. This additional work has been facilitated by the coordination between the County and its cities and was entirely separately funded, outside of the Strategic Growth Council grant that funded the majority of the study. The study has benefited from the input of numerous stakeholders, both within County government and external stakeholders from cities within the County, community organizations operating in the County, environmental groups, local renewable energy project developers, utility stakeholders and energy supply stakeholders (both PG&E and MCE), the Contra Costa County Sustainability Commission, and citizens at large. Four meetings have been held throughout 2018 to solicit input from stakeholders on all components of the project, from methodology to resource potential to zoning and policy options. The County thanks these stakeholders for contributing their time and insights throughout the process. 1.1. Quantification of Technical Potential As a technical potential study, this task focuses on the quantification of available resources in the County, considering environmental and land-use constraints, system performance, and site and topographic constraints. Economic constraints are also incorporated at a high level to account for project types that do not tend to be economically feasible (e.g., not including north-facing roof tops for solar, not including large wind farms below a certain size threshold).3 Site-specific attributes are extremely important to any given project’s economic viability, and accordingly, the technical potential estimates should not be viewed as predictions of how much resource would be developed, nor should the estimate be viewed as an endorsement that all of these resources should be developed. Rather the technical potential estimate sets an upper bound to inform how much energy could be developed subject to these constraints with existing technology efficiencies. Subject to these caveats, Table 1 provides a sum of all the possible resources, both in the unincorporated portions of the County and in the cities. At a high level, this table estimates that between 4,674,000 and 7,990,000 megawatt hours (MWh) could be generated within the County by new renewable resources. For reference, total electricity consumption in the County in 2017 was 9,644,000 MWh.4 Of the resource types, rooftop solar by far offers the highest potential, both in terms of capacity and annual generation. Rooftop solar is followed in magnitude by non-urban, ground-mounted solar, on agricultural land with the least constraints. However, such areas have strong competing uses and priorities, such as agriculture, open space, aesthetics, and habitat. Parking lots could serve as a 3 More detail is provided in the methodology section for each of the renewable resource types. 4 It should be noted that new electricity loads have the potential to significantly increase county-wide electricity consumption, including the adoption of electric vehicles and heat pumps. Usage statistic sourced from California Energy Commission: http://ecdms.energy.ca.gov/elecbycounty.aspx. Contra Costa County Renewable Resource Assessment 9 significant solar resource and have the added benefit of providing shade as well as minimal tradeoffs associated with their development. The magnitude of new large wind resources available is significantly lower than the solar resource, and while significant siting challenges make the development of this potential far from certain, it is worth noting that newer turbine technology has made sites with lower average wind speeds potentially viable. Of all the bioenergy resources, the largest single component is landfill waste to energy, but this resource would only be realized if the County diverted all landfilled waste to incinerators, a policy change that appears unlikely for multiple reasons, including the current economics of the biomass combustion industry in California, as will be explained in the section on biomass. The other resource types offer less annual generation potential, but, taken together, could yield a significant amount of generation. Table 1. Renewable Resource Technical Potential in Contra Costa Countya Type MW Capacity Annual MWh Low High Low High Solar Rooftops 1450 2600 2,290,000 4,100,000 Parking Lots 180 530 280,000 840,000 Urban Land Unlikely to be Developed 120 310 190,000 490,000 Agricultural Land with Relatively Low Constraints 760 970 1,200,000 1,530,000 Total Solar 2,510 4,410 3,960,000 6,960,000 Wind Total Wind 35 35 76,700 76,700 Biomass Agricultural 3 6 24,100 48,200 Wood Waste 6 26 48,000 192,000 Landfill 62 78 459,000 580,500 Total Biomass 71 110 531,000 820,700 Biogas Food Waste 1.5 1.8 10,800 13,200 Waste Water 1.7 2.0 12,400 15,200 Landfill Gas: 11 14 83,400 104,200 Total Biogas 14 18 106,600 132,600 Grand Total 2,600 4,600 4,674,000 7,990,000 a Includes resources located in both the unincorporated areas of the County and the cities in the County. Estimates reflect future potential and do not include current renewable generation in the County. The findings of Table 1 must be interpreted cautiously. While rooftop solar presents the largest opportunity, it is distributed over hundreds of thousands of roofs. The County would need to dramatically scale up from its current rate of rooftop solar installations in order to fully capture the rooftop potential on these roofs in a reasonable time frame, and significant action has already been taken by installers and County and city governments to streamline the process, leaving fewer options to further accelerate the rate of rooftop deployment. Even if all building owners who could install solar decided to install it, the importance of having a relatively new roof for cost effectiveness means that it would take at least 25 years before this potential could be realized. Another notable caveat is that utility rate structures and incentives are likely to be adjusted in the medium and long term due to the increasing importance of addressing the solar “duck curve,” the Contra Costa County Renewable Resource Assessment 10 phenomenon in which peak daytime solar production results in the risk of over-generation of electricity and strains the grid’s capacity to ramp generation up and down to respond to changes in solar output (for more details, refer to the context section of the introduction). As a result, a renewable portfolio that better balances resource types and energy storage will be an important consideration in future years. However, the scale of potential new wind and bioenergy resources is limited compared to the scale of potential new solar resources, and current economics make the transition to increased biomass generation less likely in the near and medium term. When reviewing the technical potential presented above, it should also be noted that the UC Berkeley and UCLA Schools of Law have estimated that it would require only about 10,000 additional MW of solar statewide to achieve 50% renewables, which was until recently the renewable portfolio standard (RPS) target for 2030.5 Given that Contra Costa County encompasses a very small percentage of the total land in California (~0.5%), the fact that 4,600 MW of renewables could come from the County alone underscores the importance of viewing this estimate as a technical potential estimate, rather than guidance for policy. The 4,600 MW identified could comprise 46% of additional statewide renewables needed to achieve 50% renewables statewide. Other counties that have fewer land use tradeoffs could also contribute significant amounts of land and renewable energy that could bring California not only toward its 2030 RPS goal, but also toward its new 100% greenhouse gas-free electricity goal by 2045. In particular, high-sun counties in southern California with significant undeveloped land will likely play an outsized role.6 On the other hand, several factors increase the importance of developing renewable resources where they are available and suitable, including 1) the fact that many constraints will slow the development of renewables both within and outside the County, including transmission constraints, local approval and buy-in, environmental review, and evaluation of tradeoffs and policy goals in other jurisdictions, and 2) increased load from population growth, electric vehicles, and the electrification of the heating sector will increase the need for more renewable generation. It is also important to look at the renewable resources identified with a perspective on their relative costs. Typical costs for different types of solar projects are shown in Table 2. 5 https://www.law.berkeley.edu/wp-content/uploads/2018/11/New-Solar-Landscape-November-2018.pdf. It should be noted that more acreage would be required to reach the new Senate Bill 100 RPS target of 60% by 2030, but the point remains the technical potential for solar in Contra Costa County far exceeds a proportional contribution to statewide goals. 6 Ibid. Contra Costa County Renewable Resource Assessment 11 Table 2. Solar Project Costs Type Approximate Average Cost per Watt of Labor and Parts Rooftop Solar High ($3.23/W,a $0.17/kWh) Parking Lot Solar Highest ($3.53/W, $0.15/kWh) Solar on Urban Land Unlikely to be Developed Lowest ($1.66/W, $0.10/kWh) (excluding any mitigation that may be required, and pending interconnection costs relative to project size)b Solar on Agricultural Land With Least Constraints a Costs in this table are cited as the cost per installed watt of direct current (DC) power, but are converted to an expected “levelized cost of electricity” (LCOE) per kilowatt hour. Sources for costs: Residential: Energy sage and Vivint.com | Ground mount: NREL’s System Advisor Model b It must be noted that land acquisition costs are highly variable, as are interconnection costs. Furthermore, the scale of the project matters, so the range of costs for ground-mounted systems will be quite variable from one project to the next. For ground-mounted solar on a valuable parcel/site, the costs are likely to be higher than those reported in this table. For more detail on ground-mounted solar costs versus residential solar costs, refer to Berkeley Lab’s Tracking the Sun report, which presents significant detail on cost ranges obtained with many different methodologies. From a financial perspective, the large amount of technically available rooftop and parking lot solar comes at a higher cost per watt than large-scale solar. Rooftop solar costs tend to exceed $3/W, and parking lot solar costs are closer to $3.50/W, while solar on agricultural lands or on urban lands unlikely to be developed could be as low as $1.60/W. This significant cost differential suggests that a cost- effective strategy would be to evaluate opportunities for the appropriate development of ground- mounted solar. Given these caveats on the rate of development and the relative cost of the rooftop and parking lot solar available in the County, commercial-scale solar remains a critical component of a comprehensive renewable resource development strategy. At the same time, the development of ground-mounted commercial-scale resources must be balanced with the increasing scarcity and value of land in the County. At present, most commercial-scale solar is land-intensive and does not allow for multiple uses of the same land, although technologies that enable the co-location of ground-mounted solar with agriculture hold future promise that should not be overlooked. Therefore, County strategy should continue to encourage and facilitate solar in low or no tradeoff settings such as rooftops and parking lots, while concurrently defining parameters for the appropriate development of ground-mounted solar, now and in the future. 1.2. Extending the Benefits of Renewables to All Of identified technical potential, significant opportunities exist in siting solar in or near to “disadvantaged” census tracts in the unincorporated County, as defined by the State of California. This includes technical potential for up to 22 MW of wind that could be sited in hills of Bay Point immediately Contra Costa County Renewable Resource Assessment 12 east of Clyde, and up to 519 MW of solar in disadvantaged tracts throughout the County. Biomass and biogas resources were not considered as potential community energy resources due to potential nuisances (i.e., odors and pollution) and equity concerns about siting incineration or biogas facilities near disadvantaged communities. The County is planning to work with three communities in unincorporated County areas on opportunities for residents of communities benefitting from these identified renewable resources, as part of the same grant from the Strategic Growth Council that funded this study. Table 3. Resource Potential in Disadvantaged Tracts Type MW Capacity Low High Rooftop Solar 233 339 Parking Lot Solar 40 80 Solar on Urban Land Unlikely to be Developed 30 100 Solar on Agricultural Land With Least Constraints 0 0 Large Wind 22 22 Total Solar and Wind 325 541 1.3. Leading by Example The County owns or leases approximately 350 buildings that may be suitable for solar. The County already has taken great strides to install solar on its facilities, with a total of 19 arrays totaling 4,128 kW. The County could expand its leadership by continuing to identify opportunities to install solar. Table 4 shows an estimate of the power that could be generated annually if solar was placed on each of these buildings. Table 4. Additional Solar Capacity on County-Owned and Leased Buildings Type MW Capacity Annual MWh Low High Low High Owned 7 11 11,100 16,700 Leased 4 5 5,600 8,400 Total 11 16 16,700 25,100 As shown in the table, the 16,700 to 25,100 MWh/year that could be generated by solar on County- owned or leased rooftops could generate between 40% and 60% of the County’s annual electricity consumption for its own operations, which is 42,000 MWh/year. Given that the County spends approximately $7 million per year on electricity, investments in additional solar over time could help defray some of these costs. 1.4. Planning and Zoning Options Given the significant amount of resource availability within the County, this study reviewed policy best practices to facilitate renewable development and to reduce zoning barriers, while remaining mindful of Contra Costa County Renewable Resource Assessment 13 long-term planning considerations and potential tradeoffs. As a relatively urban county with a significant population, significant commercial activity, and significant land constraints, developing local, large-scale renewables that serve a large proportion of the County’s load is inherently more difficult task than doing so in a more rural, less populous county. Therefore, policy best practices that facilitate development of the more limited resources available are of heightened importance, presuming the County seeks to contribute substantially towards realization of California’s and its own renewable and climate goals. Summaries follow of some options uncovered in this study. 1.4.1. Rooftop Solar Solar soft costs are a well-documented inhibitor to rapid rooftop solar development. The County has already taken significant strides to reduce these soft costs by streamlining its processes for rooftop solar zoning, permitting, and inspections, as required by California legislation (Assembly Bill (AB) 2188). Having taken these actions, the County has addressed most of the barriers that are under its direct control. Nonetheless, the County can expand on current efforts by seeking to further coordination with cities in the County to harmonize policies and undertake planning and market development efforts that could accelerate residential and commercial rooftop installations across jurisdictions. There are also several types of development incentives that could be employed, as will be described in more detail in the section on planning and zoning actions for rooftop solar. Additionally, the County could demonstrate expanded leadership by installing solar on more of its most publicly visible buildings (such as is occurring at the County’s new administration building complex), and use these installations as an educational opportunity to encourage more constituents to install their own. 1.4.2. Ground Mounted Solar Contra Costa County has already taken action to enable commercial-scale solar in commercial and industrial zoning districts. However, there exist additional options to encourage the development of such solar resources as parking lot canopies or on “urban land unlikely to be developed” (as defined above). Furthermore, additional large scale solar potential exists in other parts of the County, namely rural lands. Large scale solar farms on lands that have competing values (e.g., open space, habitat preservation, economic development, agricultural productivity) must be evaluated carefully. Some notable options available to the County for accelerating the development of solar on parking lots and “urban land unlikely to be developed” include: • Mandates (for instance a solar requirement for new parking lots), • Tax policy (for instance incentives for specific parcels where the County deems solar would be desirable, or exempting the value of battery storage systems associated with solar from assessment), • Offering County-owned land and parking lots and/or signing up for power purchase agreements, • Facilitating coordinated studies of grid constraints, working with PG&E and the local electricity aggregator, MCE, Contra Costa County Renewable Resource Assessment 14 • Collaborating with MCE and other potential partners to explore incentives to facilitated infill solar development, and, • Considering expedited permitting approaches in certain cases such as certain industrial areas where job-rich alternative uses are not feasible. Notable options available to steer the appropriate development of ground mounted solar in rural locations include: • Zoning and general plan revisions, to enable project developers to apply for land use permits in locations that are appropriate and have the least constraints, • Encouraging pilot projects of emerging technologies that could vet the possibility of “agrophotovoltaics” (which can be installed in greenhouse settings and above crops without reducing yield), • Requiring monetary reserves to be held for end-of-useful-life decommissioning, and • Developing a programmatic environmental impact study upon which future solar development projects could rely to speed California Environmental Quality Act (CEQA) approval.7 • Considering sales tax and/or community benefit approaches to securing revenue and/or power that supports affected local communities in order to maintain public support For both urban commercial-scale solar (including parking lots and land unlikely to be developed) and rural commercial-scale solar, the County could engage in additional activities to streamline the approval and project development process in appropriate locations, such as convening potential solar developers, MCE, and PG&E to conduct area-wide interconnection studies that would reduce the timeline and cost for prospective developers while helping utilities keep integration costs low. More information on all of these options is included in Section 4 of this report. 1.4.3. Wind Similar to large scale solar, large scale wind power requires careful consideration due to the large amount of land required and potential conflict with other priorities such as open space, habitat preservation, and economic development. Contra Costa County’s current ordinance allows large-scale wind power in agricultural lands, but not elsewhere. Given the wind power potential maps of the County, it may be useful to revisit the possibility of allowing wind power on other types of land, aligned with where the wind resource is most viable. This includes the industrial buffer lands east of Rodeo (some of which is classified as heavy industrial buffer and open space). The County could also consider reducing its setback requirements, in line with recent California Energy Commission guidelines. Small scale wind is emerging as increasingly viable in specific settings and has numerous benefits, including 7 Building on the analysis performed in this study to identify least conflict rural solar locations, the County could define certain least conflict locations as compatible with commercial scale solar, incorporate this analysis into its upcoming General Plan update, and develop a zoning permit process for these locations. This process could then establish discretion for County planners to evaluate the merits of applications to build solar resources in certain types of agricultural lands on a case by case basis, subject to a land use permit. Contra Costa County Renewable Resource Assessment 15 very low potential for bird and bat deaths from Vertical Axis Wind Turbines in particular. For small wind, the County could convene industry participants to obtain further information on technology development, cost curves, and new opportunities for applications of these technologies as pilots and early deployments. It could also participate in pilot projects to prove the value and develop lessons learned. Finally, the County could proactively prepare to address planning and zoning barriers as these technologies become more prevalent. 1.4.4. Bioenergy Bioenergy in this study is divided into biomass and biogas. The former refers to the combustion of biological feedstocks directly in order to generate electricity through a combustion turbine. The latter refers to the production of combustible gas from biological feedstocks through anaerobic digestion, which could later be used to generate electricity. Due to project economics, developers have not been contacting the County for biomass project approval; this comports with the overall industry trend in California. On the biogas side, some waste management operators in the County (solid waste and waste water) have been exploring increased opportunities to collect biogas on site, but because these are existing land uses (landfills and waste water treatment plants), zoning may be less of a consideration than air, water, and disposal permits. Accordingly, County planning actions could include actions to convene local refuse haulers, waste generators, and operators of biomass plants nearby. If economics become favorable for any class of waste, the County could help them negotiate and plan with the biomass plants for transport of feedstocks to the plant. 1.5. Conclusion This study finds that a significant quantity of renewable resources could be developed within County boundaries. While a significant fraction of the energy output from these resources could be produced by technologies that have minimal land use implications (e.g., rooftop and parking lot solar), an important challenge for the County will be to facilitate the appropriate development of larger scale commercial renewables as well, and these commercial resources often pose land use tradeoffs that require careful policy-making. As a relatively urban county with a significant population, significant commercial activity, and significant land constraints, developing local large-scale renewables that can serve a large proportion of the County’s load is inherently a more difficult task than it would be in a more rural and less populous county. Therefore, policy best practices that facilitate the development of the more limited resources that are available are of heightened importance, presuming the County desires to contribute what it can towards the realization of California’s renewable energy and climate goals. Depending on the assumptions used, local renewable generation could produce between 4,674,000 and 7,990,000 megawatt hours per year. However, this amount of resource development will take considerable time to develop and significant challenges must be overcome before development can reach this level. For instance, the intermittent generation profiles of renewables pose challenges for the grid, and a high level of penetration of these resources will require the State to take action to prioritize markets for energy storage, flexible load, and faster ramping resources to maintain a balance of generation and consumption. Utilities will also need to invest in transmission and distribution upgrades and adapt to a more distributed model of energy provision if these local resources are developed at this Contra Costa County Renewable Resource Assessment 16 scale. Nonetheless, an understanding of the magnitude of the total available resource and how much comes from each technology is an important foundational step to help the County set appropriate goals for the medium and long term. All the resource types that were evaluated for this study can contribute meaningfully to the overall level of renewable generation, and a strategy that enables each of these markets to grow may help avoid the challenges of over-investing in a single resource type (e.g., the generation profile of wind daily and seasonally will be different from solar). Biomass and biogas have the potential to provide steady and dispatchable output. This study finds that the magnitude of the solar resource is the highest of all the technologies considered. In order of declining magnitude, large amounts of solar could be installed on rooftops, on the Delta islands, on parking lots, on urban land unlikely to be developed for other uses, and on select agricultural lands. Several locations along the Northern Waterfront and in the Altamont Pass region have significant wind resources. It should be noted that the Altamont Pass is already developed for wind (and is being repowered with more modern turbines), and it is far from certain that the resources in the northern part of the County would be seen as desirable by the surrounding communities and stakeholders. It is also unclear whether potential projects in these locations could be sited and permitted successfully. The largest contribution to potential renewable capacity outside of wind and solar is the incineration of waste that would otherwise have been landfilled, though it appears unlikely that this option would occur in the current energy and policy environment in California. Together, solar and wind make up the vast majority of the resources identified in this study (>95% of the total estimate). As a result, policy to advance the development of the solar and wind markets in particular can have a significant effect on the overall success of developing renewable resources. Given the timeline for the planned phase out of the federal Investment Tax Credit (ITC), which currently provides a 30% tax credit for qualified renewable energy projects, prompt action by the County to facilitate the appropriate development of these resources will likely have significantly more impact than delayed action. After 2021, the ITC is scheduled to be eliminated for residential installations, and reduced to 10% for commercial projects, which will make solar investments less financially appealing for property owners in the near future.8 The County has already taken significant steps and achieved significant successes, resulting in a substantial amount of commercial-scale renewables (both wind and solar), and a dramatic increase in rooftop solar development in recent years. Notable examples of the County’s actions include the streamlining of rooftop solar permit application process, the creation of a commercial-solar permit process for commercial and industrial areas, installation of on-site renewables at County facilities, and the development of a wind ordinance. Judicious local development of renewables can save constituents money and support local installers and industry. The County can continue to benefit from the growth of 8 For more details on the phase out timeline of the ITC and its potential impacts visit https://www.seia.org/initiatives/solar-investment-tax-credit-itc and https://www.energy.gov/savings/residential-renewable-energy-tax-credit Contra Costa County Renewable Resource Assessment 17 renewable energy generation by taking action to guide and facilitate the appropriate development of these resources. From the perspective of building overall statewide public buy-in, it may be important to demonstrate that every county is “doing their part”9 while still acknowledging that certain counties and regions possess greater total resources and have fewer constraints than counties like Contra Costa with its significant urban and suburban development. Some promising ideas that the County can investigate to continue to “do its part” toward achieving statewide goals include the following. These options are all described in more detail in this report. • Working with MCE and other partners to explore incentives that preferentially target development of renewables in locations with the least tradeoffs. This is a particularly important action to explore because a key element of Contra Costa County’s decision to join MCE was MCE’s promise to assist with the development of local renewable resources. • Developing job training programs to enable local workers to benefit from local development of renewable technologies. • Continuing to support rooftop solar development, including maintaining the streamlined process that already exists, and offering new incentives to encourage incorporation of solar PV in any new buildings not subject to California’s 2019 solar requirement. • Monitoring emerging and improving small wind technologies and proactively updating zoning to address any technological changes. • Continuing to install solar on County-owned buildings, where appropriate. • Mandating solar for large new parking lots, as done by Alameda County 10 • Creating an expedited permit process for development of commercial-scale solar in industrial and commercial areas that have little other potential use (e.g., industrial buffer lands, parking lots). • Defining specific additional areas where commercial ground-mounted solar may apply for a land use permit (based on analysis developed for this study and additional refinement). Notwithstanding the land use permit process for commercial solar in commercial and industrial zones, the majority of the County’s unincorporated land acreage falls in zones where commercial-scale solar is not a permitted use. • Exploring opportunities to develop a programmatic Environmental Impact Report that could enable specific solar projects that were compatible with the General Plan to shorten their California Environmental Quality Act (CEQA) approval timelines and risks. • For all renewable technologies, conducting anticipatory planning to guide developers to certain more viable locations and project proposals (e.g., by convening PG&E, MCE, and other stakeholders). 9 https://www.law.berkeley.edu/wp-content/uploads/2018/11/New-Solar-Landscape-November-2018.pdf 10 Alameda County’s regulation will be described in more detail below, and solar is one of several options for parking lots to fulfill the requirement, which is focused on mitigating heat island effects. Contra Costa County Renewable Resource Assessment 18 The County is positioned well to expand its leadership in renewable energy by building on the outcomes of this study, including the estimate of the technical resource potential, the constraint mapping process for large ground-mounted solar, and the stakeholder dialogue that has accompanied this study. Strong stakeholder support exists for the development of additional renewable resources in ways that appropriately balance competing land values with the environmental benefits of clean energy. The upcoming General Plan update provides an opportunity to judiciously take action to advance clean energy in the County. Future collaborations with MCE, PG&E, project developers, landowners, and other local stakeholders hold significant promise to realize these opportunities. Contra Costa County Renewable Resource Assessment 19 2. Introduction In response to the ambition presented in Contra Costa County’s December 2015 Climate Action Plan (CAP), Contra Costa County has embarked on a series of initiatives to study pathways to achieve greenhouse gas (GHG) reductions, consistent with California AB 32 GHG emissions targets. In the recent past, the County has fully implemented the solar permit streamlining processes of California’s AB 2188, and rooftop solar permits have now become the most frequently issued construction permit issued by the County. The County has also evaluated the potential for forming its own community-choice aggregation to provide clean electricity by default to residential and commercial electricity customers within the County. In 2017, the County joined MCE to accomplish these objectives, along with thirteen of its incorporated jurisdictions (five of which had already joined MCE between 2012 and 2015). Also in 2017, the County amended its zoning to allow commercial-scale renewable projects in commercial and industrial zones, a first step toward helping MCE fulfill its promise to help the County develop local renewable resources. The County also has started the process of updating its Climate Action Plan (CAP), in conjunction with an update to the General Plan. Finally, the County has successfully won a variety of sustainability grants and funding resources from the State and other sources, and the current effort — this renewable resource potential study — is funded by a grant from the Governor’s Office of Planning and Research and the Strategic Growth Council. While Contra Costa County has been taking these actions, the State of California has also increased its renewable energy ambition, notably with the increase of the renewable portfolio standard (RPS) target via SB 100, which led to a goal of 60% renewables by 2030 and 100% carbon-free electricity by 2045. Thus, the County’s incremental and tangible steps to date are well-aligned with California policy direction, and there is likely to be impetus to continue to expand efforts supporting appropriate development of renewables in the County. In alignment with the direction provided by the Board of Supervisors in the adoption of the CAP, this report identifies opportunities for the County to expand its leadership in local clean energy production and bring the benefits of clean energy broadly to County constituents, with attention to how these benefits can be shared with communities considered by the State as “disadvantaged.” This report gives the County the opportunity to translate the aspirations of the CAP into specific next steps. Contra Costa County Renewable Resource Assessment 20 2.1. Purpose This report assesses the potential for renewable energy resource deployment, primarily within the unincorporated areas of Contra Costa County, but also in incorporated areas, where data existed. The report is divided into two sections: a renewable resource technical potential assessment; and a zoning best practices assessment and recommendations. The resource potential assessment addresses several key priorities: quantifying the magnitude of available resources; identifying where the resources could be located; exploring typical cost levels associated with each type and subtype of resource; and identifying constraints and tradeoffs associated with developing resources in each location. Additional purposes include: 1) identifying renewable resources on County-owned and leased facilities; 2) quantifying the amount of resources within MCE’s service territory (and eligible for MCE’s feed-in tariff); and 3) identifying candidate locations for community renewable projects that could serve disadvantaged populations, as defined by CalEnviroScreen 3.0’s top 25% most disadvantaged census tracts, with a particular focus on North Richmond, Bay Point, and Rodeo. Constraints and tradeoffs incorporated into the analysis include technical limitations associated with a site’s physical attributes (e.g., slope), incompatible land uses with large- scale, standalone renewables (e.g., residential areas and certain classes of farmland particularly for solar), and biological resources incompatible with large-scale renewables (e.g., wetlands and other areas of natural land cover, critical habitat according to U.S. Fish and Wildlife Service, priority areas in the East County Habitat Conservation Plan). The study’s goal is to develop an understanding of priority locations and regions for renewable development. Given the resources identified in the technical potential assessment, the zoning best practices assessment’s key priority is to evaluate options to update zoning to facilitate appropriate development of renewable resources in the County, while remaining mindful of long-term planning considerations and potential tradeoffs. For solar, wind, biomass, and biogas, the zoning best practices assessment examines and considers possible policy actions not strictly related to zoning that could help with development of these resources. For each resource type, this assessment briefly discusses the degree to which zoning may present a critical barrier to development, what planning considerations are associated with each resource type, options to update zoning, and other actions to consider. What is a Feed-In- Tariff (FiT)? MCE, California’s first Community Choice Aggregation program, offers 20- year contracts to Contra Costa County renewable energy project developers at a guaranteed price level to encourage local development of wind, solar, biopower, and all resources that comply with California’s Renewable Portfolio Standard (RPS). This is an example of a “Feed-In-Tariff”. MCE’s current compensation for solar is: FiT, 0-1 MW - $0.085/kWh FiT Plus, 1-5 MW – $0.08/kWh These compensation rates will be reduced as the program becomes more fully subscribed, and as industry costs decline. For further information, see www.mcecleanenergy.org/feed-in- tariff/ Contra Costa County Renewable Resource Assessment 21 2.2. Scope This technical potential study covers the County broadly, emphasizing the potential on unincorporated land within the ULL. Technical potential, as defined by the National Renewable Energy Laboratory (NREL), is “achievable energy generation given system performance, topographic, environmental, and land-use constraints.”11 As shown in Figure 1, technical potential can be seen as an upper-limit estimate of the potential for renewable development in the County. Economic potential and market potential estimates fall outside of this project’s scope; and, as such, this report does not provide or account for estimates of site-specific technology costs, regulatory limits, financing, or overall economic competitiveness. However, this report does examine overall market trends affecting how the County’s technical potential may be fulfilled.12 Figure 1. Renewable Resource Potential Study Framework Source: National Renewable Energy Laboratory The scope focuses on four renewable resource types, as defined in the County’s grant from the Strategic Growth Council, specifically: solar photovoltaic, wind, biomass combustion, and biogas digestion. It does 11 https://www.nrel.gov/gis/re-potential.html 12 This study provides a high-level assessment of relative costs for various renewable energy sources in the County, serving as an input into determination of policy options and recommendations. Contra Costa County Renewable Resource Assessment 22 not include other renewable sources, such as offshore wind, tidal, concentrating solar power, solar thermal, hydropower, or geothermal. 2.3. Context 2.3.1. California Renewables—Goals, Timelines, and Progress California has long been a leader in setting ambitious climate change and renewable energy goals, and its goals continue to strengthen. On September 10, 2018, Governor Brown signed SB100 into law. This law increases California’s already ambitious 2030 renewable portfolio target from 50% to 60%, while also setting a goal to meet 100% of California’s retail electricity needs by 2045 without using any carbon resources.13 The bill aims to accomplish the goal through increased efficiency programs, demand response technology, and a regionalized energy grid. On top of this, Brown signed an Executive Order, instructing the California Air Resources Board (CARB) to develop a framework to achieve carbon neutrality by 2045.14 While this order could be reversed by the following administration, it stipulates that the State should remove as much carbon dioxide from the atmosphere as it emits, doing so through policies such as carbon capture and storage and restoration of natural carbon sinks (e.g., wetlands). The recent passage of SB100 builds on California’s decades of established bipartisan policy direction. In 2002, when the State derived 11% of its electricity from renewable sources,15 California established its Renewable Portfolio Standard (RPS) program with the support of Governor Schwarzenegger, setting a goal of deriving 33% of its energy from renewable sources by 2020. In April 2011, the program was codified into law. As of December 2017, the State remains on track to meet this goal, with 32% of its retail energy coming from renewable sources—a 3% increase from the previous year, as shown in Figure 2.16 13 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180SB100 14 https://www.sacbee.com/news/politics-government/capitol-alert/article218128485.html 15 https://www.energy.ca.gov/almanac/electricity_data/system_power/2002_gross_system_power.html 16 http://listserver.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf Contra Costa County Renewable Resource Assessment 23 Figure 2. California’s Progress Towards its SB100 Renewable Energy Targets (most recent actual in orange) Source: Ibid and https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180SB100 Achieving these policy goals requires developing a diverse portfolio of energy sources to leverage regional resource availability and to ensure a steadily available amount of electricity. Energy sources such as wind and solar are intermittently available throughout the day. Therefore, to ensure a reliable supply, more constant generation sources, such as hydroelectric, biomass, and geothermal—must be used as well as resource types that can quickly be scaled up or back to adjust for a real-time balance of energy supply and demand. Currently, natural gas provides much of this “peaking” power, although energy storage may contribute more substantially over the long term. California has some of the highest solar potential in the country, with the state’s southern region receiving an average insolation of 8.5 kWh per square meter in a day; the state’s central valley and northwest regions receive closer to 5 kWh/m2/day.17 State wind resources are more varied. Offshore winds, at 110 meters above sea level, average 9-10.5 meters per second in the northwest, but only a few areas have strong wind resources on land—one of which is in Contra Costa County.18 Geothermal and hydroelectric energy provide more consistent 17 https://www.nrel.gov/gis/solar.html 18 https://maps.nrel.gov/wind-prospector/ Contra Costa County Renewable Resource Assessment 24 generation capacities, but they are limited by the geographic scope of underground hot-springs and sufficient hydro stream flows.19 Currently, solar offers the most prevalent RPS-eligible renewable source in the state. Of 81,000 GWh generated annually by RPS-eligible renewables, 36% comes from solar,20 followed closely by wind, with 31% of the capacity, despite recent slowdowns in growth of the state’s wind generation capacity.21 Figure 3 shows profiles for total state portfolio generation. Figure 3. California RPS-eligible generation and total estimated capacity Source: http://listserver.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf 19 Only hydroelectric resources with capacities lower than 30 MW capacity are considered renewable sources. https://www.energy.ca.gov/almanac/renewables_data/hydro/ 20 http://listserver.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf 21 https://www.energy.gov/sites/prod/files/2018/08/f54/ 2017_wind_technologies_market_report_8.15.18.v2.pdf Biomass, 7,000, 9% Small Hydro, 6,500, 8% Geother mal, 13,000, 16% Wind, 25,500, 31% Solar, 29,000, 36% 2017 RPS-Eligible Generation: 81,000 GWh Biomass, 1,400, 5%Small Hydro, 1,700, 6% Geothermal, 2,700, 10% Wind, 5,000, 18% Solar, 17,550, 62% 2017 Total Estimated Capacity: 29,050 MW Contra Costa County Renewable Resource Assessment 25 The percentage in RPS-eligible solar generation is undercounted as behind-the-meter renewables do not count towards the RPS compliance goals, and the vast majority of these systems are solar. Behind-the- meter systems, as the name suggests, are systems where energy is generated for consumption on site (such as a rooftop array of solar panels on a home or business) and are connected before the electricity meter. In California, these systems have grown rapidly, as shown in Figure 5. Of almost 6,700 MW of behind-the-meter solar, nearly 5,600 MW have been installed since 2011, accounted for by 780,000 systems installed on homes and businesses around the state.22 Contra Costa County alone issues approximately 1,500 permits per year for residential rooftop solar in its unincorporated areas and in the five cities that partner with the County for building inspection services.23 Figure 4. Depiction of “Behind the Meter” 22 http://listserver.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf 23 https://www.wearestillin.com/organization/contra-costa-county-ca Contra Costa County Renewable Resource Assessment 26 Figure 5. Growth in Behind-the-Meter Solar Capacity in California Source: http://listserver.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf 2.3.2. MCE in Contra Costa County MCE, California’s first Community Choice Aggregation program, has been active in Contra Costa County since July 2012.24 MCE allows communities to combine their purchasing power and provides an alternative to PG&E’s default service with an increased percentage of renewables and clean energy. MCE currently offers three energy products: a “Light Green” option, composed of 55% renewable electricity; a “Deep Green” option, composed of 100% renewables; and a “local sol” program, composed of solar energy produced from the Novato Cooley Quarry solar farm (built through MCE’s feed-in tariff program).25 MCE helps to stimulate local renewable generation growth in many ways. Notably, through its Feed-In Tariff (FIT) program and FIT Plus program, which provide local renewable energy producers with 20-year contracts that help secure construction financing by providing certainty in revenue streams. The program determines contract pricing on a schedule based on the number of confirmed participants and the position of any given project within the program’s queue. Four facilities within MCE’s service area 24 The City of Richmond was the first Contra Costa city to join, followed by El Cerrito, San Pablo, Lafayette, and Walnut Creek from 2014 to 2015. In 2017, the program expanded to include eight more cities (Concord, Danville, Martinez, Moraga, Oakley, Pinole, Pittsburg, and San Ramon) and the County’s unincorporated communities. 25 https://www.mcecleanenergy.org/ Contra Costa County Renewable Resource Assessment 27 have been built through the FIT program.26 A significant driving factor behind the County joining MCE was that joining MCE would lead to more local renewable energy development. MCE also expands renewables production by engaging in bilateral long term power purchase agreements (PPAs) with developers. For example, MCE completed construction of its Solar One facility in April 2018, a 10.5 MW, 60-acre production facility. Constructed in partnership with Chevron and RichmondBUILD—a public/private partnership that supports clean energy job training and placement, the project supported 341 jobs, at least 50% of which were unionized and within the City of Richmond.27 The County’s decision to join MCE presents an opportunity for the County to expand renewable generation. Currently, another county owns one FIT program site (San Rafael Airport in Marin County). MCE’s projected demand increase (paired with long-term purchasing contracts it offers through the FIT and other programs), means the County could negotiate to expand generation on County property. Richmond’s experience demonstrates that the County can negotiate with MCE to provide workforce training partnerships and local employment, and to identify projects that benefit underserved communities. Currently, the MCE FIT and FIT plus programs have 30 MW remaining in their queues (10 MW & 20 MW respectively). However, as will be discussed later in this report, only a small percentage of unincorporated Contra Costa County is zoned in a way that allows commercial-scale solar. Should the County take action to increase opportunities for commercial-scale solar, MCE and the County could collaborate to accelerate the development of appropriate local solar. 2.3.3. Market Status of Solar, Wind, Biomass, and Biogas in California California leads the nation in renewable energy deployment, employing a geographically distributed variety of resources to reduce integration costs and improve reliability. Renewable energy resources reduce carbon emissions (and, for some technologies, electricity 26 https://www.mcecleanenergy.org/feed-in-tariff/ 27 https://www.mcecleanenergy.org/news/press-releases/mce-solar-one-thinking-globally-building-locally/ Putting Renewables in Context 250 households can be served by 1MW of solar PV in California It typically takes 7.5 acres to create 1 MW of solar It would take over 150 typical rooftop installations to produce the same output as a typical 1 MW (7.5 acre) wholesale solar project. Solar costs dropped 60-80% between 2009 and 2016, according to National Renewable Energy Labs. The International Renewable Energy Agency forecasts that costs for solar and wind electricity will continue to fall by 59% and 26%, respectively between 2015 and 2025. Contra Costa County Renewable Resource Assessment 28 costs), while increasing local economic development.28 Solar and wind costs have decreased rapidly and present compelling economics for many customers.29 As discussed, wind and solar renewable sources have variable generation profiles, necessitating the use of other sources when the sun does not shine or the wind does not blow. California has passed several supporting policies that have enabled the rapid expansion of its renewables markets. As discussed, SB100 passed in August 2018, and commits the State to obtaining 100% of its power from clean sources by 2045. Steadily increasing renewable portfolio standards such as this represent but one tool that government has used. Other government efforts include passing community choice aggregation legislation, enacting policies surrounding energy procurement, setting mandates for rooftop solar in new construction, and offering support for community solar. With 22 GW of capacity, California has the largest solar installation of any state in the United States.30 In spring 2018, the California Independent System Operator (CAISO) met over 50% of demand with solar, setting a new peak record;31 solar meets an average annual energy demand of 17%. California’s three largest investor-owned utilities operate ahead of the 25% RPS requirements (33%, 28%, and 43%, respectively, for PG&E, SCE, and SDG&E). In fact, solar installation growth has been so strong that it has strained the technical capacity of California’s grid to handle new variable resources. In 2013, the CAISO observed the now infamous duck curve, which demonstrated that, on low-load spring and fall days, the grid is subject to significant increases in solar energy production and decreases in consumption at midday, risking overgeneration. Conversely, it showed that during the evening, energy demand peaks risked under-generation (assuming the grid relied on solar alone).32 The State has addressed this challenge by employing multiple strategies, including energy storage, demand response, curtailment, and geographic dispersion of varying profile generation resources.33 28 https://ase.tufts.edu/gdae/education_materials/modules/RenewableEnergyEcon.pdf 29 Statistics provided in inset box on the next page. Sources for these statistics include SEIA, IRENA, and NREL 30 https://www.seia.org/state-solar-policy/california-solar 31 http://www.caiso.com/TodaysOutlook/Pages/default.aspx, March 23rd, 2018 32 CASIO (2013). What the Duck Curve Tells us about Managing a Green Grid. https://www.caiso.com/Documents/FlexibleResourcesHelpRenewables_FastFacts.pdf 33 Chad Singleton. “Can California Conquer the Next Phase of Renewables Integration?” June 2017. Available online: www.greentechmedia.com Contra Costa County Renewable Resource Assessment 29 California also has been a long-time leader in wind installations, with Alameda/Contra Costa County’s Altamont Pass wind farm serving as one of the nation’s earliest large-scale solar installations. Altamont pass generated 13.5 GWh of wind electricity in 2016, meeting 7% of the state’s demand.34 The state ranks third nationally (after Texas and Iowa) for developed large-scale wind resources. However, unrestricted land areas offering good wind resources and sited near available transmission are dwindling in California, stalling the development of new large-scale wind in the state. As older turbines reach their end of life, repowering these turbine sites is improving power generation per acre. Small-scale wind remains relatively uncompetitive, and exploitation of plentiful offshore wind resources face “technical, regulatory, environmental, infrastructure, and economic hurdles” that make their successful development uncertain.35 California’s significant biomass resources offer an advantage in being dispatchable (i.e., they can operate at any time).36 Wood, agricultural, food, forest, and landfill waste are plentiful, and can be burned to produce electricity. At present, however, economic conditions remain unfavorable for biomass-based 34 http://www.energy.ca.gov/wind/ 35 Ibid. 36 Duck Curve graphic source: https://commons.wikimedia.org/wiki/File:Duck_Curve_CA-ISO_2016-10- 22.agr.png Duck Curve When renewable production is subtracted from gross energy demand and plotted over the course of a typical day, it forms the shape of a duck, especially at low demand times of the year (spring and fall). As more solar is added to the grid, the bottom of this duck curve could eventually go to zero, and non-renewable sources will only be needed at night and during cloudy weather; any further solar added to the grid would not be cost-effective. California is tackling this issue via energy storage, demand response load shifting, curtailment, and geographic dispersion of varying profile generation resources (using wind when the sun is not shining and vice versa). Figure 6. California Hourly Electric Load Less Renewables, 10/22/16 Source: Jenkins and Schultz. Section 5.4.2, Jenkins and Schultz, “Renewable Energy Resource, Technology, and Economic Assessments.”, Section 5.4.2. California Energy Commission., January 2017. Contra Costa County Renewable Resource Assessment 30 electricity, as the costs of fuel collection, pollution prevention, and electricity generation are higher than current electricity prices. As a result, utilities are phasing out their biomass purchase power agreement (PPA) contracts, and facilities are closing: only 22 of the state’s 34 permitted facilities are active. Biogas offers similarly extensive resources from animal manure, compost, food waste, wastewater sludge, industrial fats/oil/greases, and landfill methane off-gas waste. Each of these sources produces methane, which can be burned to produce electricity or be used to produce transportation fuels, offsetting California’s transportation emissions rather than emissions in the electricity sector. Despite being a national leader for biogas resource development, California has biogas capacity of 350 MW 37 out of 79,000 MW 38 due to costs higher than competing fuels and electricity sources. Multiple recent California Senate Bills have reaffirmed support for expanding biogas and bioenergy projects, including SB 1122 and SB 1043.39 Table 5 compares current and projected wholesale electricity costs, comparing renewable and conventional sources, for electricity sources used by the County. While California costs cannot be directly compared to national costs due to differing labor costs and timeframes for estimates, the table’s third, fourth, and fifth columns show declining costs. In California, solar and wind levelized costs are competitive with natural gas generation. 37 https://www.energy.ca.gov/biomass/ 38 https://www.energy.ca.gov/almanac/electricity_data/electric_generation_capacity.html 39 Senate Bill 1122, enacted in 2012, requires utilities to acquire 250 MW of biogas and bioenergy projects. Senate Bill 1043, enacted in 2015–2016, describes further State support for biogas and biomethane. Contra Costa County Renewable Resource Assessment 31 Table 5. Wholesale Electricity Cost Comparison Generation Source PG&E 2016 Actual Power Mixa CA-Specific National 2013 LCOE (CEC Mid-Case)b $/MWh 2017 LCOE (Lazard v11)c $/MWh 2022 LCOE (EIA)d $/MWh (2017 dollars) Nuclear 24% 112-143 90 Natural Gas 17% 119-120 42-78 48 Solar 13% 116-119 43-53 59 Large Hydro 12% 73.9 Wind 8% 87-89 30-60 48 Geothermal 5% 100-122 77-117 43.1 Biomass and Waste 4% 126 55-114 102.2 Small Hydro 3% Unspecifiede 14% Note: the absolute value of levelized cost of generation figures shown in this table depend heavily on financing, installed costs, capacity factors, and other assumptions; hence, they are not necessarily directly comparable from column to column. a Source: PG&E power mix 2016, https://www.pge.com/pge_global/local/assets/data/en-us/your-account/your- bill/understand-your-bill/bill-inserts/2017/november/power-content.pdf. Note, this mix as presented does not reflect the potential impacts of the Community Choice Energy program that is available to consumers. b California Energy Commission cost of generation model, Mar 2015. http://www.energy.ca.gov/2014publications/CEC-200-2014-003/CEC-200-2014-003-SF.pdf c Lazard Levelized Cost of Energy Analysis, v11, Nov 2017. https://www.lazard.com/media/450337/lazard- levelized-cost-of-energy-version-110.pdf d EIA Annual Energy Outlook 2018, Levelized cost of New Generation, Mar 2018. https://www.eia.gov/ outlooks/aeo/pdf/electricity_generation.pdf e Unspecified generation sources reflect transactions not specifically traceable to a generation source; they likely have higher natural gas sources in the mix than PG&E, as California’s power mix is 36% natural gas. Contra Costa County Renewable Resource Assessment 32 3. Renewable Resource Quantification As discussed, this section focuses on examining technical potential, the “achievable energy generation given system performance, topographic, environmental, and land-use constraints.”40 NREL and various State studies have provided maps of available solar, wind, biomass, and biogas resources in the County (in terms of resource quality). This study uses these resource quality estimates to calculate the total possible energy generation from specific locations and potential projects identified for this study. Cadmus selected the assessed sites by examining system performance, topographic limitations, and environmental and land-use constraints to find a maximum amount of energy possibly produced, given technical constraints. After identifying the total resources available (by type and subtype of renewable resource), this study explores typical costs for these resources to contribute to the County’s deliberations in planning increased renewable deployment. 3.1. General Methodology Considerations 3.1.1. Stakeholder Input Numerous stakeholders from the County and the participating cities strongly informed development of this technical potential study, in addition to significant contributions from local renewable energy project developers, community organizations operating in the County, environmental groups, and others. Input derived from regular County staff meetings and four broader forums with external stakeholders, the latter meetings held in May, July, September, and October 2018 at County offices. Participants also submitted numerous comments and suggestions in writing. The substantial amount of varied feedback by external stakeholders included the following suggestions of particular relevance: • From nonprofits and citizens groups:  Participants voiced support for the County to take a leadership role by developing renewable resources on its own properties. This input reaffirmed the importance of quantifying the potential for renewables on County-owned and leased properties.  Participants voiced support for the County to strongly encourage renewables on land where low or no tradeoffs exist, including brownfields and/or industrial buffer land, parking lots, rooftops, and sites with little or no ecological or agricultural value.  Participants voiced support for the County’s stated goal to “increase the production of renewable energy.”41 40 https://www.nrel.gov/gis/re-potential.html 41 Page 56, Strategy #4, Goal 2: Renewable Energy, from Contra Costa County Climate Action Plan, Adopted Dec 15, 2015. http://www.co.contra-costa.ca.us/4554/Climate-Action-Plan Contra Costa County Renewable Resource Assessment 33 • From renewables industry representatives:  Plowed agricultural land often can be developed for wholesale renewables more easily and less expensively than urban land. Therefore, the County should not omit such lands in calculating its technical renewable potential.  Emerging solar and wind technologies may be compatible with multiple uses on site, and any regulations should account for these diverse technologies.  Renewable energy developers appreciate clarity and predictability related to values that the County finds most important to protect through land-use policy. 3.2. Solar Methodology and Results As noted, this study focused on solar due to current market trends in California, the County’s large solar potential relative to other new renewable generation sources, stakeholder interests, and the need to evaluate tradeoffs associated with land used for solar (when it could otherwise be used for other values). Due to large-scale solar farms’ land-intensive nature, the County sought to understand the magnitude of available renewable resources and the typical costs for these resources, in light of multiple types of solar. These range across the following: • Solar with negligible impacts on future land use (e.g., rooftop solar) • Solar unlikely to impact on future land use (e.g., solar on parking lots not expected to be redeveloped into other community assets, or solar on land deemed unlikely to be developed for other purposes within the ULL) • Solar that could present land-use tradeoffs with agricultural uses, infrastructure needs, and/or environmental/habitat protection (e.g., solar outside of the ULL) For each of these resource types, the County sought to understand typical costs and the likelihood of resource development. Accordingly, the study organizes solar research according to those types, and the report’s following sections present solar results in order from the least potential for tradeoffs and constraints to the highest potential for tradeoffs and constraints. 42 Source: Interview with Krista Rigsbee, Constructive Systems, Inc. Graphic Source: https://commons.wikimedia.org/wiki/File:Pittsburg_Unified_School_District_Office_-_panoramio.jpg Pittsburg Unified Pittsburg Unified School District (PUSD) is piloting innovative new technologies to co-locate solar with other technologies. PUSD is putting Agro Energy Solar Panels above a bioswale, where the AP Biology classes will be planting crops and measuring the impact of the solar panels on plant productivity.42 Contra Costa County Renewable Resource Assessment 34 Certain solar technologies may be compatible with co-located uses, particularly for agriculture, and, as such, it is important to note that siting solar in an agricultural area may not always result in a loss of farmland value. Stakeholders in the County serve as pioneering examples of such technologies, which can include pollinator-friendly solar farms, grazing-compatible solar, and “agrophotovoltaics,” where solar panels are placed above greenhouse-grown plants and can increase plant productivity in certain cases.43 The market development, however, for such technologies is still in the early stages, and, accordingly, the described framework—focusing on categorizing solar types from least potential tradeoff to most potential tradeoff—was deemed appropriate for assessing solar resource potential. On average, the County’s available solar insolation is quite high relative to the rest of the United States, and sufficient to support cost-effective solar deployment. Hence, land-use constraints drove the identification of potential solar sites rather than accounting for the “quality” of the solar resource (in terms of solar insolation). While certain parts of west Contra Costa County and the northern waterfront may have more fog and cloud cover at certain times of year, sufficient insolation still exists, as shown by NREL’s solar insolation map (Figure 7). Insolation throughout the County remains nearly uniform, ranging from 5.4 to 6.8 kWh/m2/day, with most locations above 6.0 kWh/m2/day. Figure 7. Contra Costa County Solar Insolation Source: https://maps.nrel.gov/nsrdb-viewer The study assesses the magnitude of the solar resource by independently summing the potential solar resource on rooftops, parking lots, land that the County deems urban but unlikely to be developed, 43 https://www.pri.org/stories/2018-06-08/energy-and-food-together-under-solar-panels-crops-thrive Contra Costa County Renewable Resource Assessment 35 Delta island land, and agricultural land with the least constraints. The study defines these considerations in greater depth below. This section first describes the method used to quantify solar resources by type, and then addresses factors applied to assess the relative attractiveness of solar resources from a land-use perspective. From an economic perspective (i.e., the total resulting electricity cost), rooftop solar retrofits cost more to install due to smaller project sizes, but they avoid transmission losses. Parking lots offer a larger scale and possibly lower costs, but they incur costs for additional roof structures and foundations to resist wind forces. Though the least expensive, large-scale ground-mount projects may incur higher transmission costs and land costs. The indicative economic potential section outlines economic considerations after addressing technical potential. 3.2.1. Rooftop Solar Approach In evaluating rooftop solar potential in Contra Costa County, the study examined a number of software programs and methods that can account for orientation and shading by nearby buildings and trees. Solar mapping tools include Google Project Sunroof, Geostellar, Mapdwell, and Energy Sage. Using these tools, one generally types in an address, and a satellite image of that dwelling’s rooftop is analyzed for nearby shadows to determine the site’s solar potential. Some of these sources can sum the potential for all rooftops within an area (e.g., Contra Costa County), providing a detailed picture of the county’s rooftop resource. In obtaining this for the County, the study selected Google Project Sunroof to provide a first-order estimate of potential, given the software’s ease of use and low cost. The Project Sunroof tool estimates the technical potential of all buildings within a region, ignoring parking lots or land areas where larger solar arrays can be installed. Google’s algorithm requires the following: • Each panel area on a building receives at least 75% of the maximum annual sun in the County (a threshold of 1,233 kWh/kW • Each included roof has a total potential installation size of at least 2 kW (135 sf) • Only roof areas with enough space to install four adjacent solar panels are included For further technical details, see Google SunRoof documentation.44 To calculate total potential capacity on County rooftops, the study employed Google’s calculation of available unshaded rooftop areas (designated in 1.650m x 0.992m standard sized solar panels), and applied the following assumptions: 16% efficient modules (260W/module); 80% packing factor; 20% 44 https://www.google.com/get/sunroof/data-explorer/place/ChIJ3QQ6ifNuhYAR4fM4Ln-yyVk/ Contra Costa County Renewable Resource Assessment 36 AC:DC derating factor; and a 20% reduction 45 to account for rooftop fire code borders, roof age (not all roofs can handle 4 lbs/sf), and auxiliary rooftop equipment (for example, rooftop air conditioners for commercial). The analysis covered 95% of the buildings in the County.46 Figure 8 shows areas with the greatest solar potential on rooftops, according to the tool. Figure 9 shows what this analysis looks like on individual rooftops, showing areas of shading from internal rooftop elements (vents, HVAC equipment, chimneys) and shading from surrounding features such as trees. 45 Standard building design can easily result in much higher roof area percentages not being available due to space taken by mechanical equipment, chimneys, vents, skylights, and other features as well as shading that these features cast on surrounding roof areas. One can, however, move these shade-generating features to a rooftop’s north side, allowing an estimated 80% of area for solar. See Bryan, Harvey, Hema Rallapalli, and Jin Ho Jo. “Designing a Solar Ready Roof: Establishing the Conditions for a High-performing Solar Installation.” American Solar Energy Society Solar 2010 Conference Proceedings. 46 The other 5% of buildings were not identified as such by Google’s algorithm. Contra Costa County Renewable Resource Assessment 37 Figure 8. Contra Costa County Solar Rooftop Potential Source: https://www.google.com/get/sunroof/data-explorer/, accessed 9/16/2018. Contra Costa County Renewable Resource Assessment 38 Figure 9. Zoomed in screenshot of Google Sunroof’s characterization of rooftop solar availability and shading at DCD’s offices and surrounding buildings in Martinez Source: https://www.google.com/get/sunroof/data-explorer/, accessed 10/19/2018. Contra Costa County Renewable Resource Assessment 39 Appendix B lists solar potential by census tract, with a total estimated potential of 1,450–2,600 MW. The low estimate only includes south- and flat-facing roofs; the high estimate additionally includes east- and west-facing rooftops. Coupled with new energy efficiency standards (as part of “CalGreen,” the California green buildings standards code), California requires that all new construction buildings under three stories install solar panels as part of the 2019 Title 24, Part 6, Building Energy Efficiency Standards. These estimates of rooftop solar potential do not include solar installed on newly constructed buildings. Timing constraints limit how quickly the County can access this potential economically: it does not make economic sense to install a solar array, and remove and reinstall it five years later, when a roof needs replacing. Therefore, solar should be installed in conjunction with a new roof (+/- 3 years), with roofs typically lasting 25 years or more. Only 1/25th of this total potential (58–104 MW) makes economic sense to install each year over the next 25 years. Actual installations will be lower due to potential non-interest in solar by homeowners, homeowner financial barriers, or other barriers (for example, split incentives). For residential markets, potential financial barriers have been addressed somewhat by third-party leasing which can provide homeowners with no- money-down financing. Figure 10. Net Metering Definition Rooftop Solar Economics Two key elements determine whether a rooftop makes a good candidate for solar: (1) the age of the rooftop (if the roof is sufficiently old, it does not make sense to install solar and replace the roof 10 years later); and (2) the presence of a significant on-site electrical load. If a large solar array is installed onto a roof, and the power generated is sold back to the grid, the array owner will receive a price somewhere between wholesale and retail from the utility (depending on local net metering pricing rules). If the owner has a large load and consumes the energy generated, they essentially receive a full retail-rate value. Consequently, the local electrical load’s size serves as a key economic factor for rooftop installations. Net metering allows customers to export power to the grid during times of excess generation, and receive credits from their utility that can be applied to later electricity usage Contra Costa County Renewable Resource Assessment 40 3.2.2. Parking Lot Solar Neither a comprehensive database of parking lots in the County nor a satellite-based parking lot estimation software, similar to that used for rooftop solar, was found. Therefore, the study required creation of a new database, focused on large parking lots, primarily within the ULL. The study focuses on these sites for the following reasons: • On average, sites within the ULL are likely closer to transmission and substations • On average, such sites may be more likely to be associated with customers with significant net metering loads to balance against solar production, improving economics, and • Solar shade structures in urban locations could be considered to offer greater co-benefits (e.g., more cars benefit from parking in the shade, more County constituents learn of progress made in renewable energy if solar is sited in places with higher population centers) To create a new database of large parking lots, the study filters Contra Costa County’s CCMap resource by the Tax Assessor Use Code. Several types of institutions were selected as they likely had relatively large parking lots (e.g., schools, shopping centers, churches, industrial facilities, business parks, regional parks). This list was given to a student intern and County GIS staff to trace the shape and area of the parking lots within these parcels, starting with parcels with the greatest acreage. This resulted in a list of nearly 1,300 parking lots that could be solar installation candidates. Upon establishing locations, shapes, and acreages of these sites, the team reviewed specific examples of the tracing methodology and satellite imagery to estimate the fraction of identified parking lot area that would likely be shaded and not conducive to solar. This incorporated the following assumptions: • Available space would be reduced by 33% to account for aisles between parking stalls and necessary inter-row spacing (panels at the expected tilt for Contra Costa County’s latitude might otherwise shade directly adjacent panels). Most solar parking canopies cover stalls but not aisles. • Surrounding buildings and/or trees can shade a parking lot. Based on satellite imagery of Contra Costa County, the study assumes that 50% of the time, two stories of obstruction would exist on all sides, with an average 3:1 length to width parking lot aspect ratio. This yielded a useable area ranging from 12% of the parking lot area for very small lots (0.1 acres) up to 85% of the parking lot area for very large parking lots (5 acres).47 • Parking lot areas shaded by large mature trees are generally avoided in quantification of the area available for solar, but areas with shrubs and/or small trees were not excluded, based on the assumption that a property owner could clear these smaller trees. The study did not address whether clearing shrubs and small trees would be a desirable action, and the study recognizes 47 This assumes removing an area 8 feet wide from any edge of the parking lot for every story that the surrounding building or tree extends above a single story (e.g., no reductions in parking lot areas when surrounded by one-story buildings as solar panels are the same height as the building, with 8 feet cut from the edge for two-story buildings). Contra Costa County Renewable Resource Assessment 41 that vegetation and landscaping elements can provide, for example, urban heat island benefits, aesthetic benefits, and drainage benefits. • The study also bases suitability for solar on the proximity to the closest substation, based on an expectation that interconnection costs increase with distance and many of these sites would offer more solar capacity than on-site loads. Tiers were defined as follows: Tier Distance 1 Up to 1,000 feet from a substation 2 1,000 to 5,000 feet from a substation 3 5,000 to 10,000 feet from a substation 4 >10,000 feet from a substation Once useable square footage estimates were available, using the assumptions listed above, a solar capacity value was calculated for each potential site, adopting a rule of thumb that each megawatt requires approximately 2.4 acres of panel surface area (the same assumptions used for rooftops), which typically could fit on a site of about 7.5 acres.48 These capacity values were summed for each proximity tier to a substation, as presented in Table 6. Proximity to Substation Many factors affect interconnection costs, and the exact interconnection cost cannot be easily predicted, short of applying to PG&E for an interconnection study. Nevertheless, for large scale and parking lot solar opportunities, the study seeks to provide context on interconnection considerations without undertaking a full assessment of economic feasibility for any given site under PG&E Rule 21 standards for allocations of interconnection costs and fee schedules. The interconnection cost is driven by multiple factors: the distance to the substation, the cost of new infrastructure required (e.g., new substations and substation upgrades), and the fees assessed by PG&E. While important to a determination of a specific site’s candidacy for large-scale or parking lot solar, these considerations go beyond the detail level possible for a study of this scale. Analysis of the collective impact on transmission and distribution (T&D) upgrade needs across all resources identified by this study would be necessary to attain this level of granularity, and assumptions would be required about which resources would be developed first, what changes would happen in PG&E’s T&D system, what capacity each line and each substation carries, substation connectivity, and what changes might 48 Reasons why panels require so much extra total acreage compared to area taken by the panels themselves include gaps between rows (often requiring wider spacing for single-axis tracking systems commonly used in ground-mount installations, and to avoid row-to-row shading), the need for access (roads, walkways), border shading (caused by fencing or trees on the edges), and other site-specific factors, such as a site’s shape (e.g., the possibility that certain parts of the site are sloped or otherwise unsuitable for panels). See Ong et al, “Land-Use Requirements for Solar Power Plants in the United States”, NREL, June 2013, for further information: www.nrel.gov/docs/fy13osti/56290.pdf Contra Costa County Renewable Resource Assessment 42 occur in PG&E’s cost allocation formulas over a long timescale required to develop this renewable energy. Cluster studies and long-term holistic studies that project more widespread resource development would be needed. Instead of delving into this detail level, the methodology uses a relatively simple metric for ease of utility interconnection— the calculated distance of each solar resource to the nearest existing substation.49 Substation locations were obtained from PG&E substations shown in the PV RAM map,50 substation locations from a spreadsheet emailed to Cadmus by PG&E representatives, and known WAPA substations and privately owned substations within the County. Laying a line from a site to a substation costs approximately $1 million per mile. The study creates distance thresholds to quantify the total resource available within 1,000 feet, 5,000 feet, 10,000 feet, and above 10,000 feet of the nearest substation. Figure 11 shows the location of these substations, buffers around them, and the network of transmission lines within the County. 49 An alternate approach would have been to calculate the distance from each site to the nearest mainline transmission asset and the cost of installing a new substation at that location. This approach was not selected based on the assumption that the cost of creating a new substation to tie into the transmission line would pose significant costs to the project and may or may not be possible or expedient for each project. A new substation is likely to cost over half a million dollars, not including the cost of running a line to the site. 50 PG&E provides a map called PV RAM that is designed to give an indication of the congestion on any given distribution line and limits to the amount of solar that could likely be placed on the system with minimal impact at the line segment level, the feeder level, and the transformer bank level. However, because this map relies on data last updated in 2015 and because this level of detail is beyond the level for a typical technical potential study, it was determined that using the values in the PG&E map was unnecessary for this analysis. Instead only the GPS locations were used. PV RAM map is available here: https://www.pge.com/en_US/for- our-business-partners/distribution-resource-planning/distribution-resource-planning-data-portal.page Contra Costa County Renewable Resource Assessment 43 Figure 11. Substation Locations Table 6. Parking Lot Solar Potential Tier # Parking Spaces Total Acres Total MW 1 114,810 700 180 2 156,260 970 230 3 68,870 430 100 4 16,970 110 20 Total 356,910 2,210 530 Further analysis will be necessary to more precisely estimate technically available solar in parking lots. The methodology provides an order of magnitude estimate and establishes a lower boundary for total technical potential. This can be considered a lower boundary in that not every parking location in the County could be mapped within the study’s scope and timing.51 Another reason is that for parking lots smaller than half an acre, the total available area for solar was heavily discounted due to assumed shading from surrounding buildings. 51 The study did account for over 1,250 parking lots. Despite the focus on the largest lots, the study included hundreds of lots smaller than one-half an acre. Contra Costa County Renewable Resource Assessment 44 For multiple reasons, actual development of solar on parking lots in the County will likely significantly lag behind other solar installations: 1. Parking lots have higher cost structures (structural support adds $0.10–$0.30/kW) and tend to be smaller-sized projects (i.e. < 1 MW). 2. Many large parking lots may exceed the size of local load available to net meter against, reducing a project’s economic attractiveness. 3. Large parking lots are often owned by property management companies, with many tenants paying their own electric bills, resulting in split incentives that slow development of these resources. 4. Property owners may prefer to keep shade trees for aesthetic reasons. 5. Parking lots may be owned by many disparate property owners with varying interests. Accordingly, parking lots currently account for 1%–4% of solar installations in California. Nevertheless, the analysis indicates a significant resource is technically available. If programs and policies to address these barriers are put in place, and if structural support costs come down, these resources could be developed quickly in future years. Parking lots offer a key advantage over rooftop solar: one does not have to wait for the existing roof to wear out before installing solar. 3.2.3. Ground-Mounted Solar The process of developing the technical resource potential for ground-mounted solar was to independently come up with estimates of solar resources on urban land and on land outside the urban limit line. To identify sites that should be counted within the technical potential estimate, a series of exclusion factors was applied. Within the remaining area after these factors were applied, staff searched for sites using satellite imagery to validate technical feasibility. Ground-Mounted Solar Exclusions The following factors were used to limit the areas in which solar potential was identified, grouped in three major categories – physical land attributes incompatible with large solar, biological and habitat value, and land use incompatible with large scale solar. These exclusion factors were applied to both the process of identifying rural and agricultural land that could host solar and “urban land unlikely to be developed” (meaning land that is unlikely to be developed for uses such as housing or jobs) that could host solar. Following this section, there is additional detail on how ULUTBD solar and solar on rural land were evaluated. Appendix D includes detailed maps that illustrate the evaluation process step-by-step, with a primary focus on rural lands. Contra Costa County Renewable Resource Assessment 45 Physical land attributes incompatible with large solar 52 Lands sloped more than 10%. Highly sloped land is not suitable for solar primarily because the higher the slope, the higher the cost of the structural support, and the more engineering required. Additionally, solar on highly sloped sites would be more susceptible to erosion and earthquake risks. Because highly sloped hillsides are visible from far away, these locations may impact community aesthetics. Solar is not typically sited on land sloped more than 10%.53 Figure 12. Ground Mount Solar Exclusion: Slope Less than 10% Biological and habitat resources incompatible with large solar Wetlands were typically excluded for species protection and because of their important ecological functions and habitat value. Low lying land that is not wetlands was not excluded 52 Other attributes could have included fire hazard and flood hazard, but these attributes were not used to rule out lands for suitability, because it was assumed that they would simply increase insurance costs rather than make a project technically infeasible. Establishing the actual risks associated with these factors is a responsibility of potential developers. 53 Charabi et al, “Siting of PV Power Plants on Inclined Terrains”, International Journal of Sustainable Energy, Feb 2014 Contra Costa County Renewable Resource Assessment 46 because solar can successfully be sited in land with a 100-year flood risk.54 There was not one single data layer that was sufficient for ensuring that all wetlands were removed from the analysis, but where wetlands were known they were excluded.55 Natural land cover types from the USGS’s Multi-Resolution Land Characteristics (MRLC) National Land Cover Database (NLCD) Land Cover raster were excluded except for disconnected fragments. These natural land cover types have habitat value and may also pose viewshed concerns, and solar developers indicated they avoid such areas. Figure 13 displays land cover classifications for the entire County. Screening for natural land cover types and for steep terrain was sufficient to ensure that no priority areas from the Eastern Contra County Habitat Conservation Plan/Natural Community Conservation Plan (HCP) were included in the sites listed as suitable for solar.56 Critical habitat as designated by the U.S. Fish and Wildlife Service (FWS). FWS maintains a critical habitat for threatened and endangered species map, and several locations within the County provide habitat for such species, including the California red-legged frog, the Alameda whipsnake, the Santa Cruz tarplant, the vernal pool fairy shrimp, and others.57 Areas designated as critical habitat were excluded, except for areas where natural land cover was not present. Land uses incompatible with large scale solar Areas with residential or potential residential uses were excluded from the analysis because of generally smaller parcel sizes and because most undeveloped land that is residentially designated, or zoned, and is not currently used for housing, is assumed to have potential for residential development. A combination of assessor use code, general plan designations, and zoning was used to determine the suitability of the land for residential use based on County staff expertise. Undeveloped areas with job creation potential were excluded if job creation potential was deemed to be significant. This included commercial, industrial, or related land use designations. Land surrounding airport runways was excluded. While solar near airports is feasible and has significant precedent, it was assumed that projects that attempted to site solar near runways 54 For instance, Monterey County has provided guidance on siting solar in such locations here (http://www.co.monterey.ca.us/Home/ShowDocument?id=23403). 55 The County does not have its own map that covers the entire County. One known exception to the avoidance of anything that could be considered a wetland is that detention basins were not actively excluded. 56 The HCP was created to streamline permitting for habitat impacts while protecting biologically rich blocks of habitat within the County. The HCP has identified priority areas for permanent protection, which would not be suitable for solar. 57 https://ecos.fws.gov/ecp/report/table/critical-habitat.html Contra Costa County Renewable Resource Assessment 47 would encounter higher costs due to more extensive project review. FAA provides guidance for the length, width, and shape of “runway protection zones” where solar should not be sited.58 Military bases were excluded because it was assumed that the military may not wish to constrain usage of their lands in case of future changes in their operations. It also would be difficult for County staff to determine whether certain parts of military held land was actively used or not. Parks, conservation easements, and watershed lands were generally not considered potential areas for large-scale solar. However, in cases where these areas contained parking lots and detention basins, those parts of the site were considered. Figure 14 shows a map of where such parks and land uses are located in the County. 58 https://www.faa.gov/documentLibrary/media/Advisory_Circular/150_5300_13_chg11.doc Contra Costa County Renewable Resource Assessment 48 Figure 13. Multi-Resolution Land Characteristics (MRLC) National Land Cover Database (NLCD) Land Cover Classification Contra Costa County Renewable Resource Assessment 49 Figure 14. Parks, Open Spaces and Conserved Agricultural Lands Contra Costa County Renewable Resource Assessment 50 Ground-Mount Solar on Urban Land Unlikely to be Developed (ULUTBD) Once the above technical exclusions were applied, County staff reviewed the remaining areas to further narrow and identify large plots of land that could potentially host solar within the Urban Limit Line.59 The results of this process are shown in Figure 15. A goal for the County is to prioritize solar installation on “urban land unlikely to be developed,” meaning land that is unlikely to be developed for uses such as housing or jobs (hereafter called ULUTBD). Such land includes industrial buffer land, transportation rights of way, industrially impacted or contaminated land, land isolated by uses incompatible with most development, landfills, property of waste water treatment plants, and more. Identification of this land reflects detailed County staff knowledge of development history, community planning priorities, and other factors. Not all ULUTBD spaces identified are conventional locations for solar, albeit all types have at least some examples of solar development in other parts of the country. For example, Figure 16 provides an example of a highway cloverleaf that was included within the ULUTBD dataset. Figure 15. Land Unsuitable for Solar Inside the Urban Limit Line 59 The Urban Limit Line was created by the voters in 1990 to restrict Contra Costa County urban development and preserve the remaining land for agriculture, open space, wetlands, parks, and other non-urban uses by directing development to existing urban areas and away from agricultural lands and open space. Contra Costa County Renewable Resource Assessment 51 Figure 16. Example ULUTBD Highway Cloverleaf Potential Solar Site Finally, from within the set of ULUTBD areas identified, sites were removed that did not seem likely to be viable for solar due to considerations such as being in sensitive locations, being recently proposed for other uses, or other local neighborhood factors. Not all of the ULUTBD will be attractive to solar developers due to parcel attributes like size, shape, contamination history, and other factors. Accordingly, our estimates of the total acreage available for solar within the ULUTBD category were conservatively trimmed by 33%. Similar to the approach for parking lots described above, suitability for ground mount solar was based on proximity to the closest substation, which impacts costs (it costs roughly $1 million per mile if transmission line capacity is not already available). As with parking lot solar, tiers were defined as follows: Tier Distance 1 Up to 1,000 feet from a substation 2 1,000 to 5,000 feet from a substation 3 5,000 to 10,000 feet from a substation 4 >10,000 feet from a substation Contra Costa County Renewable Resource Assessment 52 Once acreages were available, a solar installation size was calculated for each potential site, using a rule of thumb that each megawatt requires approximately 7.5 acres of land.60 Table 7. Ground Mounted Solar Potential on Urban Land Unlikely to Be Developed (ULUTBD) ULUTBD Solar Potential Proximity Tier Total Acres Total MW 1 900 120 2 1,300 170 3 200 20 4 0 0 Total 2,400 310 Tiers indicate proximity to substation Ground Mounted Solar in Rural Areas In addition to urban land unlikely to be developed, there are areas in the County outside of the Urban Limit Line that may be suitable for solar. As noted above, several exclusion factors had already been applied to focus attention on least tradeoff lands and these factors were also used when considering rural land. Outside the ULL, it was also necessary to exclude areas with concentrations of smaller parcels generally describable as rural residential. Other factors included not looking at land with natural land cover, wetland areas, critical habitat areas, and parks and open space, among other factors, as described above. This focused the attention primarily on the undeveloped land in the eastern part of the County, much of which is used for agriculture or designated agricultural. This study first investigated agricultural land not located on the Delta Islands, and separately investigated land on the Delta Islands, which have their own mix of unique constraints. Together these areas are summarized in the inventory of potential renewable resources as “Agricultural Land with Relatively Low Constraints.” Appendix D: Cartography presents maps associated with this process. Agricultural Land Excluding the Delta Islands Because of the County’s interest in preserving high quality farmland, County staff performed extensive evaluation of the available data on agricultural land quality to inform this portion of the study. The methodology for assessing whether farmland could be suitable for solar included the usage of the USDA’s Natural Resources Conservation Service (NRCS) Soil Survey and designations of farmland quality from the California Department of Conservation’s Farmland Mapping and Monitoring Program (FMMP). Each of these datasets rank agricultural land. The NRCS rankings lean heavily on soil science, while the FMMP rankings take into consideration how the land is currently farmed. The NRCS data uses several attributes to rank quality, including farmland capability class, grade, an index of soil quality, and a determination of land that is “prime farmland,” or “farmland of statewide importance.” The FMMP data 60 Ong et al, “Land-Use Requirements for Solar Power Plants in the United States”, NREL, June 2013, https://www.nrel.gov/docs/fy13osti/56290.pdf Contra Costa County Renewable Resource Assessment 53 also categorizes land that is “prime farmland,” “farmland of statewide importance,” ”unique farmland,” and “farmland of local importance.” For the purpose of this analysis, land that has a Class I or Class II NRCS classification or a Storie Index Rating greater than 80 was typically considered unsuitable for solar. Soil attributes vary both between and within parcels, and areas of higher and lower quality soil are often tightly intermingled (see Figure 17 and Figure 18). Given that the shape of a large solar array would not likely be conformed to the exact boundaries defined by soil quality, a subjective effort was undertaken to identify sites that were primarily poor quality soil sites.61 Two versions of this analysis were done, one which identified the agricultural lands that were least likely to have significant agricultural value, and a second version that loosened the criteria and included unique farmland and farmland of local importance. The locations identified are shown in Figure 19 and Figure 20. Resulting from this analysis, 27 sites were identified in the former group and 58 sites in the latter group. The average size of these sites was 25.4 acres and 37.7 acres, respectively. These sites were not split by parcel boundaries or by ownership under the assumption that land from multiple owners could potentially be leased if needed in order to achieve a solar farm of the appropriate scale. Applying a ratio of 7.5 acres needed per megawatt of ground mounted solar, we obtained a low estimate of 90MW of capacity likely available, and a high estimate of 300MW. Delta Islands Most of the islands - Coney Island, Palm Tract, Orwood Tract, Holland Tract, Quimby Island, Webb Tract and Bradford Island -- were excluded based on a cumulative series of constraints. The cost of extending transmission lines, subsidence below sea level, insurance concerns regarding the condition of levees, and the high concentration of prime soils according to U.S. Department of Agriculture, even if they are not currently farmed, were all major factors. The remaining areas, on Jersey Island and Bethel Island, have unique distinctions that may counterbalance some of the constraints and for that reason, we feel they deserve more discussion. Jersey Island has a General Plan land use designation of Public Semi Public (PS) and is 100% owned by a special district. Bethel Island is inside the Urban Limit Line, has significant obstacles for large scale conversion of agriculturally designated lands for either jobs or housing, and has a larger risk pool, and more robust maintenance district regarding the levees. Based on these factors, specific locations on each of these islands were identified and mapped (Figure 19). Enough land for 240MW of solar was identified on Bethel Island and 430MW on Jersey Island. 61 If Contra Costa County were to adapt its General Plan and its zoning to allow solar in relatively low constraint agricultural areas, it would likely not follow the precise soil quality boundaries to set policy, but rather adapt these boundaries to existing parcel boundaries. The existence of a small sliver of prime farmland or other designated high value soil within a larger parcel of poor soils would not likely preclude the development of solar there, and conversely, the existence of small areas of poor soils in otherwise high soil quality parcels would not imply that the County would allow solar on any part of that parcel. Contra Costa County Renewable Resource Assessment 54 It should be stressed that this is an estimate of technical potential, not a recommendation. Compatibility with the Bethel Island community has not been evaluated in this study, but would need to be evaluated before any proposal were considered. Figure 17. Contra Costa Prime Soils Contra Costa County Renewable Resource Assessment 55 Figure 18. Contra Costa County Farmland and Prime Soil As for the sites identified within the urban land unlikely to be developed (ULUTBD) category above, the rural solar sites were grouped by proximity to substations. The vast majority of the resource is located more than 2 miles from a suitable substation (Table 8). Table 8. Ground Mount Rural Solar Potential by Proximity to Substation Proximity Tier Agricultural land and Delta Islands Least constrained Less constrained 1 0 0 2 0 0 3 430 430 4 330 540 Total 760 970 3.2.4. Total Solar Technical Potential The sections above explore the solar potential available on rooftops, parking lots, urban land unlikely to be developed, agricultural land solar, and the Delta Islands. Building from this analysis, Table 9 presents total solar potential for the County. Contra Costa County Renewable Resource Assessment 56 Table 9. Contra Costa County Total Solar Potential Type MW Capacity Annual MWh Low High Low High Rooftops 1450 2600 2,290,000 4,100,000 Parking Lots 180 530 280,000 840,000 Urban Land Unlikely to be Developed 120 310 190,000 490,000 Agricultural Land with Least Constraints 760 970 1,200,000 1,530,000 Total 2,510 4,410 3,960,000 6,960,000 The numbers presented in Table 9 should be interpreted cautiously, because they do not reflect how quickly this solar potential could be achieved. While rooftop solar presents the largest opportunity, it is distributed over hundreds of thousands of roofs. The County would need to dramatically scale up from its current rate of rooftop solar installations (~1,500 permits/year) in order to fully capture the rooftop potential on these roofs in a reasonable time frame. Even if all building owners who could install solar decided to install it, the importance of having a relatively new roof for cost effectiveness means that it would take at least 25 years before this potential could be realized. Similarly, all forms of ground mounted solar depend on competing uses for the land, among other considerations. See the next section for further information on barriers to realization. Figure 19 shows all the solar resources identified, excluding rooftop solar. Contra Costa County Renewable Resource Assessment 57 Figure 19. Solar Technical Potential Areas in Contra Costa County (ground mounted only – see Figure 8 for rooftop potential) Contra Costa County Renewable Resource Assessment 58 Figure 20. Agricultural Land of Relatively Low and Least Constraints Contra Costa County Renewable Resource Assessment 59 3.2.5. Indicative Economic Potential The determination of sites most financially attractive for solar remains a task for the solar developer community. However, to provide input for County policy deliberations, this study compares rough financial desirability at a high level for the four types of described solar resources. Such a comparison was necessary to help the County understand the approximate resource available at different cost tiers. Table 10 compares and contrasts characteristics for these four types of solar installations. Installation costs posed a primary consideration, directly affecting total electricity costs for consumers. Larger-scale ground mount solar present the lowest-cost resource; residential and parking lots, at a lower scale, are almost twice as costly (excluding land acquisition costs, which can be highly variable). For ease of comparison, all costs are on a third-party financing basis; costs can be significantly lower upon purchasing a system outright. The table also compares land acquisition cost considerations, slopes, interconnection costs, net metering, and project timing between the four solar installation categories. Actual costs will depend on many factors that cannot be estimated on a site-by-site basis within this study’s scope (such as land acquisition or lease costs, site prep and engineering work, underlying soil conditions and foundations, transmission and distribution upgrades or costs, rooftop structural reinforcements, availability of easements if connecting substations are not adjacent to the property, and other factors). Costs shown in the table are indicative of the project class, not any specific installation. Several installation trends will likely influence the identified types of solar (e.g., rooftop, parking lot, ULUTBD, agricultural/rural) developed most rapidly in the coming decades: • Sites with the lowest costs are most attractive • Large sites may encounter delays associated with transmission queues, or PG&E may not be able to accept further solar without storage, which itself may take some time to implement • Parking lots have traditionally taken a 1% to 4% market share of the overall PV market due to their higher costs • Commercial rooftop projects have averaged roughly 10% of the market due to higher complexity and split incentives 62 barriers (as many businesses rent their space) • Interest rates have been at historical lows, but are currently rising, which may slow market development • Policy at national, state, utility, and local levels may accelerate or slow market development Absent major policy changes, the relative share of parking lot, rooftop, and primary-use ground- mounted solar can be assumed to not change rapidly in the County. 62 Split incentives occur when solar benefits in the form of lower tenant utility bills do not accrue to the owner. As a result, owners tend to not install solar unless benefits can be shared with the tenant. Contra Costa County Renewable Resource Assessment 60 Table 10. Factors Affecting Economic Viability of Solar Projects, by Project Type Rooftop Parking lots Ground Mount Rationale Unlikely to be developed Agricultural land / Delta Islands Land acquisition (and potential mitigation) cost Lowest (assumed to be zero) Lowest (assumed to be zero) Low to Medium Low to Medium (excluding the most valuable ag land) Agricultural land value is driven by quality as agricultural land. Land unlikely to be developed is assumed to be inexpensive because it is undesirable sites or sites with other problems. However, it may come with mitigation/cleanup responsibilities. Slope Not an issue Assumed sufficiently flat (<10% slope) Already filtered for slope. Projects could be done on more significantly sloped land, but at higher cost. Interconnection cost Lowest Highest For the purposes of this report, interconnection costs are assumed strictly proportional to distance to substation. Assumption is that substations are more likely to be near population; rural areas may have longer distances. Scale Smallest Variable Assumed to be largest Sites within urban areas are generally surrounded by other uses and tend to be smaller. The chance of acquiring a large amount of developable land within the ULL is extremely low - economics will drive toward higher value uses. Smaller scale tends to drive the cost per watt higher. Cost per kW of labor and parts (e.g., panels and balance of system) High ($3.23/W,a $0.17/kWh) Highest ($3.53/W, $0.15/kWh) Lowest ($1.66/W, $0.10/kWh) (excluding any mitigation that may be required) Parking lots canopies cost more than other types and tend to be smaller on average than the other site types; rooftop retrofits are more costly because installation size is small and fixed costs must be spread over a smaller project. Net metering (non- wholesale) Depends on ownership and surroundings Not likely Nearby building energy consumption affects net metering potential. Landlord/tenant split incentives may create challenges in some urban settings. a All costs in this table are cited as cost per installed watt of DC power and converted to an expected “levelized cost of electricity” (LCOE) per kilowatt hour. Sources for costs: Residential: Energy sage and Vivint.com | Ground mount: NREL’s Solar Advisory Model Contra Costa County Renewable Resource Assessment 61 3.3. Wind Stakeholder discussions around wind power indicated that the study did not require a quantitative estimate of total wind power available. The County wishes to understand broadly the available technologies and whether these can be considered as viable resources. A key rationale for limiting the quantitative focus on wind power is that the County has maintained a wind ordinance since the mid-1980s, and, according to County planners, has not received inquiries regarding zoning permits for wind in the designated areas. Nonetheless, a significant wind resource exists in the County, and the County deemed it important to assess what elements might contribute to wind development. 3.3.1. Large Wind Farms One of the earliest large-scale wind farm areas in the country, the Altamont Pass Wind Resource Area straddles the border of Contra Costa County and Alameda County. Wind turbine technology has significantly improved since the mid-1980s, with power generated by a single turbine increasing 25X as individual turbine sizes have increased 5X, sharply reducing power costs and improving efficiency. The performance of these turbines and the issues that they raise can provide the County with a useful context in evaluating wind power. In particular, controversy surrounding raptor deaths at Altamont Pass and associated shutdowns during winter months suggest potential hurdles that may affect wind siting throughout the rest of the County. Figure 21. Wind Technology Evolution Source: Thresher, Robinson, and Veers. “The Future of Wind Energy Technology in the United States”, October 2008, NREL. Contra Costa County Renewable Resource Assessment 62 As shown in Figure 21, decades ago wind technology required relatively high wind speeds for large wind plants to be economically viable; the Altamont Pass wind farms are located in an area averaging 7 meters per second annually (class 3). Rotor diameter and tower heights, however, have increased five- fold, and low wind speed technology has improved, with 6 meters per second at higher 100-meter hub heights now economically viable in areas with transmission available.63 Figure 22 shows these areas in green, white, and yellow, including significant portions of the Northern Waterfront. Figure 22. Contra Costa County Wind Potential. Source: NREL Wind Prospector The map indicates two main potential areas for large-scale wind projects, apart from Altamont Pass, which has already been developed. These potential areas include most significantly, the industrial buffer lands east of Rodeo and the hills west of Bay Point, both along the County’s Northern Waterfront. While additional areas of average wind speeds greater than 6 meters per second are displayed at other locations along the Northern Waterfront, these were not studied due to anticipated engineering difficulties and ecological resource constraints (in the case of the northernmost Delta Islands, Bradford Island and Webb Tract, which are both substantially below sea level on soil prone to 63 p 64, Chapter 2, “Wind Vision: A New Era for Wind Power in the United States”, US DOE, Mar 2015, https://www.energy.gov/eere/wind/maps/wind-vision Contra Costa County Renewable Resource Assessment 63 subsidence) and due to their location within city boundaries (in the case of the waterfront west of Rodeo) and therefore being outside of the County’s jurisdiction. The two sites identified above were also subjected to screening to ensure that they had enough undeveloped land to accommodate at least 10 MW of wind. While most large-scale wind farms in the United States are 120 MW or above, due to multimillion dollar development costs, successful large-scale wind farms can be as small as 10 MW.64 Using a rule of thumb that 45 acres are required per MW,65 it was determined that both sites had enough available land for consideration. Nonetheless, it is worth noting that substantial hurdles may preclude the development of these sites, not the least of which being that the cost of transmission studies, wind studies, land acquisition, permitting, environmental impact studies, local approvals, and other costs must be amortized over a relatively small energy output compared to most wind projects. To determine the amount of available area in each of the locations, several exclusion factors were applied, including avoiding regional parks and planned parks, avoiding important habitat corridors, avoiding locations slated for development, avoiding locations within city boundaries, and avoiding militarily owned land. Table 11 shows the total potentially suitable undeveloped area for both these sites after the above factors were accounted for. It also shows that each of these locations is very close to substations,66 which may be a favorable factor in their suitability. Table 11. Contra Costa Large Scale Wind Potential Region Potentially Suitable Undeveloped Area (acres) Transmission Distance (miles) Wind Technical Potential (MW) Industrial buffer lands east of Rodeo 580 <1 13 West of Bay Point 997 <1 22 Total 1,600 35 In addition to the above wind potential, potential exists to upgrade use of the Altamont Pass land by repowering existing wind farms. Turbine rotor diameters have quintupled, tip speeds have slowed, and output power has improved 100-fold compared to wind turbines first installed in the 1980s. The latest 64 See https://www.windpowerengineering.com/wind-project-map/; while there are a few <10 MW turbine projects in California, wind farms tend to start at 10 MW and up. 65 https://www.nrel.gov/analysis/tech-size.html 66 As with solar, proximity to transmission lines plays a key role in large-scale wind project siting, as it costs roughly $1 million/mile if transmission line capacity is not already available. Refer back to Figure 11 for a transmission line and substation map for Contra Costa County, indicating high-voltage transmission lines lie relatively close to all of these areas, generally at less than one mile. Contra Costa County Renewable Resource Assessment 64 Contra Costa County project to repower the Altamont Pass was the 78 MW Vasco repowering project in 2011. Because fewer turbines are needed to produce the same or more power, repowering reduces bird fatalities according to the 2010 settlement agreement.67 3.3.2. Small-Scale Wind Large-scale and small-scale wind projects differ in multiple ways: 1. Smaller tower heights and turbine rotor diameters sharply increase costs. Per KW, small wind projects generally cost four to five times more to install than large-scale wind projects. A quote received from a vendor of 10-kW small, vertical axis, wind turbines required $80,000 just for the turbine alone (not including site prep, electrical, structural, permitting, or interconnection costs).68 2. Due to higher costs, small-scale wind should be matched to local electricity consumption that can absorb the wind electricity generation on site as opposed to selling it wholesale. 3. Technical potential remains extremely sensitive to local topology, including nearby buildings; and the fixed cost of measuring wind potential is relatively expensive for smaller projects. 4. Nearby residential neighborhoods may object to wind turbines’ noise as well as the wind turbines’ aesthetics. A thorough assessment of technical potential of roof-mounted and small-scale wind would require an analysis level beyond this study’s scope, given small-scale wind’s extreme sensitivity to local wind variability. In general, the presence of ground, buildings, and trees reduces wind speeds sharply and with high variability due to turbulence—one reason that tower heights have generally increased over time. Technical trends are as important as wind resource potential quality. Wind technology providers discovered that turbine wind power output is proportional to the rotor diameter cubed. The resulting dramatic increase in turbine diameter size enabled wind power to become one of the lowest-cost power sources available in the United States today. Such large turbines, however, are not appropriate or safe when mounted on buildings. Designs restricted to lower-turbine diameters therefore have lower power output per turbine and higher costs. These reasons explain why roof-mounted wind has not become commonplace in the County. Therefore, it is more appropriate to qualitatively describe the potential posed by roof-mounted and small-scale wind, noting that, in future years, technology innovation and policy design could lower costs and/or 67 Vasco Winds Repowering Project, Final Environmental Impact Report, April 2011. Also see Alameda County’s website regarding Altamont Pass project activity: https://www.acgov.org/cda/planning/landuseprojects/windturbineproject.htm 68 Krista Rigsbee, Constructive Systems. Email communication, 2018-09-06 Contra Costa County Renewable Resource Assessment 65 encourage a diversity of renewable resources with multiple generation profiles, making small wind an attractive opportunity for property owners. Roof-mounted wind applications vary significantly regarding technology, form factors, and wind-speed requirements. Roof surfaces in urban environments experience highly variable wind resources based on their locations relative to street canyons, wind shadows from adjacent buildings, and the roughness of the urban environment’s terrain.69 Small wind feasibility may depend on a property owner’s willingness to site microturbines at optimal heights above roof ridges, and a roof’s optimal shape. Additionally, feasibility may be affected—positively and negatively—by neighbors’ construction practices. Buildings in less dense areas of the urban environment (e.g., buildings surrounded by large parking lots or fields) and buildings near the edge of a developed area may present promising locations. Such buildings, on average, may present fewer obstructions to steady and higher-velocity wind. These types of buildings may also be desirable for additional reasons, such as a reduced density of neighboring uses (which can, in turn, affect a small wind project’s wind speed). Shadow flicker, glare from solar reflection from turbine blades, and noise emitted by small turbines all may disturb occupants of neighboring buildings. As such, small wind may be less desirable for residential neighborhoods or office settings pending the location of the turbines and their shadows. On the other hand, careful study can identify roofs where small wind is unlikely to cause any neighbor complaints, and noise suppression technology continues to improve. Another challenge presented by small wind arises from a wind resource inherently more variable and less predictable than solar within the County; small wind is typically of a scale that cannot support the detailed and lengthy studies required to determine whether small wind would be economical for any specific roofline. Average shading can be assessed with a single site visit and knowledge of the surroundings (e.g., whether affected trees are deciduous), but wind varies hourly and seasonally. Local residents and property owners, however, may have strong contextual knowledge about wind speeds from their experience over the years, allowing them to make educated guesses that do not necessitate a multi-season anemometer study. Given these resource measurement difficulties, the relatively low wind speeds throughout the County (excepting, as noted, Altamont Pass), the technology’s commercial status, and the much higher costs of small-scale wind projects, this study omits small wind. Despite this, some applications within the County make economic sense. For example, a water pump far from an electric grid distribution line can receive power from a small wind turbine, avoiding the cost of a new distribution line. Still, in general, small wind will likely remain at the demonstration scale until significant breakthroughs reduce these barriers and make this generation source competitive with large-scale wind, solar, and natural gas. 69 https://www.sciencedirect.com/science/article/pii/S0378778811001101 Contra Costa County Renewable Resource Assessment 66 3.4. Biomass While this resource assessment focused primarily on solar, significant biomass resources in the County offer an advantage in being dispatchable (e.g., they can operate at any time). On the other hand, air emissions are a notable disadvantage. With California forest fires increasing in extent and ferocity,70 over 50 million dead trees in California can provide fuel for the biomass industry, but which are not prevalent in Contra Costa County.71 While economic conditions remain unfavorable for biomass-based electricity at present, this resource assessment establishes the potential for biomass-based power if these conditions improve. Figure 23. Biomass Facilities in California Green = Active. White = Idle. Source: http://www.calbiomass.org/facilities-map/ 3.4.1. 2018 California Biomass Market Status California permits 34 biomass facilities to operate within the state, but only 22 of these are active, as shown in Figure 23. None of these facilities are located in Contra Costa County, with the closest idle 70 See, for example, https://www.axios.com/fires-rage-with-no-regard-for-season-1513206927-2f9644ce-e9b0- 4225-8737-d2e3c73f66d8.html 71 http://www.latimes.com/local/california/la-me-sierra-tree-mortality-20161129- story.htmlhttps://www.fs.usda.gov/Internet/FSE_DOCUMENTS/fseprd537991.pdf Contra Costa County Renewable Resource Assessment 67 facility in Tracy, and the closest active facility in Stockton. As discussed in the market status section, the total wholesale cost of biomass-based electricity generation is higher than the nuclear, natural gas, solar, hydro, or wind sources that power Contra Costa County currently, as shown earlier in Table 5. At present, solar and natural gas-based power—the fastest-growing generation sources in Contra Costa County—are both 25% less expensive than biomass. Therefore, utilities seeking to lower electricity costs for consumers favor retirement of biomass plants as their long-term biomass power purchase agreement (PPA) contracts expire. 3.4.2. Biomass Resources in Contra Costa County Contra Costa County has a wide variety of plant and animal waste materials for potential use in generating electricity. Principle sources include the following: • Agricultural waste (corn husks, plants) • Wood waste (chipped up shrubs/landscaping/yard waste, and construction and demolition wood waste) • Compost (food waste, manure, other green waste) • Forest slash (dead trees, brush) • Landfill waste Anaerobic digestion composting processes produce methane gas, as do landfills as waste slowly decomposes in place. Similarly, wastewater sludge can be processed by anaerobic digesters to produce methane. Though the following biogas section considers these processes and sources, this resource assessment’s scope does not include biomass crops used to produce fuel (e.g., corn for ethanol, experimental algae, experimental cellulosic crops), as these sources are de minimis in the County. In all cases, the study assumed the above waste would be burned, releasing heat to boil water to generate steam and then electricity, akin to power generated by coal-fired power plants. Contra Costa County Renewable Resource Assessment 68 Figure 24. Biomass Power Plant Source: https://archive.epa.gov/epawaste/nonhaz/municipal/web/pdf/processdiagram-2.pdf Incinerating waste reduces its volume approximately four-fold, reducing landfill volumes in addition to generating electricity. Two landfills operate in Contra Costa County, and the in-County landfills have at least 48 years of disposal capacity remaining as of December 2017, according to CalRecycle (see CalRecycle report “State of Disposal in California Updated in 2016”72 for further information on waste stream movement within the state and for further context regarding waste movement in California). Agricultural Waste To estimate acres of land used for various crops, Cadmus used the County’s public, crop-specific pesticide use records for 2016–2018.73 Table 12 shows the planted acreage. 72 CalRecycle, “State of Disposal in California Updated in 2016”, Feb 2016, http://www.calrecycle.ca. gov/ publications/Documents/1556/201601556.pdf 73 The Permittees 2017.xls file (www.co.contra-costa.ca.us/6243/download-pesticide-use-data) Contra Costa County Renewable Resource Assessment 69 Table 12. Agricultural Waste Available Total Acreage Total Bone Dry Tons(BDT)/Yr MW Generation Capacity Nuts 28,000 20,580 2.79 Corn For Food 7,369 14,886 1.78 Wheat 4,161 3,391 0.40 Corn, Human Con 3,287 6,641 0.79 Tomato Process 2,819 148 0.02 Safflower 2,749 1,004 0.13 Grape, Wine 2,612 2377 0.31 Cherry 1,201 219 0.03 Wheat for Food 875 713 0.08 Tomato 847 44 0.01 Olive 813 558 0.08 Walnut 656 482 0.07 Totals 6 Using the crop acreage estimates, Cadmus calculated available biomass feedstocks based on factors from the latest 2008 California Energy Commission (CEC) biomass resource assessment,74 which provides estimates of the bio-waste tonnage generated per acre and the amount of this tonnage available for combustion; this varies from 5% to 70% of the total tonnage, depending on the crop.75 Crop wastes must be dry prior to biomass combustion, and each crop has different dry weight percentages, ranging from 14% to 35%. Applying this factor yields the total amount of bone-dry tons per year, serving as the basis for calculating megawatts of generation capacity. The 2008 CEC study also estimates the heating value for each biomass material type in BTU/BDT (bone dry ton). The right-most column in Table 12 estimates the MW generation capacity per crop, using a 20% efficiency of conversion to electricity and an 85% capacity factor.76 Summing Table 12 produces the total generation available from agricultural waste in the county: 6 MW of capacity. Though a value 50% higher than the previous 2008 CEC study results, the value should be more accurate as pesticide use directly correlates with land in agricultural use. 74 Williams Jenkins, and Kaffka. “An Assessment of Biomass Resources in California, 2007, 2010, and 2020”, California Energy Commission, Dec 2008, CEC-500-2013-052 75 Soil must be replenished with some of this waste, therefore not all of the tonnage listed above is available for combustion. 76 See Chapter 3, footnote 52, p 96-105, for calculation details. Contra Costa County Renewable Resource Assessment 70 Wood Waste and Forest Slash As shown in Table 13, CalRecycle compiles a list of facilities permitted to operate as wood chipping facilities.77 Table 13. Contra Costa County Wood Chipping and Grinding Facilities SWIS Number Name Tons / Yr Facility Description 07-AA- 0059 Fahy Tree Service 50,000 Grinds incoming materials through portable grinders. Processed materials are shipped to various customers that use it in various markets. 07-AA- 0061 Green Waste Recycle Yard 1,200 Accepts whole trees, culled logs, and brush to divert from landfills, material is stored at the site until it can be processed/converted and reused as recycled mulch, dimensional lumber, or wood fuel. 07-AA- 0062 Woodmill Recycling Company 18,525 Accepts yard trimmings, untreated wood waste, natural fiber products, and construction/demolition (C&D) wood waste. Mechanically chipped, ground, screened, and processed material is then removed from the site. 07-AA- 0067 Hamilton Tree Services, Inc. 12,000 Screens arbor mulch into two natural sizes and color with non- toxic colorant and sold to retail. Some go to co-generation or logs to saw. On occasion, material ground on site to produce more wood chips. 07-AA- 0069 Expert Tree Services 1,500 Green waste, wood chips, stumps, and C&D wood waste, staged and processed for further recycling and reuse. 07-AA- 0070 Atlas Tree Service, Inc. 2,600 Removed plantings, hedges, and shrubs are ground and sent out to biofuel plants. 07-AC- 0044 CCW Wood Chipping / Grinding 25,000 Accepts green materials and untreated wood (max. 200 tons per day) for chipping and grinding operations. 07-AA- 0072 Pacific Wood Recycling 156,000 Chipping and grinding facility Facility descriptions clearly indicate that ground-up material goes to a variety of outlets— landscaping use (as mulch), wood fuel for home heating, or incineration for electricity in a biomass plant. If all this material were diverted to electricity generation, current chipping facilities waste streams represent 270,000 tons of material. An assumed 42% moisture,78 a 15 MJ/kg heating value for the fuel, 20% conversion efficiency, and 85% capacity factor 79 equates to 640,000 MWh/year heating value of generation potential, or 26 MW. 77 http://www.calrecycle.ca.gov/SWFacilities/Directory/SearchList/List?COUNTY=Contra+Costa 78 Per the U.S. EPA, wood chips green vs. dry: https://www.epa.gov/sites/production/files/2016- 04/documents/volume_to_weight_conversion_factors_memorandum_04192016_508fnl.pdf 79 See footnote 52 for these values and calculation details. Contra Costa County Renewable Resource Assessment 71 Landfill Waste As shown in Figure 25, two active landfills operate in the County. Figure 25. Contra Costa County Active Landfills Source: Google maps, accessed 7/25/2018 The Keller Canyon landfill (located between Concord and Pittsburg) processes approximately 2,370 tons/day,80 while the Acme Landfill (in Martinez) processes 56 tons/day.81 In total, the study calculates these landfills process 0.79 million tons annually.82 In the absence of readily available data on the amount of landfill waste exported from and imported into the County, an estimate of the refuse available for incineration may be better sourced from estimates of the population’s per-capita waste generation. CalRecycle estimates a 10-year average per-capita landfill disposal rate of 4.7 lbs/capita/day 80 Cal Recycle Annual Report, 2017, based on average rates for 2015-2017 81 Ibid. 82 Assuming 307 and 256 days of operation per year for the Keller Canyon and Acme landfill respectively. This calculation matches closely with data provided by the County indicating that 0.77 million tons and 0.80 million tons were disposed of at these facilities in 2016 and 2017, respectively. Contra Costa County Renewable Resource Assessment 72 in California.83 With a population of 1.127 million people, this equates to 1 million tons of waste disposed of annually. With 19% moisture assumed, a 12.9 MJ/kg heating value of the fuel, 20% conversion efficiency, and 85% capacity factor,84 this equates to a 2,300,000-2,900,000 MWh/year heating value, with 62-78 MW available.85 Note that some proportion of the wood waste/forest slash chipped up and ground also may find its way into the County’s landfills. The study did not attempt to quantify the extent to which Contra Costa County exports or imports landfill waste. 3.4.3. Technically Available Biomass Resources Summary Table 14 summarizes the above analysis and compares total results to the latest 2008 California Energy Commission (CEC) biomass resource assessment.86 The County, without regard to economics, air emissions, or other considerations, could generate 2.7-3.8 million MWh/year heating value from technically available biomass resources. This is double the amount found in the 2008 CEC study, despite using more conservative energy conversion assumptions (i.e., 20% vs. 30% conversion efficiency). The difference is primarily driven by higher levels of landfill use than that assumed a decade ago. Table 14. Technically Available Biomass Contra Costa County MWh/year Heating Value MW Capacity 2008 Studya Agriculturalb 120,000-240,000 3-6 4 Wood Wastec 105,000–420,000 4.2–17 1 Landfill Waste 2,300,000–2,900,000 62-78 39 Total Biomass Resource 2,700,000–3,800,000 71-110 44 a Table 88, Williams Jenkins, and Kaffka. “An Assessment of Biomass Resources in California, 2007, 2010, and 2020.” Table 88. California Energy Commission. December 2008. CEC-500-2013-052 b The lower end of this range is based on assuming only 50% of crop residues are available to be incinerated, with the rest being used to replenish the soil. c The lower end of this range is based on assuming only 25% of wood waste would be incinerated, whereas the upper value assumes 100% would be incinerated. Alternate uses include landscaping mulch, landfill cap/fill, and home heating. 83 http://www.calrecycle.ca.gov/LGCentral/goalmeasure/disposalrate/Graphs/Disposal.htm 84 See footnote 52 for these values and calculation details. 85 If this calculation is instead done using the volume from the County’s active landfills (assuming no net export of landfill waste), a slightly higher heating value and capacity is obtained, 3,830,000 MWhr/year or 103 MW at 85% capacity factor. Our results present the range between these two estimates. 86 Williams Jenkins, and Kaffka. “An Assessment of Biomass Resources in California, 2007, 2010, and 2020”, California Energy Commission, Dec 2008, CEC-500-2013-052 Contra Costa County Renewable Resource Assessment 73 3.5. Biogas As shown in Figure 26, anaerobic digestion (AD) is the primary process used for producing biogas, with the resulting methane-containing gas mixture then burned to produce electricity. AD process feedstocks include animal manure, wastewater sludge, and industrial fats, oils, and grease. In addition to these sources, landfill methane off-gassing directly produces biogas that can be burned for power. In addition to electricity uses, biogas can also be purified (removing sulfides, siloxanes, and CO2) and compressed, and then be used as a vehicle fuel or injected directly into the natural gas grid. Figure 26. Anaerobic Digestion Schematic Source: https://www.americanbiogascouncil.org/biogas_what.asp 3.5.1. 2018 California Biogas Market Status Though the biogas market remains nascent in the United States, California serves as a center of this activity. Figure 27 shows locations of current research project pilots in the biofuel/biomethane space. In addition to research, demonstration projects are being conducted in Contra Costa County. For example, Contra Costa Waste Services partners with the Food Bank of Contra Costa and Solano to increase the Contra Costa County Renewable Resource Assessment 74 volume of organic waste sent to existing anaerobic digesters, reducing landfill waste tonnage.87 The Keller Canyon landfill also burns its off-gas methane to produce electricity. Figure 27. Biofuel Research Projects in California Source: Tim Olson, “California Biofuel/Biomethane Projects from Waste Residues”, CEC, USDOE workshop, June 2017, https://www.energy.gov/sites/prod/files/2017/07/f35/BETO_2017WTE- Workshop_TimOlson-CEC.pdf 3.5.2. Biogas Resources in Contra Costa County As discussed, Contra Costa County has a wide variety of anaerobic digestion feedstocks and landfill off- gas that can potentially be used to generate electricity. The principle biogas sources include the following: • Animal manure • Compost • Food waste • Waste-water sludge 87 Erin Voegele, July 2018, “CalRecycle funds anaerobic digestion projects”, http://biomassmagazine.com/articles /15432/calrecycle-funds-anaerobic-digestion-projects Contra Costa County Renewable Resource Assessment 75 • Industrial fats, oils, and grease • Landfill methane off-gassing For this study to more directly compare to the above solar, wind, and biomass resource assessment, Cadmus assumed all these sources will produce biogas that can be burned to produce electricity. Contra Costa County’s total greenhouse gas emissions may be more effectively reduced by using these resources to produce transportation fuels, thereby decreasing the County’s mobile source emissions (rather than generating electricity). As the County considers utilization of its biogas resources, these tradeoffs should be considered. Animal Manure While the County supports 20,000 cattle,88 these do not include dairy cows.89 To economically collect manure, cattle must be located in central locations rather than spread out over 15,000 acres 90 of range and pasture land. Therefore, cattle manure is not calculated as a feasible source of biogas in the County. Compost—Wood Waste and Other Organics, Excluding Food Waste The West Contra Costa Sanitary Landfill (WCCSL) Compost Facility is permitted to process 1,134 tons of organic material and wood wastes per day as feedstock for composting. The facility also is permitted to accept up to an additional 196 tons of wet wastes and dusty materials per day—not to exceed 51,000 tons per year—for transfer and processing. While compost could be burned to produce electricity, it more commonly is used to replenish soil fertility, mulch, or provide landfill cover. Therefore, the study discounts this fuel source relative to electricity generation. Compost—Food Waste Currently, most food waste is part of the landfill waste stream, as discussed in the biomass section. According to the 2014 CalRecycle Waste Characterization study,91 food waste comprises approximately 18% of the landfill waste stream in the State. California AB1826 requires large businesses to recycle their organic waste after 2016, depending on the amount of waste generated per week. 88 Contra Costa County 2015 Crop Report, http://www.cccounty.us/DocumentCenter/View/41302/CropRpt2015 89 2012 census of agriculture contra costa county profile, USDA, https://www.agcensus.usda.gov/Publications/ 2012/Online_Resources/County_Profiles/California/cp06013.pdf 90 Per pesticide records for 2016-2018 for the County. 91 https://www2.calrecycle.ca.gov/WasteCharacterization/Study Contra Costa County Renewable Resource Assessment 76 With 70% moisture assumed, a 5.2 MJ/kg heating value of the fuel,92 a 20% conversion efficiency, and an 85% capacity factor,93 this equates to 102,833 MWh/year heating value of generation potential, or 2.8 MW. Wastewater Treatment Water resources in the County are apportioned by basin and water supply infrastructure and are somewhat fragmented. Table 15 shows results from a search for water treatment plants for each of the County’s water districts, conducted to assess their nominal capacity. Table 15. Contra Costa Wastewater Treatment Facilities Water Treatment District/Plant Capacity (million gallons/ day) Source/Comment East Bay Municipal Utility District EMBUD Wastewater Treatment Plant 320 http://www.ebmud.com/wastewater/collection-treatment/wastewater- treatment/ Central Contra Costa Water District Town of Discovery Bay Community Services District 4.5 https://www.todb.ca.gov/wastewater-services Delta Diablo Delta Diablo WTP 19.5 https://www.deltadiablo.org/about-us/about-us West County Wastewater District WCWD WTP 12.5 http://www.adaptingtorisingtides.org/wp- content/uploads/2015/12/WCounty-Wastewater- PollutionCtrlFac_PS_120315.pdf Ironhouse Sanitary District Ironhouse Sanitary District WWTP 2.6 https://www.waterboards.ca.gov/rwqcb5//board_decisions/tentative_orders /0804/ironhouse/isd_wwtp_buff.pdf 92 Moisture content and heating value from https://www.waste360.com/mag/waste_profiles_garbage_food; Heating value is cited as 1500-3000 BTU/lb. 5.2 MJ/kg is the average of this converted to MJ/kg. 93 See footnote 52 for these values and calculation details. Contra Costa County Renewable Resource Assessment 77 Water Treatment District/Plant Capacity (million gallons/ day) Source/Comment Central Contra Costa Sanitary District Central San WTP 54 https://www.centralsan.org/treatment-plant Rodeo Sanitary District Rodeo WTP 1.1 http://www.contracostalafco.org/municipal_service_reviews/west_county_w ater_wastewater/6.0%20Rodeo%20San%20Dist%20Final.pdf Mount View Sanitary District Mt. View Sanitary District WTP 3.2 http://www.contracostalafco.org/municipal_service_reviews/central_county _water_wastewater/7.0%20MVSD%20Water%20Wastewater%20Final.pdf Crockett Community Services District Crockett WTP 1.8 http://www.contracostalafco.org/municipal_service_reviews/west_county _water_wastewater/5.0%20Crockett%20CSD%20Final.pdf Byron Bethany Sanitary District Byron WTP .1 https://www.waterboards.ca.gov/centralvalley/board_decisions/tentative _orders/0902/byron/byronsd_buff.pdf Individual Cities Brentwood 5 https://www.brentwoodca.gov/gov/pw/sewer/default.asp Richmond WTP 9 http://www.contracostalafco.org/municipal_service_reviews/west_county_w ater_wastewater/4.0%20City%20of%20Richmond%20Final.pdf Pinhole/Hercules WTP 4 http://www.ci.pinole.ca.us/publicworks/treat_plant.html This adds up to 170 million gallons per day of wastewater treatment capacity in the County. Average actual utilization is 62% of capacity, based on a few plants in the list that publish that statistic. Using technical assumptions 94 in the 2008 California biomass resource assessment,95 wastewater in the County contains 70,000 MWh/year heating value, or 2 MW of capacity. Industrial Fats, Oils, and Grease As shown in Figure 28, numerous manufacturers operate in Contra Costa County. 94 Namely, 169 mg BOD / liter, 80% biodegradability, .36 m3 CH4 / kgBOD, a heating value for sludge of 22.4 MJ/m3, a 20% efficiency conversion factor, and 85% capacity factor 95 https://www.waste360.com/mag/waste_profiles_garbage_food, and footnote 52, for these values and calculation details. Contra Costa County Renewable Resource Assessment 78 Figure 28. Manufacturing Firms in Contra Costa County Source: “Advanced Manufacturing in Contra Costa County”, June 2013, Contra Costa County Workforce Development Board, p22. Contra Costa County’s manufacturing sector includes major manufacturing firms, such as Shell, Chevron, Phillips66, Andeavor, Dow Chemical, General Chemical Corporation, Praxair, USS POSCO, Henkel Loctite Aerospace, BEI Sensors & Systems, Giga-tronics, Bio-Rad Labs, Berkeley Process Control, MuirLab, Sun Power, and C&H Sugar, among others.96 Given the County’s wealth of manufacturing, some sources of industrial byproducts (e.g., fats and oils) may be available to burn to produce electricity. Cadmus did not attempt to quantify the generation potential associated with burning these byproducts for two reasons. First, industrial biomass sources are very industry-specific and process-specific, and determining the resource from each industrial process was not feasible on the timeline of this study. Second, because these byproducts are in some cases sent to landfills, there is a potential for double counting the electricity generation potential. Landfill Methane The U.S. Environmental Protection Agency maintains a database of landfill off-gassing, which the study uses to estimate existing and potential additional landfill methane electricity generation. The database annotates existing reciprocating engines, co-generation, and micro-turbine electricity generation projects operational at the County’s active landfills, as shown in Table 16. Similarly, potential can be estimated by examining landfill waste-in-place at active and closed landfills in the County, shown in Table 17. CalRecycle provided a full list of waste processing and disposal facilities within the County, but only solid waste landfills were included in the study’s calculations for Table 17, as many other disposal sites were land application of sludge, chipping facilities, or industrial waste disposal with unknown 96 Ibid. Contra Costa County Renewable Resource Assessment 79 suitability for methane generation. Applicable technical parameters to calculate the MWh/yr heating value and MW capacity are the same as those used above for wastewater treatment. Table 16. Existing Contra Costa County Landfill Gas Projectsa Landfill Generation Waste in Place (Tons) MWh/yr Heating Value MW Capacity Acme Cogeneration IC engine 10,800,000 70,737 1.9 Acme LF Microturbine 4 70kW Ingersoll-Rand microturbines 10,800,000 10,424 0.28 Acme LF Boiler 10,800,000 0 Keller Canyon LF Reciprocating Engine (2) GE Jenbacher engines 17,641,658 141,474 3.8 West Contra Costa SLF Reciprocating Engine (3) Waukesha engines 14,950,000 74,460 2 West Contra Costa SLF Reciprocating Engine Original (3) Waukesha engines (overhauled multiple times) 14,950,000 5,585 0.15 Total 8.1 a https://www.epa.gov/lmop/lmop-national-map Table 17. Theoretical Contra Costa County Landfill Gas Potential Landfill LFG Collected (mmscfd) Waste in Place (Tons) MWh/yr Heating Value MW Capacity West Contra Costa SLF 2.79 14,950,000 179,017 5 Acme LF 1.8 10,800,000 115,495 3 Keller Canyon LF 3.31 17,641,658 212,382 6 Contra Costa SLF 0.22 4,153,922 14,116 0.4 Total 14.4 Note that if waste is directly incinerated to generate electricity as described above in the calculation of biomass resource potential, less landfill material (waste in place) will be available to offer this capacity of methane. 3.5.3. Technically Available Biogas Resources Summary Table 18 summarizes the above analysis, comparing the total results to the 2008 CEC study.97 These technically available biogas resources for the County, without regards to economics or other considerations, offer 19MW of capacity. 97 Williams Jenkins, and Kaffka. “An Assessment of Biomass Resources in California, 2007, 2010, and 2020”, California Energy Commission, Dec 2008, CEC-500-2013-052 Contra Costa County Renewable Resource Assessment 80 Table 18. Technically Available Biogas Contra Costa County Potential MWh/year Heating Value MW Capacity 2008 Studya Animal Manure Lack of cattle concentrated collection points Compost Not used to produce Electricity Food Wasteb 80,000-100,000 2.4-3.0 0 Wastewater 59,500-70,000 1.7-2.0 10 Industrial Fats Process specific, unquantified, but may be significant Landfill Methane Potential 408,000-520,000 11-14 14 Total Biogas Resource 550,000-690,000 15-19 24 a Table 88 and Table 103, Williams Jenkins, and Kaffka. “An Assessment of Biomass Resources in California, 2007, 2010, and 2020”, California Energy Commission, Dec 2008, CEC-500-2013-052 b The low values in this table are 80% of the high values, reflecting uncertainty with regards to the percentage of food waste content in County landfills; variable actual usage relative to capacity of the wastewater treatment plants; and actual landfill outgassing of County landfills (the last measurement was in 2012, and these reduce over time). Contra Costa County Renewable Resource Assessment 81 3.6. Overall Summary of Resource Potential The resources identified by this study sum to a substantial fraction of the total electricity consumption within the County. Table 19 shows the sum of estimates for each type of solar, wind, biomass, and biogas resources in Contra Costa County. While it is unlikely that the minimum or the maximum estimates are likely to be achieved in the near future, this table provides useful context as to how much could be achievable with maximum development of available resources. As described above, total electricity usage in Contra Costa County in 2016 was 9.6 million megawatt hours.98 If the maximum technical potential was developed, this could account for 83% of total County usage (taking a more modest view of technical potential, the low, this percentage would be 50% of annual consumption). Table 19. Contra Costa County Renewable Resource Technical Potentiala Type MW Capacity Annual MWh Low High Low High Solar Rooftops 1450 2600 2,290,000 4,100,000 Parking Lots 180 530 280,000 840,000 Unlikely to be Developed 120 310 190,000 490,000 Agricultural Land with Low-High Constraints 760 970 1,200,000 1,530,000 Total Solar 2,510 4,410 3,960,000 6,960,000 Wind Total Wind 35 35 76,700 76,700 Biomass Agricultural 3 6 24,100 48,200 Wood Waste 6 26 48,000 192,000 Landfill 62 78 460,000 580,000 Total Biomass 71 110 531,000 821,000 Biogas Food Waste 1.5 1.8 10,000 13,200 Waste Water 1.7 2.0 12,400 15,200 Landfill Gas: 11 14 83,400 104,200 Total Biogas 14 18 107,000 133,000 Grand Total 2,600 4,600 4,674,000 7,990,000 a Includes resources located in both the unincorporated areas of the County and the cities in the County. Estimates reflect future potential and do not include current renewable generation in the County. 3.6.1. Breakout of Potential in Specific Location Types Within the County Resource Potential in Disadvantaged Communities In the project’s next phase, the County will work with three communities within the County’s unincorporated area, focusing on opportunities for community residents to benefit from renewable energy. The focus will likely be on solar and potentially on large wind, in the case of hills south and west of Bay Point. Biomass and biogas resources were not considered as potential community energy resources due to potential for increased local pollution and for odor or other nuisances. 98 http://ecdms.energy.ca.gov/elecbycounty.aspx Contra Costa County Renewable Resource Assessment 82 While this report’s scope does not cover research on current incentives and regulations surrounding community solar and other renewable development for disadvantaged communities, it does summarize available resources within and proximal to census tracts identified by the State of California as disadvantaged.99 As noted, this study focuses on solar resources available. Therefore, the study categorized each source, regarding whether it was within CalEnviroScreen 3.0’s top 25% of communities.100 Table 20. Disadvantaged Community Solar Potential Type MW Capacity Annual MWh Low High Low High Rooftops 233 339 370,000 530,000 Parking Lots 40 80 60,000 130,000 Unlikely to be Developed 30 100 50,000 160,000 Agricultural Land With Relatively Low Constraints 0 0 0 0 Total Solar 303 519 480,000 820,000 Total Wind 22 22 48,000 48,000 Total Solar and Wind 325 541 528,000 868,000 County-Owned Solar Resource Potential In addition to the solar that is already installed on County-owned buildings, there may be significant potential for solar on additional County rooftops. The County currently has eleven interconnection agreements with PG&E for new solar installations on its facilities as of summer 2018. The County provided a full list of its real property for analysis of the total solar potential. Appendix A contains an analysis of ~350 buildings owned by the County and which may be suitable for solar. Cadmus used Google Project Sunroof to estimate solar potential for the buildings (in the exact same manner and with the same assumptions as that used in the rooftop analysis, but for a building rather than Census Tract). Rather than conduct an analysis for all 350 occupied buildings supplied by the County, the study statistically sampled buildings, large to small, with three to five samples per size category (defined roughly into 10 categories, based on statistical distribution of building square footage). Approximately one-third of the buildings are leased, hence the study assumes split incentives 99 Some sources that should be evaluated include grant funding available through the Sustainable Communities Planning Grants and Incentive Programs, Affordable Housing and Sustainable Communities, and Weatherization Upgrades/Renewable Energy through LEAP. Additionally, the County should evaluate how MCE plans to implement programs similar to the Green Tariff Shared Renewables Program and should conduct further research to understand community renewables’ feasibility and pathways within MCE territory, including learning from Solar One in Richmond. 100 See https://oehha.ca.gov/calenviroscreen/how-use for further information on defining disadvantaged communities. Contra Costa County Renewable Resource Assessment 83 would make it more difficult to install solar on those buildings. Consequently, the report presents them separately. Table 21. County-Owned and Leased Solar Potential Type MW Capacity Annual MWh Low High Low High Owned 7 11 11,100 16,700 Leased 4 5 5,600 8,400 Total 11 16 16,700 25,100 A number of these facilities can be termed “high impact” locations: libraries, community centers, and other facilities visited by the public. Solar installations at these locations could raise the profile of solar and educate the public, while potentially saving the County money on energy costs. Additionally, as shown in the table, the 16,700 to 25,100 MWh/year that could be generated by solar on County-owned or leased rooftops could generate between 40% and 60% of the County’s annual electricity consumption, which is 42,336 MWh/year. Given that the County spends approximately $7 million per year on electricity, investments in additional solar over time could help defray some of these costs. MCE Eligible Solar and Wind Resource Potential As discussed, most of the County falls within MCE’s territory, excluding the cities of Hercules, Pleasant Hill, Orinda, Clayton, Antioch, and Brentwood. For the above solar resources, categorized by census tracts, Cadmus generated a list of MCE Feed-in Tariff (FIT)-eligible resources, excluding census tracts in these cities. Of the solar types evaluated in this study, only urban land unlikely to be developed and agricultural land with least constraints were considered for the total MCE FIT-eligible resource estimate. Rooftop solar and parking lot solar was assumed not to use the FIT as they would be net metered in most cases. Notably, the amount of solar that could be sited on these sites exceeds the available FIT queue by an order of magnitude (as of this report, MCE’s FIT and FIT+ queues add up to 30 MW). All of the wind potential identified in this study is also within MCE’s territory and therefore FIT-eligible. Table 22. MCE-Eligible Solar Resourcesa in Contra Costa County Type MW Capacity Annual MWh Low High Low High Unlikely to be Developed 110 260 170,000 410,000 Agricultural Land with Relatively Low Constraints 760 970 1,200,000 1,530,000 Total Solar 870 1,230 1,370,000 1,940,000 Total Wind 35 35 77,000 77,000 Total Solar & Wind 905 1,265 1,447,000 2,017,000 a The reported MCE-eligible potential in this table may slightly underestimate as some census tracts spanned multiple cities, and the study excluded any tract that included land in a nonparticipating city. This factor is not expected to significantly impact overall amounts. Contra Costa County Renewable Resource Assessment 84 NWEDI Solar Resource Potential The Northern Waterfront Economic Development Initiative (NWEDI) covers approximately 55 miles of shoreline, stretching from Hercules to Brentwood. It contains cities and unincorporated communities, from the San Pablo Bay to the Sacramento and San Joaquin Rivers, and hosts numerous manufacturing and industrial sites. The County wishes to understand how much solar and wind potential falls within the NWEDI area; estimates have been compiled in Table 23. Table 23. NWEDI Solar and Wind Resources in Contra Costa Countya Type MW Capacity Annual MWh Low High Low High Rooftops Not measuredb Parking Lots 50 140 80,000 220,000 Unlikely to be Developed 110 260 170,000 410,000 Agricultural Land with Relatively Low Constraints 0 0 0 0 Total Solar 160 400 250,000 630,000 Total Wind 35 35 77,000 77,000 a This table includes resources located both in the cities and the unincorporated communities within NWEDI. b Rooftop solar is estimated by Census Tract elsewhere in this report. However, since NWEDI does not strictly follow Census Tract boundaries, an estimate of rooftop potential within this area is not broken out from the total. It is worth noting that this district contains a significant amount of large industrial rooftops, which are likely suitable for large rooftop installations. 3.6.2. Development Challenges and Success Factors When viewing the summary of total technical resource potential shown above, readers should bear in mind that these estimates do not produce guidance regarding the amount of renewable resource development actually achievable on a short-, medium-, or long-term time horizon. The resource amount actually developed is a function of key success factors and barriers. Success factors include availability of significant quantities of land with low competing uses and low financial value, proximity to transmission, and the quality of the underlying renewable resource (e.g., solar irradiation, wind speed). Numerous market, technical, and economic barriers will make it difficult to develop much of the technical potential estimated above: • The best time to add solar is when a roof is replaced, but this can exacerbate homeowner cash flow difficulties, as it adds the cost of solar to the cost of the roof. This timing also may slow retrofitting of rooftops with PV systems. • Approximately seventy-five percent of homeowners do not have rooftops facing south. • Split incentives in the residential building stock. When renting buildings to tenants, if the landlord adds a solar array to the building, the tenant typically receives the benefit of reduced electricity costs. Therefore, building owners usually do not add solar to their buildings, or they only add enough to cover common area usage. Contra Costa County Renewable Resource Assessment 85 • Split incentives in commercial real estate. Similar to the residential split incentive, most businesses rent their facilities, and real estate owners may be slower to install solar due to the increased difficulty in capturing the savings. • Interest rates may rise in the future, impacting the availability and affordability of financing. • International trade policy may increase solar costs, as recent tariffs have done. • Large wind projects face acute siting challenges due to the large geographic areas required and due to concerns regarding aesthetics, noise, and bird fatalities. • Biomass projects struggle to economically compete with solar, wind, and conventional energy sources, and air emissions are a negative factor. • Biogas projects are at too small a scale to be broadly cost-competitive. • California utilities are struggling to address the “duck curve,” described in the California context section above. As solar penetration levels rise, this challenge will become increasingly significant. In Hawaii, the utility banned further solar installations unless energy storage was installed concurrently. Further solar penetration in Contra Costa County therefore may be limited by economics and the availability of energy storage or other techniques that can mitigate solar’s variable generation profile. In addition to the broad national- and state-level barriers, local barriers impact renewable development and soft costs: • The cost (in time and money) of land acquisition, permitting, resource verification, environmental impact studies, transmission studies, and attaining local approvals. • “Not in my backyard” resistance to renewables. • Transmission and distribution capacity. • Zoning barriers. Of the above barriers, zoning and permitting fall most substantially within the County’s control. The next section discusses possible approaches the County could take to reduce zoning and permitting barriers, project delays, and “soft costs” of renewables. Contra Costa County Renewable Resource Assessment 86 4. Zoning Options Given the resources identified in the technical potential assessment, the zoning best practices assessment’s key priority was to evaluate available options to update zoning to facilitate appropriate development of these resources, while remaining mindful of long-term planning considerations and potential tradeoffs. As a relatively urban county with a significant population, significant commercial activity, and significant land constraints, developing local large-scale renewables that can serve a large proportion of the County’s load is an inherently more difficult task than in a more rural, less populous county. Therefore, policy best practices that facilitate development of more limited available resources is of heightened importance, presuming the County desires to contribute what it can towards realization of California’s renewables and climate goals. This chapter describes policies implemented in peer counties, policies considered statewide, and national best practices, and it discusses potential benefits and tradeoffs associated with each of these options. 4.1. General Methodology Cadmus researched and reviewed a variety of sources and presented these to County staff and stakeholders for discussion of such best practices that could apply in the County’s unique context. Sources included best practices from technical industry experts and reports, California statewide office research reports, and actual zoning policy and municipal ordinances from neighboring and similar California counties (peer counties). A particular emphasis was placed on identifying policies in place in peer counties as many of them face similar challenges from strong population growth and development pressures, increasing concerns about habitat preservation, and increasing risks from loss of farmland and open space resources. Many of these counties also have set ambitious renewable energy development goals. The methodology was implemented as follows: • The project team, including County staff and the consultant, identified potential comparable counties. These included Alameda, Marin, Sonoma, Solano, and San Joaquin. Initial research reviewed their ordinances, general plans, energy plans, climate action plans, and other public documents addressing renewable energy development. • At the July 2018 stakeholder meeting, initial findings were presented to stakeholders, including representatives from cities in the County, County departments, environmental groups, renewable energy developers, Sustainability Commission members, and other interested parties. These stakeholders suggested additional counties for review and suggested examining policy language and outcomes in terms of actual renewable resource development in each county. In addition to these suggestions, stakeholders made numerous suggestions about policy types that the County should and should not adopt. • Following the July stakeholder meeting, further research was conducted, and results from the technical potential analysis became available. Zoning policies addressed below are presented as options rather than recommendations as the level of ambition for renewable energy Contra Costa County Renewable Resource Assessment 87 development and the amount of acceptable tradeoff have yet to be determined, and these serve as critical inputs to developing recommendations. 4.2. Which Counties Have Had the Most Success Developing Renewables? Responsive to stakeholder feedback from the July meeting, the team evaluated the amount of renewables developed county-by-county in California, using data from CEC.101 However, apples to apples comparisons of each California county’s relative success in renewable resource development proved difficult to evaluate due to the unique nature of each county’s available land and development patterns. By land mass, Contra Costa County is the eighth-smallest county in the state, containing only ~0.5% of the state’s land area,102 yet it has the ninth-largest population of California’s 58 counties. For three reasons, higher population density works against the goal of sourcing higher percentages of energy consumption from local renewable generation: 1. The total load to serve is proportional to the county’s population and economic activity. 2. Available land for renewable resource development is scarcer. 3. The value of available land in counties with higher population densities will, on average, likely be higher than the value of land in less densely populated counties. Several of California’s most populous counties are less urban than one might assume; as such, they offer more opportunities to use rural land in developing large renewable resources. For instance, Los Angeles County has the second-most solar capacity of any county in the state and the fifth-most renewable capacity, despite having a population three times as large as the next most populous county. One reason that Los Angeles County can host so much large-scale solar and other renewables is the county actually contains a substantial amount of less-developed land to the north of the mountain range bounding the LA basin, where several very large solar projects are sited.103 Similarly, San Bernardino and Riverside Counties include urban areas on their western edge (in the Los Angeles metro area), but span vast expanses of open land all the way to California’s eastern border. As shown in Table 24, Contra Costa has the fourth-most installed capacity from renewables (when including only resource types within this study—specifically, those that are RPS-eligible), compared to its neighbors in the nine-county Bay Area and San Joaquin County, which staff identified as another peer county to assess. In terms of solar development, Contra Costa County has the most PV capacity of any of these counties, narrowly exceeding Santa Clara County. The numbers provided in Table 24 must be 101 December 2017 Tracking Progress report: http://www.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf 102 http://www.counties.org/pod/square-mileage-county 103 http://www.energy.ca.gov/maps/renewable/renewable_development.html Contra Costa County Renewable Resource Assessment 88 interpreted cautiously as several exclusion factors exist in the CEC’s methodology for estimating renewable capacity. For instance, in the Altamont Pass region, Contra Costa County has two large wind projects totaling 116 MW (Vasco Winds, at 78.2 MW, and Buena Vista at 38 MW). The County has also permitted the Tres Vaqueros wind project, which will be 43.7 MW when fully constructed. Table 24. Existing Renewable Capacity in Nine-County Bay Area Counties, Plus San Joaquin Countya (Sorted by Total Installed Capacity of Renewables) County Biomass MW Solar MW Wind MW Total Bioenergy, Solar, and Wind MW (only the renewable technologies studied for this report) Population Solano 10 18 1,035 1,063 445,458 Alameda 24 15 182 221 1,663,190 San Joaquin 82 10 4 96 745,424 Contra Costa 7 31 38b 76 1,147,439 Santa Clara 3 30 33 1,938,153 Sonoma 8 14 22 504,217 San Francisco 2 14 16 884,363 San Mateo 11 11 771,410 Marin 4 3 7 260,955 Napa 1 2 3 140,973 a Data from December 2017 Tracking Progress report (CEC): http://www.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf b Note that this undercounts the total installed wind in the County, most likely because the output of some of the County’s wind projects is likely being purchased by entities that are retiring the Renewable Energy Credits (RECs) without directly being counted toward a compliance obligation. The top five counties for biomass, solar, and wind electricity generation in the state break down as follows: • Biomass: Los Angeles, Shasta, Kern, Orange, and San Joaquin • Solar: Kern, Riverside, Imperial, Kings, and Tulare • Wind: Kern, Solano, Riverside, Imperial, and Alameda As noted, many counties outside of the Bay Area may have more options for renewables siting due to their significantly larger geographic size and smaller populations. The following sections summarize options uncovered through examinations of these counties and of other sources related to each energy type. Contra Costa County Renewable Resource Assessment 89 4.3. Rooftop Solar 4.3.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development Rooftop Solar in Contra Costa County? Per guidance from the State of California’s legislation AB2188 and Section 65850.5, Contra Costa County already allows small standard rooftop installations by right. This means zoning does not tend to pose barriers to development of rooftop solar. Several nationally recognized best practices have been adopted, such as the following: • Offering an online submission process for streamlined solar permits (Section 65850.5) • Administratively approving applications for rooftop solar energy systems through a building permit or similar nondiscretionary permit • Not requiring design review and aesthetic considerations to be met, and capping permit fees (in compliance with CA SB1222) Contra Costa County currently approves approximately 1,500 rooftop solar systems per year. Furthermore, the County has earned a Bronze designation from the U.S. Department of Energy’s SolSmart program, which recognizes communities’ actions to reduce solar soft costs and barriers and their actions to advance their local solar markets.104 4.3.2. Actions for Consideration 1. The County could convene a group of cities within its boundaries for regional coordination, including sharing experience with best practices on permitting and inspections. 2. The County could work with U.S. Department of Energy (e.g., SolSmart) and other technical assistance programs to further streamline local processes, implement new market development initiatives, and make it easier for homeowners and businesses to go solar. 3. For new construction not subject to 2019’s solar requirement for low-rise residential buildings, the County could offer development incentives to encourage incorporation of solar PV in new buildings. Such measures could include density or height bonuses (as implemented in Portsmouth, Virginia)105 or expedited permitting of development (as implemented in San Diego).106 Watsonville, California reduces or waives its Carbon Impact 104 www.solsmart.org 105 https://www.planning.org/pas/infopackets/eip30.htm 106 https://www.sandiego.gov/development-services/industry/incentive/sustainable Contra Costa County Renewable Resource Assessment 90 Fee for buildings that install renewable energy covering 40% or 80% of their annual load, respectively.107 4. For new subdivisions, the County could provide guidance and/or incentives for orienting structures through subdivision regulations (e.g., orienting lots to maximize the amount of south-facing roof space). Numerous municipalities around the country have provided this guidance, including the Twin Cities, Minnesota,108 and the Cincinnati, Ohio, region.109 Incentives that provide more density points for solar orientation and/or solar installation have been awarded in Pullman, Washington.110 5. While not strictly a planning and zoning measure, the County could install solar on its most publicly visible County-owned facilities, such as fire stations, libraries, community centers, courthouses, and other facilities visited by the public. 6. Outside of the planning and zoning realm, another opportunity would be working with local lenders to reduce financing costs for solar via loan-loss reserves, credit enhancement, or other provisions (Connecticut Green Bank and other organizations have developed successful models in this regard).111 7. Address split incentive barriers via green leases 112 or other strategies. 107 While Contra Costa County does not have a Carbon Impact Fee, this is included as an example of a progressive approach to mitigating the emissions effects of new development. https://www.cityofwatsonville.org/DocumentCenter/View/198/Frequently-Asked-Questions-About-the- Carbon-Fund-Ordinance-PDF 108 http://mn.gov/commerce-stat/pdfs/solar-ready-building.pdf 109 https://www.solsmart.org/media/OKI_RooftopSolarReadyConstructionGuidelines.pdf 110 https://planning-org-uploaded- media.s3.amazonaws.com/legacy_resources/research/solar/briefingpapers/pdf/localdevelopmentregulations. pdf#page=2 111 https://www.ctgreenbank.com/wp-content/uploads/2015/11/CGB_FY15_and_FY16_Comprehensive_Plan.pdf 112 Green leases are leases that realign cost structures such that landlords have incentive to invest in efficiency and/or renewable energy on their property. Under conventional leases, if the tenant pays for their own utilities, the landlord cannot recoup the investment in reducing utility costs. For instance, Brixmor Property Group has implemented green leases in California that stipulate that when the landlord installs renewable energy systems, the tenants are required to purchase electricity from the landlord (https://www.imt.org/wp- content/uploads/2018/08/Green-Lease-Leaders-Using-the-Lease-to-Drive-Innovation-and-Clean-Energy.pdf). Contra Costa County Renewable Resource Assessment 91 4.4. Ground-Mounted Solar 4.4.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development of Ground-Mounted Solar in Contra Costa County? As shown in Table 25, Contra Costa County has a greater installed capacity of non-net-metered solar that the other nine Bay Area counties. Many counties in other parts of California have installed orders of magnitude more solar than Contra Costa, although many of these counties also have significantly larger quantities of undeveloped and lower constraint land available than Contra Costa has. Until late 2017, the County did not have an ordinance that allowed commercial solar resources where the energy produced would be sold to an off-site purchaser. At that time, the County amended its General Plan and the Ordinance Code Chapters 84-54 and 84-58, allowing commercial/ distribution-scale solar in General Commercial, Light Industrial, and Heavy Industrial zoning districts, subject to land-use permits. Currently, it is too early to determine what effects this will have on the County’s overall solar development rate, although County staff cited an increasing frequency of solar developer queries in such areas as a rationale for text amendments.113 Industrial lands eligible for commercial ground mounted solar (subject to a land-use permit) are concentrated in the Northern Waterfront and North Richmond.114 Notwithstanding the 2017 General Plan Amendment, the majority of the County’s unincorporated land acreage falls within zones where ground-mounted solar is not a permitted use, and solar developers often prefer to evaluate sites on farmland of marginal value as these may offer lower site preparation, acquisition, and mitigation costs. Therefore, a more permissive approach to solar permitting outside of the Urban Limit Line would likely result in more solar project applications, though accompanied by the potential tradeoffs described below. Table 25. Existing Renewable Energy Generation Capacity by County for Bay Area Counties, Sorted by Quantity of Solara 113 “DCD Staff Report: General Plan and Ordinance Code Amendments to Allow Commercial/Distribution-Scale Solar Energy Projects in Certain Commercial and Industrial Areas.” November 8, 2017. 114 Ibid. County Biomass MW Solar MW Wind MW Total MW Bioenergy, Solar, and Wind Population Solar per 100,000 People (MW) Contra Costa 7 31 38 76 1,147,439 2.7 Santa Clara 3 30 33 1,938,153 1.5 Solano 10 18 1,035 1,063 445,458 4.0 Alameda 24 15 182 221 1,663,190 0.9 San Francisco 2 14 16 884,363 1.6 Sonoma 8 14 22 504,217 2.8 San Joaquin 82 10 4 96 745,424 1.3 Contra Costa County Renewable Resource Assessment 92 4.4.2. Planning Considerations for Ground-Mounted Solar Large, ground-mounted solar requires careful consideration due to the significant amount of land required for its development. However, significant benefits are associated with developing planning policies that facilitate its installation. Some of these benefits include rapid development (a small number of projects can have a large impact on overall renewable penetration) and significant economies of scale associated with large, ground-mounted projects. A ground-mounted installation using less than 10 acres of land can produce the same amount of energy as hundreds of individual residential rooftop arrays. Economies of scale can lead to costs as low as one-half of rooftop installations’ costs, according to a recent Brattle Group study.115 Parking lot solar offers additional side benefits, such as providing shade to keep parked cars cooler on hot days. On the other hand, ground-mounted and parking lot solar present significant planning considerations. Zoning should account for potential land-use impacts, including loss of productive farmland, loss of habitat, conflict with planned new roadways and infrastructure, and conflict with economic development, job creation, and other uses, in addition to impacts on scenic viewsheds and rural community character/aesthetics. As described in the methodology for the County’s resource potential quantification, this study took each of these considerations into account. Some planners go further concerning the potential impacts of solar arrays on storm water runoff, erosion, and hydrology, since rainwater falling on panels is channeled to the drip line below a panel’s lowest edge. NREL’s guidance concludes that, if vegetated land lies beneath the solar panels, solar farms should not be considered impervious surfaces and, as such, should not be subject to lot coverage restrictions.116 California has well-explored frameworks for identifying least-conflict land for solar development. Two particularly relevant studies are the UC Berkeley School of Law’s Identifying Least-Conflict Solar PV Development in California’s San Joaquin Valley and the California County Planning Directors’ Association’s (CCPDA) Solar Energy Facility Permit Streamlining Guide. The former used an extensive stakeholder process to identify least-conflict sites, arriving at an estimate of approximately 5% of the 115 http://www.brattle.com/news-and-knowledge/news/study-by-brattle-economists-quantifies-the-benefits-of- utility-scale-solar-pv 116 NREL Zoning for Solar 10-3-17, SolSmart program presentation. Marin 4 3 7 260,955 1.1 Napa 1 2 3 140,973 1.4 San Mateo 11 11 771,410 0.0 a Data from December 2017 Tracking Progress report (CEC): http://www.energy.ca.gov/renewables/tracking_progress/documents/renewable.pdf Contra Costa County Renewable Resource Assessment 93 study area containing non-controversial land for PV development; if entirely developed, this could generate enough electricity to power as many as 23 million California homes.117 The CCPDA study outlines the many considerations that counties should account for when assessing the suitability of large-scale solar on specific lands under their jurisdiction. It developed a tiered framework that counties can customize for their own planning priorities and constraints. Though a full description of the CCPDA document’s guidelines falls beyond this current discussion’s scope, the clear, organized framework provided has influenced several California counties in developing their ordinance language. 117 https://www.law.berkeley.edu/research/clee/research/climate/solar-pv-in-the-sjv/ Contra Costa County Renewable Resource Assessment 94 4.4.3. Options to Facilitate Appropriate Solar Development Through Planning and Zoning Action As discussed, planning and zoning actions could possibly have significant impacts on ground-mounted solar development within the County. A review of the zoning codes, general plans, and other planning documents of neighboring counties resulted in identifying several policy options for implementation, as described in Table 26. Table 26. Range of Planning and Zoning Options for Ground-Mounted and Parking Lot Solar Category More Protective of Uses in Potential Conflict with Solar (and Example County) More Permissive/Encouraging of Solar (and Example County) Geographies allowed Only allowed in defined zones (many counties) Allowed except in certain zones (e.g., mapped Important Farmlands) (Sonoma County) Permit requirements Accessory ground mount: • Accessory ground-mounted solar is not defined or permitted in code (Alameda County) Accessory ground mount: • Administrative permit for almost any district as long as <15% of the parcel, up to 10 acres (CCPDA model ordinance) Primary ground mount: • Not allowed on agricultural land (Solano County) Primary ground mount: • Minor solar (up to eight acres) is subject to architecture and site approval (and sometimes a use permit) in specified farmlands (Santa Clara County) Other required studies Glare study required and proof of no glare directed at occupied structures, recreation areas, roads, and airport flight paths (Sonoma County) Glare study not required, except if required by FAA (NREL best practice) Goals None Solar goal for deployment on a percentage of commercial buildings, industrial buildings, and parking lots (Alameda County) Requirement to install renewable energy None New commercial parking lots with over 200 spaces required to mitigate heat gain through shade trees, solar arrays, or cool pavement (Alameda County) Actions to directly facilitate renewable development None Regional collaboration with the utility to identify locations where interconnection would not trigger extensive upgrades (Philadelphia) County-led technical assistance and coordination between property owners and solar developers (Alameda County) Work with local lenders to reduce the financing costs for community-shared solar via loan-loss reserves, credit enhancement, or other provisions Contra Costa County Renewable Resource Assessment 95 4.4.4. Actions for Consideration To meet the County’s renewable goals, it is desirable to take actions that can accelerate the development of solar on land with few competing land uses and not serving some other function in the public interest. For example, certain sites present constraints that preclude using the site for real estate development (or are generally hard to develop). If these sites do not serve or could not serve some other function, they could be considered prime candidates for solar or other energy resources. The County has identified “urban land unlikely to be developed” and parking lot areas suitable for solar, as described in this report’s technical resource potential component. The actions described below can be categorized as accelerating development of these sites for solar and enabling development of ground-mounted solar in other locations. While this report has focused on zoning actions, this section presents a broader set of tools, given the many advantages of (and few drawbacks to) accelerating development of solar on parking lots and “urban land unlikely to be developed.” Such tools include targets/mandates, financial arrangements, and facilitating development of County-owned sites. Accelerating Development of Parking Lot Arrays and Arrays on “Urban Land Unlikely to be Developed” 1. Mandates. Similar to Alameda County, the County could consider requiring solar installations on all new parking lots with a square footage above a certain size threshold. The County also could set a goal for installation of solar shade structures on a certain percentage of its existing parking lots. Providing shade also helps counter heat island effects and, depending on the type of solar structure installed, the solar electricity generated can be used to charge electric cars. Impacts would have to be considered on the cost structure for commercial property developers, but the value generated by parking lot PV might mitigate incremental costs through net metering arrangements, as long as tenant leases captured the value. 2. Tax policy. For solar arrays with property tax assessments within the County’s jurisdiction,118 consider measures to reduce tax burdens. In California, incremental increases in property values associated with construction of a solar array are exempt from property taxes; this exemption applies to large-scale projects assessed locally.119 To favorably affect solar project economics on these sites, the County would need to determine whether it could reduce the property tax assessed on the underlying property for sites used for solar arrays exclusively. Furthermore, the County could consider exempting battery storage located at 118 Certain solar systems may be centrally assessed by the State of California, depending on their size and other attributes. https://www.stoel.com/legal-insights/special-reports/the-law-of-solar/tax-issues 119 http://www.nortonrosefulbright.com/knowledge/publications/151031/california Contra Costa County Renewable Resource Assessment 96 commercial solar locations from property tax, as it is not included in the aforementioned legislation that exempts solar systems from property tax assessments.120 3. Offering County-owned land. Lease County-owned land to renewable energy developers at a lease rate that would enable project development. The County also could serve as the off- taker for electricity generated and could even agree to above-market PPA rates for the electricity, provided the developer used sites that the County deemed preferable for solar development. 4. Coordinated studies. Consider using identified least-constraint solar areas (e.g., parking lots, urban land unlikely to be developed) to convene potential solar developers and PG&E, and could conduct area-wide interconnection studies to reduce timelines and costs for each prospective developer (compared to approaching PG&E in an uncoordinated manner). 5. Work with MCE and other potential partners to explore incentives. The County could consider a collaboration to explore whether it would be possible to preferentially encourage the development of solar on parking lots or urban land unlikely to be developed for other uses through potential future versions of the MCE FIT program. Several completed projects within MCE’s service area provide instructive examples for utilizing these types of locations, including MCE’s Solar One (built on a remediated brownfield); Novato’s Cooley Quarry (built in a closed quarry), and Oakley’s RV and Boat Storage (a solar carport). 6. Consider expedited permitting in limited cases. Consider whether to further refine zoning policies in industrial and commercial areas to enable certain solar projects in areas with little other potential use and little or no impacts to be constructed without a land use permit. An important consideration is whether such areas are likely to support job-rich alternative uses or other economic development priorities. 7. Consider developing a commercial-scale solar guidebook that would educate potential developers about where systems can be permitted, the permitting process, the agencies involved, and other project development advice. Enabling Development of Ground-Mounted Solar in Other Locations 1. Amend the zoning code and General Plan to define specified additional areas where commercial ground-mounted solar may apply for a land use permit. This change would establish that primary-use solar may be allowed in certain Contra Costa County zoning districts, while still providing flexibility for the County to address the desirability of each proposed solar farm, based on its own merits and tradeoffs. In the development of the additional areas where ground-mounted solar may apply for a permit, the County could take into consideration the extensive analysis of potentially conflicting uses and values of the land that was performed for this study. Some of these factors vary not only between parcels 120 https://www.law.berkeley.edu/wp-content/uploads/2018/11/New-Solar-Landscape-November-2018.pdf Contra Costa County Renewable Resource Assessment 97 but also within parcels (e.g., agricultural parcels that contain soils of varying soil classifications and qualities). The County could use judgment to adapt the boundaries of the areas where commercial solar would be allowed to align with parcel boundaries as opposed to soil quality boundaries. 2. Continue to update and revise the opportunity and constraints analysis for solar in rural areas as additional data and technologies become available. 3. Consider methods to deal with emerging co-location opportunities (such as “agrophotovoltaics,” described above). 4. Include requirements for developers to hold monetary reserves for end-of-useful-life decommissioning. 5. Consider identifying and implementing strategies to streamline permitting, such as an umbrella approach to complying with the California Environmental Quality Act (CEQA), mitigation, and/or other permitting needs. As noted in the November 2018 report, A New Solar Landscape 121, by UCLA and UC Berkeley Schools of Law, this could be done by including specific guidelines on commercial solar within a General Plan and/or zoning code and by developing a programmatic Environmental Impact Report (EIR) that covers the impact of commercial solar under the conditions specified by the General Plan. If these steps were taken, solar developers could reduce the length and complexity of their project-specific EIRs, only needing to address unique elements specific to the project in question. The analysis of Contra Costa County agricultural lands with least constraints could form the basis of the development of guidelines for where commercial solar developers can apply for land use permits. If these guidelines are integrated into County land use policies and if the potential environmental impacts were analyzed in a programmatic EIR, future commercial solar projects could proceed with lower costs, litigation risk, and risks of delay, so long as they follow the County’s prescribed process and adhere to the parameters analyzed in the EIR. It should be noted that this approach will have significant costs, and it may be worth assessing the number of solar projects that are likely to benefit from this in determining whether to undertake this action. It may also be worth assessing options for recouping these costs. Further legal guidance should also be obtained to implement this policy option appropriately. 6. Consider developing a commercial-scale solar guidebook that would educate potential developers about where systems can be permitted, the permitting process, the agencies involved, and other project development advice. 7. Develop job training programs to enable local workers to benefit from local development of renewable technologies. These job training programs could facilitate the hiring of local labor for projects, and the MCE Solar One project in Richmond provides precedent for utilizing local labor. 121 https://www.law.berkeley.edu/research/clee/research/climate/renewable-energy/new-solar-landscape/ Contra Costa County Renewable Resource Assessment 98 8. Consider sales tax and/or community benefit approaches to securing revenue and/or power that supports affected local communities. As noted by the report A New Solar Landscape, solar generation provides environmental and cost-saving benefits both globally and statewide, but local communities do not always experience direct benefits if agreements are not negotiated with developers. Such agreements could include using local labor and providing job training (as described above), selling electricity to local customers/providing electricity cost savings, committing to aesthetic improvements, and more. In some cases, these community benefit programs are financial contributions through impact fees. As noted by John Gioia of the Contra Costa County Board of Supervisors, “Demonstrating public benefits upfront will engender trust from the beginning. It builds a larger stakeholder support group.” The increased public support that may be obtained through such efforts may outweigh the cost of the community benefit program to prospective solar developers. This approach could be beneficial both for solar in rural areas and for solar on urban land unlikely to be developed. More discussion is provided in UCLA and UC Berkeley’s report. 122 4.5. Large-Scale Wind 4.5.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Development of Large-Scale Wind in Contra Costa County? Contra Costa County has roughly one-third of the 576 MW of large-scale wind in Altamont Pass 123, shared with Alameda County on its southeastern border, creating one of the larger wind farms in California, as noted in Table 27. The County’s current zoning ordinance (Chapter 88-3) allows commercial wind on agricultural districts, subject to a land use permit and dimensional and noise considerations. The large-scale wind zoning code has not been updated since the 1980s, and the County has not seen applications for large-scale wind projects in recent years, likely due to the limited additional areas within the County that have sufficient undeveloped land area and sufficient average wind speed. Therefore, it appears that the zoning ordinance is not presenting a direct barrier to additional development. 122 Ibid. 123 Note, not all of this wind resource is tracked under the CEC’s Tracking Progress report, which is used to track renewables used for RPS compliance. As such, this value represents the whole wind resource size and will not match Table 24 and Table 25. Contra Costa County Renewable Resource Assessment 99 Table 27. California Large Scale Wind Farmsa Wind Farm County Capacity (MW) Altamont Pass Wind Farm Alameda County/Contra Costa County 576 Alta Wind Energy Center Kern County 1,500 Ocotillo Wind Energy Project Imperial County 320 San Gorgonio Pass Wind Farm Riverside County 620 Shiloh Wind Project Solano County 500 Tehachapi Pass Wind Farm Kern County 700 Tule Wind Energy Project San Diego County 130 a https://www.windpowerengineering.com/wind-project-map/ 4.5.2. Planning Considerations for Large-Scale Wind Similar to large-scale solar, large-scale wind requires careful consideration due to large amounts of land required. It offers, however, many benefits: • Offering one of the least-costly reliable sources of low-emissions renewable power in the United States • Generating power at night when solar is unavailable • Providing a domestic source of energy • Using only a fraction of the land, allowing farming or ranching to occur, and providing landowners with additional income • Not consuming water Wind project impacts addressed through zoning include noise considerations, flicker/glare, electromagnetic interference, aesthetics, safety setback in case of blade throw or tower toppling, and provisions for plant decommissioning. Despite relatively low blade speeds, turbines can produce sound as loud as a lawnmower (105 dbA) right at the turbine, with sound levels dropping to be as loud as a refrigerator (40 dbA) one-fifth of a mile away.124 As spinning blades can produce flicker or glare and electromagnetic interference, they generally are not sited near airport operations. The increased modern turbine height (330 feet) is as tall as a football field’s length, and can be seen from far away, leading to aesthetics concerns. Though rare, turbine blades can fail, and wind turbines may be subject to earthquakes in the Bay Area. Wind turbine foundations can extend deep into the earth, and turbines generally weigh over 150 tons; therefore, proper disposal and decommissioning costs must be provided once the turbine exceeds its lifetime. 124 Tom Kellner Contra Costa County Renewable Resource Assessment 100 4.5.3. Options to Facilitate Appropriate Wind Development through Planning and Zoning Action Table 28. Options for Planning and Zoning Action for Large-Scale Wind Category More Protective of Uses in Potential Conflict with Wind (and Example County) More Permissive/Encouraging of Wind (and Example County) Permit requirements (electromagnetic interference) Shall be filtered or shielded to prevent RFI or will use other mitigation (braking and overspeed controls) (Solano) None Geographies allowed Agriculture zones (many counties) Agriculture, Industrial, Natural Resource, Estate, Minimal Agriculture, or Recreation Forestry zones, with a minimum size of 20 acres (Kern) Dimensional requirements: Setbacks 3X height (Contra Costa) 1.25X height (Kern, Solano); the CEC recommends that counties consider reducing throw setbacks as turbine blade velocities have decreased since the 1980sa Noise 45/50 dba (residential/other) at existing buildings (Kern) 60/65 dba (residential/other) at property line (Contra Costa) Other department jurisdictions N/A (large-scale projects always require environmental reviews, structural and electrical engineering reviews, transmission studies, and more) Actions to directly facilitate renewable development Kern and Solano have integrated economic development, planning, and climate action plans a http://www.energy.ca.gov/2005publications/CEC-500-2005-184/CEC-500-2005-184.PDF 4.5.4. Actions for County Consideration 1. Consider reducing setbacks to 1.25–1.5 times height rather than the current 3 times height, reflecting technology changes since the 1980s, per the CEC recommendation above. 2. Assess whether decommissioning defaults have presented problems (current County zoning language requires a financial surety guarantee and a reclamation plan). Other counties require decommissioning plans and escrow accounts similar to Contra Costa. 3. The County could conduct anticipatory planning to guide developers to focus on certain more viable locations.125 These actions could include (1) working with PG&E to understand transmission constraints in areas with high wind resources; and (2) compiling information 125 As recommended by National Academies Press. Environmental Impacts of Wind-Energy Projects. 2007. Contra Costa County Renewable Resource Assessment 101 about bird and bat habitats, migratory routes, and other environmental impacts likely to arise during CEQA environmental studies. 4. Convene PG&E, MCE, the industry, developers, and investors to assess whether these are areas of interest; and, if warranted, conduct transmission and environmental impact studies for all areas simultaneously, reducing overall costs and accelerating development. 4.6. Small-Scale Wind 4.6.1. Do the County’s Planning and Zoning Policies Facilitate Small-Scale Wind Development? Though few small-scale wind projects have been built in the County, current codes echo other counties’ small wind ordinances. Given that small wind project economics are less favorable than other net metering projects, few systems have been proposed or installed in the County. Contra Costa County’s code (Chapter 88-3) contains a provision for granting building permits for small wind (i.e., turbines with a capacity less than 50 kW), but this has been little used.126 Therefore, financial viability considerations likely present the strongest current impediments to small wind. 4.6.2. Planning Considerations for Small-Scale Wind Though small-scale wind planning considerations are the same as those for large wind, aesthetics and noise considerations occur more prevalently as these installations are likely nearer to or in residential zones. 4.6.3. Options to Facilitate Small-Scale Wind Through Planning and Zoning Action Table 29. Options for Planning and Zoning Action for Small-Scale Wind Category More Protective of Uses in Potential Conflict with Small Wind (and Example County) Most Permissive/Encouraging of Small Wind (and Example County) Permit requirements Shall be filtered or shielded to prevent RFI or use other mitigation (braking and overspeed controls) (Solano) None Dimensional requirements: Height <40 feet on <1 acre, <65 feet on 1–5 acres, and maximum height of 80 feet on a 5+ acre parcel (Sonoma) <120 feet (Kern) Setback 1.25 x Height (Solano) 0.5 x Height (Marin) 65/30 feet res/non-res (Kern) 126 Conversations with County planners indicated that few such projects had been proposed in recent memory. Contra Costa County Renewable Resource Assessment 102 4.6.4. Actions for County Consideration 1. Convene industry participants to obtain further information on technology development, cost curves, and new opportunities for applying these technologies as pilots and early deployments. 2. Participate in pilot projects to prove the value and to develop lessons learned. 3. Proactively prepare to update planning and zoning as these technologies become more prevalent. 4.7. Bioenergy (Biomass and Biogas) 4.7.1. Do the County’s Planning and Zoning Policies Facilitate Appropriate Biomass/Biogas Development? Due to project economics, developers have not been contacting the County for biomass project approval, comporting with overall industry trends in California. On the biogas side, the County’s waste management operations (solid waste and waste water) have been exploring increased opportunities to collect biogas on site, but, as these are existing land uses (landfills and waste water treatment plants), zoning presents less of a consideration than air, water, and disposal permits. 4.7.2. Planning Considerations for Biomass and Biogas Biomass and biogas installations may be on similar or smaller scales as large-scale wind and solar plants, but they likely use less land area. Benefits of these technologies include: biomass and biogas are dispatchable at any time, allowing them to be used when the wind is not blowing and the sun not shining; they can produce agriculturally useful wastes; and they reduce landfill disposal volumes. Biogas may enable renewable transportation fuels in lieu of electricity and offers a domestic energy source. Biomass and biogas project impacts protected against by zoning include noise considerations, nuisance smells, and aesthetics. Air quality, water use and discharge, and environmental impact permits are administered and governed by agencies outside of the County’s control: EPA/CARB, CA Water Quality Control Board, National Pollution Discharge Elimination System (NPDES)/EPA, and the California Natural Resources Agency/CEQA. Generally, these permits are more difficult and expensive to attain than zoning permissions. 4.7.3. Options to Facilitate Bioenergy Development Through Planning and Zoning Action Table 30. Options for Planning and Zoning Action for Biomass/Biogas Category Example Threshold (County) Permit requirements 125% of on-site energy usage (Sonoma) Geographies allowed Non-prime farmland agricultural areas (Sonoma) Dimensional requirements: setback 200 feet from residential (Sonoma) Contra Costa County Renewable Resource Assessment 103 4.7.4. Actions for County Consideration 1. For biomass, focus planning efforts on convening local refuse haulers and waste sources with operators of nearby biomass plants (outside of the County’s boundaries). If economics become favorable for any waste class, help participants negotiate and plan with biomass plants for transport of feedstocks to plants. 2. Continue observing what other nearby counties do and monitor for signs of renewed interest prior to engaging in a comprehensive effort to update bioenergy zoning considerations. 3. Consider transportation fuel vs. electricity tradeoffs relative to Contra Costa County greenhouse gas reduction goals; using biogas resources for transportation fuels may be more economical. Contra Costa County Renewable Resource Assessment 104 5. Conclusions Contra Costa County has the potential to expand its leadership in local clean energy production and bring the benefits of clean energy to its constituents through the judicious development of its renewable resources that is mindful of long-term planning considerations and potential land use tradeoffs. This study finds that there is a significant amount of potential distributed across solar, wind, biomass, and biogas, and subtypes of each of these resources. While economics are currently more favorable for certain types of renewables (e.g., solar and large-scale wind), it is desirable for renewable resources to come from a mix of different sources for diversity of generation profiles and grid reliability. Economics and land use policy will drive realization of development potential. As a technical potential study, this project does not purport to predict that the identified resources will be developed or to suggest that all of the resources identified would be economically feasible to develop given current or foreseeable market and policy environments. Rather this study uses estimates of resource quantity and quality (e.g., annual solar irradiance, wind speeds, and the energy value of bioenergy feedstocks) to evaluate specific locations and aggregate them to determine how much energy could be generated in total. The sites that were assessed were selected by examining system performance, topographic limitations, and environmental and land-use constraints to find the maximum that can possibly be produced given these technical constraints. A strong emphasis was placed on identifying renewable resources within the Urban Limit Line (ULL), which was established in 1990 to preserve farmland and open space. Quantification of Technical Potential At a high level, this study estimates that between 4,674,000 and 7,990,000 MWh could be generated within the County by new renewable resources. For reference, total electricity consumption in the County in 2017 was 9,644,000 MWh.127 The high estimate is dependent on aggressive action and optimistic assumptions, because the development of this amount of renewable resource is dependent on making it cost effective and on balancing commercial-scale renewables with local planning objectives and local community buy-in. Of the resources, rooftop solar has by far the highest potential, both in terms of capacity and in terms of annual generation. Rooftop solar is followed in magnitude by non-urban ground mounted solar including agricultural land with the least constraints. Parking lots could be a significant solar resource and have the added benefit of providing shade, as well as minimal tradeoffs associated with their development. Similarly, there are many urban locations unsuitable for other development where solar could be located with minimal tradeoff. If the County wished to divert all landfilled biomass waste to incinerators, this waste would provide the largest single component of bioenergy resources, but such a 127 It should be noted that new electricity loads have the potential to significantly increase county-wide electricity consumption, including the adoption of electric vehicles and heat pumps. Usage statistic sourced from California Energy Commission: http://ecdms.energy.ca.gov/elecbycounty.aspx. Contra Costa County Renewable Resource Assessment 105 policy change appears unlikely for multiple reasons, including the current economics of the biomass combustion industry in California. The other resource types all have less annual generation potential but taken together could yield a significant amount of generation. From a financial perspective, the large amount of rooftop and parking lot solar that is technically available comes at a higher cost per watt than solar and wind that could be built with large scale resources. Rooftop solar costs tend to exceed $3/W, and parking lot solar is closer to $3.50/W, while solar on agricultural lands or urban lands unlikely to be developed could be as low as $1.60/W. This significant cost differential suggests that a cost-effective strategy would be to evaluate opportunities for the appropriate development of ground-mounted solar. Given these caveats on the rate of development and the relative cost of the rooftop and parking lot solar available in the County, commercial-scale solar remains a critical component of a comprehensive renewable resource development strategy. At the same time, the development of ground-mounted commercial-scale resources must be balanced with the increasing scarcity and value of land in the County. At present, most commercial-scale solar is land intensive and does not allow for multiple uses of the same land, although technologies that enable the co-location of ground-mounted solar with agriculture hold future promise that should not be overlooked. Therefore, County strategy should continue to encourage and facilitate solar in low or no tradeoff settings such as rooftops and parking lots, while concurrently defining parameters for the appropriate development of ground-mounted solar, now and in the future.. Extending the Benefits of Renewables to All Of the identified technical potential, there are significant opportunities to site solar in or near the “disadvantaged” census tracts in the unincorporated County as defined by the State of California. This includes the 200 megawatts of wind that could be sited in the hills south and west of the developed portions of Bay Point, and up to 519 megawatts of solar in disadvantaged tracts throughout the County. In the next phase of this project, the County will work with three communities in the unincorporated area of the County on opportunities for residents of those communities to benefit from these identified renewable resources. The benefits of renewables can also be extended to all segments of the population through community solar and wind programs, which allow renters to directly purchase parts of a renewable project; both MCE and PG&E offer these types of programs. Leading by Example The County owns or leases approximately 350 buildings that may be suitable for solar. The County has already taken great strides to assess many of its facilities for solar, and has numerous installations, both on rooftops and parking lots, though more could be done. Planning and Zoning Options Given the significant amount of resource availability within the County, this study reviews best practices to facilitate renewable development, while still being mindful of long-term planning considerations and potential tradeoffs. As a relatively urban county with a significant population, significant commercial activity, and significant land constraints, developing local large-scale renewables that can serve a large Contra Costa County Renewable Resource Assessment 106 proportion of the County’s load is inherently a more difficult task than it would be in a more rural and less populous county. Therefore, policy best practices that facilitate the development of the more limited resources that are available are of heightened importance, presuming the County desires to contribute what it can towards the realization of California’s renewable energy and climate goals. Some of the options described in this study include mandates, zoning language revisions, financing strategies, development of County-owned sites for renewables, property tax waivers, and other financial mechanisms to encourage development of the resources that the County would most like to see developed. Stakeholder input that was provided indicates that County constituents have strong interests in protecting farmland, habitat, open space, and other valued land uses, as well as strong interests in encouraging the development of local clean energy resources at attractive costs. There is significant support for developing solar on parking lots as well as industrially related lands and urban land unlikely to be developed for other uses. The County must balance numerous values to assess the appropriate path forward to expand its clean energy leadership in a cost-effective way while being mindful of and minimizing potential tradeoffs. Contra Costa County Renewable Resource Assessment 107 Appendix A: Solar Potential on County Owned and Leased Facilities The County owns or leases a significant amount of property within its borders. The County provided its asset list for this study, which the project team pared down to the approximately 350 buildings that are currently occupied. Rather than conduct an analysis of all 350 occupied buildings supplied by the County, Cadmus analyzed the top 10 largest buildings and statistically sampled the rest of the smaller buildings across approximately 10 building size categories (three to five samples per category). This analysis was done with Google Project Sunroof, with the same assumptions and adjustments described above in the section on rooftop solar. Table 31 shows the solar potential on the top 10 buildings by size. Table 31. Largest 10 County Owned or Leased Buildings Type Address Square Footage Google Sunroof Rooftop (sf) Estimated kW Owned Hospital 2500 Alhambra Ave, Martinez, CA 94553 210,000 26,093 184 Leased Outpatient Care Facility 2311 Loveridge Rd, Pittsburg, CA 94565-5117 130,900 37,809 266 Owned Juvenile Detention Center 202 Glacier Dr, Martinez, CA 94553 120,000 300 2 Government Office Building 2530 Arnold Dr, Martinez, CA 94553-4359 115,091 14,976 106 50 Douglas Dr, Martinez, CA 94553 92,024 21,653 153 651 Pine St, Martinez, CA 94553 90,498 6,959 49 Medical Center 100 38th St, Richmond, CA 94805 83,884 27,573 194 General Purpose Library 1750 Oak Park Blvd, Pleasant Hill, CA 94523 63,912 33,211 234 Leased Government Office Building 1275A Hall Ave, Richmond, CA 94804-3763 60,000 62,862 443 Owned 4545 Delta Fair Blvd, Antioch, CA 94509-3950 52,800 24,595 173 As approximately one-third of the buildings were leased, the study assumes split incentives will result in solar not place on leased buildings. Contra Costa County Renewable Resource Assessment 108 Appendix B: Google Project Sunroof Solar Potential by Census Tract On September 17, 2018, Cadmus downloaded the following data from Google Project Sunroof. For the rightmost column, estimated potential is calculated as the sum of the number of panels facing south and west, multiplied by an 80% packing factor, a 20% AC:DC derating factor, and multiplied by 80% (not all roofs can handle 4 lbs/sf for solar arrays); reductions will occur due to accommodate rooftop equipment (e.g., rooftop air conditioners, fire borders). Cadmus additionally assumed that the panels had 260 W/modules and 16% efficiency. Table 32. Amount of Rooftop Solar Potential in Each Census Tract Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3010.00 California 10057 8567 9465 28512 4813 7064 3020.05 California 34279 21724 33831 27166 7668 14602 3020.06 California 22025 16593 22269 6959 3617 8467 3020.07 California 40425 23567 36115 11935 6535 13983 3020.08 California 41814 23688 37658 10602 6542 14197 3020.09 California 40985 28999 34227 37310 9771 17662 3020.10 California 84582 54382 77555 9861 11786 28252 3031.02 California 61728 39548 62054 43146 13088 25768 3031.03 California 61330 30814 48222 101777 20356 30219 3032.01 California 67496 49326 57595 20367 10965 24309 3032.02 California 49890 26773 39864 4495 6787 15104 3032.03 California 68549 42451 63679 43604 13997 27242 3032.04 California 24046 17223 24615 11672 4458 9679 3032.05 California 70983 56224 69712 11051 10238 25955 3040.01 California 36010 26593 31055 19350 6909 14103 3040.02 California 228 127 241 184 51 97 3040.03 California 44936 35124 37113 14428 7409 16424 3040.04 California 44753 38840 41250 6518 6399 16394 3040.05 California 51638 34587 40199 28028 9942 19276 3050.00 California 34638 25780 35587 125551 19992 27650 3060.02 California 22804 17185 21715 55068 9718 14573 3060.03 California 23267 14699 22425 21679 5609 10242 3060.04 California 17677 11608 15189 27279 5611 8955 3071.01 California 31330 17624 20113 13014 5534 10244 3071.02 California 19885 12369 20252 14095 4241 8312 3072.01 California 12680 12025 12618 23693 4539 7615 3072.02 California 11575 10799 10494 8881 2553 5210 3072.04 California 27071 24230 26453 1753 3597 9922 3072.05 California 27734 24451 26733 24748 6550 12938 Contra Costa County Renewable Resource Assessment 109 Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3080.01 California 48808 34313 40341 34785 10432 19749 3080.02 California 33466 24475 26350 6964 5046 11389 3090.00 California 22827 22898 21901 56469 9896 15487 3100.00 California 14989 15228 15918 28853 5471 9359 3110.00 California 17099 13259 12645 16369 4177 7410 3120.00 California 8881 9741 9099 37856 5833 8184 3131.01 California 40292 28053 28359 87400 15936 22976 3131.02 California 22098 15877 16114 27261 6160 10152 3131.03 California 53736 45648 52059 7988 7703 19897 3132.03 California 17342 16828 17814 1042 2294 6618 3132.04 California 25418 22079 24469 4676 3756 9565 3132.05 California 10342 7655 7963 1477 1475 3424 3132.06 California 23776 22071 21988 9546 4159 9657 3141.02 California 26083 17895 21710 11225 4656 9599 3141.03 California 24729 12973 19439 14863 4941 8986 3141.04 California 23234 12437 17403 10713 4237 7961 3142.00 California 25302 14071 17197 34223 7429 11331 3150.00 California 26667 17208 20888 155840 22777 27531 3160.00 California 5163 2512 3953 18124 2906 3713 3170.00 California 8243 4348 7901 11768 2497 4026 3180.00 California 10787 8206 9277 19051 3724 5906 3190.00 California 36671 24035 30126 21766 7293 14052 3200.01 California 20014 15971 16193 73895 11720 15734 3200.03 California 16986 11341 15377 25096 5252 8586 3200.04 California 33033 24423 28922 26594 7441 14099 3211.01 California 44846 33239 38430 26415 8893 17838 3211.02 California 46991 34743 39289 4600 6439 15678 3211.03 California 31947 20717 25551 9012 5112 10886 3212.00 California 23507 14885 17851 61379 10594 14679 3220.00 California 43075 28877 32268 45122 11007 18638 3230.00 California 30814 15912 21201 8379 4891 9523 3240.01 California 12864 8889 10972 55692 8556 11034 3240.02 California 20165 11389 15114 43967 8004 11311 3250.00 California 29687 19934 24484 23277 6610 12153 3260.00 California 26977 16457 20031 5496 4053 8606 3270.00 California 17520 15062 16240 268926 35748 39655 3280.00 California 5337 3030 4609 59326 8070 9023 3290.00 California 33939 30640 29678 21346 6900 14427 3300.00 California 31429 24346 25206 14967 5790 11974 3310.00 California 39042 27596 32710 22085 7629 15155 3320.00 California 47233 44684 36463 17932 8133 18260 Contra Costa County Renewable Resource Assessment 110 Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3331.01 California 23285 21766 17697 8267 3938 8863 3331.02 California 27372 23427 20594 9921 4654 10148 3332.00 California 37861 35094 27723 26062 7978 15817 3340.01 California 17604 16381 15016 6385 2994 6912 3340.04 California 34796 31211 30330 33056 8468 16148 3340.06 California 25380 33126 37787 3156 3561 12411 3342.00 California 42842 22073 33443 23738 8309 15238 3350.00 California 18628 17427 15264 23135 5212 9292 3361.01 California 8299 4214 4882 19251 3438 4573 3361.02 California 6275 3648 5391 34338 5069 6197 3362.01 California 13634 10928 14050 12698 3286 6403 3362.02 California 8192 4441 6993 26374 4314 5741 3371.00 California 24029 21347 18080 6159 3767 8688 3372.00 California 33483 18789 26525 68885 12776 18431 3373.00 California 48545 38608 44715 12558 7626 18024 3381.01 California 16282 13184 13457 12015 3531 6856 3381.02 California 22362 17349 23944 6361 3585 8738 3382.01 California 37702 29999 38978 83303 15101 23710 3382.03 California 17302 10956 13713 7628 3111 6190 3382.04 California 26844 22437 31287 10747 4691 11396 3383.01 California 32499 23783 27438 11571 5500 11892 3383.02 California 43726 30706 38659 40040 10454 19111 3390.01 California 3566 3393 3624 73904 9668 10544 3390.02 California 8673 5149 7730 115907 15548 17155 3400.01 California 27315 15017 21107 45903 9138 13646 3400.02 California 47104 29997 33015 24736 8966 16830 3410.00 California 25005 15735 20687 17249 5273 9819 3430.01 California 23479 16433 18211 14654 4759 9083 3430.02 California 27444 13848 17526 17604 5622 9537 3430.03 California 31624 16402 20319 6656 4777 9360 3451.01 California 36643 24584 30283 10649 5902 12749 3451.02 California 29296 19851 25219 5264 4313 9938 3451.03 California 33363 30422 38844 6620 4990 13634 3451.05 California 48292 31206 40511 20852 8629 17579 3451.08 California 40597 23659 36329 110009 18796 26282 3451.11 California 32414 14609 25415 26600 7365 12360 3451.12 California 25486 19330 25317 3182 3578 9150 3451.13 California 21850 18098 19330 1378 2899 7570 3451.14 California 54250 37982 49142 4713 7359 18232 3451.15 California 46969 31403 38618 4761 6456 15195 3451.16 California 22101 15877 18076 1603 2958 7196 Contra Costa County Renewable Resource Assessment 111 Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3452.02 California 40352 26725 33649 51033 11405 18940 3452.03 California 53820 31938 38427 31243 10616 19397 3452.04 California 28996 15679 24605 9517 4806 9834 3461.01 California 32381 24477 29393 5195 4689 11412 3461.02 California 62301 38534 48452 11317 9188 20043 3462.01 California 70457 43638 53656 11832 10270 22412 3462.03 California 32450 21383 27140 3057 4431 10487 3462.04 California 50515 32972 36393 4890 6915 15571 3470.00 California 50071 34448 38995 12383 7794 16960 3480.00 California 35994 21601 24061 22986 7361 13059 3490.00 California 24427 16971 20908 26275 6328 11055 3500.00 California 34655 21033 23082 33733 8535 14040 3511.01 California 11827 8146 9397 24309 4510 6699 3511.02 California 13732 13035 10639 45020 7332 10287 3511.03 California 12740 17222 18997 11532 3029 7549 3512.00 California 42994 30328 35103 10528 6680 14845 3521.01 California 23320 18811 21361 4470 3468 8482 3521.02 California 45832 30173 36142 12095 7229 15505 3522.01 California 38944 33240 37859 29325 8520 17393 3522.02 California 10942 9622 11077 10036 2618 5201 3530.01 California 19110 12246 13489 9765 3604 6815 3530.02 California 27581 18296 19613 12287 4976 9707 3540.01 California 3857 3073 2556 4665 1064 1766 3540.02 California 37372 22023 27223 31082 8543 14689 3551.07 California 32915 28632 30327 820 4210 11568 3551.08 California 79444 70846 74972 14414 11713 29912 3551.09 California 43419 33038 37254 12163 6937 15709 3551.10 California 22768 14730 18022 9429 4018 8106 3551.11 California 34171 28731 30317 626 4343 11712 3551.12 California 48625 28779 34229 5855 6799 14663 3551.13 California 44937 34906 42073 4063 6115 15722 3551.14 California 64907 46654 56931 9726 9314 22242 3551.15 California 25706 21979 27265 3687 3668 9814 3551.16 California 38755 32328 37173 5141 5478 14152 3551.17 California 35121 29503 35071 972 4504 12563 3552.00 California 57016 49383 51150 15774 9084 21631 3553.01 California 60806 42481 47345 14919 9450 20661 3553.02 California 34799 23552 28379 2773 4689 11170 3553.04 California 62484 44206 50389 8415 8848 20654 3553.06 California 40706 36958 40669 6939 5946 15634 3560.01 California 19373 17909 21080 2951 2786 7652 Contra Costa County Renewable Resource Assessment 112 Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3560.02 California 22612 13698 21519 1543 3015 7410 3570.00 California 15520 10825 15395 15439 3864 7136 3580.00 California 24990 19694 23166 34911 7476 12825 3591.02 California 21011 15971 19555 27947 6110 10544 3591.03 California 19351 12732 15884 36928 7024 10595 3591.04 California 6304 5297 6204 1667 995 2430 3591.05 California 15138 12459 17453 6311 2677 6410 3592.02 California 39894 27898 35679 10265 6260 14194 3592.03 California 40844 32964 40091 11044 6476 15593 3592.04 California 27171 22623 26746 7472 4323 10485 3601.01 California 28364 22114 24784 26691 6871 12724 3601.02 California 33403 23990 25819 5394 4842 11058 3602.00 California 20667 13096 14638 31801 6548 10009 3610.00 California 14747 16485 17033 19624 4290 8473 3620.00 California 9515 6935 10871 20216 3710 5933 3630.00 California 29651 22793 27337 74479 12995 19252 3640.02 California 20910 18481 22059 26840 5959 11019 3650.02 California 14290 16070 19705 57034 8901 13366 3650.03 California 11715 6737 8133 87565 12390 14246 3660.01 California 7636 6599 6734 37603 5646 7310 3660.02 California 15385 10084 9287 27120 5305 7722 3671.00 California 14002 12334 15163 50561 8057 11489 3672.00 California 15526 10237 12604 23755 4902 7753 3680.01 California 6860 11538 14895 15700 2815 6114 3680.02 California 10031 5493 5421 19725 3714 5076 3690.01 California 12268 11132 11028 55753 8489 11255 3690.02 California 8268 4271 6464 30045 4781 6121 3700.00 California 9980 6890 9709 20117 3756 5828 3710.00 California 15732 13767 14951 25617 5160 8744 3720.00 California 21071 15661 20685 30295 6410 10946 3730.00 California 8610 7053 9512 14405 2872 4940 3740.00 California 10899 9555 10308 29645 5060 7539 3750.00 California 8173 4835 6726 18889 3377 4820 3760.00 California 15920 8583 11736 36862 6587 9123 3770.00 California 15697 9028 12418 45095 7587 10263 3780.00 California 27218 16152 18917 282678 38675 43052 3790.00 California 16273 11446 15443 64634 10097 13453 3800.00 California 33426 19447 26267 213277 30789 36494 3810.00 California 15047 12690 16630 70230 10643 14302 3820.00 California 19743 16088 17740 46449 8261 12482 3830.00 California 13437 9898 14547 32125 5686 8737 Contra Costa County Renewable Resource Assessment 113 Census Tract State # of Panels Facing Estimated kW South East West Flat South + Flat East + West 3840.00 California 14503 9226 14450 29648 5510 8465 3851.00 California 14573 10744 16284 24639 4894 8267 3852.00 California 5994 4608 5902 15240 2650 3962 3860.00 California 9294 4407 7016 41102 6289 7715 3870.00 California 12073 5451 8581 22068 4261 6012 3880.00 California 9779 4569 6931 14867 3076 4511 3891.00 California 7977 3616 5128 26209 4266 5358 3892.00 California 2528 1121 1617 12433 1867 2209 3901.00 California 9452 6153 8237 14743 3020 4815 3902.00 California 7696 3828 5857 11904 2446 3655 3910.00 California 9226 5865 11064 13983 2896 5009 3920.00 California 9911 5624 9730 13413 2911 4827 3922.00 California 37553 29748 34005 166612 25480 33436 3923.00 California 12379 10294 13846 32247 5569 8582 Contra Costa County Renewable Resource Assessment 114 Appendix C: Glossary Acronym Term AC Alternating Current AB1826 California Assembly Bill on Recycling of Solid Organic Waste AB2188 California Assembly Bill on Streamlined Solar Permitting AB32 California Assembly Bill, Global Warming Solutions Act of 2006 AD Anaerobic Digestion BDT Bone Dry Tons BTM Behind the Meter BTU British Thermal Unit C&D Construction and Demolition CAISO California Independent Systems Operator CAP Climate Action Plan CARB California Air Resources Board CCA Community Choice Aggregator CCE Community Choice Energy CCMap The County's portal for on-line property information is CCMAP. Browse to https://ccmap.cccounty.us for further information CCPDA California County Planning Directors’ Association CEC California Energy Commission CEQA California Environmental Quality Act CO2 Carbon Dioxide Dba Decibels DC Direct Current Dni Direct Normal Irradiance DOE U.S. Department of Energy EE Energy Efficiency EIA Energy Information Administration EIR Environmental Impact Report EPA Environmental Protection Agency EV Electric Vehicle FAA Federal Aviation Administration FERC Federal Energy Regulatory Commission FIT Feed In Tariff FWS U.S. Fish and Wildlife Service GHG Greenhouse Gas GW Gigawatt GWh Gigawatt Hour HCP Habitat Conservation Plan IOU Investor-Owned Utility Contra Costa County Renewable Resource Assessment 115 Acronym Term ITC Investment Tax Credit (Federal) kW Kilowatt kWh Kilowatt Hour LCOE Levelized Cost of Electricity LFG Landfill Gas MCE Marin Clean Energy MJ Megajoules MRLC Multi-Resolution Land Characteristics MW Megawatt MWh Megawatt Hour NCRS Natural Resources Conservation Service NEC National Electric Code NLCD National Land Cover Database NPDES National Pollution Discharge Elimination System NREL National Renewable Energy Laboratory NWEDI Northern Waterfront Economic Development Initiative PG&E Pacific Gas and Electric PPA Power Purchase Agreement PSM Physical Solar Map PV Photovoltaic PV RAM Solar Photovoltaic and Renewable Auction Mechanism REC Renewable Energy Credit RFI Radio Frequency Interference RPS Renewable Portfolio Standard SB100 California Senate Bill on 100 Percent Clean Energy SB1122 Renewable Bio-Energy Projects California Senate Bill on Renewable Bioenergy Projects SB1222 California Senate Bill on Solar Permits SCE Southern California Edison SDG&E San Diego Gas & Electric T&D Transmission and Distribution ULL Urban Limit Line ULUTBD Urban Land Unlikely to be Developed WAPA Western Area Power Administration WCCSL West Contra Costa Sanitary Landfill WTP Wastewater Treatment Plant ZTA Zoning Text Agreement Contra Costa County Renewable Resource Assessment 116 Appendix D: Cartography This appendix consists of a series of maps that demonstrate the evaluation of available data used to determine the rural areas in the County that may be suitable for ground mounted solar. The first eight maps in the appendix show the boundaries of the Urban Limit Line and the incorporated cities, and how slope, natural land cover and exclusion factors as described in Section 3.2.3, were used to locate areas of the County with significant acreage potentially suitable for large-scale ground mounted solar. The next series of maps focuses on the less constrained agricultural eastern part of the County, presenting data layers associated with attributes such as soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, transmission lines and substations, and other factors. The final five images of the appendix show maps of land potentially suitable for solar installations after removing specific classifications of land with high agricultural value. Contra Costa County Renewable Resource Assessment 117 Contra Costa County Renewable Resource Assessment 118 Contra Costa County Renewable Resource Assessment 119 Contra Costa County Renewable Resource Assessment 120 Contra Costa County Renewable Resource Assessment 121 Contra Costa County Renewable Resource Assessment 122 Contra Costa County Renewable Resource Assessment 123 Contra Costa County Renewable Resource Assessment 124 Contra Costa County Renewable Resource Assessment 125 Contra Costa County Renewable Resource Assessment 126 Contra Costa County Renewable Resource Assessment 127 Contra Costa County Renewable Resource Assessment 128 Contra Costa County Renewable Resource Assessment 129 Contra Costa County Renewable Resource Assessment 130 Contra Costa County Renewable Resource Assessment 131 Contra Costa County Renewable Resource Assessment 132 Contra Costa County Renewable Resource Assessment 133 Contra Costa County Renewable Resource Assessment 134 Contra Costa County Renewable Resource Assessment 135 Contra Costa County Renewable Resource Assessment 136 Contra Costa County Renewable Resource Assessment 137 Contra Costa County Renewable Resource Assessment 138 Contra Costa County Renewable Resource Assessment 139 Contra Costa County Renewable Resource Assessment 140 EXHIBIT 7 POWERPOINT PRESENTATION Appeal of Ranch Sereno Clean Power Project County File: CDLP22-02036 COUNTY PLANNING COMMISSION APRIL 24, 2024 Proposed Commercial Solar Facility 2 Zoning Administrator’s Decision On March 18, 2024, the County Zoning Administrator approved the project, finding the addition to be in compliance with County Solar Ordinances, and applicable development standards for the A-3 Heavy Agricultural zoning district / -SG Solar Energy Generation Combining District. On March 27, 2024, CDD staff received a formal appeal, filed jointly by two neighboring property owners, Mr. Hamby and Mr. Gardner. 3 Hamby/Gardner Appeal The County did not provide proper public notification for the March 18, 2024 Zoning Administrator Hearing, for which this matter was on the agenda. The project site is not contiguous with most other lands designated for the proposed land use. 4 Exclusion Factors for –SG District Physical Land Attributes: ➢Slopes ➢Wetlands ➢Natural Landcover ➢Critical Habitat ➢Prime Farmland 5 Incompatible Land Uses: ➢Areas with residential or potential residential uses. ➢Undeveloped areas with job creation potential ➢Land surrounding Airport Runways ➢Military Bases ➢Parks, Conservation Easements, and Watershed lands. Zoning Map 6 General Plan Map 7 Aerial Map 8 Potentially Suitable Agricultural Lands 9 Solar Energy Generation (-SG) Combining District - Partial Boundaries 10 Staff Response to Appeal The project site did not meet certain criteria warranting exclusion from the –SG district, as determined by an independent study commissioned by the County. Contiguity with other potentially suitable lands was not amongst exclusion criteria considered. The record shows that CDD staff mailed public notifications on March 6, 2024, consistent with ordinance requirements. 11 Questions? 12 Department of Conservation and Development County Zoning Administrator Monday, March 18, 2023 – 1:30 P.M. STAFF REPORT Agenda Item #_____ Project Title: Land Use Permit for the Ranch Sereno Clean Power Project County File: CDLP22-02036 Applicant/Owner: Renewable America, LLC (Applicant)/Jeffrey Jay Jess (Owner) Zoning/General Plan: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District / AL Agricultural Lands Site Address/Location: 0 Byer Road, immediately east of 3600 Byer Road in the Byron area of unincorporated Contra Costa County (APN: 002-030- 018) California Environmental Quality Act (CEQA) Status: Mitigated Negative Declaration, SCH 2023050650 Project Planner: Adrian Veliz, Senior Planner, (925) 655-2879 adrian.veliz@dcd.cccounty.us Staff Recommendation: Approve (See Section II for full recommendation) I. PROJECT SUMMARY The applicant requests approval of a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the 14.27-acre project site. The facility includes a solar panel array generating 2.82 megawatts of solar energy and a 5.22 megawatt battery storage system. The facility would interconnect with Pacific Gas and Electric Company’s existing electrical distribution system along the Byer Road frontage of the project site. The applicant is also requesting an Exception to the requirements and regulations of County Code Division 914 (Collect and Convey). County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 2 of 13 II. RECOMMENDATION Department of Conservation and Development, Community Development Division (CDD) staff recommends that the County Zoning Administrator: A. ADOPT the Mitigated Negative Declaration/Initial Study (MND) SCH 2023050650, consisting of the May 26, 2023 draft MND and the March 4, 2024 final MND, and the May 26, 2023 Mitigation Monitoring and Reporting Program (MMRP), based on the attached findings, and specify that the Department of Conservation and Development (located at 30 Muir Road, Martinez, CA) is the custodian of the documents and other materials, which constitute the record of proceedings upon which this decision is based. B. GRANT the exception to Division 914 of the County Ordinance Code authorizing the project to allow the existing drainage pattern on the project site to remain unchanged and forego requirements to collect and convey stormwaters entering and/or originating on the project site, as detailed in the attached findings. C. APPROVE the Land Use Permit for County File CDLP22-02036, the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system, based on the attached findings and subject to the attached conditions of approval. D. DIRECT staff to file a Notice of Determination with the County Clerk. III. GENERAL INFORMATION A. General Plan: AL Agricultural Lands. B. Zoning: A-3 Heavy Agricultural District, -SG Solar Energy Generation Combining District. C. Environmental Review: A draft Mitigated Negative Declaration/Initial Study (MND) was prepared and published for the application. The public review for the draft MND started on May 26, 2023 and ended on June 26, 2023. The draft MND is included as Attachment 5. Two emails and one letter were received in response to the publication of the draft MND. A final MND, dated March 4, 2024 , has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes in response to the letter. The final MND is included as Attachment 6. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 3 of 13 D. Tribal Cultural Resources: In accordance with Section 21080.3.1 of the California Public Resources Code, Notices of Opportunity to Request Consultation were mailed to the Villages of Lisjan on November 8, 2022 and to the Wilton Rancheria on November 9, 2022. The Villages of Lisjan Nation and the Wilton Rancheria are the two California Native American tribes that have requested notification of proposed projects within unincorporated Contra Costa County. Pursuant to Section 21080.3.1(d), there was a 30-day time period for the California Native American tribes to either request or decline consultation in writing for thi s project. Staff has not received a request for consultation in response to these Notices from either tribe. E. Previous Applications: 1. CDMS05-00020: This two-lot Minor Subdivision application to subdivide a 30- acre lot into a 14.55-acre Parcel A and a 15.45-acre Parcel B was approved by the Zoning Administrator on September 11, 2006. In processing the Parcel Map (201PM43), the County required road dedications for the planned future widths of Byer Road, Bixler Road, Rancho Sereno Road, and Coletas Way. As a result of the road dedications, both Parcel A and Parcel A became 14.27 acres in size. Parcel A is the CDLP22-02036 project site. 2. CDCV10-00060: This Compliance Review application to construct a new barn on the project site was approved by CDD staff on January 27, 2011. The barn is located in the central portion of the site. IV. SITE/AREA DESCRIPTION The 14.27-acre project site is located along the south side of Byer Road, immediately east of 3600 Byer Road and approximately 480 feet west of the Bixler Road/Byer Road intersection. The overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The project site predominantly consists of fallow and active cropland. Existing development on site includes a metal framed barn with an outdoor swimming pool, and gravel access driveways. The barn and swimming pool are located within an approximately one- acre building envelope in the central portion of the site. Vehicular access from Byer Road exists via a gravel driveway at the northwestern corner of the project site. There is an east-west drainage channel traversing the southern half of the parcel on which development is restricted pursuant to a Grant Deed of Development Rights to the County. This restricted development area consists of a 100-foot buffer measured County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 4 of 13 from the top of bank on each side of the channel and was recorded on the project site as a condition of approval for the CDMS05-00020 Minor Subdivision. No portion of the proposed solar energy facility would be within the restricted development area, or within the one-acre building envelope identified on the project plans. The surrounding area consists of agricultural lands presently used for farming, grazing, and/or single-family residential purposes. The unincorporated Byron community is located approximately 0.8 miles to the west of the site. V. PROJECT DESCRIPTION The applicant requests approval of a Land Use Permit for a commercial solar energy facility on a 7.02-acre portion of the northern half of the project site. The proposed solar energy generation consists of a total of 4,368 solar panel modules generating up to 2.82 megawatts of solar energy. The solar panel modules are arranged in rows upon single axis tracking arrays, dispersed in uniform rows throughout the 7.02-acre area. The tracking arrays are designed to gradually adjust the angular orientation of the solar panel modules relative to the movement of the sun throughout the day. This movement maximizes the amount of energy that the system is able to capture. The height of the solar arrays will vary throughout the day due to the movement of the single axis tracking arrays. When the sun is high in the sky, the panels will be parallel with the ground and the arrays would be 8.7 feet tall. The axis tracking system can reorient the panels up to 60 degrees east or west to track the rising and setting sun. At its maximum angular orientation of 60 degrees, the arrays would have a maximum height of 15.5 feet. The project includes a battery energy storage system (BESS) capable of storing up to 5.22 megawatts of electricity. The purpose of the BESS is to allow the storage of solar energy generated during the daytime when electrical demand is relatively low, and to export that energy into the grid when electrical demand is higher, for example during peak hours in the early evening. The facility would interconnect with Pacific Gas and Electric Company’s (PG&E’s) existing electrical distribution system via existing power poles located in the Byer Road right-of-way along the frontage of the project site. The applicant also requests an exception to the collect and convey requirements and regulations of County Code Division 914 to allow the existing drainage pattern on the project site to remain unchanged with the solar energy facility rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing adequate public storm drainage system. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 5 of 13 VI. AGENCY COMMENTS An Agency Comment Request packet was sent on June 15, 2022 to a number of public agencies, including Building Inspection Division, Advanced Planning Section, Application and Permit Center (APC) Floodplain Staff, East Contra Costa County Habitat Conservancy, Environmental Health Division of the Health Services Department, Engineering Services Division of the Public Works Department, Contra Costa County Flood Control District, East Contra Costa Fire Protection District, Byron Municipal Advisory Council (MAC), Contra Costa Mosquito and Vector Control District, California Historical Resources Information System, CA Department of Fish and Wildlife, Delta Protection Commission, and the Delta Conservancy Board. Agency comments received by staff are included in Attachment 3. Following are summaries of the agency comments received. A. Contra Costa Mosquito & Vector Control District: The Mosquito & Vector Control District returned the Agency Comment Request form on June 16, 2022, with no comments. An Advisory Note is included in the Conditions of Approval and Advisory Notes whereby the applicant must comply with the Mosquito & Vector Control District’s requirements. B. East Contra Costa Fire Protection District: In a letter received on June 20, 2022, the Fire Protection District stated that the project is required to adhere to all California Building, Fire Codes, and the District’s Ordinance shall be adhered to. The Fire Protection District further specified that the project would require either annexation of the project site into the most current Community Facilities District for fire protection and emergency services, or provision of an alternative funding mechanism acceptable to the District for the provision these services. An Advisory Note is included in the Conditions of Approval and Advisory Notes whereby the applicant is responsible for contacting the Fire Protection District regarding its requirements and permits. C. Byron Municipal Advisory Council (MAC): In an email received on June 28, 2022, the Byron MAC expressed support for the project but noted that the southern end of the property had been used for unpermitted storage of vehicles and construction equipment. The MAC adjourned its June 28, 2022 meeting without making a recommendation, seeking more information on the ongoing code County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 6 of 13 enforcement case regarding the unpermitted storage on the site. Subsequent to the meeting, the property owner removed the vehicles and equipment from the project site and the code enforcement case was closed on August 22, 2022. In an email received on October 11, 2023, the Byron MAC staff liaison clarified that the MAC had no further comments and is in support of the project. D. East Contra Costa Habitat Conservancy: In an email received on July 5, 2022, the Habitat Conservancy advised that take coverage is required for the project since the site is located in an area with suitable habitat for special-status species. The Habitat Conservancy recommended that the take coverage be initiated through the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). The Habitat Conservancy identified unpermitted land use occurring on southerly portion of the project site, outside of the proposed solar project area. This concern was previously discussed under Section VI.C (Agency Comments – Byron Municipal Advisory Council) above. The property owner has removed the vehicles and equipment being stored on the project site in response to the code enforcement case. Take coverage was addressed in the MND, SCH 2023050650, and a potentially significant biological resources impact related to the loss of Swainson’s hawk foraging habitat was identified for which the MND included Mitigation Measure BIO-4, whereby the applicant shall seek take coverage from the HCP/NCCP. This Mitigation Measure is included in the Conditions of Approval and Advisory Notes. E. California Historical Resources Information System (CHRIS): In a comment letter received on July 8, 2022, CHRIS indicated that the project site has a low possibility of containing unrecorded archaeological sites and did not recommend further study for archaeological resources. The possibility of subsurface construction activities damaging or destroying previously undiscovered historic and prehistoric resources was addressed in the MND, and the MND included Mitigation Measure CUL-1, whereby there shall be a stoppage of work and appropriate mitigations implemented in the event that previously unrecorded cultural resources are discovered. This Mitigation Measure is included in the Conditions of Approval and Advisory Notes. F. APC Floodplain Staff: APC Floodplain Staff returned the Agency Comment Request form on July 26, 2022, with no comments. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 7 of 13 G. Public Works Department, Engineering Services Division : On December 7, 2023, the Engineering Services Division submitted a memo with recommended Public Works conditions of approval for the project. Staff has incorporated Engineering Services’ recommended conditions and notes in the Conditions of Approval and Advisory Notes. VII. ENVIRONMENTAL REVIEW A draft Mitigated Negative Declaration/Initial Study (State Clearinghouse Number SCH 2023050650) was prepared and published on May 26, 2023. The draft MND is included with this report as Attachment 5. Potentially significant impacts were identified in the draft MND, including impacts involving air quality, biological resources, cultural resources, geology and soils, and tribal cultural resources. The public review period for the draft MND started on May 26, 2023 and ended on June 26, 2023. During the public review period, staff received a letter from the Central Valley Regional Water Quality Control Board specifying applicable provisions of state and federal law pertaining to stormwater management and measures to prevent groundwater degradation, and two emails from owners of parcels abutting the project site to the east and west respectively. The written comments submitted by adjacent property owners express concern with aesthetics, biological resources, health hazards, water runoff, property values, noise, dust, and electrical fire hazards. A final MND has been prepared that includes the written comment received on the draft MND, responses to the comments received, and staff initiated text changes of the draft MND. The final MND is included as Attachment 6. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Regarding the granting of the exception to the County Code requirements of Division 914 (Collect and Convey) for the collection and conveyance of stormwaters entering and/or originating on the project site, the exception would allow the Land Use Permit as proposed and evaluated in the MND, and therefore, neither the proposed Land Use Permit nor the MND will change as a result of granting the exceptions. If the exceptions are not granted, the Land Use Permit would be subject to Public Works conditions of approval pursuant to applicable regulations in the County Code, and with the implementation of such conditions, the Land Use Permit would not result in any new significant impacts, necessitate any new mitigation, or alter any finding in the MND. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 8 of 13 A Mitigation Monitoring program was prepared based on the mitigation measures recommended in the draft MND. The Mitigation Monitoring and Reporting Program (MMRP) is included as Attachment 7. If approved, the MND mitigation measures will apply to the Land Use Permit as Conditions of Approval. VIII. PUBLIC COMMENTS On September 28, 2023, staff received a petition from the staff liaison to the Byron MAC. The petition expresses opposition to the proposed project based on numerous concerns, including the project’s effect on nearby property values, aesthetics, fire hazards, and contamination of groundwater. Although the petition was not received during the public review for the draft MND, it generally reiterates the public comments that were received during the public review period. Staff responses to the concerns are discussed in further detail in the final MND. In the October 11, 2023 email from the Byron MAC (included with the Agency Comments in Attachment 3), the staff liaison clarified that the petition was received from a Byron MAC member at the conclusion of a MAC meeting, but that the petition was not on the agenda for that meeting nor was it supported by the MAC. The petition, as well as the applicant’s response letter received on October 19, 2023, are included as Attachment 4. IX. STAFF ANALYSIS AND DISCUSSION A. General Plan Consistency: On February 25, 2020, the Board of Supervisors adopted Resolution No. 2020/39 amending the General Plan Land Use Element to allow commercial solar energy facilities in the AL Agricultural Lands land use designation with land use permits. As allowed by this General Plan amendment, the applicant has applied for a land use permit for the proposed commercial solar energy on the project site. The General Plan Land Use Element also contains Policies for the Southeast County Area, which includes the Byron area. Relevant policies that apply to the project include the following. Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 9 of 13 Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. The General Plan Open Space Element also includes the following relevant policy. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding policies highlight the County’s longstanding interest in preserving agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 10 of 13 transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. The proposed commercial solar energy facility is located within allowed area for solar energy generation in the Southeast County, and therefore, the facility would not conflict with the County’s policies related to preservation of agriculture in the Southeast County area. B. Zoning Compliance: On February 25, 2020, along with adopting Resolution No. 2020/39, the Board of Supervisors adopted Ordinance No. 2020-08 establishing the -SG Solar Energy Generation Combining District to allow commercial solar energy facilities with issuance of land use permits on land within an agricultural district that is combined with an -SG District. The project site is within the A-3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District. Ordinance No. 2020-08 stipulates that a commercial solar energy facility in an agricultural district is subject to the requirements of the Solar Energy Facilities Ordinance, codified as Chapter 88-30 of the County Ordinance Code, that was established by Ordinance No. 2020-07, also adopted on February 25, 2020 by the Board of Supervisors. Pursuant to County Code Section 88-30.616, the applicant is required to submit a site restoration plan for approval by the Zoning Administrator that would address the restoration of the project site to its pre- project agricultural state, following the solar generation use. Staff believes that the site restoration plan must be specific to the actual facility that is constructed. Thus, this plan needs to be based on the plans approved with the issued building permit. Accordingly, Condition of Approval #11 is included in the Conditions of Approval and Advisory Notes that requires the applicant to submit the site restoration plan for review and approval of CDD at the time of application for a grading or building permit, whichever occurs first. Pursuant to County Code Section 88-30.604, the solar energy facility meets the applicable setback requirements of A-3 District, including minimum 25-foot side yards, minimum 25-foot front yard, and minimum 25-foot rear yard setbacks. In accordance with the County Code Section 88-30.606(a), no ground mounted array would exceed 25 feet in height. Additionally, pursuant to Sections 88- 30.612 and 88-30.614, the facility would avoid septic systems and aquatic habitat County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 11 of 13 areas, respectively. The Solar Energy Facilities Ordinance also requires that solar facilities that are visible from public roadways must be designed and installed to minimize visual and aesthetic impacts to the greatest extent feasible (County Code Section 88- 30.608). The site design includes perimeter fencing surrounding the proposed solar energy facility. The project site is fronted to the north by Byer Road, a publicly maintained roadway. The eastern terminus of Byer Road and the southern terminus of Bixler Road is located approximately 450 feet east of the project site. Neither Byer Road nor Bixler Road are designated County scenic routes in the Transportation and Circulation Element of the General Plan. Existing structural development and vegetation west of the project would substantially screen the project from public views from that direction. As such, public views of the project site would largely be limited to portions of Byer Road immediately adjacent to the project site, as well as motorists travelling southbound on a short stretch of Bixler Road. Since project related impacts to public views would be limited to somewhat remote stretches of roadway not designated as County scenic routes, the site has minimal aesthetic impacts when viewed from public roadways in the vicinity. Notwithstanding, Condition of Approval #9 is included in the Conditions of Approval and Advisory Notes, whereby fencing that is visible from a public road, is required to be consistent with the rural character of the area. Specifically, building materials for the fence must be non -reflective and blend into its surroundings. If razor wire or barbed wire are used, they shall not be used on the portions of the fence facing Byer Road. C. Drainage: As discussed in Section IV (Site/Area Description), the overall topography of the project site is flat, with elevations ranging from approximately 12-18 feet above sea level. The proposed commercial solar energy facility would add an estimated 4,712 square feet of new impervious surface area associated with a new gravel roadway and equipment pad. Request for Exceptions from County Code Division 914: Division 914 of the County Ordinance Code requires that all storm water entering and/or originating on this property to be collected and conveyed, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse. The applicant has requested an exception to allow the existing drainage pattern on the project site to remain rather than install a collection and conveyance system to direct storm runoff to either an adequate natural watercourse or to an existing County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 12 of 13 adequate public storm drainage system. The Public Works Department, Engineering Services Division, has reviewed the applicant’s exception request and have determined that the necessary conditions are present on the site to support the request. Furthermore, Public Works has reviewed the preliminary stormwater control plan for the project and determined that all stormwater will be managed adequately on site, and that the project would be compliant with applicable water quality standards and waste discharge requirements, with the implementation of the practicable stormwater controls. D. Appropriateness of the Use: The project site is located within the A-3 Heavy Agricultural District and the -SG Solar Energy Generation Combining District in which commercial solar facilities are permitted with land use permits. In adopting Resolution No. 2020/39, the Board of Supervisors determined that commercial solar energy generation is compatible with agricultural uses in certain agricultural areas within the County, and in adopting Ordinance No. 2020-08, the Board established the -SG Combining District that is applied to agricultural-zoned parcels identified as suitable for commercial solar energy generation. Agricultural lands included within the -SG Combining District were selected based on necessary attributes for accommodating commercial solar development, excluding those parcels containing major agricultural resources and/or sensitive habitat. The portion of the site to be utilized for the commercial solar energy facility would essentially bisect the project site, with the facility located on the northern half of the property, while the southern half of the property would remain in its present state lacking any substantial improvements. Parcels abutting the project site to the east, west, and north range from 10.75 to 38.5 acres in area and predominantly consist of croplands, with single-family residences occurring sparsely throughout. Lands south of the project site are also generally located within agricultural zoning districts, with parcels between 1 and 6 acres in area and predominantly developed with single-family residential land uses. The most visible portion of the proposed commercial solar energy facility would be the solar array, which would be surrounded by a chain-link fence. The visual changes from the project improvements could impact views from the site and from surrounding properties; however, the change from pastoral land use to solar panels would not expectedly degrade the scenic quality to any significant degree. The location of the proposed solar array over northerly portions of the project site would provide a buffer of at least 450 feet between the facility and lands south of the site where existing residences occur at higher densities relative to County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 13 of 13 those lands east, west, and north of the site. Additionally, the project site is not visible from County-designated scenic routes, thus limiting potential aesthetic impacts resulting from the project. As required by the Solar Energy Facilities Ordinance (Chapter 88-30 of the County Ordinance Code), the site would be required to be restored to the pre-project agricultural state, in the event that the solar generation use is discontinued. In summary, the commercial solar energy facility is consistent with permitted land uses within the A-3 District with the -SG Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Based on the foregoing, the solar energy facility would be an appropriate use on the project site. X. CONCLUSION The proposed commercial solar energy facility, as conditioned, is consistent with the AL Agricultural Lands General Plan Land Use designation. The proposed facility is a conditionally permitted use in the A-3 Heavy Agricultural District as the project site is within the -SG Solar Energy Generation Combining District. The proposed commercial solar energy generation is compatible with land uses permitted on surrounding agricultural lands, including single-family residential land uses. The project would also provide benefits to the area by increasing the quantity of clean renewable energy available for use within the County, thereby reducing dependency on fossil-fuel based energy production. Staff recommends that the Zoning Administrator approve Land Use Permit CDLP22-02036 to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system, based on the attached findings and subject to the attached conditions of approval. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 1 of 24 FINDINGS AND CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036, RENEWABLE AMERICA (APPLICANT), JEFFREY JAY JESS (OWNER) FINDINGS A. Growth Management Performance Standards 1. Traffic: The commercial solar energy facility is accessed by existing roadways leading to and within the site. The facility is unmanned and does not require regular staff for daily operation. As a result, minimal additional traffic will be generated to the project site. The project will not create 100 or more peak hour trips, and the preparation of a traffic report pursuant to Measure C 1998 requirements is not required. 2. Water: The commercial solar energy facility is unmanned and has no potential for substantially increasing the water demand at the site. Some water may be used to clean the solar panels a few times a year; however, future water use will be significantly less than if the property were to continue to be used for crops. The project will not increase the demand for water at the site in a manner that would require the construction of new or expanded water infrastructure. 3. Sanitary Sewer: The commercial solar energy facility is unmanned and is not expected to produce waste or other by-products as a result of daily operation or use. Therefore, the project will not create a demand for sanitary sewer services at the project site. 4. Fire Protection: The project site is located within the service area of the Contra Costa County Fire Protection District, which merged with the East Contra Costa Fire Protection District. There is no proposal for a change in land use (e.g., chemical storage, explosives) or structural improvements (e.g., tall buildings) that potentially alters the type of fire protection equipment required to protect and serve the site. In addition, the commercial solar energy facility will not result in the establishment of land uses or improvements outside of the current service area. Therefore, the project will not create a need for new or expanded fire protection services. 5. Public Protection: The project site is located within the service area of the Contra Costa County Sheriff’s Office. The commercial solar energy facility will not create new housing, will not provide previously unavailable services, nor will it provide substantial amounts of new business opportunities within the County that would County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 2 of 24 result in a significant population increase. Therefore, the project will not impact the County’s ability to maintain the standard of having 155 square feet of Sheriff’s facility per 1,000 members of the population. 6. Parks and Recreation: There is no element of the project that will induce any population increase within the County. Therefore, the commercial solar energy facility will not impact the County’s ability to maintain the standard of having three acres of neighborhood parks per 1,000 members of the population. 7. Flood Control and Drainage: The project site is not located within a Federal Emergency Management Agency-designated special flood hazard zone. With the granting of the exception to the collect and convey requirements and regulations of County Code Division 914, the existing drainage pattern will be maintained. In addition, the project does not involve the removal, construction, or alteration of any dams or levees within the County. B. Land Use Permit Findings 1. The project shall not be detrimental to the health, safety, and general welfare of the County. Project Finding: The commercial solar energy facility is intended to provide renewable energy to the electrical grid. The project will be interconnected to existing PG&E facilities along the Byer Road frontage of the project site. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion- based sources. Additionally, by providing additional renewable electricity for the gird, the availability of clean electricity will increase. Given the above information, the facility is not expected to be detrimental to the health, safety, and general welfare of the County. 2. The project shall not adversely affect the orderly development wit hin the County or the community. Project Finding: The provision of solar energy in the County has become a priority as utilization of renewable energy has become more desirable. The County has identified a select area of Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 3 of 24 overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in Southeast County. Since the proposed commercial solar energy facility is located within this area, the facility does not conflict with County policies related to preservation of agriculture in Southeast County. Furthermore, as required by the Solar Energy Facilities Ordinance, the project site is required to be restored to its pre-project agricultural state, following the solar generation use (see Condition of Approval #11). Thus, the project will not adversely affect the orderly development within the County or community. 3. The project shall not adversely affect the preservation of property values and the protection of the tax base within the County. Project Finding: The commercial solar energy facility will be unmanned and is not expected to impact development activity in the area or result in an adverse impact on the value of properties within the area. This determination is due to the site’s existing fallow pasture use, which will now be a commercial solar energy production site. This new use will be compatible with agricultural land uses in the vicinity, as determined by the inclusion of the project site in the -SG Solar Energy Generation Combining District within the A-3 Heavy Agricultural District. Also, the proposed solar arrays will improve the value of the currently underutilized site. Further, the facility provides renewable solar energy for local electricity users. Thus, the project is not expected to adversely affect the preservation of property values and the protection of the tax base within the County. 4. The project as conditioned shall not adversely affect the policy and g oals as set by the General Plan. Project Finding: The commercial solar energy facility conforms to the project site’s AL, Agricultural Lands, General Plan Land Use designation. A commercial solar energy facility is an allowed use within the AL land use designation with the issuance of a land use permit. Furthermore, the General Plan includes the following policies relevant to the commercial solar energy facility. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 4 of 24 Land Use Policy 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. Land Use Policy 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; (h) Veterinarian offices and kennels; and (i) Public purpose uses. Historic and Cultural Resources Policy 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. The preceding policies highlight the County’s longstanding interest in preserving agricultural lands in the Southeast County area. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 5 of 24 utilization of renewable energy has become desirable. The County has identified a select area of the Southeast County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the -SG Solar Energy Generation Combining District, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in the Southeast County area. Since the proposed commercial solar energy facility is located within the Southeast County area on land identified as suitable for commercial solar development, the facility will not conflict with the County’s policies related to preservation of agriculture in the Southeast County area. 5. The project shall not create a nuisance and/or enforcement problem within the neighborhood or community. Project Finding: The project involves the unmanned operation of a commercial solar energy facility that is fully enclosed by a perimeter fence to prevent unauthorized access. The conditions of approval require that the site be maintained in an orderly manner and that the facility be removed on cessation of the use. Compliance with all conditions of approval will ensure that the project will not create a nuisance and/or enforcement problem within the neighborhood or community. 6. The project as conditioned shall not encourage marginal development within the neighborhood. Project Finding: As conditioned, development and operation of the commercial solar energy facility will not encourage marginal development within the neighborhood because this development is controlled by the County’s Zoning Code and General Plan. The County’s growing population increasingly requires new sources of renewable energy. This project will assist in meeting that need by providing locally produced renewable energy. Furthermore, the electricity produced at the sites will be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities will not be an extension of infrastructure in the area and will not encourage marginal development within the area. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 6 of 24 7. That special conditions or unique characteristics of the project site and its location or surroundings are established. Project Finding: The location of the commercial solar energy facility is consistent with the provisions of the General Plan, including its AL Agricultural Lands land use designation, and as conditioned, with the regulations of the A-3 Heavy Agricultural District, the -SG Solar Energy Generation Combining District, and the Solar Energy Facilities Ordinance. Additionally, physical conditions of the site have been analyzed and documented in the Mitigated Negative Declaration for the project and mitigation measures for potentially significant environmental impacts have been identified that will be implemented as conditions of approval . Given the physical conditions of the project site and the Southeast County area, and the nature of the project as an unmanned solar energy facility, the special conditions and unique characteristics of the project site and its location and surroundings are established. C. Exception Findings The applicant has requested an exception to Division 914 of the County Ordinance Code to allow the existing drainage pattern on the project site to remain unchanged and forego Division 914 requirements for the collection and conveyance of all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse. Pursuant to Chapter 92-6 of the County Code, the Advisory Agency (Zoning Administrator) may authorize exceptions to the requirements and regulations of Division 914 of the County Code. Accordingly, following are the findings for granting the requested exceptions. 1. That there are unusual circumstances or conditions affecting the property. Project Finding: The project is in a rural area of Southeast County that lacks storm drainage facilities to which the project could discharge stormwater in compliance with the County Ordinance requirements. Considering that the project would result in an estimated 4,712 square feet of new impervious surface on the 14.27-acre parcel, the project would have minimal effect on the existing drainage pattern for the project site. Thus, the project site would not create a significant increase in County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 7 of 24 stormwater runoff from the project site that would necessitate the construction of such storm drainage improvements. 2. That the exception is necessary for the preservation and enjoyment of a substantial property right of the applicant. Project Finding: The exceptions are necessary for the preservation and enjoyment of a substantial property right of the applicant to establish a land use that is permitted on a site within the A-3 Heavy Agricultural District that is included in the -SG Solar Energy Generation Combining District. The exception request has merit as the project will not result in a significant increase in new impervious surface that obviates the need to construct facilities to manage a substantial increase in stormwater. Thus, the exceptions are necessary in order to allow reasonable development of the project site as permitted by County Zoning. 3. That the granting of the exception will not be materially detrimental to the public welfare or injurious to other property in the territory in which the property is situated. Project Finding: Considering the type and scale of the project, the minimal site grading required, and the lack of substantial quantities of new impervious surface, there is minimal potential that the granting of the exception will adversely affect neighboring properties. The marginal increase in stormwater runoff resulting from the estimated 4,712 square feet of new impervious surface can be managed on the 14.27 acre project site with little to no change to the established drainage pattern. The project is conditioned to prohibit concentrated storm drainage from being discharged onto adjacent properties. The project’s compliance with the Conditions of Approval ensures that the granting of the exception will not be materially detrimental to the public welfare or injurious to other properties in the vicinity. D. Environmental Findings Following are the findings required pursuant to the California Environmental Quality Act (CEQA) to adopt a Mitigated Negative Declaration/Initial Study for the project, prior to the approval of a project. 1. A draft Mitigated Negative Declaration/Initial Study (MND), State Clearinghouse Number SCH 2023050650, was prepared for Land Use Permit CDLP22-02036 on May 26, 2023. The public review period for the draft MND started on May 26, 2023 County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 8 of 24 and ended on June 26, 2023. One letter and two emails were received during the public review period for the draft MND. 2. A final MND has been prepared that includes the written comments received on the draft MND, responses to the comments received, and staff-initiated text changes of the draft MND. 3. The comments received and the staff responses to the comments do not affect any impacts, mitigation measures, or findings in the draft MND. 4. The text changes are not the result of any new significant adverse environmental impact, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. 5. On the basis of the whole record before it, including the draft and final MND, the Zoning Administrator finds that: • There is no substantial evidence that the project with the proposed mitigation measures will have a significant effect on the environment; • MND SCH 2023050650, consisting of the draft MND and final MND, reflects the County’s independent judgement and analysis; • The MND is adequate and complete; and • The MND has been prepared in compliance with the California Environmental Quality Act and the State and County CEQA guidelines. 6. A Mitigation Monitoring and Reporting Program has been prepared, based on the identified significant environmental impacts and mitigation measures in MND SCH 2023050650. The mitigation measures in the Mitigation Monitoring Program are included in the project Conditions of Approval. CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Project Approval 1. This Land Use Permit is APPROVED for the Ranch Sereno Clean Power Project, to construct and operate a 2.82 megawatt solar energy facility with a 5.22 megawatt battery storage system. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 9 of 24 2. The Land Use Permit approval described above is granted based generally on the following information and documentation: • Land Use Permit application submitted to the Department of Conservation and Development, Community Development Division (CDD) on June 13, 2022; • Project plans prepared by Renewable America, LLC, received October 10, 2022; • Biological Resources Technical Report prepared by WRA, Inc., received July 19, 2022; • Phase I Environmental Site Assessment, prepared by Ninyo & Moor Geotechnical and Environmental Sciences Consultants, received July 19, 2022; • Ranch Sereno Tree Inventory, prepared by Panorama Environmental, dated September 6, 2022; 3. Any change from the approved plans shall require review and approval by the CDD and may require the filing of an application to modify this Land Use Permit. 4. The conditions contained herein shall be accepted by the applicant, their agents, lessees, survivors, or successors for continuing obligation. Building Permits 5. No construction is approved with this permit. Any construction at the project site will require issuance of building permits from the Department of Conservation and Development, Building Inspection Division, prior to commencement of work. Application Costs 6. The Land Use Permit application was subject to an initial deposit of $5,500 that was paid with the application submittal, plus time and material costs if the application review expenses exceed the initial deposit. Any additional fee due must be paid prior to issuance of a building permit, or 60 days of the effective date of this permit, whichever occurs first. The fees include costs through permit issuance and final file preparation. Pursuant to Contra Costa County Board of Supervisors Resolution Number 2013/340, where a fee payment is over 60 days past due, the application shall be charged interest at a rate of ten percent (10%) from the date of approval. The applicant may obtain current costs by contacting the project planner. A bill will be County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 10 of 24 mailed to the applicant shortly after permit issuance in the event that additional fees are due. Compliance Report 7. At the time of application for a grading or building permit, whichever occurs first, the applicant shall submit an application for COA Compliance Review and provide a report on compliance with the conditions of approval for the review and approval by the CDD. The fee for this application is a deposit of $1,500.00 that is subject to time and material costs. Should staff costs exceed the deposit, additional fees will be required. Except for those conditions administered by the Public Works Department, the report shall list each condition followed by a description of what the applicant has provided as evidence of compliance with that condition. A copy of the permit conditions of approval may be obtained from the CDD. Ongoing Maintenance 8. The site shall be maintained in good condition over the term of the permit. This shall include keeping the structures graffiti-free. The facility, including all fences and walls surrounding the facility, and all other fixtures and improvements on a facility site must be maintained and repainted as often as necessary to prevent fading, chipping, or weathering of paint. Fencing 9. Perimeter fencing shall be installed and this fencing shall be consistent with the rural character of the area, as determined by the CDD. Building materials for the fence shall be non-reflective and blend into its surroundings. Razor wire and barbed wire shall not be used on the fence. At the time of application for a building permit, the applicant shall submit plans for the fence to CDD for review and approval. Site Lighting 10. At the time of application for a building permit, the applicant shall provide a site lighting plan for the approved facility to CDD for review and approval. The lighting plan shall be accompanied by a written narrative explaining why the lighting is needed at this location for the operation of the facility, consistent with Chapter 88 - 30 of the County Ordinance code. All light fixtures necessary for the operation of the County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 11 of 24 facility shall include shrouds designed to direct light downward onto the project site and prevent spillover onto adjacent properties. Removal of Facility/Site Restoration 11. The applicant shall comply with following site restoration requirements. a. The applicant shall submit a site restoration plan for review and approval of CDD at the time of application for a grading or building permit, whichever occurs first. The restoration plan must do all of the following: i. Indicate that all commercial solar energy facilities, buildings, structures, and foundation will be removed to three feet below finished grade. ii. Detail all regrading and revegetation necessary to return the subject property to the condition existing before the commercial solar energy facility was established or expanded. The plan must accurately show all topography, vegetation, drainage, and unique environmental features of the site. iii. Provide an estimate by a contractor of the total restoration costs, including materials and labor. iv. Include a statement that the operator, applicant, and permittee guarantee and accept responsibility for all restoration work for a period of two years after completion of restoration. b. The applicant shall provide the County with a cash deposit or surety bond, to the satisfactory of the Zoning Administrator, for the completion of the restoration work described in an approved plan, in the event that the use is abandoned or the use permit expires, or is revoked, or otherwise terminated. The amount of security will include all material and labor costs, adjusted for inflation to reflect anticipated total costs at the time of planned restoration. If the permittee does not complete the restoration work as described above, the financial guarantee shall be used by the County to remove any obsolete or unused facilities and to return the site to its pre-development condition. The financial assurance must be irrevocable and not cancelable, except by the County. Each form of financial assurance must remain valid for the duration of the County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 12 of 24 permit and for six months following termination, cancellation, or revocation permit. Any unused financial guarantee shall be returned to the applicant upon termination of the use and removal of the facility or transfer of the lease accompanied by a financial guarantee by the new lessee or owner. Construction All construction activity shall comply with the following restrictions, which shall be included in the construction drawings. 12. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project- related contractors. 13. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. 14. The site shall be maintained in an orderly fashion. Following the cessation of construction activity, all construction debris shall be removed from the site. 15. A publicly visible sign shall be posted on the property with the telephone number and person to contact regarding construction-related complaints. This person shall respond and take corrective action within 24 hours. The CDD phone number shall also be visible to ensure compliance with applicable regulations. 16. Unless specifically approved otherwise via prior authorization from the Zoning Administrator, all construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on State and Federal holidays on the calendar dates that these holidays are observed by the State or Federal government as listed below: New Year’s Day (State and Federal) Birthday of Martin Luther King, Jr. (State and Federal) Washington’s Birthday (Federal) Lincoln’s Birthday (State) County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 13 of 24 President’s Day (State) Cesar Chavez Day (State) Memorial Day (State and Federal) Juneteenth National Independence Holiday (Federal) Independence Day (State and Federal) Labor Day (State and Federal) Columbus Day (Federal) Veterans Day (State and Federal) Thanksgiving Day (State and Federal) Day after Thanksgiving (State) Christmas Day (State and Federal) For specific details on the actual date the State and Federal holidays occur, please visit the following websites: Federal Holidays: Federal Holidays (opm.gov) California Holidays: www.sos.ca.gov/holidays.htm 17. Large trucks and heavy equipment are subject to the same restrictions that are imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. MITIGATION MEASURES FROM THE MITIGATION MONITORING PROGRAM APPLIED AS CONDITIONS OF APPROVAL FOR COUNTY FILE CDLP22-02036 Air Quality 18. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: a. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. b. All haul trucks transporting soil, sand, or other loose material off -site shall be covered. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 14 of 24 c. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. d. All vehicle speeds on unpaved roads shall be limited to 15 mph. e. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. f. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. g. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). h. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). i. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. j. Replant vegetation in disturbed areas as quickly as possible. k. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. l. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. m. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Biological Resources 19. Mitigation Measure BIO-1: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 15 of 24 To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed du ring the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. 20. Mitigation Measure BIO-2a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. 21. Mitigation Measure BIO-2b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed but shall be assessed visually from within the County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 16 of 24 Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. 22. Mitigation Measure BIO-3a: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to construction, an agency approved biologist shall conduct a pre -construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). 23. Mitigation Measure BIO-3b: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 17 of 24 24. Mitigation Measure BIO-3c: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 25. Mitigation Measure BIO-4: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on -site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. 26. Mitigation Measure BIO-5: The following Mitigation Measure shall be implemented during project construction and shall be included on all construction plans. A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground - or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 18 of 24 Cultural and Archeological Resources 27. Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. b. Should human remains be uncovered during grading, trenching, or other on -site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are g iven access to the site to make recommendations to the land owner for treatment and disposition County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 19 of 24 of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. PUBLIC WORKS CONDITIONS OF APPROVAL FOR LAND USE PERMIT CDLP22-02036 The applicant shall comply with the requirements of Title 8, Title 9, and Title 10 of the Ordinance Code. Any exception must be stipulated in these Conditions of Approval. Conditions of Approval are based on the site plan submitted to the Department of Conservation and Development on October 10, 2022. The applicant shall comply with the following conditions of approval prior to issuance of a building permit and/or prior to initiation of the use proposed under this permit. General Requirements 28. For Public Works review for compliance relative to this Land Use Permit, a Compliance Review Fee deposit shall be submitted directly to the Public Works Department in accordance with the County’s adopted Fee Schedule for such services. This fee is separate from similar fees required by the Department of Conservation and Development and is a deposit to offset staff costs relative to review and processing of these conditions of approval and other Public Works related services ancillary to the issuance of building permits and completion of this project. 29. Improvement plans prepared by a registered civil engineer shall be submitted, if necessary, to the Public Works Department, Engineering Services Division, along with review and inspection fees, and security for all improvements required by the Ordinance Code for the conditions of approval of this subdivision. Any necessary traffic signing and striping shall be included in the improvement plans for review by the Transportation Engineering Division of the Public Works Department. Access Improvements (Byer Road) 30. The applicant shall only be permitted access at the locations shown on the filed Parcel Map (201 PM 44), i.e. the northwest or northeast corners of the site. The applicant shall construct a street type connection with 20-foot radii curb returns in lieu of standard driveway depressions at Byer Road 31. The applicant shall locate any vehicular entrance gates a minimum of 20 feet from the edge of pavement to allow vehicles to queue without obstructing through traffic. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 20 of 24 Sufficient area shall be provided outside any gate to allow a vehicle to turn around and re-enter Byer Road in a forward direction. 32. The applicant shall pave the first 50 feet of the driveway, measured from the existing edge of pavement of Byer Road into the property, to allow vehicles to pull completely off the roadway and remain on a paved surface, and to prevent dust, gravel, and debris from spilling on to Byer Road. Access to Adjoining Property Proof of Access 33. The applicant shall furnish proof to the Public Works Department of the acquisition of all necessary rights of way, rights of entry, permits and/or easements for the construction of off-site, temporary or permanent, public and private road and drainage improvements. Encroachment Permit 34. The applicant shall obtain an encroachment permit from the Application and Permit Center, if necessary, for construction of driveways or other improvements within the right-of-way of Byer Road. Road Alignment/Intersection Design/Sight Distance 35. The applicant shall provide sight distance at the on-site driveways and Byer Road for a design speed of 40 miles per hour. The applicant shall trim vegetation, as necessary, to provide sight distance at these driveways. Any new landscaping, signs, fencing, retaining walls, or other obstructions proposed at the driveways shall be setback to ensure that the sight lines are clear. County Wide Street Light Financing 36. Property owner(s) shall annex to the Community Facilities District (CFD) 2010-1 formed for Countywide Street Light Financing. Annexation into a street light service area does not include the transfer of ownership and maintenance of street lighting on private roads. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 21 of 24 Drainage Improvements Collect and Convey 37. The applicant shall collect and convey all stormwater entering and/or originating on this property, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having definable bed and banks, or to an existing adequate public storm drainage system which conveys the stormwater to an adequate natural watercourse, in accordance with Division 914 of the Ordinance Code. Exception to the collect and convey requirement to allow the existing drainage pattern to remain. The applicant shall be permitted an exception from the collect and convey requirements of the County Ordinance Code provided that the existing drainage pattern is maintained and concentrated storm drainage is not discharged onto adjacent property. National Pollutant Discharge Elimination System (NPDES) 38. The applicant shall be required to comply with all rules, regulations, and procedures of the National Pollutant Discharge Elimination System (NPDES) for municipal, construction and industrial activities as promulgated by the California State Water Resources Control Board, or any of its Regional Water Quality Control Boards ( Central Valley - Region V). Compliance shall include developing long-term best management practices (BMPs) for the reduction or elimination of stormwater pollutants. The project design shall incorporate, wherever feasible, the following long-term BMPs in accordance with the Contra Costa Clean Water Program for the site's stormwater drainage (if applicable). • Minimize the amount of directly connected impervious surface area. • Install approved full trash capture devices on all catch basins (excluding catch basins within bioretention area) as reviewed and approved by Public Works Department. Trash capture devices shall meet the requirements of the County’s NPDES Permit. • Place advisory warnings on all catch basins and storm drains using current storm drain markers. • Other alternatives comparable to the above as approved by the Public Works Department. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 22 of 24 Stormwater Management and Discharge Control Ordinance 39. Based on the proposed new and/or redeveloped impervious surface area totaling less than 10,000 square, this project does not require submittal of a final Stormwater Control Plan. This project shall be subject to all other provisions of the County Stormwater Management and Discharge Control Ordinance (§1014, Ordinance No. 2005-01). Future development applications on the subject parcel may be required to comply with Provision C.3. A deed disclosure shall be recorded on each parcel informing all future property owners of the requirement to comply with Provision C.3 as a condition of any development permit application, in accordance with the Stormwater Management and Discharge Control Ordinance. Area of Benefit Fee Ordinance 40. The applicant shall comply with the requirements of the Bridge/Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee and Financing Authority’s Regional Transportation Development Impact Mitigation (ECCRFFA – RTDIM) Fee Areas of Benefit as adopted by the Board of Supervisors prior to initiation of the use. ADVISORY NOTES PLEASE NOTE ADVISORY NOTES ARE ATTACHED TO THE CONDITIONS OF APPROVAL BUT ARE NOT A PART OF THE CONDITIONS OF APPROVAL. ADVISORY NOTES ARE PROVIDED FOR THE PURPOSE OF INFORMING THE APPLICANT OF ADDITIONAL ORDINANCE AND OTHER LEGAL REQUIREMENTS THAT MUST BE MET IN ORDER TO PROCEED WITH DEVELOPMENT. A. NOTICE OF 90-DAY OPPORTUNITY TO PROTEST FEES, DEDICATIONS, RESERVATIONS, OR OTHER EXACTIONS PERTAINING TO THE APPROVAL OF THIS PERMIT. This notice is intended to advise the applicant pursuant to Government Code Section 66000, et seq., the applicant has the opportunity to protest fees, dedications, reservations, and/or exactions required as part of this project approval. The opportunity to protest is limited to a ninety (90) day period after the project is approved. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 23 of 24 The ninety (90) day period in which you may protest the amount of any fee or the imposition of any dedication, reservation, or other exaction required by this approved permit, begins on the date this permit was approved. To be valid, a protest must be in writing pursuant to Government Code Section 66020 and delivered to the Community Development Division within ninety (90) days of the approval date of this permit. B. The applicant shall submit grading and building plans to the Building Inspection Division and comply with Division requirements. It is advisable to check with the Division prior to requesting a grading or building permit or otherwise proceeding with the project. C. The Project shall comply with the requirements for construction debris disposal/recycling, water well, and septic systems of the Contra Costa Health Services Department, Environmental Health Division. The applicant is responsible for contacting the Environmental Health Division regarding applicable requirements and permits. D. The applicant must submit site access and building plans to the Contra Costa County Fire Protection District and comply with its requirements. The applicant is advised that plans submitted for a building permit must receive prior approval and be stamped by the Fire Protection District. E. The applicant is responsible for contacting the Contra Costa Mosquito & Vector Control District regarding its requirements and permits. F. Prior to applying for a building permit, the applicant may wish to contact the following agencies to determine if additional requirements and/or additional permits are required as part of the proposed project: • Federal Aviation Administration • United States Department of Fish and Wildlife • East Contra Costa County Habitat Conservancy G. The applicant will be required to comply with the requirements of the Bridge/ Thoroughfare Fee Ordinance for the East Contra Costa Regional Fee & Finance Authority/Regional Transportation Development Impact Mitigation (ECCRFFA/RTDIM) and ECTIA and East County Areas of Benefit, as adopted by the Board of Supervisors. These fees shall be paid prior to issuance of a building permit. County Zoning Administrator – March 18, 2024 CDLP22-2036 Page 24 of 24 H. This project may be subject to the requirements of the Department of Fish and Wildlife. It is the applicant's responsibility to notify the Department of Fish and Wildlife of any proposed construction within this development that may affect any fish and wil dlife resources, per the Fish and Game Code. I. A portion of the property is located in a Special Flood Hazard Area (100 year flood boundary) as designated on the Federal Emergency Management Agency’s Flood Insurance Rate Maps. The applicant shall be aware of and comply with the requirements of the National Flood Insurance Program (Federal) and the County Floodplain Management Ordinance as they pertain to development and future construction of any structures on this property. J. Further development of the parcel may need to comply with the latest Stormwater Management and Discharge Control Ordinance (§1014) and Municipal Separate Storm Sewer System (MS4) National Pollutant Discharge Elimination System (NPDES) Permit. This compliance may require a Stormwater Control Plan and an Operations and Maintenance Plan prepared in accordance with the latest edition of the Stormwater C.3 Guidebook. Compliance may also require annexation of the project site into the Community Facilities District 2007-1 (Stormwater Management Facilities) and entering into a standard Stormwater Management Facilities Operation and Maintenance Agreement with Contra Costa County. ATTACHMENTS ATTACHMENT 1: MAPS ATTACHMENT 2: PROJECT PLANS ATTACHMENT 3: AGENCY COMMENTS ATTACHMENT 4: PUBLIC COMMENTS ATTACHMENT 5: DRAFT MITIGATED NEGATIVE DECLARATION ATTACHMENT 6: FINAL MITIGATED NEGATIVE DECLARATION ATTACHMENT 7: MITIGATION MONITORING AND REPORTING PROGRAM ATTACHMENT 1 MAPS 1 3 33 133 3 2 2 BYER ROAD BIXLERROAD33'RW TO B.B.ID. 226 OR 58 2-8-30 E5'302519 .893Ac.8-25-60.894Ac.Co. 3690 OR 1313030W S1320.0E 960.0 CAMINO PABLO 05 29.107Ac. 27 04 17 183030675.34 SOUTH370'EAST 370'655.075655.075400'10 11 "A" CODE LN.To Co. 3739 OR 16710-28-60S0°50'25"W645.075675.34 675.34 675.34675.34 490.87 490.87645.075645.07888.02610.00 N0°50'25"E722.15405.45 2.0 165.85363.0 N89°09'35"W E S600.0600.0N0°50'25"W-568S363.0 W 04 BYRON SANITARY 8/23/60 (CAMINO DIABLO RD.)RD. N89°09'35"W - 896.32402.15N0°50'25"E17 "C" 13 675.34 40' TO COUNTY 109 D 530 25 768.45 720.0S09 "A"IRRIGATION15 16 "B" 12 1.793Ac.N030 02 79.066Ac.1320.0SCANAL2610.00 0201 030 116/18 TR. 7969 M.B. 391-35 5-01-97 28.63Ac. W N2 ASSESSOR'S MAP CONTRA COSTA COUNTY,CALIF. BOOK PAGE2 3 1"=400' 3688 OR 167 PURPOSES ONLY. NO LIABILITY IS ASSUMED FOR THE ACCURACY OF THE INFORMATION NOTE: THIS MAP WAS PREPARED FOR ASSESSMENT DELINEATED HEREON. ASSESSOR'S PARCELS OR BUILDING SITE ORDINANCES. MAY NOT COMPLY WITH LOCAL LOT SPLIT 18 479.77 479.77 1295.44N0°46'54'E1295.1814.27Ac 14.27Ac 44 4 4 12/17/07 N0°46'25'E201 PM43 RESTRICTED DEVELOPMENT AREA N0°46'54'E960 479.77479.59 9001320 TOT.S89°9'35"E 3906/2/08COLETA'S WAYRANCHO SERENO RD1295.69"A""B" "B" "A" "C" 10.0Ac 10.001Ac 10.02Ac 12.70Ac 5.0Ac DIST 10.01Ac 3.32Ac 10.001Ac SW 1/4 SEC 2 & POR SE 1/4 SEC 3 T1S R3E MDB&M 6/5/87 9/15/89 11/19/91 128PM9 142PM15 155PM36 201PM43 1 - 2- 3- 4- Contra Costa County -DOIT GIS Legend 1:5,135 Notes0.20.08 THIS MAP IS NOT TO BE USED FOR NAVIGATION 0.2 0 Miles WGS_1984_Web_Mercator_Auxiliary_Sphere This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. General Plan Map Board of Supervisors' Districts City Limits Unincorporated General Plan SV (Single Family Residential - Very Low) SL (Single Family Residential - Low) SM (Single Family Residential - Medium) SH (Single Family Residential - High) ML (Multiple Family Residential - Low) MM (Multiple Family Residential - Medium) MH (Multiple Family Residential - High) MV (Multiple Family Residential - Very High) MS (Multiple Family Residential - Very High Special) CC (Congregate Care/Senior Housing) MO (Mobile Home) M-1 (Parker Avenue Mixed Use) M-2 (Downtown/Waterfront Rodeo Mixed Use) M-3 (Pleasant Hill BART Mixed Use) M-4 (Willow Pass Road Mixed Use) M-5 (Willow Pass Road Commercial Mixed Use) M-6 (Bay Point Residential Mixed Use) M-7 (Pittsburg/Bay Point BART Station Mixed Use) M-8 (Dougherty Valley Village Center Mixed Use) M-9 (Montalvin Manor Mixed Use) M-10 (Willow Pass Business Park Mixed Use) M-11 (Appian Way Mixed Use) M-12 (Triangle Area Mixed Use) M-13 (San Pablo Dam Road Mixed Use) M-14 (Heritage Mixed Use) CO (Commercial) OF (Office) BP (Business Park) LI (Light Industry) HI (Heavy Industry) AL, OIBA (Agricultural Lands & Off Island Bonus Area) CR (Commercial Recreation) ACO (Airport Commercial) LF (Landfill) PS (Public/Semi-Public) PR (Parks and Recreation) OS (Open Space) AL (Agricultural Lands) AC (Agricultural Core) DR (Delta Recreation) WA (Water) Contra Costa County -DOIT GIS Legend 1:4,514 Notes0.10.07 THIS MAP IS NOT TO BE USED FOR NAVIGATION 0.1 0 Miles WGS_1984_Web_Mercator_Auxiliary_Sphere This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. Zoning Map Board of Supervisors' Districts City Limits Unincorporated Zoning R-6 (Single Family Residential) R-6, -FH -UE (Flood Hazard and Animal Exclusion) R-6 -SD-1 (Slope Density Hillside Development) R-6 -TOV -K (Tree Obstruction and Kensington) R-6, -UE (Urban Farm Animal Exclusion) R-6 -X (Railroad Corridor Combining District) R-7 (Single Family Residential) R-7 -X (Railroad Corridor Combining District) R-10 (Single Family Residential) R-10, -UE (Urban Farm Animal Exclusion) R-12 (Single Family Residential) R-15 (Single Family Residential) R-20 (Single Family Residential) R-20, -UE (Urban Farm Animal Exclusion) R-40 (Single Family Residential) R-40, -FH -UE (Flood Hazard and Animal Exclusion) R-40, -UE (Urban Farm Animal Exclusion) R-65 (Single Family Residential) R-100 (Single Family Residential) D-1 (Two Family Residential) D-1 -T (Transitional Combining District) D-1, -UE (Urban Farm Animal Exclusion) M-12 (Multiple Family Residential) M-12 -FH (Flood Hazard Combining District) M-17 (Multiple Family Residential) M-29 (Multiple Family Residential) F-R (Forestry Recreational) F-R -FH (Flood Hazard Combining District) F-1 (Water Recreational) F-1 -FH (Flood Hazard Combining District) A-2 (General Agriculture) A-2, -BS (Boat Storage Combining District) A-2, -BS -SG (Boat Storage and Solar Energy Generation) A-2 -FH (Flood Hazard Combining District) A-2, -FH -SG (Flood Hazard and Solar Energy Generation) A-2 -SD-1 (Slope Density Hillside Development) A-2, -SG (Solar Energy Generation Combining District) A-2 -X (Railroad Corridor Combining District) A-3 (Heavy Agriculture) A-3 -BS (Boat Storage Combining District) A-3, -BS -SG (Boat Storage and Solar Energy Generation) Contra Costa County -DOIT GIS Legend 1:5,135 Notes0.20.08 THIS MAP IS NOT TO BE USED FOR NAVIGATION 0.2 0 Miles WGS_1984_Web_Mercator_Auxiliary_Sphere This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. Aerial Map Board of Supervisors' Districts City Limits Unincorporated Streets Building Outlines Assessment Parcels World Imagery Low Resolution 15m Imagery High Resolution 60cm Imagery High Resolution 30cm Imagery Citations ATTACHMENT 2 PROJECT PLANS © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS BYER ROAD RANCHO SERENO ROAD (NOT IN USE) RENEWABLE AMERICA LLC 4675 Stevens Creek Blvd, Ste 250 Santa Clara, CA 95051 TEL: 408-663-6647 ADMIN@RENEWAM.COM Feet070140 Feet 1:840.0017 14070035 -- RENEWABLE AMERICA LLC 4675 STEVENS CREEK BLVD, STE 250 SANTA CLARA, CA 95051 TEL:408-663-6647 ADMIN@RENEWAM.COM Feet0100200 III 4.2' 8.7'2'-0" MINTYPICAL EMBEDMENT 6'-10"60° RENEWABLE AMERICA LLC 4675 STEVENS CREEK BLVD, STE 250 SANTA CLARA, CA 95051 TEL:408-663-6647 ADMIN@RENEWAM.COM 4 TYP. TRACKER SIDE ELEVATION SCALE:NTS 3 TYP. FRONT ELEVATION (2 STRINGS) SCALE:NTS 2 TYP. CHAINLINK FENCE SIDE ELEVATION SCALE:NTS 1 TYP. EQUIPMENT PAD SIDE ELEVATION SCALE:NTS ATTACHMENT 3 AGENCY COMMENTS CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT COMMUNITY DEVELOPMENT DIVISION 30 Muir Road Martinez, CA 94553-4601 Phone: 925-655-2700 Fax: 925-655-2758 AGENCY COMMENT REQUEST Date____________ We request your comments regarding the attached application currently under review. DISTRIBUTION INTERNAL ___ Building Inspection ___ Grading Inspection ___ Advance Planning ___ Housing Programs ___ Trans. Planning ___ Telecom Planner ___ ALUC Staff ___ HCP/NCCP Staff ___ APC PW Staff ___ County Geologist HEALTH SERVICES DEPARTMENT __ Environmental Health __ Hazardous Materials PUBLIC WORKS DEPARTMENT __ Engineering Services (1 Full-size + 3 email Contacts) __ Traffic __ Flood Control (Full-size) __ Special Districts LOCAL __ Fire District ___ San Ramon Valley – (email) rwendel@srvfire.ca.gov ____ Consolidated – (email) fire@cccfpd.org ____ East CCC – (email) brodriguez@eccfpd.org __ Sanitary District __ Water District __ City of __ School District(s) __ LAFCO __ Reclamation District #_______ __ East Bay Regional Park District __ Diablo/Discovery Bay/Crockett CSD __ MAC/TAC __ Improvement/Community Association _ CC Mosquito & Vector Control Dist (email) OTHERS/NON-LOCAL __ CHRIS (email only: nwic@sonoma.edu) __ CA Fish and Wildlife, Region 3 – Bay Delta __ Native American Tribes ADDITIONAL RECIPIENTS Please submit your comments to: Project Planner Phone # E-mail County File # Prior to * * * * * We have found the following special programs apply to this application: ____ Active Fault Zone (Alquist-Priolo) ____ Flood Hazard Area, Panel # ____ 60-dBA Noise Control ____ CA EPA Hazardous Waste Site High or Very High FHSZ * * * * * AGENCIES: Please indicate the applicable code section for any recommendation required by law or ordinance. Please send copies of your response to the Applicant and Owner. Comments: ___ None ___ Below ___ Attached Print Name Signature DATE Agency phone # REVISED 08/12/2019. TO PRINT MORE COPIES: G:\Current Planning\APC\APC Forms\CURRENT FORMS\PLANNING\Agency Comment Request.doc 6-15-22 BYRON MAC District 3 Delta Protection Commission/Conservancy Board Adrian Veliz 925-655-2879 CDLP22-02036 July 12, 2022 B 4 4 4 4 4 4 4 4 4 4 4 4 4 4 adrian.veliz@dcd.cccounty.us East Contra Costa Fire Protection District Brian Helmick, Fire Chief BOARD OF DIRECTORS Brian Oftedal, President Stephen Smith, Vice President Adam Langro Carrie Nash Joe Young June 20, 2022 Adrian Veliz Planning Department of Conservation and Development 30 Muir Road Martinez CA 94553 Re: CDLP22-02036, 0 Byer Road Byron CA APN # 002-030-018 Dear Mr. Lawlor, We appreciate the opportunity to provide comments on the construction of the development for a utility solar and energy storage project. a. The Permittee shall request that the Project site be annexed into the most current Community Facilities District for fire protection and emergency response services (if applicable), or the developer will provide an alternative funding mechanism acceptable to the East Contra Costa Fire Protection District for the provision of fire protection and emergency response services. b. The Permittee shall pay all fire facility impact fees at the time of the issuance of the first building permit, at the then-current rate. c. All California Building, Fire Codes, and the East Contra Costa Fire Protection District Ordinance shall be adhered to. Please feel free to contact me if I can provide any further information. Sincerely, Steven Aubert Fire Marshal/PIO East Contra Costa Fire Protection District (925) 250-5758 From:Adrian Veliz To:Adrian Veliz Subject:FW: Byron MAC member comments on CDLP22-03030 Date:Tuesday, June 28, 2022 1:41:00 PM Attachments:image001.png Byron MAC member comments on CDLP22-03030 Adrian Veliz, Senior Planner Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553 (925) 655-2879 ​ From: Mike Nisen <mike@evansbrothers.com> Sent: Tuesday, June 28, 2022 1:39 PM To: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Subject: Fwd: ---------- Forwarded message --------- From: Mike Nisen <mike@evansbrothers.com> Date: Tue, Jun 28, 2022 at 1:20 PM Subject: To: Mike Nisen <mike@evansbrothers.com> Good afternoon, My name is Mike Nisen. I am a member of the Byron MAC. We have an action item on our agenda tonight involving the application for the construction and operation of the Sereno Clean Power Project. Item #CDLP22-02036. You may be aware of an illegal construction yard (not compatible with the agricultural designated zoning) including trucks, trailers, equipment, and related supplies, at the south end of the applicant's property that is located on the Contra Costa County drainage easement. There is also a small creek just to the north of this construction yard that runs from west to east on the property then, continues east and northeast through other properties and it looks like the waters end as a tributary of Kellogg Creek. I am all for the clean power project, but would like to see that as a condition and continuing stipulation of the permit that the south end of the property be in compliance with the zoning and restricted development shown on the county maps included with the application. Also, the tributary of Kellogg Creek within the restricted area needs to be addressed. I'm not sure if that falls under the jurisdiction of the Department of Fish and Game. Thank you very much, Mike Nisen -- Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 443-0229 Cell (925) 525-0502 mike@evansbrothers.com -- Mike Nisen Evans Brothers Inc. Office (925) 443-0225 Fax (925) 443-0229 Cell (925) 525-0502 mike@evansbrothers.com From:Stephen Griswold To:Adrian Veliz Subject:Re: Ranch Sereno Clean Power Project, Byron - Petition Date:Wednesday, October 11, 2023 9:43:54 AM Attachments:image002.png image001.png Good morning Adrian, Thank you for reaching out to get clarification on this. I received the petition from one member of the MAC at the conclusion of one of our meetings, so this was not an item on their agenda nor was this a petition supported by the MAC. As you correctly pointed out, when this item went before the MAC there were no comments and they voted to recommend its approval and that has not changed. Let me know if you have any other questions. Regards, Stephen W. Griswold III Senior District Representative Office of Supervisor Diane Burgis 3361 Walnut Boulevard, Suite 140 Brentwood, CA 94513 Phone: (925) 655-2330 Direct: (925) 655-2339 Cell: (925) 839-3355 "This message is being sent on a public e-mail system and may be subject to disclosure under the California Public Records Act."   From: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Date: Tuesday, October 10, 2023 at 12:47 PM To: Stephen Griswold <Stephen.Griswold@bos.cccounty.us> Subject: RE: Ranch Sereno Clean Power Project, Byron - Petition Hi Stephen –   Just for clarification purposes, should I interpret the petition provided by the MAC on 9/28 to indicate that the MAC is opposed to this project based on concerns outlined in the petition? I was just going through my file in preparation to get this project to a public hearing before the zoning administrator. I noticed that although I received a comment from an individual MAC member on June 28, 2022 (the date the MAC originally heard it), I did not receive a follow up comment from the MAC itself.   If the petition is not necessarily meant to indicate MAC opposition to the project and they would still like to submit further comments, perhaps we can get this on the agenda for the October Byron MAC meeting?   I appreciate any clarification that you may be able to provide on this matter.  Best,   Adrian Veliz, Senior Planner Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553 (925) 655-2879 ​       From: Stephen Griswold <Stephen.Griswold@bos.cccounty.us>  Sent: Thursday, September 28, 2023 2:06 PM To: Adrian Veliz <Adrian.Veliz@dcd.cccounty.us> Subject: Ranch Sereno Clean Power Project, Byron - Petition   Hi Adrian, Please see attached a petition I received on Tuesday from the Byron MAC regarding the Ranch Sereno Clean Power Project. Regards, Stephen W. Griswold III Senior District Representative Office of Supervisor Diane Burgis 3361 Walnut Boulevard, Suite 140 Brentwood, CA 94513 Phone: (925) 655-2330 Direct: (925) 655-2339 Cell: (925) 839-3355 "This message is being sent on a public e-mail system and may be subject to disclosure under the California Public Records Act."   1 Adrian Veliz From:Joshua Elson Sent:Tuesday, July 5, 2022 5:29 PM To:Adrian Veliz Subject:Ranch Sereno Clean Power - CDLP22-02036 Attachments:GDDR_MS05-0020.pdf Hi Adrian,     Thank you for sending over this project referral. This project will need take coverage as the site is located in an area with suitable habitat for special‐status species. It is recommended to go through the HCP/NCCP rather than consultation with  CDFW and the USFWS. I have a Voluntary Participation Notification I can send over later to be forwarded to the  applicant.   I reviewed this project with my team, however, and they noted a potential issue to be resolved before moving forward  with permitting this project. In 2006, a Grant Deed of Development was placed over the site requiring a 100 ft buffer on  either side of the creek to be maintained in a natural state. I’ve attached the document with this condition. Aerial  imagery of the site shows a road has been built through the creek, as well as what appear to be trailers and other items  being stored along and inside the creek at various points over the years. It appears the road was built sometime  between the end of 2010 and 2011, subsequent to the stream setback condition being placed. We were just wondering  if this had been brought to your attention, or if you have more background on this?     Please let me know.    Many thanks,  Josh    ********************************************  Josh Elson  Planner   East Contra Costa County Habitat Conservancy  Contra Costa County, Department of Conservation and Development  30 Muir Road  Martinez, CA 94553  Phone: (925) 655‐2907  Email: joshua.elson@dcd.cccounty.us    July 8, 2022 File No.: 21-2124 Adrian Veliz, Project Planner Contra Costa County Department of Conservation and Development Community Development Division 30 Muir Road Martinez, CA 94553-4601 re: CDLP22-02036 / APN 002030018 at 0 Byer Rd., Byron / Ardi Arian Renewable America LLC Dear Adrian Veliz, Records at this office were reviewed to determine if this project could adversely affect cultural resources. Please note that use of the term cultural resources includes both archaeological sites and historical buildings and/or structures. The review for possible historic-era building/structures, however, was limited to references currently in our office and should not be considered comprehensive. Project Description: The applicant requests approval of a Land Use Permit for the construction and operation of the Ranch Sereno Clean Power Project, a 2.83 megawatt solar generation facility and a 3.7-megawatt battery storage system. The project would use approximately 6.5-acres of land. The solar farms will be ground mounted single axis tracker system. Previous Studies: XX Study # 11826 (Theodoratus et al. 1980) may have included all or parts of the proposed project area in their maps. However, the report is unclear as to whether the researchers surveyed the proposed project area (see recommendation below). Archaeological and Native American Resources Recommendations: The proposed project area has the possibility of containing unrecorded archaeological site(s). A study is recommended prior to commencement of project activities. XX We recommend the lead agency contact the local Native American tribe(s) regarding traditional, cultural, and religious heritage values. For a complete listing of tribes in the vicinity of the project, please contact the Native American Heritage Commission at (916)373-3710. XX Although the general vicinity has sensitivity for archaeological resources, the proposed project area has a low possibility of containing unrecorded archaeological site(s). Therefore, no further study for archaeological resources is recommended. If archaeological resources are encountered during construction, work should be temporarily halted in the vicinity of the discovered materials and workers should avoid altering the materials and their context until a qualified professional archaeologist has evaluated the situation and provided appropriate recommendations. Built Environment Recommendations: XX Since the Office of Historic Preservation has determined that any building or structure 45 years or older may be of historical value, if the project area contains such properties, it is recommended that prior to commencement of project activities, a qualified professional familiar with the architecture and history of Contra Costa County conduct a formal CEQA evaluation. Due to processing delays and other factors, not all of the historical resource reports and resource records that have been submitted to the Office of Historic Preservation are available via this records search. Additional information may be available through the federal, state, and local agencies that produced or paid for historical resource management work in the search area. Additionally, Native American tribes have historical resource information not in the California Historical Resources Information System (CHRIS) Inventory, and you should contact the California Native American Heritage Commission for information on local/regional tribal contacts. The California Office of Historic Preservation (OHP) contracts with the California Historical Resources Information System’s (CHRIS) regional Information Centers (ICs) to maintain information in the CHRIS inventory and make it available to local, state, and federal agencies, cultural resource professionals, Native American tribes, researchers, and the public. Recommendations made by IC coordinators or their staff regarding the interpretation and application of this information are advisory only. Such recommendations do not necessarily represent the evaluation or opinion of the State Historic Preservation Officer in carrying out the OHP’s regulatory authority under federal and state law. For your reference, a list of qualified professionals in California that meet the Secretary of the Interior’s Standards can be found at http://www.chrisinfo.org. If archaeological resources are encountered during the project, work in the immediate vicinity of the finds should be halted until a qualified archaeologist has evaluated the situation. If you have any questions please give us a call (707) 588-8455. Sincerely, Bryan Much Coordinator CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT COMMUNITY DEVELOPMENT DIVISION 30 Muir Road Martinez, CA 94553-4601 Phone: 925-655-2700 Fax: 925-655-2758 AGENCY COMMENT REQUEST Date____________ We request your comments regarding the attached application currently under review. DISTRIBUTION INTERNAL ___ Building Inspection ___ Grading Inspection ___ Advance Planning ___ Housing Programs ___ Trans. Planning ___ Telecom Planner ___ ALUC Staff ___ HCP/NCCP Staff ___ APC PW Staff ___ County Geologist HEALTH SERVICES DEPARTMENT __ Environmental Health __ Hazardous Materials PUBLIC WORKS DEPARTMENT __ Engineering Services (1 Full-size + 3 email Contacts) __ Traffic __ Flood Control (Full-size) __ Special Districts LOCAL __ Fire District ___ San Ramon Valley – (email) rwendel@srvfire.ca.gov ____ Consolidated – (email) fire@cccfpd.org ____ East CCC – (email) brodriguez@eccfpd.org __ Sanitary District __ Water District __ City of __ School District(s) __ LAFCO __ Reclamation District #_______ __ East Bay Regional Park District __ Diablo/Discovery Bay/Crockett CSD __ MAC/TAC __ Improvement/Community Association _ CC Mosquito & Vector Control Dist (email) OTHERS/NON-LOCAL __ CHRIS (email only: nwic@sonoma.edu) __ CA Fish and Wildlife, Region 3 – Bay Delta __ Native American Tribes ADDITIONAL RECIPIENTS Please submit your comments to: Project Planner Phone # E-mail County File # Prior to * * * * * We have found the following special programs apply to this application: ____ Active Fault Zone (Alquist-Priolo) ____ Flood Hazard Area, Panel # ____ 60-dBA Noise Control ____ CA EPA Hazardous Waste Site High or Very High FHSZ * * * * * AGENCIES: Please indicate the applicable code section for any recommendation required by law or ordinance. Please send copies of your response to the Applicant and Owner. Comments: ___ None ___ Below ___ Attached Print Name Signature DATE Agency phone # REVISED 08/12/2019. TO PRINT MORE COPIES: G:\Current Planning\APC\APC Forms\CURRENT FORMS\PLANNING\Agency Comment Request.doc 6-15-22 BYRON MAC District 3 Delta Protection Commission/Conservancy Board Adrian Veliz 925-655-2879 CDLP22-02036 July 12, 2022 B 4 4 4 4 4 4 4 4 4 4 4 4 4 4 adrian.veliz@dcd.cccounty.us ATTACHMENT 4 PUBLIC COMMENTS Everview Ltd. 9655 Granite Ridge Drive, Suite 200 San Diego, CA 92123 401 E. Sonterra Blvd., Suite 375 San Antonio, TX 78258 Tel: (916) 704-6393 Fax: (916) 250-0103 www.everviewlaw.com www.everviewlaw.com via electronic mail October 19, 2023 Adrian Veliz, Senior Planner Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Re: Rancho Sereno Clean Power Project County File #CDLP22-02036 Response to Public Comments Dear Mr. Veliz: This firm represents Renewable America, LLC (“RNA”), the applicant and project proponent for the Rancho Sereno Clean Power Project (the “Project”). Project Background The Project entails construction and operation of a 2.83 megawatt (“MW”) commercial solar facility and a 3.7 MW-capacity batter storage system. The Project will interconnect to PG&E’s existing electrical distribution system via existing utility poles. The Project utilizes a ground-mounted single-axis tracker system, which allows the solar facility to be constructed with minimal disturbance of existing land contours. The Project is located immediately east of 3600 Byer Road near the unincorporated community of Byron, and is identified by Assessor’s Parcel Number (“APN”) 002-210-018. The Project would occupy approximately seven acres of the approximately 14.25-acre Project site. The Byron Municipal Advisory Council (“MAC”) reviewed and recommended approval of the Project at its June 28, 2022 meeting. The County subsequently prepared an Initial Study/Mitigated Negative Declaration (“IS/MND”) (SCH # 2023050650) pursuant to the California Environmental Quality Act (“CEQA”). The IS/MND determined that the Project could have potentially-significant impacts to several resource areas, and incorporated mitigation measures to reduce all potential impacts to a less than significant level. The IS/MND was circulated for public review and comment between May 26 and June 26, 2023, after providing public notice as required by CEQA. The Petition On September 28, 2023, well after the conclusion of the IS/MND public comment period, the County received a document titled “Petition” expressing opposition to the Project, and which was signed by approximately 30 individuals. The Petition asserts as follows, in its entirety: Negative impacts: This project will decrease the immediate surrounding property value as well as cause a danger to the wildlife due to the construction and noise of such. Other concerns are how the panels are unsightly and will create a fire hazard especially in our dry areas. Also, the system can contaminate the ground water from the rain which includes heavy metals like lead, cadmium which are proven to be harmful to humans’ health the environment and animals. The persons that submitted the Petition (hereafter, “Petitioners”) to the County have provided no further support or documentation regarding their concerns. Rancho Sereno Clean Power Project – Response to Public Comments October 19, 2023 2 This letter addresses each of Petitioners’ concerns. For the reasons set out below, the IS/MND fully and properly analyzes and mitigates the Project’s potential environmental impacts. Legal Standards CEQA mandates that a lead agency “shall” prepare an MND where—as here—there is no substantial evidence in light of the whole record that the Project, as mitigated, may have a significant effect on the environment. (Friends of “B” Street v. City of Hayward (1980) 106 Cal.App.3d 988, 1000–1003; Pub. Resources Code, §§ 21064.5, 21080, subds. (a), (c)(1); CEQA Guidelines, §§ 15063, subd. (b)(2), 15064, subd. (f)(2), 15070.) “Substantial evidence” includes facts, reasonable assumptions predicated on facts, and expert opinions supported by facts. (Pub. Resources Code, §§ 21080, subd. (e), 21082.2, subd. (c); CEQA Guidelines, §§ 15064, subd. (f)(5), 15384.) Argument, speculation, unsubstantiated opinion or narrative, clearly inaccurate or erroneous evidence, and evidence that is not credible do not constitute substantial evidence. (Ibid.) Lead agencies have discretion to determine whether particular evidence is or is not substantial evidence, and a court “must give the agency ‘the benefit of a doubt on any legitimate, disputed issues of credibility.’” (Gentry v. City of Murrieta (1995) 36 Cal.App.4th 1359, 1400 (Gentry), citation omitted.) Analysis The Petition asserts that the Project may have five distinct “negative impacts”: (1) reduced property values; (2) danger to wildlife from construction and construction-related noise; (3) aesthetic impacts from the solar panels; (4) increased fire hazard; and (5) ground water contamination. We discuss each below. 1. Impact to Property Values. Petitioners first assert that the Project will decrease surrounding property values. Petitioners offer no explanation or support for their assertion. For this reason, as a strictly legal matter, Petitioners’ assertion is speculation and unsubstantiated opinion, and does not constitute substantial evidence under the legal standards set out above. Moreover, under the CEQA Guidelines and case law, economic and social changes may not be treated as significant effects on the environment. (CEQA Guidelines §§ 15064, subd. (e), 15382; see also City of Orange v. Valenti (1974) 37 Cal.App.3d 240, 249 [CEQA not designed to protect against decline in value of property adjacent to project].) 2. Construction-related Danger to Wildlife. Petitioners next assert that the construction of the Project, and related noise, will pose a danger to wildlife. As with their property value concerns, Petitioners offer no explanation or support for their assertion. For this reason, as a strictly legal matter, Petitioner’s assertion is speculation and unsubstantiated opinion, and does not constitute substantial evidence. Notwithstanding, the IS/MND reviewed the Project’s potential construction-related impacts to wildlife, and imposed several mitigation measures to avoid these potential impacts. For example, MM BIO-1 requires construction to be performed, if possible, outside of the nesting bird season, and requires pre-construction surveys if work will be performed during nesting season. MM BIO-2a and MM-BIO-2b both require pre- construction surveys to avoid potential impacts to burrowing owls. MM BIO-3a through -3c impose measures to avoid construction-related impacts to Swainson’s hawks. Lastly, MM BIO-5 imposes measures to avoid construction-related impacts to San Joaquin kit fox. The County determined that these measures reduced the Project’s potential to result in construction-related impacts to these species to a less-than-significant level. The IS/MND did not identify any other species that could be impacted by Project construction activities. 3. Aesthetic Impacts. The Petitioners’ third concern relates to aesthetic impacts from the installation of solar panels. In this regard, Petitioners assert that the panels will be “unsightly”. In some contexts, non- expert comments by members of the public may constitute substantial evidence under CEQA, where those comments are supported by an adequate factual foundation and relevant personal observations. (See, e.g., Clews Land & Livestock v. City of San Diego (2017) 19 Cal.App.5th 161; Protect Niles v. City of Fremont (2018) 25 Cal.App.5th 1129.) Here, however, Petitioners’ assertion that the solar panels will be “unsightly” is not sufficient, under even the most lenient standard, to constitute substantial evidence supporting a fair argument that the Project may have significant aesthetic impacts. Rancho Sereno Clean Power Project – Response to Public Comments October 19, 2023 3 The IS/MND analyzed the Project’s potential aesthetic impacts and, among other conclusions, determined that the Project would not be prominently visible, and public views of the Project would largely be limited to portions of Byer Road immediately adjacent to the Project site. Further, even when visible, the “change from pastoral land use to solar panels would not expectedly degrade the scenic quality” of the Project site. The IS/MND concluded that no mitigation measures were necessary to ensure the Project’s aesthetic impacts were less than significant. 4. Increased Fire Hazard. Petitioners assert that the Project “will create a fire hazard”. As with their other concerns, Petitioners offer no explanation or support for their assertion. For this reason, as a strictly legal matter, Petitioner’s assertion is speculation and unsubstantiated opinion, and does not constitute substantial evidence under the legal standards set out above. Even so, the IS/MND documents that the Project is not located in a fire hazard area and neither the Project’s construction nor operation would increase the risk of wildfire. 5. Ground Water Contamination. Petitioners lastly assert that “the system can contaminate the ground water from the rain which includes heavy metals like lead, cadmium”. Here again, Petitioners offer no explanation or support for their assertion. Petitioner’s assertion is, again, speculation and unsubstantiated opinion, and does not constitute substantial evidence. No data support Petitioner’s assertion, and, in any event, the Project will utilize solar panels that do not contain lead or cadmium. For these reasons and others, the IS/MND determined that the Project would have a less-than-significant impact on water quality, with no mitigation measures required. Closing RNA is committed to environmental sustainability, respecting and improving the land, community well-being, and safety. While RNA appreciates the Petitioners’ concerns, none of the issues raised are based on facts, and each concern is fully and properly addressed in the IS/MND. RNA respectfully requests that the Zoning Administrator accept the MAC’s recommendation and adopt the IS/MND and approve the Project. Sincerely, Bradley B. Johnson, Esq. Everview Ltd. ATTACHMENT 5 DRAFT MITIGATED NEGATIVE DECLARATION 1 CEQA ENVIRONMENTAL CHECKLIST FORM (REVISED JANUARY 7, 2019) 1. Project Title: Ranch Sereno Clean Power Project County File #CDLP22-02036 2. Lead Agency Name and Address: Contra Costa County Department of Conservation and Development 30 Muir Rd. Martinez, CA 94553 3. Contact Person and Phone Number: Adrian Veliz, Senior Planner; (925) 655-2879 4. Project Location: 0 Byer Road (immediately east of 3600 Byer Road) Byron, CA 94514 Assessor’s Parcel Number: 002-030-018 5. Project Sponsors’ Names and Address: Ardi Arian Renewable America LLC 4675 Stevens Creek Boulevard Ste. #250 Santa Clara, CA 95051 6. General Plan Designation: The subject property is located within the Agricultural Lands (AL) General Plan Land Use designation. 7. Zoning: The subject property is located within an A-3 Heavy Agricultural (A-3) District, and Solar Energy Generation (- SG) Combining District. 8. Description of Project: The applicant is requesting approval of a Land Use Permit for the purpose of establishing a 2.83 megawatt (MW) commercial solar facility and 3.7 MW capacity battery storage system on the subject property. The Project will interconnect to Pacific Gas and Electric Company’s (PG&E’s) pre-existing electrical distribution system via existing utility poles located within the Byer Road right-of-way. The project includes an exception request from collect and convey requirements specified in Chapter 914-2 of the County Subdivision Ordinance for the Land Use Permit approval. The exception requests would allow the existing drainage pattern to remain, where collection and conveyance, without diversion and within an adequate storm drainage system, to an adequate natural watercourse having a definable bed and banks or to an existing adequate public storm drainage system which conveys the storm water to an adequate natural watercourse is required. 9. Surrounding Land Uses and Setting: The project site is located along the southern side of Byer Road, approximately 480 feet west of its’ intersection with Bixler Road in the Byron area of unincorporated Contra Costa County. The project site (APN: 002-210-018) predominantly consists of fallow and active cropland. Existing development on site includes one metal framed storage building, an outdoor swimming pool and gravel access driveway. These improvements are located within an approximately one-acre building envelope at a central location on the project 2 site. Vehicular access to the site from Byer Road exists via a gravel driveway at the northwestern corner of the subject property. There is an east-west drainage channel traversing the southern half of the parcel. The property owner has recorded a Grant Deed of Development Rights to the County in the area of the drainage channel, including a 100-foot buffer, measured from the top of the bank, on each side of the channel, encompassing about three acres of the approximately 14.25 acre subject property. No portion of the commercial solar facility is located within the buffer area, located immediately south of the area of work. The overall topography of the subject property is flat, with elevations ranging from approximately 12 to 18 feet above sea level. The surrounding areas consists of lands zoned General Agricultural (A-2) and Heavy Agricultural (A-3) and are presently used for farming, grazing, and/or single-family residential purposes. The Byron community, a census designated place, is located approximately 0.8 miles to the west. 10. Other public agencies whose approval is required (e.g., permits, financing, approval, or participation agreement: Contra Costa County Public Works Department, Contra Costa County Department of Health Services, East Contra Costa Fire Protection District, Pacific Gas & Electric. 11. Have California Native American tribes traditionally and culturally affiliated with the project area requested consultation pursuant to Public Resources Code section 21080.3.1? If so, is there a plan for consultation that includes, for example, the determination of significance of impacts to tribal cultural resources, procedures regarding confidentiality, etc.? Notice of the proposed project was sent to Native American tribes, as applicable for consultation with Native American tribes under Public Resources Code Sections 21080.3.1. Letters were sent to the Confederated Villages of Lisjan and Wilton Rancheria on November 8, 2022 and November 9, 2022 respectively. Neither tribal groups have provided comments to the Notices sent in relation to this project, nor was any consultation requested. 3 Environmental Factors Potentially Affected The environmental factors checked below would be potentially affected by this project, involving at least one impact that is a “Potentially Significant Impact” as indicated by the checklist on the following pages. Aesthetics Agriculture and Forestry Resources Air Quality Biological Resources Cultural Resources Energy Geology/Soils Greenhouse Gas Emissions Hazards & Hazardous Materials Hydrology/Water Quality Land Use/Planning Mineral Resources Noise Population/Housing Public Services Recreation Transportation Tribal Cultural Resources Utilities/Services Systems Wildfire Mandatory Findings of Significance Environmental Determination On the basis of this initial evaluation: I find that the proposed project COULD NOT have a significant effect on the environment, and a NEGATIVE DECLARATION will be prepared. I find that, although the proposed project could have a significant effect on the environment, there will not be a significant effect in this case because revisions in the project have been made by or agreed to by the project proponent. A MITIGATED NEGATIVE DECLARATION will be prepared. I find that the proposed project MAY have a significant effect on the environment, and an ENVIRONMENTAL IMPACT REPORT is required. I find that the proposed project MAY have a "potentially significant impact" or "potentially significant unless mitigated" impact on the environment, but at least one effect 1) has been adequately analyzed in an earlier document pursuant to applicable legal standards, and 2) has been addressed by mitigation measures based on the earlier analysis as described on attached sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the effects that remain to be addressed. I find that although the proposed project could have a significant effect on the environment, because all potentially significant effects (a) have been analyzed adequately in an earlier EIR or NEGATIVE DECLARATION pursuant to applicable standards and (b) have been avoided or mitigated pursuant to that earlier EIR or NEGATIVE DECLARATION, including revisions or mitigation measures that are imposed upon the proposed project, nothing further is required. Adrian Veliz Date Senior Planner Contra Costa County Department of Conservation & Development 05/26/2023 ENVIRONMENTAL CHECKLIST 4 1. AESTHETICS – Except as provided in Public Resources Code Section 21099, would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Have a substantial adverse effect on a scenic vista? b) Substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic buildings within a state scenic highway? c) In non-urbanized areas, substantially degrade the existing visual character or quality of public views of the site and its surroundings? (Public views are those that are experienced from publicly accessible vantage points.) If the project is in an urbanized area, would the project conflict with applicable zoning and other regulations governing scenic quality? d) Create a new source of substantial light or glare which would adversely affect day or nighttime views in the area? SUMMARY: a) Would the project have a substantial adverse effect on a scenic vista? (Less Than Significant Impact) Figure 9-1 of the Open Space Element of the County General Plan identifies major scenic ridges and scenic waterways in the County. According to this map, the project site is not located adjacent to scenic resources in the county. Thus, a less than significant impact on a scenic vista is expected. b) Would the project substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and historic building within a state scenic highway? (Less Than Significant Impact) The Scenic Routes Map (Figure 5-4) of the County General Plan’s Transportation and Circulation Element identifies scenic routes in the County, including both State Scenic Highways and County designated Scenic Routes. The project site is located in the vicinity of the Byron Highway (State Route J4), a County designated scenic route. The scenic quality includes naturally pleasing elements such as the agricultural ranges and scattered native vegetation. Since the subject property is located approximately 0.8 miles east of this scenic route, with several agricultural and residential buildings existing between, the project is not expected to be prominently visible (if at all) to passing motorists on the scenic route. Given the distance and orientation of the proposed panels, the impact on highway users would be minimal. Therefore, the project would have less than significant impacts on scenic resources within the County. 5 c) In non-urbanized areas, would the project substantially degrade the existing visual character or quality of public views of the site and its surroundings? (Public views are those that are experienced from publicly accessible vantage points.) If the project is in an urbanized area, would the project conflict with applicable zoning and other regulations governing scenic quality? (Less Than Significant Impact) The visual changes from the project improvements could impact views from the site and from surrounding properties. This could have an impact on the visual character of the site; however, the change from pastoral land use to solar panels would not expectedly degrade the scenic quality. Due to the flat topography of the area, the project site is not prominently visible when viewed from a distance. The project site is fronted to the north by Byer Road, a publicly maintained roadway. The eastern terminus of Byer Road and the southern terminus of Bixler road is located approximately 450 feet east of the project site. Existing structural development west of the project would substantially screen the project from public views from that direction. As such, public views of the project site would largely be limited to portions of Byer Road immediately adjacent to the subject property, as well as motorists travelling southbound on a short stretch of Bixler Road. Since impacts to public views are limited to somewhat remote stretches of roadway not designated as County Scenic Routes, this would amount to a less than significant impact on the existing visual character and quality of public views of the site and its surroundings. d) Would the project create a new source of substantial light or glare which would adversely affect day or nighttime views in the area? (Less Than Significant Impact) The lighting and glare analysis in this section addresses the two issues of nighttime illumination and reflected light (glare). Nighttime illumination impacts are evaluated in terms of the project’s net change in ambient lighting conditions and proximity to light sensitive land uses. Reflected light impacts are analyzed to determine if project related glare would create a visual nuisance or hazard. Nighttime illumination is not expected from the proposed solar facility. As required by the County Solar Ordinance, the facility may not include any type of lighted signal, lights, or other illumination, except as necessary for the operation of the facility. The project would include lighting for security and safety purposes. All light fixtures would be shielded such that light is directed downward and not laterally in order to prevent spillover onto adjacent properties. Thus, the project’s compliance with the County Solar Ordinance ensures less than significant impacts relating to nighttime illumination as a result of the project. The project involves the construction of solar arrays over approximately 7-acres – or roughly half - of the subject property, which can create a new source of glare into the existing rural-residential visual landscape. However, since the site is not prominently visible when viewed from a distance, these effects would expectedly be localized in the immediate project vicinity. The site is not proximate to major roadways and is not below the flight path of runways for the Byron Airport located three miles south of the project. Thus, the glare that could potentially result from the project would not expectedly present a hazard to motorists or aviation. Therefore, the project will have less than significant impacts in this respect. 6 Sources of Information • Contra Costa County General Plan, 2005-2020. Open Space Element. • Contra Costa County General Plan, 2005-2020. Transportation and Circulation Element. • Renewable America, LLC. Ranch Sereno Clean Power. (Project Plans). Received 10/10/2022. 2. AGRICULTURAL AND FOREST RESOURCES – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non- agricultural use? b) Conflict with existing zoning for agricultural use, or a Williamson Act contract? c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g)? d) Result in the loss of forest land or conversion of forest land to non-forest use? e) Involve other changes in the existing environment, which due to their location or nature, could result in conversion of farmland, to non-agricultural use? SUMMARY: a) Would the project convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of the California Resources Agency, to non-agricultural use? (No Impact) As shown on the California Department of Conservation’s Contra Costa County Important Farmland Finder map portal, the project sites include land classified as “Farmland of Local Importance”. Since the project site does not consist of Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland), the proposed project would not convert Prime Farmland, Unique Farmland, or Farmland of Statewide importance to a non-agricultural use; therefore, no impact is expected. 7 b) Would the project conflict with existing zoning for agricultural use, or a Williamson Act contract? (Less Than Significant Impact) The project site is within an A-3 agricultural zoning district and the Solar Energy Generation Combining District. When combined with the -SG combining district, commercial solar facilities are allowed in agriculturally zoned districts. The properties are not included in a Williamson Act contract, and there is no reason to believe the project would conflict with any existing agricultural uses. Furthermore, pursuant to the County’s solar ordinance the sites would be required to be restored to their pre-project agricultural state, following the solar generation use. Therefore, a less than significant impact is expected from a conflict with existing agricultural uses. c) Would the project conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g) or conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public Resources Code section 12220(g), timberland (as defined by Public Resources Code section 4526), or timberland zoned Timberland Production (as defined by Government Code section 51104(g)? (No Impact) The project site is not considered forest land as defined by California Public Resources Code Section 12220(g), timberland as defined by California Public Resources Code Section 4526, or zoned Timberland Production as defined by Government Code section 51104(g). Furthermore, the project site is within the A-3 zoning district, and the -SG combining district, and the proposed use is an allowed use within the zoning districts. Thus, the project would not conflict with existing zoning for, or cause rezoning of forest land or timberland. California Public Resources Code Section 12220, under the Forest Legacy Program Act, defines "forest land" as land that can support 10 percent native tree cover of any species, including hardwoods, under natural conditions, and that allows for management of one or more forest resources, including timber, aesthetics, fish and wildlife, biodiversity, water quality, recreation, and other public benefits. Public Resources Code 4526, under the Forest Practice Act, defines "timberland" as land, other than land owned by the federal government and land designated by the State Board of Forestry and Fire Protection as experimental forest land, which is available for, and capable of, growing a crop of trees of any commercial species used to produce lumber and other forest products, including Christmas trees. Commercial species are determined by the board on a district basis after consultation with the district committees and others. California Government Code 51104, under the Timberland Productivity Act, defines "timberland" as privately owned land, or land acquired for state forest purposes, which is devoted to and used for growing and harvesting timber, or for growing and harvesting timber and compatible uses, and which is capable of growing an average annual volume of wood fiber of at least 15 cubic feet per acre. "Timberland production zone" or "TPZ" means an area which has been zoned pursuant to Section 51112 or 51113 of the Government Code and is devoted to and used for growing and 8 harvesting timber, or for growing and harvesting timber and compatible uses, as defined in Public Resources Code 4526 or 12220. With respect to the general plans of cities and counties, "timberland preserve zone" means "timberland production zone." As stated in the Contra Costa County General Plan, no land is used for timber harvesting in the County. d) Would the project involve or result in the loss of forest land or conversion of forest land to non- forest use? (No Impact) The project site is not considered forest land, as discussed in “c” above. Therefore, no impact. e) Would the project involve other changes in the existing environment, which due to their location or nature, could result in conversion of farmland, to non-agricultural use? (No Impact) The proposed project would establish a commercial solar facility on agriculturally designated land. The proposed solar facility would be located on northerly portions of the parcel presently used for croplands. As noted in the County’s Renewable Resources Potential Study, “siting solar in an agricultural area may not always result in a loss of farmland value” considering emerging studies in new technologies such as pollinator friendly solar farms, grazing compatible solar, and “agrophotovoltaics”, where solar panels are placed above greenhouse-grown plants and can increase plant productivity in certain cases. Furthermore, as required by the Solar Ordinance, the properties would be required to be returned to their pre-development agricultural state in the event that the solar use is decommissioned. Thus, the project would have a less than significant impact on the conversion of farmland to non-agricultural use. Sources of Information • Contra Costa County Code, Title 8, Zoning Ordinance. • Contra Costa County General Plan 2005-2020. Land Use Element. • California Department of Conservation. Accessed January 19, 2023. California Important Farmland Finder. https://maps.conservation.ca.gov/DLRP/CIFF/ • Contra Costa County Renewable Resources Potential Study • Contra Costa County Department of Conservation and Development. Accessed January 23, 2023. 2016 Agricultural Preserves Map. http://www.co.contra-costa.ca.us/DocumentCenter/View/882/Map-of-Properties-Under- Contract?bidId= 9 3. AIR QUALITY – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Conflict with or obstruct implementation of the applicable air quality plan? b) Result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard? c) Expose sensitive receptors to substantial pollutant concentrations? d) Result in other emissions (such as those leading to odors) adversely affecting a substantial number of people? SUMMARY: a) Would the project conflict with or obstruct implementation of the applicable air quality plan? (Less Than Significant Impact) Contra Costa County is within the San Francisco Bay air basin, which is regulated by the Bay Area Air Quality Management District (BAAQMD) pursuant to the Bay Area 2017 Clean Air Plan. The purpose of the Clean Air Plan is to bring the air basin into compliance with the requirements of Federal and State air quality standards. BAAQMD has prepared CEQA Guidelines to assist lead agencies in air quality analysis, as well as to promote sustainable development in the region. The CEQA Guidelines support lead agencies in analyzing air quality impacts. If, after proper analysis, the project’s air quality impacts are found to be below the significance thresholds, then the air quality impacts may be considered less than significant. The Air District developed screening criteria to provide lead agencies and project applicants with a conservative indication of whether the proposed project could result in potentially significant air quality impacts. If all of the screening criteria are met by a proposed project, then the lead agency or applicant would not need to perform a detailed air quality assessment of their project’s air pollutant emissions. As described in the Clean Air Plan, transitioning away from fossil fuel-based energy will reduce exposure to harmful air pollutants associated with power generation and oil refining. The proposed commercial solar facilities are part of this transition, and no air pollution emissions are expected from the operation of the facilities. b) Would the project result in a cumulatively considerable net increase of any criteria pollutant for which the project region is non-attainment under an applicable federal or state ambient air quality standard? (Less Than Significant Impact With Mitigations) The region is in nonattainment for the federal and state ozone standards, the state PM10 standards, and the federal and state PM2.5 standards. All air emissions related to construction within Contra Costa County are regulated by the Bay Area Air Quality Management District (BAAQMD) 10 pursuant to the Bay Area 2017 Clean Air Plan. The purpose of the Clean Air Plan is to bring the air basin into compliance with the requirements of Federal and State air quality standards. BAAQMD has prepared CEQA Guidelines to assist lead agencies in air quality analysis, as well as to promote sustainable development in the region. According to the 2017 Clean Air Plan, all construction projects should include BAAQMD Basic Construction Mitigations, to ensure they do not exceed the Thresholds of Significance for local community risks and hazards associated with Toxic Air Contaminates (TACs) and Particulate Matter (PM) 2.5. As such, with the implementation of the following BAAQMD, Basic Construction Mitigations, it is expected that the project would be consistent with the Bay Area 2017 Clean Air Plan and represent a less than significant impact with regards to construction air emissions. Potential Impact: Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: 1. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. 2. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. 3. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. 4. All vehicle speeds on unpaved roads shall be limited to 15 mph. 5. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. 6. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. 7. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). 8. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). 9. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. 10. Replant vegetation in disturbed areas as quickly as possible. 11. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. 11 12. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. 13. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. With implementation of the above mentioned mitigation, the construction-related impact on regional criteria air pollutants would be considered less than significant. c) Would the project expose sensitive receptors to substantial pollutant concentrations? (Less Than Significant Impact With Mitigation) Construction and grading activities could produce combustion emissions from various sources, including heavy equipment engines, paving, and motor vehicles used by the construction workers. Dust would be generated during site clearing, grading, and construction activities, with the most dust occurring during grading activities. The amount of dust generated would be highly variable and would be dependent on the size of the area disturbed, amount of activity, soil conditions, and meteorological conditions. Although grading and construction activities would be temporary, such activities could have a potentially significant adverse environmental impact during project construction. Consequently, the applicant is required to implement the above BAAQMD recommended mitigation measures to reduce construction dust and exhaust impacts. Implementation of mitigation measure Air Quality 1 would reduce the impact on the sensitive receptors during project construction to a less than significant level. Potential Impact: Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measure AIR-1: The implementation of the above AIR-1 mitigation measures ensures that these impacts of these types will occur at less than significant levels. d) Would the project result in other emissions (such as those leading to odors) adversely affecting a substantial number of people? (Less Than Significant Impact) The proposed project would not produce any major sources of odor and is not located in an area with existing issues (e.g. landfills, treatment plants). Therefore, the operation of the project would have a less than significant impact in terms of odors. During construction and grading, diesel powered vehicles and equipment used on the site could create localized odors. However, given the remote location of the project and that these odors would be temporary; the potential impact would be considered less than significant. 12 Sources of Information • Bay Area Air Quality Management District. 2017. Bay Area 2017 Clean Air Plan. • Bay Area Air Quality Management District. 2017. Air Quality Guidelines. 4. BIOLOGICAL RESOURCES – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? c) Have a substantial adverse effect on state or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means? d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites? e) Conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance? f) Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan? SUMMARY: a) Would the project have a substantial adverse effect, either directly or through habitat modifications, on any species identified as a candidate, sensitive, or special status species in local or regional plans, policies, or regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? (Less Than Significant Impact With Mitigation) According to the California Department of Fish and Wildlife (CDFW) Public Access Lands map, the project site is not located in or adjacent to an area identified as a wildlife or ecological reserve by the CDFW. According to the Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the project site is 13 not located in or adjacent to a significant ecological area. The nearest identified ecological resource area is the Byron Hot Springs, which is located approximately 3.5 miles south. Furthermore, the site is already fully disturbed from previous agricultural activities on the subject property. Though the project site is not located in or adjacent to a significant ecological area, given that the site is largely vacant a biological resources study was conducted to provide a description of existing biological resources on the project site and to identify potentially significant impacts that could occur to sensitive biological resources from the future development of the solar facility. WRA Environmental Consultants prepared this Biological Resources Assessment dated June, 2022. The report was prepared based on a review of literature resources, database searches, and a field review conducted by WRA biologists on March 16, 2022 “to map vegetation, aquatic communities, unvegetated land cover types, document plant and wildlife species present, and evaluate on-site habitat for the potential to support special-status species”. The report notes that 49 special-status plant taxa have been documented in the project vicinity; however, none are expected to occur on the site due to a lack of suitable habitat features, the level of disturbance within the site, or because the site is outside of the species’ known range. Based on this finding, the report does not recommend further action or mitigations pertaining to special- status plant species. Regarding special status wildlife, the WRA report concludes that the subject property (study area) lacks critical habitat features necessary for most of the 41 special-status wildlife species known to occur in the project vicinity or as covered species by the County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). Consequently, the potential for the occurrence of such species on the subject property is relatively low. Four special status species have been identified as having potential to occur in the immediate vicinity or in portions of the subject property. These include white-tailed kite, burrowing owl, Swainson’s hawk, loggerhead shrike. Additionally, the study discusses the San Joaquin Kit Fox (SJKF) due to the close proximity of suitable habitat and past biological resource assessments of the subject property indicating the potential for their occurrence on the subject property. The consulting biologist considers this species unlikely to occur on the subject property. Nevertheless, considering the fact that the subject property is located with California Department of Fish and Wildlife mapped habitat range and borders the area mapped as “suitable low use habitat” by the HCP/NCCP, the potential for SJKF to occur on the subject property cannot be dismissed absent preconstruction surveys to determine if dens of suitable size for SJKF habitation are present on site. Therefore, the proposed mitigations below include measures BIO-1 – BIO-4 as recommended by the consulting biologist for the four special-status species identified as having the potential to occur on the subject property as well as additional mitigation measure BIO-5 which is intended to minimize potential impacts to SJKF. In addition to special-status species, non-special-status native birds that are protected by the Migratory Bird Treaty Act (MBTA) and California Fish and Game Code (CFGC) may also be impacted. 14 Potential impacts to the species listed above and their habitats could occur during the removal of vegetation, ground-disturbing activities, or other construction-related activities. The project is seeking take coverage through the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan (HCP/NCCP) for the proposed solar facility. It is expected that participation in the HCP/NCCP, which provides take coverage for all protected and special status plant and wildlife species identified in the plan area, would mitigate potential project impacts to Biological Resources to less than significant levels. Additionally, the following mitigation measures for those species identified as having the potential to occur on the subject property ensures that adverse effects to potentially impacted species would be minimized to the extent practicable. Potential Impact (Nesting Birds) BIO-1: The Proposed Project’s construction activities could result in the destruction or abandonment of nests of special-status or nonspecial-status bird species protected under the MBTA, CFGC, and CEQA. Mitigation Measure BIO-1: To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. Potential Impact (Burrowing Owl) BIO-2: The proposed project’s construction activities could result in the destruction or abandonment of nests or wintering refugia of burrowing owl. Mitigation Measure BIO-2a: Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. Mitigation Measure BIO-2b: Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the 15 biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed, but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. Potential Impact (Swainson’s Hawk) BIO-3: Construction activities may result in disturbance of active Swainson’s hawk nesting. Mitigation Measure BIO-3a: Prior to construction, an agency approved biologist shall conduct a pre-construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). Mitigation Measure BIO-3b: Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). Mitigation Measure BIO-3c: During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. 16 Equipment shall be refueled offsite to the extent possible. If refueling is needed onsite, it will occur at least 100 feet from a surface water feature, and in a designated refueling area with secondary containment/plastic sheeting and a spill containment kit. Spill prevention and cleanup kits shall be available on the site at all times either in construction trucks or equipment. If contaminated soils or materials are discovered on the project site, they will be excavated and removed from the site and disposed of appropriately. Potential Impact BIO-4 (Swainson’s hawk foraging): The installation of solar infrastructure within the project area would result in removal of suitable Swainson’s hawk foraging habitat. Mitigation Measure BIO-4: The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. Potential Impact BIO-5 (San Joaquin Kit Fox): The following mitigation measures shall be implemented to prevent potential impacts to San Joaquin kit fox. Mitigation Measure BIO-5: A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground- or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. b) Would the project have a substantial adverse effect on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations or by the California Department of Fish and Game or U.S. Fish and Wildlife Service? (No Impact) According to the California Department of Fish and Wildlife (CDFW) Public Access Lands map, the project site is not located in or adjacent to an area identified as a wildlife or ecological reserve by the CDFW. According to the Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas map (Figure 8-1) of the County General Plan, the project site is not located in or adjacent to, a significant ecological area. Planned activities would have temporary impacts to cultivated crops land cover, as identified by CDFW Public Access Lands mapping. This land cover is not considered a sensitive natural community. Furthermore, there is no riparian habitat or other sensitive natural community located within the project work areas, as stated in the WRA biological resources report. Based on the above information, the project would have no impact on any riparian habitat or other sensitive natural community identified in local or regional plans, policies, and regulations, or by the California Department of Fish and Wildlife or U.S. Fish and Wildlife Service. 17 c) Would the project have a substantial adverse effect on state or federally protected wetlands (including, but not limited to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or other means? (No Impact) There are no state or federally protected wetlands or other jurisdictional waters in the designated work area; thus, the project would not directly affect any state or federally protected wetlands or other jurisdictional waters. Section 404 of the Clean Water Act uses the Army Corps of Engineers definition of wetlands, which are defined as, “areas that are inundated or saturated by surface or ground water at a frequency and duration sufficient to support, and that under normal circumstances do support, a prevalence of vegetation typically adapted for life in saturated soil conditions. Wetlands generally include swamps, marshes, bogs, and similar areas.” There are no isolated wetlands on the project site. Therefore, no impacts on federally protected wetlands are expected through direct removal, filling, hydrological interruption, or other means. d) Would the project interfere substantially with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites? (Less Than Significant Impact) A wildlife corridor is defined as “any space, usually linear in shape that improves the ability of organisms to move among patches of their habitat”. Corridors can be viewed over broad spatial scales, from those connecting continents (e.g., Isthmus of Panama) to structures crossing canals or roads. Most wildlife corridors analyzed within the context of land use planning, including those in this IS/MND, are moderate in scale and used to facilitate regional wildlife movement among habitat patches and through human-dominated landscapes. There are no wetlands, running water, or riparian habitat within the designated work area, therefore the project would not interfere with movement of native resident or migratory fish species. The project would include the installation of a security fence on site, which could potentially limit wildlife movement at the project site. However, the property owner has previously executed a Grant Deed of Development Rights over a six-acre area, consisting of portions of the subject property and the eastern adjacent property for the purpose of mitigating impacts to Swainson’s Hawk and San Joaquin Kit Fox in connection to a prior entitlement for residential development of these parcels. The project is located entirely outside of this area of restricted development. The project would not affect the management of the restricted development area, which would continue to provide a route through which special status species could traverse the property during migratory activity. The Migratory Bird Treaty Act of 1918 (16 U.S.C. §§ 703-712, July 3, 1918, as amended 1936, 1960, 1968, 1969, 1974, 1978, 1986 and 1989) makes it unlawful to “take” (kill, harm, harass, shoot, etc.) any migratory bird listed in Title 50 of the Code of Federal Regulations, Section 10.13, including their nests, eggs, or young. Migratory birds include geese, ducks, shorebirds, raptors, songbirds, wading birds, seabirds, and passerine birds (such as warblers, flycatchers, swallows, etc.). Further, California Fish and Game Code sections §3503, 3503.5, 3511, and 3513 prohibit the “take, possession, or destruction of birds, their nests or eggs.” Disturbance that causes nest abandonment and/or loss of reproductive effort (killing or abandonment of eggs or young) is 18 considered “take.” With implementation of mitigation measure BIO-1, impacts to migratory birds are expected to be less than significant. In 1984, the State legislated the California Endangered Species Act (CESA) (Fish and Game Code §2050). The basic policy of CESA is to conserve and enhance endangered species and their habitats. State agencies will not approve private or public projects under their jurisdiction that would impact threatened or endangered species if reasonable and prudent alternatives are available. With implementation of mitigation measures BIO-1 through BIO-5, impacts to special- status species is expected to be less than significant. Given all of the above, the project can be expected to have a less than significant impact in regards to interference with the movement of any native resident or migratory fish or wildlife species or with established native resident or migratory wildlife corridors, or impede the use of wildlife nursery sites. e) Would the project conflict with any local policies or ordinances protecting biological resources, such as a tree preservation policy or ordinance? (Less Than Significant Impact) The Conservation Element of the County’s General Plan addresses the County’s policies regarding the identification, preservation and management of natural resources in the unincorporated County. Within the Conservation Element, the “Significant Ecological Areas and Selected Locations of Protected Wildlife and Plant Species Areas” (Figure 8-1) identifies significant resources throughout the County. The map shows no resources in the vicinity of the project site. Thus, the project is not expected to conflict with any local policies or ordinances protecting biological resources. The Contra Costa County Tree Protection and Preservation Ordinance provides for the protection of certain trees by regulating tree removal while allowing for reasonable development of private property. On any developable undeveloped property, the Ordinance requires tree alteration or removal to be considered as part of the project application. Based on the Tree Inventory provided by Panorama Environmental, Inc., there are nine code-protected trees on the subject property, located along the western side property lines. Five trees (Yucca, Olive, Queen Palm, two Poplars) are in the proposed area of work and would need to be removed to accommodate the project. The project would also involve dripline encroachment for an additional four code-protect Black Walnut trees located adjacent to the gravel access road. The tree removal request associated with this project is consistent with the provisions of the County’s tree protection and preservation ordinance. The applicant’s compliance with applicable project conditions, including the planting of mitigation trees if required, will ensure that the project will not significantly impact tree resources in the County. f) Would the project conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community Conservation Plan, or other approved local, regional, or state habitat conservation plan? (Less Than Significant Impact) 19 There is one adopted habitat conservation plan in Contra Costa County: the East Contra Costa County Habitat Conservation Plan / Natural Community Conservation Plan (HCP/NCCP). The plan was approved in May 2007 by the East Contra Costa County Habitat Conservancy, comprised of the cities of Brentwood, Clayton, Oakley, and Pittsburg, and Contra Costa County. The HCP/NCCP establishes a coordinated process for permitting and mitigating the incidental take of endangered species in East Contra Costa County. The plan lists Covered activities that fall into three distinct categories: (1) all activities and projects associated with urban growth within the urban development area (UDA); (2) activities and projects that occur inside the HCP/NCCP preserves; and (3) specific projects and activities outside the UDA. The project is within the boundaries of the ECCC HCP/NCCP; however commercial solar facilities are not a covered activity under the plan, and is not required to obtain coverage under the plan. Nevertheless, HCP/NCCP staff indicate that the project may obtain coverage under the plan as a participating special entity if the project proponent, which the applicant has opted to do. The project’s participation in the adopted HCP/NCCP, and compliance with provisions applicable thereto ensure the project does not conflict with the HCP/NCCP. Therefore, no impact. Sources of Information • California Department of Fish and Wildlife. Accessed January 24, 2023. CDFW Lands Viewer (ca.gov). • WRA Inc., Biological Resources Assessment. Dated June 2022. • East Contra Costa County Habitat Conservancy. Accessed January 24, 2023. http://www.co.contra-costa.ca.us/depart/cd/water/HCP/. • Renewable America, LLC. Ranch Sereno Clean Power. (Project Plans). Received 10/10/2022. 5. CULTURAL RESOURCES – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Cause a substantial adverse change in the significance of a historical resource pursuant to §15064.5? b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §15064.5? c) Disturb any human remains, including those interred outside of formal cemeteries? SUMMARY: a) Would the project cause a substantial adverse change in the significance of a historical resource pursuant to California Environmental Quality Act Guidelines Section 15064.5? (Less Than Significant Impact With Mitigations) 20 Historical resources are defined in the California Environmental Quality Act Guidelines Section 15064.5 as resources that fit any of the following definitions: • Is listed in the California Register of Historic Places and has been determined to be eligible for listing by the State Historic Resources Commission; • Is included in a local register of historic resources, and identified as significant in a historical resource survey that has been or will be included in the State Historic Resources Inventory; or • Has been determined to be historically or culturally significant by a lead agency. The project site primarily consists of active and fallow cropland, and is generally undeveloped with the exception of a metal-framed building and an above-ground swimming pool located near the center of the parcel. The metal frame building was constructed in 2010, and the above-ground swimming pool was installed adjacent to the building at a later date. These structures are of no historical significance. No resources on the site were found to be eligible for listing under any criteria for the California Register of Historical Resources (CRHR), the National Register of Historic Places (NRHP), or local listing. Thus, the project would not impact any known historical or culturally significant resources. The archaeological sensitivity map of the County’s General Plan (Figure 9-2), identifies the project area as “Area of Medium Sensitivity”, which may contain significant archeological resources. While unlikely since the project site has been fully and repeatedly disturbed by previous construction and agricultural activities, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Historic resources can include wood, stone, foundations, and other structural remains; debris-filled wells or privies; and deposits of wood, glass, ceramics, and other refuse. The project involves only minor grading as the solar panel posts would be driven into the ground with minimal excavation. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. The following mitigation measure would reduce the potentially significant impact to a less than significant level. Potential Impact: Subsurface construction activities could potentially damage or destroy previously undiscovered historic and prehistoric resources. Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: i. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery 21 shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. ii. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. Implementation of these mitigations would ensure a less than significant adverse environmental impact on historical resources. b) Would the project cause a substantial adverse change in the significance of an archaeological resource pursuant to California Environmental Quality Act Guidelines Section 15064.5? (Less Than Significant Impact With Mitigation) The project site does not host any known archaeological resources. However, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. In keeping with the CEQA guidelines, if archaeological remains are uncovered, work at the place of discovery should be halted immediately until a qualified archaeologist can evaluate the finds. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. Potential Impact: Surface construction activities could potentially damage or destroy previously undiscovered archeological resource. Mitigation Measure CUL-1: Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered archeological resources to a less than significant level. 22 c) Would the project disturb any human remains, including those interred outside of formal cemeteries? (Less Than Significant Impact With Mitigation) Given the lack of known cultural or historical resources associated with the project site and the minor ground disturbance associated with the proposed project, it is not anticipated that human remains would be encountered during the course of project construction. Nevertheless, there is a possibility that human remains could be present and accidental discovery could occur. If during project construction, subsurface construction activities damaged previously undiscovered human remains, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. Potential Impact: Surface construction activities could potentially damage or destroy previously undiscovered human remains. Mitigation Measure CUL-1: Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered human remains to a less than significant level. Sources of Information • Contra Costa County General Plan 2005-2020. Open Space Element. 6. ENERGY – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or operation? b) Conflict with or obstruct a state or local plan for renewable energy or energy efficiency? SUMMARY: a) Would the project result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary consumption of energy resources, during project construction or operation? (Less than Significant Impact) Environmental effects related to energy include a project’s energy requirements and its energy use efficiencies by amount and fuel type during construction and operation; the effects of the project on local and regional energy supplies; the effects of the project on peak and base period demands for electricity and other forms of energy; the degree to which the project complies with existing energy standards; the effects of the project on energy resources; and the project’s projected transportation energy use requirements and its overall use of efficient transportation 23 alternatives, if applicable. The following factors demonstrate a project’s significance in relation to these effects: (1) Why certain measures were incorporated in the project and why other measures were dismissed; (2) The potential of siting, orientation, and design to minimize energy consumption, including transportation energy, increase water conservation and reduce solid- waste; (3) The potential for reducing peak energy demand; (4) Alternate fuels (particularly renewable ones) or energy systems; and (5) Energy conservation which could result from recycling efforts. The solar project has been designed to provide additional renewable energy to the electrical grid. The project would be interconnected to existing PG&E utility lines located on existing utility poles on and adjacent to the project site. Fossil fuel based energy consumption during construction of the facilities are not expected to be significant when considered in the context of the overall clean- energy production resulting from the renewable energy project. Thus, given that the project would provide renewable energy generation for off-site consumption, it is not be considered to be wasteful, inefficient, or have unnecessary consumption of energy resources. Therefore, a less than significant impact is expected. b) Would the project conflict with or obstruct a state or local plan for renewable energy or energy efficiency? (No Impact) The Contra Costa County Climate Action Plan (CAP) includes a number of Green House Gas (GHG) emission reduction strategies. The strategies include measures such as implementing standards for green buildings and energy-efficient buildings, reducing parking requirements, and reducing waste disposal. Furthermore, the CAP specifically calls for the development of additional solar energy production resources in the County. The project would not conflict with the policies outlined in the CAP. Furthermore, the proposed project would increase the production of renewable energy in Contra Costa County. The proliferation of such projects in the County will allow reduced reliance on energy generated from fossil fuels and thereby reduce GHG production. Thus, the proposed project is in furtherance of the goals of the Climate Action Plan and would have no impact conflicting with its implementation. Sources of Information • Contra Costa County, 2015. Municipal Climate Action Plan. 7. GEOLOGY AND SOILS – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury or death involving: 24 i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? ii) Strong seismic ground shaking? iii) Seismic-related ground failure, including liquefaction? iv) Landslides? b) Result in substantial soil erosion or the loss of topsoil? c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse? d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial direct or indirect risks to life or property? e) Have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater? f) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature? SUMMARY: a) Would the project directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury or death involving: i) Rupture of a known earthquake fault, as delineated on the most recent Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based on other substantial evidence of a known fault? (Less Than Significant Impact) The California Geological Survey (CGS) has delineated Alquist-Priolo (A-P) zones along the known active faults in California. The California Earthquake Hazards Zone Application ("EQ Zapp") is an online map that provides the location of A-P zones to check whether a property is in an earthquake hazard zone. According to the EQ Zapp map, the project sites are not within a earthquake hazard area. As a result, the potential impact from surface fault rupture would be less than significant. ii) Strong seismic ground shaking? (Less Than Significant Impact) Figure 10-4 (Estimated Seismic Ground Response) of the County General Plan Safety Element identifies the site in an area rated “Moderate-Low” damage susceptibility. The risk of structural damage from ground shaking is regulated by the building code and the County Grading Ordinance. The building code requires use of seismic parameters which allow structural engineers to design structures based on soil profile types and proximity of faults 25 deemed capable of generating strong violent earthquake shaking. Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from seismic ground shaking would be considered to be less than significant. iii) Seismic-related ground failure, including liquefaction? (Less Than Significant Impact) According to the Figure 10-5 (Estimated Liquefaction Potential) of the County General Plan Safety Element, the site is located in an area of “Moderate to Low” liquefaction potential. The predominant soil type within the Project Area consists Marcuse Clay soil, as mapped by the NRCS (NRCS 2023). The soils on the site are considered to be “moderately expansive.” Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from seismic-related ground failure would be considered to be less than significant. iv) Landslides? (Less Than Significant Impact) In 1975 the United States Geological Survey (USGS) issued photo-interpretation maps of landslide and other surficial deposits of Contra Costa County. This mapping is presented on page 10-24 of the Safety Element of the County General Plan. According to this USGS map, there are no suspected landslides in proximity of the proposed project. It should be recognized that the USGS landslides are mapped solely on the basis of geologic interpretation of stereo pairs of aerial photographs analyzed by an experienced USGS geologist. The mapping was done without the benefit of a site visit or any subsurface data. Furthermore, landslides mapped by the USGS are not classified on the basis of the (a) activity status (i.e. active or dormant), (b) depth of slide plane (shallow or deep seated), or (c) type of landslide deposit, and they do not show landslides that have formed since 1975. Consequently the USGS map is not a substitute for a detailed site-specific investigation. Nevertheless, the map fulfills its function, which is to flag sites that may be at risk of landslide damage, where detailed geologic and geotechnical investigations are required to evaluate risks and develop measures to reduce risks to a practical minimum. Thus, a less than significant impact can be expected regarding landslide hazards. b) Would the project result in substantial soil erosion or the loss of topsoil? (Less Than Significant Impact) The project site is largely level and the project would create minimal additional impervious surfaces. The stormwater on the project site would be allowed to percolate on site. It is expected that runoff from the solar arrays will disperse onto the grass-covered space between and underneath the arrays. Based on the insignificant amount of additional impervious surface, no significant soil erosion or loss of topsoil is expected. Thus, a less than significant impact from soil erosion or top soil loss is expected. 26 c) Would the project be located on a geologic unit or soil that is unstable, or that would become unstable as a result of the project and potentially result in on- or off-site landslide, lateral spreading, subsidence, liquefaction or collapse? (Less Than Significant Impact) As discussed in a) iii above, the project site is in an area that has “moderate to low” liquefaction potential. Building and grading regulations can be expected to keep risks within generally acceptable limits. Additionally, the project does not propose and buildings or structures intended for human occupancy. Thus, the environmental impact from an unstable geologic unit or soil would be considered to be less than significant. d) Would the project be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994), creating substantial direct or indirect risks to life or property? (Less Than Significant Impact) With regard to its engineering properties, the underlying Marcuse Clay soil is considered moderately expansive. Generally, soils with a clay component are more prone to expansion. The expansion and contraction of soils could cause cracking, tilting, and eventual collapse of structures. However, building and grading regulations can be expected to keep risks within generally accepted limits. Thus, the environmental impact from a moderately expansive soil would be considered to be less than significant. e) Would the project have soils incapable of adequately supporting the use of septic tanks or alternative wastewater disposal systems where sewers are not available for the disposal of wastewater? (No Impact) The project does not require a septic or wastewater-disposal system. Since the facilities are unmanned, they would not have any sanitary facilities, therefore, no impact is expected. f) Would the project directly or indirectly destroy a unique paleontological resource or site or unique geologic feature? (Less Than Significant Impact With Mitigation) Similar to archaeological resources, there is a possibility that previously undiscovered buried fossils and other paleontological resources could be present and accidental discovery could occur. If during project construction, subsurface construction activities damaged previously undiscovered historic and prehistoric resources, there could be a potentially significant impact. Mitigation Measure CUL-1 would reduce the potentially significant impact to a less than significant level. No unique geologic features exist on the site. Thus, a less than significant impact would be expected with the included mitigations. Potential Impact: There is a possibility that buried fossils and other paleontological resources could be present and accidental discovery could occur. Mitigation Measure CUL-1: Implementation of mitigations measure CUL- 1 would reduce the impact on previously undiscovered paleontological resources to a less than significant level. 27 Sources of Information • California Department of Conservation. EQ Zapp: California Earthquake Hazards Zone Application. Accessed January 17, 2023. • Contra Costa County General Plan, 2005-2020. Safety Element. • United States Department of Agriculture, Natural Resources Conservation Service. Web Soil Survey. Accessed January 17, 2023. http://websoilsurvey.nrcs.usda.gov 8. GREENHOUSE GAS EMISSIONS – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment? b) Conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases? SUMMARY: a) Would the project generate greenhouse gas emissions, either directly or indirectly, that may have a significant impact on the environment? (Less Than Significant Impact) Greenhouse gases are gases that trap heat in the atmosphere and contribute to global climate change. Greenhouse gases include gases such as carbon dioxide, methane, nitrous oxide, and various fluorocarbons commonly found in aerosol sprays. Typically, a single residential or commercial construction project in the County would not generate enough greenhouse gas (GHG) emissions to substantially change the global average temperature; however, the accumulation of GHG emissions from all projects both within the County and outside the County has contributed and will contribute to global climate change. Senate Bill 97 directed the Governor’s Office of Planning and Research (OPR) to develop CEQA Guidelines for evaluation of GHG emissions impacts and recommend mitigation strategies. In response, OPR released the Technical Advisory: CEQA and Climate Change, and proposed revisions to the State CEQA guidelines (April 14, 2009) for consideration of GHG emissions. The California Natural Resources Agency adopted the proposed State CEQA Guidelines revisions on December 30, 2009 and the revisions were effective beginning March 18, 2010. The bright-line numeric threshold of 1,100 MT CO2/yr is a numeric emissions level below which a project’s contribution to global climate change would be less than “cumulatively considerable.” This emissions rate is equivalent to a project size of approximately 60 single-family dwelling units. Future construction activities for the solar energy facility could generate some GHG emissions; however, the operation of the facility is intended to supply energy to the grid that would expectedly replace energy generated from fossil-fuel dependent energy sources, thereby resulting in a reduction of GHG emission in the County during the designed 25-year operational phase of 28 the project. Considering the temporary nature of the construction phase of the project the project would not expectedly result in a significant adverse environmental impact related to GHG emissions, and would likely be offset by the renewable energy provided by the facility. As the project will not exceed the 1,100 MT CO2/yr screening criteria, the project would not result in the generation of GHG emissions that exceed the threshold of significance. b) Would the project conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the emissions of greenhouse gases? (Less Than Significant Impact) At a regional scale, the BAAQMD adopted the Bay Area 2017 Clean Air Plan that addresses GHG emissions as well as various criteria air pollutants. The BAAQMD Plan included a number of pollutant reduction strategies for the San Francisco Bay air basin. The provision of additional renewable energy can be expected to reduce reliance on other non-renewable sources and, thus, reduce pollutant levels from combustion based sources. Additionally, by providing additional renewable electricity for the grid, the availability of clean electricity for zero-emission vehicles marginally would increase. Within Contra Costa County, the Contra Costa County Board of Supervisors convened a Climate Change Working Group (CCWG) in May 2005, to identify existing County activities and policies that could reduce GHG emissions. In November 2005, the CCWG presented its Climate Protection Report to the Board of Supervisors, which included a list of existing and potential GHG reduction measures. This led to the quantification of relevant County information on GHGs in the December 2008 Municipal Climate Action Plan. In April 2012, the Board directed the Department of Conservation and Development to prepare a Climate Action Plan (CAP) to address the reduction of GHG emissions in the unincorporated areas of the County. In December 2015, the Climate Action Plan was adopted by the Board of Supervisors. The Climate Action Plan includes a number of GHG emission reduction strategies. The strategies include measures such as promoting the development of local solar energy production. Thus, the project would be consistent with the local policy. The project does not conflict with any other policies outlined in the CAP. Furthermore, as other measures identified in the CAP are recommendations and not requirements, the project would not conflict with the CAP and thus would not be considered to have a significant impact. Sources of Information • Bay Area Air Quality Management District, 2017. Bay Area 2017 Clean Air Plan. • Bay Area Air Quality Management District, 2017. Air Quality Guidelines. • Contra Costa County Code, Title 8. Zoning Ordinance. • Contra Costa County, 2015. Climate Action Plan. 29 9. HAZARDS AND HAZARDOUS MATERIALS – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials? b) Create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the release of hazardous materials into the environment? c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school? d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would create a significant hazard to the public or the environment? e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project result in a safety hazard or excessive noise for people residing or working in the project area? f) Impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan? g) Expose people or structures, either directly or indirectly, to a significant risk of loss, injury or death involving wildland fires? SUMMARY: a) Would the project create a significant hazard to the public or the environment through the routine transport, use, or disposal of hazardous materials? (Less Than Significant Impact) Subsequent to approval of the Land Use Permit, it is expected that the solar energy facilities would be constructed. There would be associated use of fuels, lubricants, paints, and other construction materials during the construction period. The use and handling of hazardous materials during construction would occur in accordance with applicable federal, state, and local laws, including California Occupational Health and Safety Administration (Cal/OSHA) requirements. With compliance with existing regulations, the project would have a less than significant impact from construction. Contra Costa County Ordinance Code Chapter 450-2 provides regulations administered by the Contra Costa County Department of Health Services, regarding hazardous material response plans, inventories, and risk management. Contra Costa County Ordinance Code Section 450- 2.008(b) requires the establishment of a Hazardous Materials Business Plan (HMBP), if necessary, 30 that specifies the use, quantities, storage, transportation, disposal and upset conditions for hazardous materials in accordance with state and county regulations. Thus, an HMBP may be required to ensure no significant public exposure from the potential use of hazardous materials at the project site because the solar energy facilities would have battery storage, which may be covered by the ordinance. A Condition of Approval will be added if the project is approved, requiring evidence that it has complied with County Code Chapter 450-2 prior to commencement of business activities. Compliance with County regulations would ensure this impact would be less than significant. b) Would the project create a significant hazard to the public or the environment through reasonably foreseeable upset and accident conditions involving the likely release of hazardous materials into the environment? (Less Than Significant Impact) The proposed commercial solar energy generation use of the site would involve the storage of energy in a lithium ion battery storage system. The battery energy storage system site is not near any residential uses or critical facilities such as a hospital or fire station. Additionally, large quantities of hazardous materials are not required as part of construction, operation, or decommissioning of the proposed Project. While lithium ion batteries can be flammable, their installation would be required to meet all applicable California Fire Codes. Furthermore, a HMBP may be required to ensure no significant public exposure from the release of hazardous materials at the project site. As described above, a Condition of Approval will be added if the project is approved, requiring evidence that it has complied with Contra Costa County Ordinance Code Chapter 450-2 prior to operation of the facility. Compliance with County regulations would ensure this impact would be less than significant. c) Would the project emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or waste within one-quarter mile of an existing or proposed school? (No Impact) The nearest schools are the Vista Oaks Charter and Excelsior Middle Schools, located approximately 0.6 miles west of the project site. Given the distance from the proposed facility, and that the project would not be expected to release hazardous materials into the environment, no impact on the schools are expected. d) Would the project be located on a site which is included on a list of hazardous materials sites compiled pursuant to Government Code Section 65962.5 and, as a result, would it create a significant hazard to the public or the environment? (No Impact) A review of regulatory databases maintained by County, State, and federal agencies found no documentation of hazardous materials violations or discharge on the subject property or within one mile of the project site. The site is not listed on the State of California Hazardous Waste and Substance Sites (Cortese) List. California Government Code section 65962.5 requires the California Environmental Protection Agency to develop at least annually an updated Cortese List. The Cortese List is a planning document with hazardous material contaminated site information, used by the State, local agencies and developers to comply with the California Environmental 31 Quality Act. Considering that neither the project site nor the surrounding area is identified on the Cortese list, the project would expectedly have no impacts relating to hazardous materials sites. e) For a project located within an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project result in a safety hazard or excessive noise for people residing or working in the project area? (No Impact) The project site is located with the Byron Airport Influence Area, Compatibility Area D. According to Byron Airport Policies within the County Airport Land Use Compatibility Plan, there are no restrictions to allowable intensities for residential or nonresidential activities in Zone D. No specific land uses are prohibited in Zone D. The only specific limitations applicable to Zone D include height limitations, with the Airport Land Use Compatibility Plan stating “Generally, there is no concern with any object up to 100 feet tall unless it is a solitary object (e.g. an antenna) more than 35 feet taller than other nearby objects”. The project includes the installation of solar support structures with a maximum height of approximately 16 feet. Thus, the project does not involve any elements approaching the Zone D height limitations. Thus, there would not be any expected hazard related to a public airport or public use airport. f) Would the project impair implementation of or physically interfere with an adopted emergency response plan or emergency evacuation plan? (Less Than Significant Impact) The proposed project would not impair implementation of or physically interfere with the County’s adopted emergency response plan related to Byron Highway or Byer Road or the project site. Thus, project impacts on emergency response would be a less than significant. With respect to proposed onsite improvements, the East Contra Costa Fire Protection District has reviewed the project plans and provided routine comments for the site. Furthermore, construction drawings are subject to Fire District review to ensure compliance with applicable fire codes prior to the issuance of a building permit for the project. The project site is adjacent to Byer Road, ¾ east of Byron Highway. The addition of the solar energy facilities would not add any population to the area and is, thus, not expected to have a significant impact on emergency response or emergency evacuation plans. g) Would the project expose people or structures, either directly or indirectly, to a significant risk of loss, injury or death involving wildland fires? (Less Than Significant Impact) The commercial solar facilities would largely operate remotely or autonomously and will not require regular personnel visits to the site. Thus, the project is not expected to expose people or structures either directly or indirectly to a significant risk from wildland fires. Sources of Information • California Department of Forestry and Fire Protection (CalFire). 2009. Very High Fire Hazard Severity Zones in LRA Map. • Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. 32 • Contra Costa County General Plan, 2005-2020. Transportation and Circulation Element. 10. HYDROLOGY AND WATER QUALITY – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or ground water quality? b) Substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the project may impede sustainable groundwater management of the basin? c) Substantially alter the existing drainage pattern of area, including through the alteration of the course of a stream or river or through the addition of impervious surfaces, in a manner which would: i) Result in substantial erosion or siltation on- or off-site? ii) Substantially increase the rate or amount of surface runoff in a manner which would result in flooding on- or off-site? iii) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff? iv) Impede or redirect flood flows? d) In flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation? e) Conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan? SUMMARY: a) Would the project violate any water quality standards or waste discharge requirements or otherwise substantially degrade surface or ground water quality? (Less Than Significant Impact) The proposed project would comply with applicable water quality and discharge requirements. Contra Costa County, the Contra Costa County Flood Control and Water Conservation District, and 16 incorporated cities in the county have formed the Contra Costa Clean Water Program. In October 2009, the Regional Water Quality Control Board for the San Francisco Bay Region (RWQCB) adopted the National Pollutant Discharge Elimination System (NPDES) Municipal Regional Permit for the Program, which regulates discharges from municipal storm drains. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. The County has the authority to enforce compliance with its Municipal Regional Permit through the County’s adopted C.3 33 requirements. The C.3 requirements stipulate that projects creating and/or redeveloping at least 10,000 square feet of impervious surface shall treat stormwater runoff with permanent stormwater management facilities, along with measures to control runoff rates and volumes. The proposed project would add an estimated 4,712 square feet of new impervious surface area associated with a new gravel roadway and equipment pad. This is below the threshold for requiring a stormwater control plan (SWCP), however the applicant is still required to submit a SWCP for small land development with a future building permit application to develop the project. The implementation of all C.3 requirements for small land development ensures that the project will adequately address any additional stormwater runoff resulting from the project. The exceptions to the collect and convey standards can only be approved with the appropriate findings. Based on the applicant’s exception request and proposal, the necessary finding could be made to support the request. Furthermore, the preliminary stormwater control plan has been reviewed by the County’s Public Works division and shows that all stormwater will be managed adequately on site. Thus, with implementation of the practicable stormwater controls, the project would be compliant with applicable water quality standards or waste discharge requirements, resulting in a less than significant impact. b) Would the project substantially decrease groundwater supplies or interfere substantially with groundwater recharge such that the project may impede sustainable groundwater management of the basin? (Less Than Significant Impact) The water service on the property is provided by well water. Since the solar facility would operate largely remotely and autonomously, and does not include any irrigated landscaping, water usage at the sites can be expected to be minimal. The increased impermeable area on the property would likely not reduce the amount of water percolating into ground water aquifers since the water will be directed to percolate elsewhere on the site. Thus, the project would not substantially decrease groundwater supplies or interfere with groundwater recharge. c) Would the project substantially alter the existing drainage pattern of the area, including through the alteration of the course of a stream or river or through the addition of impervious surfaces, in a manner which would: i) Result in substantial erosion or siltation on- or off-site? (Less Than Significant Impact) The proposed project would not substantially alter the drainage pattern of the site or area or result in substantial erosion or siltation. The grading pattern of the property would expectedly maintain the existing drainage patterns on site. Accordingly, the proposed project would not result in substantial erosion or siltation. ii) Substantially increase the rate or amount of surface runoff in a manner which would result in flooding on- or off-site? (Less Than Significant Impact) 34 As described previously, the proposed project would not substantially alter the existing drainage pattern of the site or area. Thus, there would not be a significant risk due to an increase in the project-related volume of runoff that would result in onsite or off-site flooding. iii) Create or contribute runoff water which would exceed the capacity of existing or planned stormwater drainage systems or provide substantial additional sources of polluted runoff? (Less Than Significant Impact) The County Public Works Department has reviewed the application submittal and determined that a preliminary stormwater control plan is not required and that proposed onsite surface drainage regimen would be appropriate for the area. Accordingly, the proposed project would not exceed the capacity of any existing stormwater system. iv) Impede or redirect flood flows? (No Impact) The improvements on the site are not expected to create any barrier that would impede or redirect flood flows, should flooding occur. d) In flood hazard, tsunami, or seiche zones, would the project risk release of pollutants due to project inundation? (Less Than Significant Impact) According to Flood Insurance Rate Maps (FIRM) 06013C0510G the development area is located in a Special Flood Hazard Zone (B), indicating that the area has a 0.2% annual chance flood hazard. The proposed project would not be susceptible to inundation by seiche or tsunami. The California Geological Survey (2009) has projected and mapped the tsunami hazard posed by a tidal wave that passes through the Golden Gate and into San Francisco Bay, San Pablo Bay and Carquinez Strait. The project site is not included in the inundation area on any tsunami hazard map. e) Would the project conflict with or obstruct implementation of a water quality control plan or sustainable groundwater management plan? (Less Than Significant Impact) As stated above, the proposed project would comply with applicable water quality and discharge requirements. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. Thus, the project would not conflict with or obstruct implementation of a water quality control plan. The Sustainable Groundwater Management Act (SGMA), effective January 1, 2015, established a framework of priorities and requirements to facilitate sustainable groundwater management throughout the State. The intent of SGMA is for groundwater to be managed by local public agencies and newly-formed Groundwater Sustainability Agencies (GSAs) to ensure a groundwater basin is operated within its sustainable yield through the development and implementation of a Groundwater Sustainability Plans (GSP). The project is located near the San 35 Joaquin Valley – East Contra Costa basin management area, which is Medium Priority groundwater basin based on the Groundwater Basin Prioritization by the State Department of Water Resources (DWR). Given that the project would not rely on groundwater or impact water percolation, a less than significant impact to the basin is expected. Sources of Information • California Department of Water Resources. https://water.ca.gov/Programs/Groundwater- Management • Federal Emergency Management Agency (FEMA). National Flood Insurance Rate Map (FIRM). https://www.fema.gov/national-flood-insurance-program-flood-hazard-mapping. 11. LAND USE AND PLANNING – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Physically divide an established community? b) Cause a significant environmental impact due to conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental effect? SUMMARY: a) Would the project physically divide an established community? (No Impact) Development of the proposed project would not physically divide an established community. The proposed project would occur on an agricultural parcel within a rural commercial agricultural area. The community of Byron is approximately 0.75 miles west of the project and would not be impacted. b) Would the project cause a significant environmental impact due to conflict with any land use plan, policy, or regulation adopted for the purpose of avoiding or mitigating an environmental effect? (Less Than Significant Impact) General Plan The proposed project would conform to the applicable General Plan land use designation. The site’s current land use designation is AL, Agricultural Lands. Commercial solar energy facilities are an allowed use within the AL designation following the issuance of a Land Use Permit. The Contra Costa General Plan contains the following relevant policies related to the project. 3-68. Support the concept of allowing for multiple uses, compatible with the predominantly agricultural watershed and public purposes of the area. Preserve designated agricultural lands for 36 agricultural use, and also to allow certain other uses in the area, such as wind energy farms, mineral extraction, and reservoirs. 3-69. The Southeast County area is almost exclusively planned for agricultural, watershed, or public purposes. New land uses within this plan area should be limited to those which are compatible to the primary agricultural and watershed purposes of the area (farming, ranching, poultry raising, animal breeding, aviaries, apiaries, horticulture, floriculture and similar agricultural uses and structures) and consistent with the multiple use philosophy enumerated by this plan. Subject to specific project review and the policies listed within this plan, the following uses are generally consistent with the planned agricultural areas: (a) Public and private outdoor recreational facilities; (b) Dude ranches, riding academies, stables; (c) Wind energy conversion systems; (d) Single family residences on larger lots; (e) Mineral resources quarrying; (f) Oil and gas wells; (g) Pipelines and transmission lines; and (h) Veterinarian offices and kennels. (i) Public purpose uses. 9-31. Within the Southeast County area, applicants for subdivision or land use permits to allow nonresidential uses shall provide information to the County on the nature and extent of the archeological resources that exist in the area. The County Planning Agency shall be responsible for determining the balance between multiple use of the land and protection of resources. These policies highlight the County’s longstanding interest in preserving agricultural lands in east Contra Costa County. They also state that the County should balance the preservation of agricultural use with certain other beneficial uses. The provision of solar energy in the County has become a priority as utilization on renewable energy has become desirable. The County has identified a select area of East County for solar development by applying filters to identify the lands most suitable for commercial solar development. These filters included slope, natural land cover, soil quality and classifications, zoning overlay status, General Plan land use designation, elevation, proximity to transmission lines and substations, and other factors. By including properties with necessary attributes for commercial solar development and excluding major agricultural and sensitive habitat resources, the allowed area, as designated in the solar generation combining district, balances the County’s interest in encouraging local renewable energy with its long-term planning considerations in East County. Since the proposed project is located within this area, the facility would not conflict with the County’s policies related to preservation of agriculture in East County. Zoning Commercial solar energy generation facilities are allowed in the A-3 agricultural zoning district and the Solar Energy Generation Combining District in which the subject property is located. When combined with the -SG combining district, commercial solar facilities are allowed in agriculturally zoned districts. Furthermore, as required by the County’s solar ordinance, the sites would be required to be restored to their pre-project agricultural state, following the solar generation use. 37 The facilities would also meet the applicable setbacks for the underlying zoning districts. Specifically, the A-3 designation of the project site requires 25-foot side yard, front yard, and rear yard setbacks, which are all met by the proposed project. In accordance with the County’s Solar Ordinance, no ground mounted array would exceed 25 feet in height. Additionally, the facility would avoid septic systems and aquatic habitat areas, as required by the ordinance. Thus, the impact would be considered less than significant. Sources of Information • Contra Costa County Code, Title 8, Zoning Ordinance. • Renewable America, LLC. Ranch Sereno Clean Power. (Project Plans). Received 10/10/2022. • Contra Costa County General Plan 2005-2020. Land Use Element. 12. MINERAL RESOURCES – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state? b) Result in the loss of availability of a locally- important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan? SUMMARY: a) Would the project result in the loss of availability of a known mineral resource that would be of value to the region and the residents of the state? (No Impact) Known mineral resource areas in the County are shown on Figure 8-4 (Mineral Resource Areas) of the General Plan Conservation Element. No known mineral resources have been identified in the project vicinity, and therefore the proposed project would not result in the loss of availability of any known mineral resource. b) Would the project result in the loss of availability of a locally-important mineral resource recovery site delineated on a local general plan, specific plan or other land use plan? (No Impact) The project site is not within an area of known mineral importance according to the Conservation Element of the General Plan, and therefore, the project would not impact any mineral resource recovery site. Sources of Information • Contra Costa County General Plan 2005-2020. Conservation Element. 38 SUMMARY: a) Would the project result in generation of a substantial temporary or permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies?(Less Than Significant Impact) Activities at the project site are not expected to expose persons to, or generate, noise levels in excess of the Community Noise Exposure Levels shown on Figure 11-6 of the General Plan Noise Element. Figure 11-6 shows that levels of 75 dB or less are normally acceptable and noise levels between 70 dB to 80 dB are conditionally acceptable in agricultural areas. Types and levels of noise generated from the uses associated with the proposed solar facility would be similar to – if not quieter than - noise levels from the existing agricultural uses in the area. Operation of construction equipment could result in temporary noise impacts in the immediate vicinity. However, no sensitive uses are located near the project site. The nearest sensitive receptors (Excelsior Middle School and Vista Oaks Charter) are located approximately 0.6 miles west of the project. Furthermore, use of heavy equipment would be temporary and cease once construction is complete. Considering the temporary nature of construction noise impacts and the distance to the nearest sensitive receptors, project noise impacts to surrounding land uses would be less than significant. 13. NOISE – Would the project result in: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Generation of a substantial temporary or permanent increase in ambient noise levels in the vicinity of the project in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies? b) Generation of excessive groundborne vibration or groundborne noise levels? c) For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project expose people residing or working in the project area to excessive noise levels? 39 b) Would the project result in generation of excessive groundborne vibration or groundborne noise levels? (Less Than Significant Impact) Operation of construction equipment could result in perceptible levels of ground-borne vibration in the immediate vicinity. However, no sensitive uses are located near the project sites. Furthermore, use of heavy equipment would be temporary and cease once construction is complete. Therefore, this impact would be less than significant. c) For a project located within the vicinity of a private airstrip or an airport land use plan or, where such a plan has not been adopted, within two miles of a public airport or public use airport, would the project expose people residing or working in the project area to excessive noise levels? (Less Than Significant Impact) The project does not include a residential component and the operation of the facility would largely be done remotely or autonomously; thus, the project would not expose people residing or working in the project area to excessive noise levels. Sources of Information • Contra Costa County General Plan, 2005-2020, Noise Element. • Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. 14. POPULATION AND HOUSING – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Induce substantial unplanned population growth in an area, either directly (e.g., by proposing new homes and businesses) or indirectly (e.g., through extension of roads or other infrastructure)? b) Displace substantial numbers of existing people or housing, necessitating the construction of replacement housing elsewhere? SUMMARY: a) Would the project induce substantial unplanned population growth in an area, either directly (e.g., by proposing new homes and businesses) or indirectly (e.g., through extension of roads or other infrastructure)? (Less Than Significant Impact) The proposed project would result in the development of a commercial solar energy generation facility. The facility would largely be operated remotely and autonomously, thus addition to the population because of the project is not expected. 40 The electricity produced at the sites would be connected to the existing PG&E electrical grid and is expected to replace other non-renewable sources of electricity. Thus, the facilities would not be an extension of infrastructure in the area. b) Would the project displace substantial numbers of existing people or housing, necessitating the construction of replacement housing elsewhere? (No Impact) The project site is currently an agricultural property, and does not include any dwelling units. Thus, the proposed project would not displace any existing housing and does not affect housing inventory in the County. 15. PUBLIC SERVICES – Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Fire Protection? b) Police Protection? c) Schools? d) Parks? e) Other public facilities? SUMMARY: Would the project result in substantial adverse physical impacts associated with the provision of new or physically altered governmental facilities, need for new or physically altered governmental facilities, the construction of which could cause significant environmental impacts, in order to maintain acceptable service ratios, response times or other performance objectives for any of the public services: a) Fire Protection?(Less Than Significant Impact) Fire protection and emergency medical response services for the project vicinity are provided by the East Contra Costa Fire Protection District (ECCFPD). As detailed in the comment letter on the proposed project from the Fire Protection District, the project is required to comply with the applicable provisions of the California Fire Code, the California Building Code, and applicable Contra Costa County Ordinances that pertain to emergency access, fire suppression systems, and fire detection/warning systems. Prior to the issuance of building permits, the construction drawings would be reviewed and approved by the ECCFPD. As a result, potential impacts of the proposed project relating to fire protection would be less than significant. 41 b) Police Protection? (Less Than Significant Impact) Police protection services in the project vicinity are provided by the Contra Costa County Sheriff’s Office, which provides patrol service to the Byron area. The addition of the solar facilities in the project area would not significantly affect the provision of police services to the area. c) Schools? (Less Than Significant Impact) The project is not expected to have an impact on population, thus, there would be a less than significant impact on the provision of schools. d) Parks? (Less Than Significant Impact) As stated above, the project is not expected to induce population growth in the area; thus a less than significant impact on the provision of parks is expected. e) Other public facilities? (Less Than Significant Impact) Impacts to other public facilities, such as hospitals and libraries are usually caused by substantial increases in population. Implementation of the proposed project is not anticipated to induce population growth. The project is not anticipated to create substantial additional service demands besides those which have been preliminarily reviewed by various agencies of Contra Costa County, or result in adverse physical impacts associated with the delivery of fire, police, schools, parks, or other public services. Therefore, the impact to hospitals, libraries or other public facilities would be less than significant. Sources of Information • Contra Costa County Fire Protection District. June 20, 2022. Agency Comment Letter. 16. RECREATION Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Would the project increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated? b) Does the project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment? 42 SUMMARY: a) Would the project increase the use of existing neighborhood and regional parks or other recreational facilities such that substantial physical deterioration of the facility would occur or be accelerated? (No Impact) As stated above, the project is not expected to induce population growth in the area. The construction of a commercial solar facility would expectedly have no impact resulting in an increase in use of the parks and recreational facilities. b) Does the project include recreational facilities or require the construction or expansion of recreational facilities, which might have an adverse physical effect on the environment? (No Impact) As stated above, the project is not expected to induce population growth in the area. The project does not involve the construction or expansion of recreational facilities. Therefore, the project will have no adverse physical effects on the environment in this regard. 17. TRANSPORTATION – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle, and pedestrian facilities? b) Conflict or be inconsistent with CEQA Guidelines Section 15064.3(b)? c) Substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)? d) Result in inadequate emergency access? SUMMARY: a) Would the project conflict with a program, plan, ordinance or policy addressing the circulation system, including transit, roadway, bicycle, and pedestrian facilities? (Less Than Significant Impact) Policy 4-c of the Growth Management Element of the General Plan requires a traffic impact analysis of any project that is estimated to generate 100 or more AM or PM peak-hour trips. Since the project would yield less than 100 peak-hour AM or PM trips, the proposed project would not conflict with the circulation system in the Byron area. b) Would the project conflict or be inconsistent with CEQA Guidelines Section 15064.3(b)? (Less Than Significant Impact) 43 The project would not increase the capacity of the electrical system and would, therefore, not induce any population or generate new vehicle trips. There would be the potential to generate vehicle trips during construction; however, these trips would be temporary and cease after construction is complete. The CEQA thresholds of significance (“TOS”) impact criteria are provided in the Contra Costa County Transportation Analysis Guidelines (TAG), and require the proposed project’s transportation impact analysis to compare the VMT per person/employee to the VMT per person/employee for the County or Bay Area region. A proposed project should be considered to have a significant impact if the project VMT is greater than: 15% below the Bay Area average commute VMT per employee. Since the facilities would be operated remotely and largely autonomously, the project’s impact in vehicles miles traveled would be less than significant. c) Would the project substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous intersections) or incompatible uses (e.g., farm equipment)? (Less Than Significant Impact) The project site is located on private property accessed from Byer Road. The driveway would be constructed or improved to meet the County’s design guidelines ingress and egress and, thus, would not be considered hazardous. Therefore, the project would result in a less than significant impact due to design features or incompatible uses. d) Would the project result in inadequate emergency access? (Less Than Significant Impact) Construction activities would occur on the project site but would not restrict access for emergency vehicles traveling to or nearby the project site. During operation of the project, emergency access to the site would be provided by on site roadways. Therefore, operation of the proposed project would not result in inadequate emergency access, and a less than significant impacts would occur. Sources of Information • Contra Costa County Transportation Analysis Guidelines. 18. TRIBAL CULTURAL RESOURCES – Would the project cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section 5020.1(k)? 44 b) A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1? SUMMARY: Would the project cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is: (Less Than Significant Impact With Mitigation) a) Listed or eligible for listing in the California Register of Historical Resources, or in a local register of historical resources as defined in Public Resources Code section 5020.1(k)? (Less Than Significant Impact With Mitigations) As discussed in Sections 5.a through 5.c above, no historical resources have been identified on the project site. Further, according to the County’s Archaeological Sensitivities map, Figure 9-2, of the County General Plan, the subject site is located in a “Moderately Sensitive Area,” which may contain significant archeological resources. While unlikely since the site is fully disturbed, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Pertaining to the significance of tribal cultural resources, there are no onsite historical resources, pursuant to Public Resources Code section 5020.1(k) that are included in a local register of historic resources. Nevertheless, the expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Implementation of Mitigation Measure CUL- 1 would reduce the impact on cultural resources during project related work to a level that would be considered less than significant. Potential Impact: Construction and grading could cause ground disturbance which may impact heretofore undocumented tribal cultural resources. Mitigation Measure: Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. b) A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1? (Less Than Significant Impact With Mitigation) As discussed in Sections 5.a through 5.c above, no historical resources have been identified on the project site. Further, according to the County’s Archaeological Sensitivities map, Figure 9-2, of the County General Plan, the subject site is in a “Moderately Sensitive Area,” which may 45 contain significant archeological resources. While unlikely since the site is fully disturbed, subsurface construction activities always have the potential to damage or destroy previously undiscovered historic and prehistoric resources. Nevertheless, the expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Implementation of Mitigation Measure CUL- 1 would reduce the impact on cultural resources during project related work to a less than significant level. Potential Impact: The project could cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is a resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1. The expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Mitigation Measure: Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. 19. UTILITIES AND SERVICE SYSTEMS – Would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Require or result in the relocation or construction of new or expanded water, wastewater treatment, or storm water drainage, electric power, natural gas, or telecommunication facilities, the construction or relocation of which could cause significant environmental effects? b) Have sufficient water supplies available to serve the project and reasonably foreseeable future development during normal, dry, and multiple dry years? c) Result in a determination by the wastewater treatment provider, which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments? d) Generate solid waste in excess of State or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals? e) Comply with federal, state, and local management and reduction statutes and regulations related to solid waste? 46 SUMMARY: a) Would the project require or result in the relocation or construction of new or expanded water, wastewater treatment, or storm water drainage, electric power, natural gas, or telecommunication facilities, the construction or relocation of which could cause significant environmental effects? (Less Than Significant Impact) The project is not proposing to construct any new or expanded water, wastewater treatment, stormwater drainage, or telecommunications facilities. The electricity generated by the facilities would be provided to the PG&E grid from existing onsite infrastructure. Thus, the project would not result in any environmental effects from construction of these facilities. A less than significant impact would occur. b) Would the project have sufficient water supplies available to serve the project and reasonably foreseeable future development during normal, dry, and multiple dry years? (Less Than Significant Impact) The project would not induce any growth because the project would not increase capacity over what is provided by the existing electrical grid. Rather, this project is meant to improve existing, aging non-renewable infrastructure. Because operation of the project would not induce population growth, project operation would not increase demand for water supplies. No water is expected to be utilized during operation of the facilities. c) Would the project result in a determination by the wastewater treatment provider, which serves or may serve the project that it has adequate capacity to serve the project’s projected demand in addition to the provider’s existing commitments? (Less Than Significant Impact) Project operation would not generate wastewater; therefore, operation of the proposed project would not exceed wastewater treatment demand beyond the provider’s existing commitments, and no impacts would occur. d) Would the project generate solid waste in excess of State or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals? (Less Than Significant Impact) Construction waste would be hauled to one of the recycling centers and/or transfer stations located in the area. The recycling center and/or transfer station would sort through the material and pull out recyclable materials. Future construction of the proposed project would incrementally add to the construction waste headed to a landfill; however, the impact of the project-related incremental increase would be considered to be less than significant. Furthermore, construction on the project site would be subject to the CalGreen Construction and Demolition Debris Recovery Program administered by the CDD at the time of application for a building permit. The Debris Recovery Program would reduce the construction debris headed to the landfill by diverting materials that could be recycled to appropriate recycling facilities. 47 Operation of the project would not generate municipal solid waste. Therefore, operations would not generate solid waste in excess of state or local standards, or in excess of the capacity of local infrastructure, or otherwise impair the attainment of solid waste reduction goals. Therefore, no operational impacts would occur. e) Would the project comply with federal, state, and local management and reduction statutes and regulations related to solid waste? (No Impact) Operation of the project would not generate municipal solid waste; therefore, operations would not conflict with any federal, state, and local management and reduction statutes and regulations related to solid waste. Therefore, no operational impacts would occur. 20. WILDFIRE – If located in or near state responsibility areas or lands classified as very high fire hazard severity zones, would the project: Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Substantially impair an adopted emergency response plan or emergency evacuation plan? b) Due to slope, prevailing winds, and other factors, exacerbate wildfire risks, and thereby, expose project occupants to pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire? c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks, emergency water sources, power lines or other utilities) that may exacerbate fire risk or that may result in temporary or ongoing impacts to the environment? d) Expose people or structures to significant risks, including downslope or downstream flooding or landslides, as a result of runoff, post-fire slope instability, or drainage changes? SUMMARY: If located in or near state responsibility areas or lands classified as very high fire hazard severity zones, would the project: As discussed in section 9.g above, the project site is no located in a fire hazard area designated by the California Department of Forestry and Fire Protection. The Department of Forestry and Fire Protection’s Very High Fire Hazard Severity Zone Map characterizes this area as a Non-Very High Fire Hazard Severity Zone area. Nevertheless, the County has reviewed the project’s impact on wildfire management. a) Substantially impair an adopted emergency response plan or emergency evacuation plan? (Less Than Significant Impact) 48 The project is in the service district of the East Contra Costa Fire Protection District. The district has reviewed the project and stated that the project proponent must request that the Project site be annexed into the most current Community Facilities District for fire protection and emergency response services, or the developer will provide an alternative funding mechanism acceptable to the East Contra Costa Fire Protection District for the provision of fire protection and emergency response services. If the project is approved, it is the applicant's responsibility to comply with this guidance. However, considering that the project is not located within a Very High Fire Hazard Severity Zone, the project would not result in significant impacts impairing an adopted emergency response plan or emergency evacuation, and no mitigation is appropriate. b) Due to slope, prevailing winds, and other factors, exacerbate wildfire risks, and thereby, expose project occupants to pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire? (No Impact) The facilities would largely be operated remotely or autonomously; thus, no project occupants could be impacted from a wildfire. c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks, emergency water sources, power lines or other utilities) that may exacerbate fire risk or that may result in temporary or ongoing impacts to the environment? (Less Than Significant Impact) The East Contra Costa Fire Protection District has reviewed the project and has not expressed that the project would cause any significant impacts related to the installation of new infrastructure. The new roadways on the properties would meet the minimum requirements set by the Fire District and the County’s Public Works Department. Additionally, the solar facility would tie into existing electrical facilities located on the project site, so limited new infrastructure would be required. All infrastructure would meet the applicable regulatory requirements for design. Thus, a less than significant impact is expected. d) Expose people or structures to significant risks, including downslope or downstream flooding or landslides, as a result of runoff, post-fire slope instability, or drainage changes?(No Impact) The facility would largely be operated remotely or autonomously; thus, no people would be impacted from flooding, landslides, slope instability, or drainage impacts. The building code requires use of parameters which allow structural engineers to design structures based on site characteristics. Quality construction, conservative design and compliance with building and grading regulations can be expected to keep risks to structures within generally accepted limits. Sources of Information • California Department of Forestry and Fire Protection (CalFire). 2009. Very High Fire Hazard Severity Zones in LRA Map. • Agency Comment Letter Byron Solar Facilities. East Contra Costa Fire Protection District. June 20, 2022. 49 21. MANDATORY FINDINGS OF SIGNIFICANCE Environmental Issues Potentially Significant Impact Less Than Significant With Mitigation Incorporated Less Than Significant Impact No Impact a) Does the project have the potential to substantially degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, substantially reduce the number or restrict the range of a rare or endangered plant or animal, or eliminate important examples of the major periods of California history or prehistory? b) Does the project have impacts that are individually limited, but cumulatively considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects.) c) Does the project have environmental effects, which will cause substantial adverse effects on human beings, either directly or indirectly? SUMMARY: a) Does the project have the potential to substantially degrade the quality of the environment, substantially reduce the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-sustaining levels, threaten to eliminate a plant or animal community, substantially reduce the number or restrict the range of a rare or endangered plant or animal, or eliminate important examples of the major periods of California history or prehistory? (Less Than Significant With Mitigation) As discussed in individual sections of this Initial Study, the project to establish a commercial solar facility may impact the quality of the environment (Aesthetics, Air Quality, Biological Resources, Geology, Cultural Resources, and Tribal Cultural Resources) but the impact would be reduced to a less than significant level with the adoption of the recommended Mitigation Measures that are specified in the respective sections of this Initial Study. The project is not expected to threaten any wildlife population, impact endangered plants or animals, or affect state cultural resources with the already identified Mitigation Measures. b) Does the project have impacts that are individually limited, but cumulatively considerable? (“Cumulatively considerable” means that the incremental effects of a project are considerable when viewed in connection with the effects of past projects, the effects of other current projects, and the effects of probable future projects.) (Less Than Significant Impact) The proposed project would not create substantial cumulative impacts. The project site is located adjacent to existing high-power electrical lines and would be tied into the grid from existing 50 infrastructure on the subject property and adjoining public right-of-way. Additionally, the proposed project would be consistent with the existing surrounding agricultural development. c) Does the project have environmental effects, which will cause substantial adverse effects on human beings, either directly or indirectly? (Less Than Significant With Mitigation) This Initial Study has disclosed impacts that would be less than significant with the implementation of Mitigation Measures. All identified Mitigation Measures would be included in the conditions of approval for the proposed project, and the applicant would be responsible for implementation of the measures. As a result, there would not be any environmental effects that would cause substantial adverse effects on human beings, either directly or indirectly. REFERENCES In the process of preparing the Initial Study Checklist and conduction of the evaluation, the following references (which are available for review at the Contra Costa County Department of Conservation and Development, 30 Muir Rd., Martinez, CA 94553) were consulted: • Contra Costa County Code, Title 8, Zoning Ordinance. • Contra Costa County General Plan 2005-2020. Land Use Element. • Contra Costa County General Plan, 2005-2020. Open Space Element. • Contra Costa County General Plan, 2005-2020. Transportation and Circulation Element. • Contra Costa County General Plan, 2005-2020. Safety Element • Contra Costa County General Plan, 2005-2020. Conservation Element • Contra Costa County General Plan, 2005-2020. Noise Element • Contra Costa County Transportation Analysis Guidelines • Renewable America, LLC. Ranch Sereno Clean Power. (Project Plans). Received 10/10/2022. • California Department of Conservation. Accessed January 19, 2023. California Important Farmland Finder. https://maps.conservation.ca.gov/DLRP/CIFF/ • Contra Costa County Renewable Resources Potential Study • Contra Costa County Department of Conservation and Development. Accessed January 23, 2023. 2016 Agricultural Preserves Map. http://www.co.contra-costa.ca.us/DocumentCenter/View/882/Map-of-Properties-Under- Contract?bidId= • Bay Area Air Quality Management District. 2017. Bay Area 2017 Clean Air Plan. • Bay Area Air Quality Management District. 2017. Air Quality Guidelines. • California Department of Fish and Wildlife. Accessed January 24, 2023. CDFW Lands Viewer (ca.gov). • WRA Inc., Biological Resources Assessment. Dated June 2022. • East Contra Costa County Habitat Conservancy. Accessed January 24, 2023. http://www.co.contra-costa.ca.us/depart/cd/water/HCP/. • Contra Costa County, 2015. Municipal Climate Action Plan. • California Department of Conservation. EQ Zapp: California Earthquake Hazards Zone Application. Accessed January 17, 2023. • United States Department of Agriculture, Natural Resources Conservation Service. Web Soil Survey. Accessed January 17, 2023. http://websoilsurvey.nrcs.usda.gov • California Department of Forestry and Fire Protection (CalFire). 2009. Very High Fire Hazard Severity Zones in LRA Map. • Agency Comment Letter Byron Solar Facilities. East Contra Costa Fire Protection District. June 20, 2022. • Contra Costa County, 2000. Contra Costa County Airport Land Use Compatibility Plan. • California Department of Water Resources. https://water.ca.gov/Programs/Groundwater- Management • Federal Emergency Management Agency (FEMA). National Flood Insurance Rate Map (FIRM). https://www.fema.gov/national-flood-insurance-program-flood-hazard-mapping. ATTACHMENTS 1. Vicinity Map 2. Site Plan 3. MMRP Contra Costa County -DOIT GIS Legend 1:36,112 Notes1.10.57 THIS MAP IS NOT TO BE USED FOR NAVIGATION 1.1 0 Miles WGS_1984_Web_Mercator_Auxiliary_Sphere This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. CDLP22-02036 - Vicinity Map City Boundary Unincorporated World Imagery Low Resolution 15m Imagery High Resolution 60cm Imagery High Resolution 30cm Imagery Citations PROJECT SITE © 2022 Microsoft Corporation © 2022 Maxar ©CNES (2022) Distribution Airbus DS BYER ROAD RANCHO SERENO ROAD (NOT IN USE) RENEWABLE AMERICA LLC 4675 Stevens Creek Blvd, Ste 250 Santa Clara, CA 95051 TEL: 408-663-6647 ADMIN@RENEWAM.COM Feet070140 Feet 1:840.0017 14070035 on 10/10/2022 By Contra Costa County Department of Conservation and Development CDLP22-02036 ATTACHMENT 6 FINAL MITIGATED NEGATIVE DECLARATION FINAL MITIGATED NEGATIVE DECLARATION/INITIAL STUDY State Clearinghouse Number (SCH) 2023050650 Ranch Sereno Clean Power Project County File CDLP22-02036 March 4, 2024 I. Introduction: This document constitutes the Final Mitigated Negative Declaration/Initial Study (MND) for the Ranch Sereno Clean Energy Project that consists of a proposed 2.83 megawatt (MW) commercial solar energy generation facility and associated battery energy storage system on the project site. The project proposes interconnection to the existing Pacific Gas & Electric Company electrical distribution system via existing utility poles located within the Byer Road public right -of-way fronting the project site to the north. The above-described improvements require an exception to Division 914 of the County Ordinance Code in order to allow the existing drainage pattern to remain. On May 26, 2023, the Department of Conservation and Development, Community Development Division (CDD), published a draft MND that analyzed potential significant adverse environmental impacts of the proposed project. Pursuant to Section 15073 of the California Environmental Quality Act (CEQA), which requires a minimum 30-day public review period, the draft MND included a 31-day public review period that ended on June 26, 2023. The purpose of the public review period is for the public to submit comments on the adequacy of the environmental analysis in the MND. CDD received written comments from two neighboring property owners, and one agency in response to the publication of the draft MND. The Final MND includes the comments received on the draft MND, responses to the comments received, and one staff-initiated text change to add clarifying information. The text changes are not the result of any new significant adverse environmental impact, do not alter the effectiveness of any mitigation included in the pertinent section, and do not alter any findings in the section. The County Zoning Administrator will consider the environmental record including the draft MND, the Final MND, and the findings therein prior to taking action on the project as a whole. II. Comments Received and Responses: During the May 26, 2023, to June 26, 2023, public review period on the draft MND, CDD received written comments from the owner of 3600 Byer Road (Neighbor 1 - Mr. Gardner), which is the lot abutting the subject property to the west. Additional comments were received from the owner of APN 020-030-019 (Neighbor 2 – Mrs. Morse), a vacant parcel immediately east of the project site. Lastly, agency comments on the draft MND were received from the Central Valley Regional Water Quality Control Board (CVRWQCB). The comments received by CDD are included herein as Attachment A. Following are summaries of the written comments and staff responses to the comments. The comments and responses are organized by topic. A. Aesthetics – Environmental Checklist Section 1 Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 2 Comment 1 (Neighbor 1): Mr. Gardner expressed concern that the project would replace the present “country” aesthetic with a field of steel and glass. Response: The project proposes the construction of solar panel arrays over approximately 7 acres of the subject property for a commercial solar energy generation facility, a land use permitted within the A-3 zoning district. The construction of buildings and/or structural improvements on previously unimproved land does not alone constitute a significant aesthetic impact. The draft MND prepared for the project includes a discussion of potential aesthetic impacts related to the project. The subject property is not located along a scenic route, a scenic highway, or other scenic resource identified within the General Plan, impacts to which can be considered potentially significant. The project would not be prominently visible from the nearest identified County-designated scenic resources, Byron Highway and State Route 4, respectively located 0.5 miles west and 1 mile north of the project site. Additionally, the project does not require the removal of any trees and the property lacks rock outcroppings, historic buildings, or other scenic resources that could be affected by the project. The flat topography of the subject property and surrounding improvements/vegetation are expected to limit the extent to which the project would be visible when viewed from a distance. The project’s location near the termini of two sparsely populated public roads would further limit the potential aesthetic impacts in terms of public views of the project site. As such, given the lack of scenic resources on the subject property and its surroundings, the development of the project site with a permitted land use would involve relatively low potential for aesthetic impacts. In consideration of the foregoing, aesthetic impacts relating to the project are expected to occur at less than significant levels. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 2 (Neighbor 2): Mrs. Morse expressed concern with the project resulting in potential glare during the day, and night views obscured by security lighting. Response: Aesthetic impacts related to lighting and glare are discussed in Section 1a of the draft MND. With respect to lighting, the County solar ordinance prohibits lighting except as necessary for the operation of the facility. Since the facility is unmanned and the solar panels only function during the daytime, the site has minimal need for auxiliary nighttime lighting. The project would expectedly include lighting at the facility access point along the Byer Road frontage, and near the equipment pad to facilitate maintenance of the facility should the need to service any components of the facility arise at night. If approved, the developer will be required to demonstrate compliance with the solar ordinance by providing a lighting plan indicating the location of all light fixtures, as well as a written statement justifying why the light is needed at this location. The project’s compliance with the County solar ordinance would ensure that site lighting would have less than significant impacts in the general vicinity. Due to the fact that the eastern adjacent parcel owned by neighbor 2 lacks habitable structures the land does not appear to be actively farmed, the project would have little opportunity to adversely affect persons on this property due to glare during the day or light pollution at night. The comments do Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 3 not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 3 (Neighbor 2): Mrs. Morse indicates that the value of their property is mainly determined by its value as a scenic rural building site. Response: Mr. & Mrs. Morse are former owners of the project site as listed on Minor Subdivision Application CDMS05-00020, which created the project site and the eastern adjoining parcel. The comments indicate that neighbor 2 has retained the 15-acre parcel adjacent to the east of the project site as an investment as well as to preserve the views and privacy of their daughter, who owns a 5-acre parcel adjoining neighbor 2’s land to the south. Upon conveying the project site via Grant Deed recorded on December 1, 2010, the Morses’ relinquished development rights - as well as the right to preserve existing undeveloped views - over the project site. The project would obstruct western views from within the Morses’ land by constructing solar arrays ranging from 8.7’ to 15.5’ in height, but not in a manner which would constitute potentially significant environmental impact. The extent to which western views would be obstructed is substantially similar to obstructions that would expectedly result from other permitted agricultural land uses such as for orchards or the construction of residential and/or agricultural structures. For example, the area of work was previously planted as an Olive Orchard, which covered most of the land now proposed for solar generation with trees capable of exceeding 20-feet in height when mature. The commercial solar generation facility would in no way prevent the Morses’ from maintaining clear northerly views over their land for the benefit of their daughter’s property, nor from developing their land with residential or agricultural land uses permitted within the A-3-SG zoning district in which it is located. As mentioned previously, there are no scenic highways, scenic vistas, or scenic waterways in the immediate project vicinity, for which the project could adversely affect views of. Additionally, the project would only affect westerly views from the neighboring parcel and would not alter the rural agricultural character of the agricultural lands north, south, and east of their parcel. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. B. Air Quality, Environmental Checklist Section 3 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the construction phase of the project will result in dust affecting their property. Response: The draft MND prepared for the project discusses potential air quality impacts resulting from the project, which includes the potential to expose sensitive receptors to substantial pollutant concentrations, including dust. Since the operation of the facility is emission free, the draft MND specifies that such impacts would be temporary in nature, limited to construction activities to construct the facility. Mitigation Measure AIR-1 was identified therein which would require the applicant to Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 4 implement Bay Area Air Quality Management District Basic Construction Mitigation Measures, including covering of trucks transporting loose materials, regular sweeping of the construction site, on- site speed limits for construction vehicles, and management measures for stockpiles of dirt or sand on site. The implementation of Mitigation Measure AIR-1 will prevent excessive dust during construction activities to the extent practicable. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. C. Biological Resources, Environmental Checklist Section 4 Comment 1 (Neighbor 2): Mrs. Morse expressed concern with the projects impact on wildlife species occurring in the area. Response: The comments report that various wildlife species are observable from their daughters parcel, southeast of the project site, including Great Blue Herons, Egrets, owls, jack rabbits, turtles frogs, & many varieties of hawks. The draft MND prepared for this project included analysis of potential impacts on protect/special status species known to occur in the area. Although Great Blue Herons and Egrets , and many varieties of hawks lack any formal federal or state protective status, they are considered protected under the Migratory Bird Treaty Act, California Fish and Game Code, and the California Environmental Quality Act. The project includes mitigation measure BIO-1 which requires nesting bird surveys prior to ground disturbing activities within nesting season. Since the project does not require the removal of any trees and the area of work is generally devoid of tree cover, minimal impacts to nesting birds are expected to result from the project. However, if nesting birds are discovered within the project area during preconstruction surveys, then appropriate buffer zones shall be established, as determined by a qualified consulting biologist, until the young have fledged or the nest becomes otherwise inactive. The biological resources analysis also includes mitigation measures designed to minimize impacts on protected or special status wildlife species having potential to occur on or around the project site. Mitigation measures BIO-2 through BIO-4 include specific mitigation measures for such species, Western Burrowing Owl, Swainson’s Hawk, and San Joaquin Kit Fox. The comments do not identify any protected or special status species that were not analyzed for the project within the draft MND. Therefore, comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. D. Hazards and Hazardous Materials, Environmental Checklist Section 9 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the commercial solar facility could present health risks related to carcinogens, and that stormwater runoff from the site may introduce toxins into the groundwater. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 5 Response: As discussed within the Hazardous Material section of the draft MND, the operation of commercial solar generation facilities does not involve the routine handling, storage, or transportation of hazardous materials. Staff is not aware of any studies suggesting that there are carcinogenic hazards associated with the routine operation of solar panels, and the comments did not provide any substantiation for this concern. The project is located in an agricultural area of the County where chemicals (e.g. fertilizers and pesticides) are routinely dispersed for the maintenance of crops. Other potential sources of agricultural-related contaminants include the keeping of livestock and management of associated waste. Comparatively speaking, the proposed solar farm would expectedly have a lower potential for introducing contaminants into the environment than the aforementioned agricultural land uses that are typical of lands in this zoning district since the project does not involve the use or storage of hazardous materials. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. E. Hydrology and Water Quality, Environmental Checklist Section 10 Comment 1 (Neighbor 1): Neighbor 1 expressed concern that the commercial solar facility could present health risks related to carcinogens, and that stormwater runoff from the site may introduce toxins into the groundwater. Response: The drainage plan for the project for the site is designed to treat stormwater originating on or traversing the subject property in a manner that maintains the site’s existing drainage pattern. Given that the project would result in only 4,712 square feet of new impervious surface on the 14.27-acre project site, the project would have a negligible effect on the site’s overall drainage. Prior to the issuance of a building permit, the applicant would be required to prepare a stormwater control plan for small land development, to be reviewed and approved by the Engineering Services Division of the Department of Public Works. The final drainage is also subject to compliance with the County Stormwater Management and Discharge Control Ordinance and the National Pollutant Discharge Elimination System. Considering that the routine operation of the facility would not involve the handling or storage of hazardous materials, the potential for stormwater runoff to introduce toxins into the ground water is low relative to typical agricultural land use. The project’s compliance with applicable stormwater management policies will ensure that the project has minimal impact on groundwater quality on and around the project site. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Comment 2 (Central Valley Regional Water Quality Control Board): In a letter dated June 16, 2023, the Central Valley Regional Water Quality Control Board (CVRWQCB) summarized applicable regulations pertaining to protecting the quality of surface and groundwaters of the state – including provisions of the United States Clean Water Act and antidegradation policies within the States Water Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 6 Quality Control Plan for the Sacramento and San Joaquin River Basins. The letter further denotes permitting requirements for certain activities within the Basin, including Construction Storm Water General Permit, Industrial Stormwater General Permit, Clean Water Act Section 404/401 Permits, Waste Discharge Requirement permit, Dewatering Permit, and National Pollutant Discharge Elimination System Permit. Response: Section 10 of the draft MND prepared for this project discusses potential project-related impacts relating to drainage and stormwater management. The MND states that the project, resulting in 4,712 square feet of new impervious surface on the 14.27 -acre project site, would have a negligible effect on the existing drainage pattern for the subject property and surrounding area. The site drainage plan would allow for the stormwaters originating on or traversing the subject property to percolate on site in a manner substantially similar to existing conditions. The onsite detention of stormwaters does not involve discharging concentrated runoff into waterways, or existing storm drainage facilities discharging into waterways. Additionally, the project does not disturb wetlands or any bodies of water (e.g. creek, stream, river, etc.). Further, the routine operation of the commercial solar generation facility does not produce waste, hazardous or otherwise, that could introduce toxins into the environment resulting in degraded groundwater. Based on the above, the report concludes that the project would result in less than significant hydrologic impacts and would not expectedly contribute to degradation of ground water or surface waters to any significant degree. The CVRWQCB comments do not identify potentially significant environmental impacts that were not discussed in the draft MND, nor do they suggest that the findings or conclusions therein are inadequate for the purposes of the environmental review prepared for the proposed project. Therefore, the CVRWQCB comments are considered advisory to the project proponent of permitting requirements that may be applicable to the project prior to the issuance of permits. As such, staff has added clarifying language to section 10a of the draft MND, specifying that construction plans for the facility may be subject to review and further permitting requirements from the United States Army Corps of Engineers (USACE) as well as the CVRQCB if it is determined that the project could affect jurisdictional waters. If approved, the project conditions of approval include advisory notices notifying the project proponent that the final development plans may be subject to additional permitting, including those of the USACE and the CVRWQCB. F. Noise, Environmental Checklist Section 13 Comment 1 (Neighbor 1): The comments expressed concern with noise impacts project construction. Response: Section 13 of the draft MND prepared for the project discusses noise impacts potentially arising from the proposed project. It is specified therein that the General Plan indicates that noise levels of 75dB or lower are normally acceptable, and noise levels between 70-80 dB are conditionally acceptable in agricultural areas. The routine operation of solar panels within the proposed facility would Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 7 involve the use of noise-generating equipment. Thus, the operation of the facility would not exceed the acceptable levels specified within the General Plan. The project would entail temporary noise impacts throughout the construction phase of the project as a result of equipment, vehicles, and construction personnel onsite to build the facility. Considering the temporary nature of the construction phase of the project, as well as the fact that the project does not require mass grading or other substantial alteration to the land, the report concludes that the project construction would not result in a substantial prolonged noise increase for the surrounding area. The comments do not assert any new significant adverse environmental impact not discussed in the draft MND, do not result in any mitigation added to the pertinent section, and do not alter the findings in the section. Additionally, the project site is located in a sparsely populated area, with only two residences (including that owned by Neighbor 1) located within 500 feet of the area of work, and an additional seven within 1,000 feet of the area of work. Each of the aforementioned residences within 1,000 feet of the project site are also located within an Agricultural Zoning District. The County’s Right to Farm Ordinance specifies that lands located near an agricultural operation may at times be subject to noise arising from the operation of machinery (including aircraft) during any time of day or night, as necessitated by agricultural activities. The noise levels associated with project construction activities -only occurring during daytime - would expectedly be consistent with those arising from agricultural operations that routinely occur in this area of the County. The project includes a condition of approval limiting construction hours to weekdays between 8:00am – 5:00 pm and prohibiting work on weekends and holidays. G. Public Services, Environmental Checklist Section 15 Comment 1 (Neighbor 1): The comments expressed concern with electrical fire hazards arising from the operation of the facility. Response: The proposed facility, including the ground mounted arrays and associated electrical work to interconnect to existing PG&E infrastructure within the Byer Road right-of-way, is subject to plan review and inspections to ensure that it is compliant with all applicable provisions of the California Building Code and California Fire Code that are in effect at the time when building permits are submitted. The project has been reviewed by the East Contra Costa Fire Protection Division and their comments did not indicate that there is an increased fire hazard associated with such facilities. Thus, no significant impacts relating to fire risk are expected as a result of the project. III. Staff-Initiated Text Changes This section includes edits to the text of the draft MND. Deleted text is shown with strikethrough text and new text is indicated by double underlined text. The text changes occur in the following location. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 Page 8 Environmental Checklist Section 10. Hydrology and Water Quality The first paragraph of the discussion in Section 10.a of the MND initial study is revised to add clarifying information as follows: The proposed project would comply with applicable water quality and discharge requirements. Contra Costa County, the Contra Costa County Flood Control and Water Conservation District, and 16 incorporated cities in the county have formed the Contra Costa Clean Water Program. In October 2009, the Regional Water Quality Control Board for the San Francisco Bay Region (RWQCB) adopted the National Pollutant Discharge Elimination System (NPDES) Municipal Regional Permit for the Program, which regulates discharges from municipal storm drains. Provision C.3 of the Municipal Regional Permit places requirements on site design to minimize creation of impervious surfaces and control stormwater runoff. The County has the authority to enforce compliance with its Municipal Regional Permit through the County’s adopted C.3 requirements. The C.3 requirements stipulate that projects creating and/or redeveloping at least 10,000 square feet of impervious surface shall treat stormwater runoff with permanent stormwater management facilities, along with measures to control runoff rates and volumes. Construction plans for the facility may be subject to review and further permitting requirements from the United States Army Corps of Engineers (USACE) as well as the Central Valley Regional Water Quality Control Board (CVRWQB), if it is determined that the project could affect jurisdictional waters. It is the applicant’s responsibility to obtain all necessary permits from USACE and CVRWQCB. If the project is approved, the conditions of approval will include advisory notices specifying other agencies from whom other permits/approvals may be necessary, including the USACE and CVRWQCB. Final Mitigated Negative Declaration/Initial Study, SCH 2023050650 ATTACHMENT A From:Kazken123 To:Adrian Veliz Subject:Proposed solar farm ,byer road 94514 Date:Monday, June 26, 2023 7:32:32 AM Attachments:Screenshot_20230621_071756_Chrome.jpg Screenshot_20230621_072154_Chrome.jpg Dear Mr Veliz With reference to the proposed solar farm to be installed County file number CDLP22-02036. We have been in our home for 10 years and moved to ag land to see fields and a feel of country life surrounding us , to see a field of steel and glass is and wasn't our vision when we purchased . We are concerned due to the impact it could/would cause to health(cancers for one) , environmental and property values I have attached a few random things pulled from Google which hope help substantiate our concerns, We are not against renewable green energy by anymeans as we have a residential type solar system ourselves but away from our property and not 2.83 megawatts , Our other concern is rain water and water runoff as the area concerned isn't that far away from our well and we are concerned about toxins from water cooking on solar panels then draining onto the ground and our well water , the construction of said area is a concern for us as home owners too with dust , noise and of course once built and operational electrical fire hazards too . This is nothing personal to the property owners as we have always had a good neighborly relationship but we just do not wish for this to be approved for the reasons described in this letter . Yours faithfully Ken Gardner 3600 byer road Byron 94514 Sent from AOL on Android From:Joanie Morse To:Adrian Veliz Subject:Response to CDLP22-02036 Rancho Sereno Clean Power Project Date:Tuesday, June 20, 2023 2:57:56 PM I mailed a copy 6/20/2023 Please respond to this email as a receipt. June 19, 2023 Contra County County Department of Conservation & Development Attn: Adrian Veliz 30 Muir Road Martinez, CA Dear Adrian, I am so disturbed by the county even considering a solar plant in our neighborhood which is zoned agricultural. We purchased the adjacent fifteen acres with the intent of building a home to retire on. Because our situation changed, we decided not to build, but kept the property as an investment. We also kept it to protect the views and privacy of our daughter who owns the adjoining property south of ours. We have had 23 years of the most rewarding family life at our daughter’s five acres. It is amazing to sit on her patio & watch the wildlife. There are so many different birds. We even have a Great Blue Heron visit the little pond to eat fish. One morning while having coffee I saw seven Egrets at the drainage pipe. There are owls, jackrabbits, turtles, frogs & many varieties of hawk. I can’t imagine our properties without these wonderful creatures. It would break my heart to see them all go away. When we bought the property, the expectation was that it would be in a neighborhood of agriculture and upscale housing. Now we are being told that our entire western view may be blocked by solar panels with a height limit of 25 feet. In addition, there is a possibility of potentially blinding glare during the day and night views obscured by security lighting. Our property value is mainly determined by its value as a scenic rural building site, not the value of existing crops. Are there any plans to mitigate these potentially significant financial and quality-of-life impacts to the neighboring properties? There are so many other places to build a solar plant where you would not devastate the lives of all who live around here. Please rethink your plans. Sincerely yours, Joan Morse 2578 Regent Road, Livermore CA 94550 Central Valley Regional Water Quality Control Board 16 June 2023 Adrian Veliz Contra Costa County 30 Muir Road Martinez, CA 94553 adrian.veliz@dcd.cccounty.us COMMENTS TO REQUEST FOR REVIEW FOR THE MITIGATED NEGATIVE DECLARATION, RANCH SERENO CLEAN POWER PROJECT, SCH#2023050650, CONTRA COSTA COUNTY Pursuant to the State Clearinghouse’s 26 May 2023 request, the Central Valley Regional Water Quality Control Board (Central Valley Water Board) has reviewed the Request for Review for the Mitigated Negative Declaration for the Ranch Sereno Clean Power Project, located in Contra Costa County. Our agency is delegated with the responsibility of protecting the quality of surface and groundwaters of the state; therefore, our comments will address concerns surrounding those issues. I. Regulatory Setting Basin Plan The Central Valley Water Board is required to formulate and adopt Basin Plans for all areas within the Central Valley region under Section 13240 of the Porter -Cologne Water Quality Control Act. Each Basin Plan must contain water quality objectives to ensure the reasonable protection of beneficial uses, as well as a program of implementation for achieving water quality objectives with the Basin Plans. Federal regulations require each state to adopt water quality standards to protect the public health or welfare, enhance the quality of water and serve the purposes of the Clean Water Act. In California, the beneficial uses, water quality objectives, and the Antidegradation Policy are the State’s water quality standards. Water quality standards are also contained in the National Toxics Rule, 40 CFR Section 131.36, and the California Toxics Rule, 40 CFR Section 131.38. The Basin Plan is subject to modification as necessary, considering applicable laws, policies, technologies, water quality conditions and priorities. The original Basin Plans were adopted in 1975, and have been updated and revised periodically as required, using Basin Plan amendments. Once the Central Valley Water Board has adopted a Basin Plan amendment in noticed public hearings, it must be app roved by the State Water Resources Control Board (State Water Board), Office of Ranch Sereno Clean Power Project - 2 - 16 June 2023 Contra Costa County Administrative Law (OAL) and in some cases, the United States Environmental Protection Agency (USEPA). Basin Plan amendments only become effective after they have been approved by the OAL and in some cases, the USEPA. Every three (3) years, a review of the Basin Plan is completed that assesses the appropriateness of existing standards and evaluates and prioritizes Basin Planning issues. For more information on the Water Quality Control Plan for the Sacramento and San Joaquin River Basins, please visit our website: http://www.waterboards.ca.gov/centralvalley/water_issues/basin_plans/ Antidegradation Considerations All wastewater discharges must comply with the Antidegradation Policy (State Water Board Resolution 68-16) and the Antidegradation Implementation Policy contained in the Basin Plan. The Antidegradation Implementation Policy is available on page 74 at: https://www.waterboards.ca.gov/centralvalley/water_issues/basin_plans/sacsjr_2018 05.pdf In part it states: Any discharge of waste to high quality waters must apply best practicable treatment or control not only to prevent a condition of pollution or nuisance from occurring, but also to maintain the highest water quality possible consistent with the maximum benefit to the people of the State. This information must be presented as an analysis of the impacts and potential impacts of the discharge on water quality, as measured by background concentrations and applicable water quality objectives. The antidegradation analysis is a mandatory element in the National Pollutant Discharge Elimination System and land discharge W aste Discharge Requirements (WDRs) permitting processes. The environmental review document should evaluate potential impacts to both surface and groundwater quality. II. Permitting Requirements Construction Storm Water General Permit Dischargers whose project disturb one or more acres of soil or where projects disturb less than one acre but are part of a larger common plan of development that in total disturbs one or more acres, are required to obtain coverage under the General Permit for Storm Water Discharges Associated with Construction and Land Disturbance Activities (Construction General Permit), Construction General Permit Order No. 2009-0009-DWQ. Construction activity subject to this permit includes clearing, grading, grubbing, disturbances to the ground, such as stockpiling, or excavation, but does not include regular maintenance activities performed to restore the original line, grade, or capacity of the facility. The Construction General Permit requires the development and implementation of a Storm Water Pollution Prevention Plan (SWPPP). For more information on the Construction General Permit, visit the State Water Resources Control Board website at: http://www.waterboards.ca.gov/water_issues/programs/stormwater/constpermits.sht ml Ranch Sereno Clean Power Project - 3 - 16 June 2023 Contra Costa County Industrial Storm Water General Permit Storm water discharges associated with industrial sites must comply with the regulations contained in the Industrial Storm Water Ge neral Permit Order No. 2014- 0057-DWQ. For more information on the Industrial Storm Water General Permit, visit the Central Valley Water Board website at: http://www.waterboards.ca.gov/centralvalley/water_issues/storm_water/industrial_ge neral_permits/index.shtml Clean Water Act Section 404 Permit If the project will involve the discharge of dredged or fill material in navigable waters or wetlands, a permit pursuant to Section 404 of the Clean Water Act may be needed from the United States Army Corps of Engineers (USACE). If a Section 404 permit is required by the USACE, the Central Valley Water Board will review the permit application to ensure that discharge will not violate water quality standards. If the project requires surface water drainage realignment, the applicant is advised to contact the Department of Fish and Game for information on Streambed Alteration Permit requirements. If you have any questions regarding the Clean Water Act Section 404 permits, please contact the Regulatory Division of the Sacramento District of USACE at (916) 557-5250. Clean Water Act Section 401 Permit – Water Quality Certification If an USACE permit (e.g., Non-Reporting Nationwide Permit, Nationwide Permit, Letter of Permission, Individual Permit, Regional General Permit, Programmatic General Permit), or any other federal permit (e.g., Section 10 of the Rivers and Harbors Act or Section 9 from the United States Coast Guard), is required for this project due to the disturbance of waters of the United States (such as streams and wetlands), then a Water Quality Certification must be obtained from the Central Valley Water Board prior to initiation of project activities. There are no waivers for 401 Water Quality Certifications. For more information on the Water Quality Certification, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/water_issues/water_quality_certificatio n/ Waste Discharge Requirements – Discharges to Waters of the State If USACE determines that only non-jurisdictional waters of the State (i.e., “non- federal” waters of the State) are present in the proposed project area, the proposed project may require a Waste Discharge Requirement (WDR) permit to be issued by Central Valley Water Board. Under the California Porter-Cologne Water Quality Control Act, discharges to all waters of the State, including all wetlands and other waters of the State including, but not limited to, isolated wetlands, are subject to State regulation. For more information on the Waste Discharges to Surface Water NPDES Program and WDR processes, visit the Central Valley Water Board website at:https://www.waterboards.ca.gov/centralvalley/water_issues/waste_to_surface_wat er/ Projects involving excavation or fill activities impacting less than 0.2 acre or 400 linear feet of non-jurisdictional waters of the state and projects involving dredging activities impacting less than 50 cubic yards of non-jurisdictional waters of the state Ranch Sereno Clean Power Project - 4 - 16 June 2023 Contra Costa County may be eligible for coverage under the State Water Resources Control Board Water Quality Order No. 2004-0004-DWQ (General Order 2004-0004). For more information on the General Order 2004-0004, visit the State Water Resources Control Board website at: https://www.waterboards.ca.gov/board_decisions/adopted_orders/water_quality/200 4/wqo/wqo2004-0004.pdf Dewatering Permit If the proposed project includes construction or groundwater dewatering to be discharged to land, the proponent may apply for coverage under State Water Board General Water Quality Order (Low Threat General Order) 2003-0003 or the Central Valley Water Board’s Waiver of Report of Waste Discharge and Waste Discharge Requirements (Low Threat Waiver) R5-2018-0085. Small temporary construction dewatering projects are projects that discharge groundwater to land from excavation activities or dewatering of underground utility vaults. Dischargers seeking coverage under the General Order or Waiver must file a Notice of Intent with the Central Valley Water Board prior to beginning discharge. For more information regarding the Low Threat General Order and the application process, visit the Central Valley Water Board website at: http://www.waterboards.ca.gov/board_decisions/adopted_orders/water_quality/2003/ wqo/wqo2003-0003.pdf For more information regarding the Low Threat Waiver and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/board_decisions/adopted_orders/waiv ers/r5-2018-0085.pdf Limited Threat General NPDES Permit If the proposed project includes construction dewatering and it is necessary to discharge the groundwater to waters of the United States, the proposed project will require coverage under a National Pollutant Discharge Elimination System (NPDES) permit. Dewatering discharges are typically considered a low or limited threat to water quality and may be covered under the General Order for Limited Threat Discharges to Surface Water (Limited Threat General Order). A complete Notice of Intent must be submitted to the Central Valley Water Board to obtain coverage under the Limited Threat General Order. For more information regarding the Limited Threat General Order and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/board_decisions/adopted_orders/gene ral_orders/r5-2016-0076-01.pdf NPDES Permit If the proposed project discharges waste that could affect the quality of surface waters of the State, other than into a community sewer system, the proposed project will require coverage under a National Pollutant Discharge Elimination System (NPDES) permit. A complete Report of Waste Discharge must be submitted with the Central Valley Water Board to obtain a NPDES Permit. For more information Ranch Sereno Clean Power Project - 5 - 16 June 2023 Contra Costa County regarding the NPDES Permit and the application process, visit the Central Valley Water Board website at: https://www.waterboards.ca.gov/centralvalley/help/permit/ If you have questions regarding these comments, please contact me at (916) 464 -4684 or Peter.Minkel2@waterboards.ca.gov. Peter Minkel Engineering Geologist cc: State Clearinghouse unit, Governor’s Office of Planning and Research, Sacramento ATTACHMENT 7 MITIGATION MONITORING AND REPORTING PROGRAM Mitigation Monitoring and Reporting Program County File #CDLP22-02036 0 Byer Rd Byron, CA 94514 May, 2023 Page 2 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) SECTION 3: AIR QUALITY Potentially Significant Impacts: Potential Impact: Exhaust emissions and particulates produced by construction activities may cause exposure of the public or sensitive receptors to significant amounts of pollutants. Mitigation Measures(s): Mitigation Measure AIR-1: The following Bay Area Air Quality Management District, Basic Construction mitigation measures shall be implemented during project construction and shall be included on all construction plans: 1. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. 2. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. 3. All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited. 4. All vehicle speeds on unpaved roads shall be limited to 15 mph. 5. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. 6. Sweep daily (with water sweepers) all paved access roads, parking areas and staging areas at construction sites. 7. Hydroseed or apply (non-toxic) soil stabilizers to inactive construction areas (previously graded areas inactive for ten days or more). 8. Enclose, cover, water twice daily or apply (non-toxic) soil binders to exposed stockpiles (dirt, sand, etc.). 9. Install sandbags or other erosion control measures to prevent silt runoff to public roadways. 10. Replant vegetation in disturbed areas as quickly as possible. 11. Idling times shall be minimized either by shutting equipment off when not in use or reducing the maximum idling time to five minutes (as required by the California airborne Page 3 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) toxics control measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall be provided for construction workers at all access points. 12. All construction equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. 13. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. Implementing Action: COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification: CDD staff Compliance Verification: Review of construction plans verifying AIR-1 measures are included in plan notes printed thereon. SECTION 4: BIOLOGICAL RESOURCES Potentially Significant Impacts: Potential Impact (Nesting Birds) BIO-1: The Proposed Project’s construction activities could result in the destruction or abandonment of nests of special-status or nonspecial-status bird species protected under the MBTA, CFGC, and CEQA. Potential Impact (Burrowing Owl) BIO-2: The proposed project’s construction activities could result in the destruction or abandonment of nests or wintering refugia of burrowing owl. Potential Impact (Swainson’s Hawk) BIO-3: Construction activities may result in disturbance of active Swainson’s hawk nesting. Potential Impact BIO-4 (Swainson’s hawk foraging): The installation of solar infrastructure within the project area would result in removal of suitable Swainson’s hawk foraging habitat. Page 4 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) Potential Impact BIO-5 (San Joaquin Kit Fox): The following mitigation measures shall be implemented to prevent potential impacts to San Joaquin kit fox. Mitigation Measures(s): Mitigation Measure BIO-1: To the extent feasible, Project-related activities should be avoided during the nesting bird season, generally defined as February 1 – August 31. If project work must occur during the nesting bird season, pre-construction nesting bird surveys shall be conducted within 14 days of ground disturbance to avoid disturbance to active nests, eggs, and/or young of nesting birds. These surveys would determine the presence or absence of active nests that may be affected by Project activities. It is also recommended that any trees and shrubs in or adjacent to the Project Area that are proposed for removal and that could be used as avian nesting sites be removed during the non-nesting season (August 16 through January 31) . In the event that a nest of a protected species is located, a no disturbance buffer shall be established around the nest until all young have fledged or the nest otherwise becomes inactive (e.g., due to predation). Suggested buffer zone distances differ depending on species, location, baseline conditions, and placement of nest and will be determined and implemented in the field by a qualified biologist. Mitigation Measure BIO-2a: Prior to construction, an agency approved biologist shall conduct a planning survey to identify potential burrowing owl breeding habitat within and in the immediate vicinity of the Project Area. If any identified habitat exists within the Project Area, preconstruction surveys to determine whether any identified habitats are occupied shall be conducted. Mitigation Measure BIO-2b: Prior to any ground disturbance related to covered activities, an agency approved biologist shall conduct preconstruction (i.e., take avoidance) surveys in areas identified in the planning surveys as having potential burrowing owl habitat. Two site visits will be conducted: one within 14 days of construction start, and one within 48 hours of construction start. The surveys shall establish the presence or absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with California Department of Fish and Game (CDFG) survey guidelines (CDFG 1993). On the parcel where the activity is proposed, the biologist shall survey the proposed disturbance footprint and a 500-foot radius from the perimeter of the proposed footprint, as accessible, to identify burrows and owls. Adjacent parcels under different land ownership shall not be surveyed, Page 5 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) but shall be assessed visually from within the Study Area. Surveys should take place near sunrise or sunset in accordance with CDFG guidelines. All burrows or burrowing owls shall be identified and mapped. During the breeding season (February 1– August 31), surveys shall document whether burrowing owls are nesting in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31), surveys shall document whether burrowing owls are using habitat in or directly adjacent to any disturbance area. Survey results shall be valid only for the season (breeding or nonbreeding) during which the survey is conducted. Mitigation Measure BIO-3a: Prior to construction, an agency approved biologist shall conduct a pre-construction survey to identify whether or not Swainson’s hawk nesting is occurring on site or in the immediate vicinity. These surveys are phasic and shall be conducted according to the Swainson’s Hawk Technical Advisory Committee’s methodology (CDFG 2000). If occupied nests are identified, the project proponent shall avoid and minimize impacts to these nests in compliance with the Migratory Bird Treaty Act and the Fish and Game Code (Section 3503). Avoidance and minimization measures shall be incorporated into the project design and other portions of the application package prior to submission for coverage under the Plan. Avoidance measures shall include preserving the nest tree. If project construction occurs during the Swainson’s hawk nesting season (March 15–September 15), a preconstruction survey shall be required (as described in Mitigation Measure BIO-3b). Mitigation Measure BIO-3b: Prior to any ground disturbance related to covered activities that occurs during the Swainson’s hawk nesting season (March 15–September 15), a qualified biologist shall conduct a preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s hawk nests within 1,000 feet of the Study Area are occupied. If potentially occupied nests within 1,000 feet are outside of the Study Area, then their occupancy shall be determined by observation from public roads or by observations of Swainson’s hawk activity (e.g., foraging) near the Study Area. If nests are occupied, minimization measures and construction monitoring are required (see below). Mitigation Measure BIO-3c: During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied nests or nests under construction shall be prohibited to prevent nest abandonment. If site-specific conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be used, CDFW shall be consulted to determine the appropriate buffer size. If young Page 6 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) fledge prior to September 15, covered activities can proceed normally. If the active nest site is shielded from view and noise from the Project Area by other development, topography, or other features, the project applicant can apply to the Implementing Entity for a waiver of this avoidance measure. Any waiver must also be approved by the appropriate regulatory agencies. While the nest is occupied, activities outside the buffer can take place. Equipment shall be refueled offsite to the extent possible. If refueling is needed onsite, it will occur at least 100 feet from a surface water feature, and in a designated refueling area with secondary containment/plastic sheeting and a spill containment kit. Spill prevention and cleanup kits shall be available on the site at all times either in construction trucks or equipment. If contaminated soils or materials are discovered on the project site, they will be excavated and removed from the site and disposed of appropriately. Mitigation Measure BIO-4: The project proponent shall mitigate for the loss of Swainson’s hawk foraging habitat. The exact form of mitigation shall be determined in consultation with the East Contra Costa County Habitat Conservation Plan & Natural Community Conservation Plan, from which the project will be seeking take coverage. It is anticipated that the mitigation will be accomplished either through on-site easement entitlement, purchase of mitigation credits in an approved off-site bank, or a similar, approved mechanism. Mitigation Measure BIO-5: A qualified biologist shall perform preconstruction surveys in accordance with the current USFWS-approved protocol for San Joaquin kit fox prior to ground- or vegetation-disturbing activities associated with pre-construction, geotechnical or soils investigations, construction, operations, or maintenance. Any potential or known dens identified during the survey shall require additional monitoring, exclusion zones, and construction site exclusion fencing. Implementing Action: COA Timing of Verification: Prior to ground disturbing activities Party Responsible for Verification: CDD staff, Consulting Biologist. Compliance Verification: Review of Biologist’s report Page 7 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) SECTION 5: CULTURAL RESOURCES Potentially Significant Impacts: Potential Impact: Subsurface construction activities could potentially damage or destroy previously undiscovered historic and prehistoric resources. Potential Impact: Surface construction activities could potentially damage or destroy previously undiscovered archeological resource. Potential Impact: Surface construction activities could potentially damage or destroy previously undiscovered human remains Mitigation Measure(s): Mitigation Measure CUL-1: The following Mitigation Measures shall be implemented during project related ground disturbance, and shall be included on all construction plans: a. All construction personnel, including operators of equipment involved in grading, or trenching activities will be advised of the need to immediately stop work if they observe any indications of the presence of an unanticipated cultural resource discovery (e.g. wood, stone, foundations, and other structural remains; debris-filled wells or privies; deposits of wood, glass, ceramics). If deposits of prehistoric or historical archaeological materials are encountered during ground disturbance activities, all work within 50 feet of the discovery shall be redirected and a qualified archaeologist, certified by the Society for California Archaeology (SCA) and/or the Society of Professional Archaeology (SOPA), shall be contacted to evaluate the finds and, if necessary, develop appropriate treatment measures in consultation with the County and other appropriate agencies. If the cultural resource is also a tribal cultural resource (TCR) the representative (or consulting) tribe(s) will also require notification and opportunity to consult on the findings. If the deposits are not eligible, avoidance is not necessary. If eligible, deposits will need to be avoided by impacts or such impacts must be mitigated. Upon completion of the archaeological assessment, a report should be prepared documenting the methods, results, and recommendations. The report should be submitted to the Northwest Information Center and appropriate Contra Costa County agencies. Page 8 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) b. Should human remains be uncovered during grading, trenching, or other on-site excavation(s), earthwork within 30 yards of these materials shall be stopped until the County coroner has had an opportunity to evaluate the significance of the human remains and determine the proper treatment and disposition of the remains. Pursuant to California Health and Safety Code Section 7050.5, if the coroner determines the remains may those of a Native American, the coroner is responsible for contacting the Native American Heritage Commission (NAHC) by telephone within 24 hours. Pursuant to California Public Resources Code Section 5097.98, the NAHC will then determine a Most Likely Descendant (MLD) tribe and contact them. The MLD tribe has 48 hours from the time they are given access to the site to make recommendations to the land owner for treatment and disposition of the ancestor's remains. The land owner shall follow the requirements of Public Resources Code Section 5097.98 for the remains. Implementing Action: COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification: CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. SECTION 7: GEOLOGY & SOILS Potentially Significant Impacts: Potential Impact: There is a possibility that buried fossils and other paleontological resources could be present and accidental discovery could occur. Mitigation Measure(s): CUL-1: The implementation of the above-described Mitigation Measure CUL-1 would reduce potential impact on previously undiscovered paleontological resources to a less than significant level. Implementing Action: COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Page 9 of 9 Abbreviations: Mitigation Monitoring Program Condition of Approval (COA) CDLP22-02036 Community Development Division (CDD) Party Responsible for Verification: CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. SECTION 18: TRIBAL CULTURAL RESOURCES Potentially Significant Impacts: Potential Impact: Construction and grading could cause ground disturbance which may impact heretofore undocumented tribal cultural resources. Potential Impact: The project could cause a substantial adverse change in the significance of a tribal cultural resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural value to a California Native American tribe, and that is a resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section 5024.1. The expected construction and grading could cause ground disturbance which may impact heretofore undocumented cultural resources. Mitigation Measure: Implementation of mitigations measure CUL-1 would reduce the impact on previously undiscovered tribal cultural resources to a less than significant level. Implementing Action: COA Timing of Verification: Prior to CDD stamp approval of plans for the issuance of building/grading permits. Party Responsible for Verification: CDD staff Compliance Verification: Review of construction plans verifying that CUL-1 measures are included on plan notes printed thereon. Appeal of Ranch Sereno Clean Power Project County File: CDLP22-02036 BOARD OF SUPERVISORS SEPTEMBER 24, 2024 Proposed Commercial Solar Facility 2 Aerial Map 3 Zoning Map 4 General Plan Map 5 Zoning Administrator’s Decision On March 18, 2024, the County Zoning Administrator approved the project, finding the addition to be in compliance with County Solar Ordinances, and applicable development standards for the A-3 Heavy Agricultural zoning district / -SG Solar Energy Generation Combining District. On March 27, 2024, CDD staff received a formal appeal, filed jointly by two neighboring property owners, Mr. Hamby and Mr. Gardner. 6 County Planning Commission Decision On April 24, 2024, the County Planning Commission considered the project and found the prior Zoning Administrator (ZA) approval to be consistent with County Solar Ordinances, and applicable development standards for the A-3 Heavy Agricultural zoning district / -SG Solar Energy Generation Combining District. The CPC unanimously denied the appeal and upheld the ZA approval. On May 6, 2024, CDD staff received a formal appeal, filed jointly by two neighboring property owners, Mr. Hamby and Mr. Gardner. 7 Hamby/Gardner Appeal Unpermitted grading activities on site are in violation of the prior approval. The facility adversely affects water quality. The facility adversely affects property values and insurance premiums. 8 Staff Response to Appeal The project is consistent and compatible with agricultural land uses, as determined by the County Zoning Ordinance and General Plan. The project approval was not based on the unpermitted grading activities reported by the appellant. There is no evidence in the record supporting claims of project impacts to property records/insurance premiums. 9 Staff Recommendation Deny the appeal and uphold the CPC decision. Approve Land Use Permit #CDLP22-02036, including the Mitigated Negative Declaration, Findings, and Conditions of Approval applicable thereto. 10 Questions? 11 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2975 Name: Status:Type:Discussion Item Passed File created:In control:7/26/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:CONSIDER accepting monthly update on the activities and oversight of the County's Head Start Program and APPROVE and AUTHORIZE the Employment and Human Services Director to accept grant funding for Award # 09CH012839-01-00 from U.S. Health and Human Services, Administration for Children and Families annually for five years through June 30, 2029, and provide guidance. (Marla Stuart, Employment and Human Services Director) Attachments:1. Head Start Update_BOS Sept 2024 FINAL v2.pdf, 2. Head Start Update_BOS Sept 2024 CORRECTED 9-25-24.pdf, 3. 1. Notice of Award 09CH012839-01-00 Competitive Baseline-StartUp, 4. 2. Mental Health IM Report with Attachments, 5. 3. acf-ohs-im-24-01, 6. 4. Absenteeism in Head Start and Childrens Academic Learning, 7. 5. Why Are Children Absent From Preschool, 8. 6. ECRQ Absenteeism Article, 9. 7. Notice of Award 09CH010862-05-07 Action ByDate Action ResultVer.Tally approved as amendedBOARD OF SUPERVISORS9/24/2024 1 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Update on Head Start Programs and Oversight -July ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: CONSIDER accepting monthly update on the activities and oversight of the County's Head Start Program and APPROVE and AUTHORIZE the Employment and Human Services Director to accept grant funding for Award # 09CH012839-01-00 from U.S. Health and Human Services, Administration for Children and Families annually for five years through June 30, 2029, and provide guidance. FISCAL IMPACT: $20,356,394: 100% Federal funding all of which is budgeted in FY 24/25. BACKGROUND: Per Board Resolution No. 2023/274, the Board receives monthly updates on and provides guidance related to the activities of the Head Start program. This is the July and August 2024 update and includes acceptance of grant funding award #09CH012839-01-00 from U.S. Health and Human Services, Administration for Children and Families annually for five years through June, 2029. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with Head Start program requirements, which may jeopardize funding and a successful 2024-2029 grant implementation. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2975,Version:1 CHILDREN’S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County's community outcomes: (1)"Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families". CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1 September 24, 2024 Marla Stuart, MSW, PhD, EHSD Director and Head Start Executive Director​ Scott Thompson, Head Start Director, Community Services Bureau​ info@ehsd.cccounty.us | (925) 608 -4800 Early Childhood Education Program Update 2 Outline CCC EHSD ECE Program Update 9/24/24 •New Head Start Grant •Follow-up to BOS Questions •Annual Information & Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 33 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 4 Approved Budget by Category Notice of Award 09CH012839 -01 Category Amount Program Operation (salaries, benefits, equipment, supplies, travel)$17,503,517 COLA $466,354 Training and Technical Assistance $266,151 Start-up Activities*$2,120,372 Total Federal Funding September 1, 2024 – June 30, 2024 $20,356,394 Non-Federal Share $5,089,099 CCC EHSD ECE Program Update 9/24/24 *George Miller Foundation *Verde Playground *Crescent Park Kitchen *Modernized video cameras in all centers 5 Slots Per Grant Recipient Recipient Early Head Start (ages 0 -2) HS Preschool (ages 3 -5)Total Contra Costa County 437 764 1,201 Mexican American Opportunity Foundation (MAOF) 116 97 213 The Unity Council 132 88 220 Total 685 42% 949 58% 1,634 CCC EHSD ECE Program Update 9/24/24 (1,772 slots in PY 2023) 6 Slots Per District A B C D E F G H I # 0-5 <130% FPL % 0-5 <130% FPL CCC Slots MAOF Slots Unity Council Slots Est. Existing Slots* Total Slots % of Total Slots by District 1 Gioia 4,737 27%421 54 136 97 708 41% 2 Andersen 891 5%0 0 0 0 0 0% 3 Burgis 3,956 22%240 78 68 0 386 22% 4 Carlson 2,480 14%20 0 0 186 206 12% 5 Glover 5,758 32%371 37 16 17 441 25% District Totals 17,822 100%1,052 169 220 300 1,741 100% Non-district specific^149 44 0 0 193 Total Slots 1,201 213 220 300 1,934 * Estimated existing slots held by Unity Council and YMCA ^ Non-district specific slots: CCC = Home Visiting; MAOF = Home Child Care; UC = none CCC EHSD ECE Program Update 9/24/24 7 Service Map CCC EHSD ECE Program Update 9/24/24 8 Slots per CCC Provider CCC Grant Provider Total Slots Filled Slots (9/10/24)Vacant Slots Aspiranet 149 147 (99%)2 Crossroads 20 11 (55%)9 KinderCare 152 65 (43%)87 Tiny Toes 32 20 (63%)12 YMCA 257 257 (100%)0 Contra Costa County 591 402 (68%)189 Total 1,201 902 (82%)299 CCC EHSD ECE Program Update 9/24/24 9 Strategies for Reaching Full Enrollment •New contract with YMCA for 257 slots •New partnership with KinderCare Location in Pittsburg for 40 slots •Negotiating teacher salary increase •Contracted support for staff recruitment •2 new administrative FTE to support recruitment activities •Ramp up child recruitment – all hands on deck CCC EHSD ECE Program Update 9/24/24 10 Transition Activities •Region IX Transition Meeting: August 26, 2024 •Transition Activities: •Children transitioning to new HS recipient: 163 •Assessing inventory transfer (federal supplies and equipment) •Contra Costa County Collaboration Meeting: September 30, 2024 CCC EHSD ECE Program Update 9/24/24 11 New FTE +8 Comprehensive Services to reduce caseloads (HSPPS 1302.52(d) requires maximum caseload of 40) +4 Clerical support (enrollment, comprehensive services) +1 Fiscal support +12 Institutional services workers +2 Teacher recruitment +8 Teachers to expand slots +3 Mental health services professionals +27 TOTAL CCC EHSD ECE Program Update 9/24/24 1212 Placeholder – Insert CSB -specific photo here 12 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 13 Report on Supporting Mental Health ACF STRATEGY CCC CURRENT CCC ADDITIONS 1. Focus on Social Determinants of Well -Being Family Partnership Agreements, Parent Resiliency Training, Wellness Activities & Events Implement Screener at Enrollment; Create Parent Cafes 2. Collaborate with Parents to Promote Well - Being Parenting classes, Family Support Groups, Resources & Referrals Create Peer Support Groups Facilitated by a Clinician 3. Promote Staff Well -Being with Learning Opportunities Reflective Supervision, Employee Assistance Program, Wellness Team & Wellness activities Create Spaces at each Center for Staff Check -Ins and Wellness Activities 4. Implement Positive Strategies to Address Behavior Teaching Pyramid approach, supportive learning environments, multi-tiered approach to managing behavior. Provide all classrooms/parents with Teaching Pyramid Kits 5. Provide Supports for Effective Classroom Management Collaboration with Early Childhood Mental Health Program (ECMHP) & Education Team, Ages & Stages Assessment, Second Step Curriculum Hire a Behavioral Health Therapist to support children. 6. Employ Infant and Early Childhood MH Consultation Contracted services with ECMHP, with Medi -Cal reimbursement, consultation by The California Infant and Early Childhood Mental Health Consultation Network Implement telehealth consultation for MH Services 7. Ensure Consultants Comply with Performance Standards Contract with ECMHP is tied to Head Start Performance Standards; ongoing training via community partnerships. Send MH Consultants to State and National Conferences 8. Build Community Partnerships to Access MH Services Participation in multiple partnership efforts with First 5, CoCoKids, C.O.P.E., ECMHP, Vistability, and Contra Costa Behavioral Health. Hire Trauma Response Expert to enhance direct support. Report: Supporting Mental Health and ACF-OHS -IM -24 -01 CCC EHSD ECE Program Update 9/24/24 14 Impacts of Absenteeism RESEARCH FINDINGS RECOMMENDATIONS 1. More missed more days of school led to fewer gains in math and literacy during the preschool year, especially for chronically absent. 2. Excessive absenteeism detracts from the potential benefits of quality preschool education, especially for children entering Head Start with a less developed skill set. 3. Children who attended center-based care in prekindergarten had lower odds of being chronically absent in kindergarten. 4. Children with a close relationship with their teacher and positive experiences in the classroom were more likely to want to attend. 5. Parents with perception that the classroom is a positive experience for their child were more likely to ensure that their child was present as much as possible. 1. Ensure that families understand the importance and impact of regular attendance: •Stress that our program is an education program. •Share information on the negative effects of missed days with families. •Celebrate and encourage regular attendance by acknowledging children with 100% attendance and the classrooms with high attendance percentages. 2. Help the teachers and site staff build positive relationships with the children and the families: •Nurture the teacher – child relationship. •Encourage Staff to make connections with the families and build positive feelings about the site and classroom. •Discuss barriers to attendance with families and help find solutions. Studies Ansari & Purtell (2019), Gottfried (2015), and Ansari & Purtell (2022) CCC EHSD ECE Program Update 9/24/24 1515 Placeholder – Insert CSB -specific photo here 15 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 16 Infants-School Readiness Data CCC EHSD ECE Program Update 9/24/24 17 Toddlers-School Readiness Data CCC EHSD ECE Program Update 9/24/24 18 Preschool-School Readiness Data CCC EHSD ECE Program Update 9/24/24 19 Pre-Kindergarten -School Readiness Data CCC EHSD ECE Program Update 9/24/24 2020 Placeholder – Insert CSB -specific photo here 20 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 21 Enrollment CCC EHSD ECE Program Update 9/24/24 22 Attendance CCC EHSD ECE Program Update 9/24/24 23 Meals Per Day Line = Average Meals per Day of Operation Circles = Days of Operation CCC EHSD ECE Program Update 9/24/24 Line = Average Meals per Day of Operation Circles = Days of Operation 24 Teacher and Site Supervisor Vacancies Lines = Vacancy Rate CCC EHSD ECE Program Update 9/24/24 2525 Placeholder – Insert CSB -specific photo here 25 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 26 All Childcare Budget Overview August 2024 Participation Expenditures $4.9 million 3,409 children CCC EHSD ECE Program Update 9/24/24 27 Early Head Start / Head Start CCC EHSD ECE Program Update 9/24/24 28 Head Start Credit Card Expenditures CCC EHSD ECE Program Update 9/24/24 2929 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget •Monitoring​ •Region IX Communication​ •Recommendation​ 30 Daily Playground Safety Checklist 30 Example from August Presentation CCC EHSD ECE Program Update 9/24/24 31 Health and Safety Compliance Indicators with non-compliances over 10% in August 2024: None CCC EHSD ECE Program Update 9/24/24 32 Unusual Incidents CCC EHSD ECE Program Update 9/24/24 3333 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 34 Head Start Grant Extension Notice of Award Issuance Date:July 18, 2024 Previous Grant End Date:July 31, 2024 New Grant End Date:August 31, 2024 Previous Budget:$39,790,148 Approved Budget:$39,790,148 New Reporting Deadlines:Final Federal Financial Report due January 30, 2025 Notice of Award 09CH010862 -05 -07 CCC EHSD ECE Program Update 9/24/24 3535 •New Head Start Grant •Follow-up to BOS Questions •Annual Information and Updates •Childcare Center Services •Budget​ •Monitoring​ •Region IX Communication​ •Recommendation​ 36 Recommendation ACCEPT the monthly update on the activities and oversight of the County's Head Start Program and APPROVE and AUTHORIZE the Employment and Human Services Department Director to accept grant funding for Award # 09CH012839-01-00 from U.S. Health and Human Services, Administration for Children and Families annually for five years through June, 2029, as recommended by the Employment and Human Services Director, and provide guidance. CCC EHSD ECE Program Update 9/24/24 Summary Federal Award Financial Information 19. Budget Period Start Date - End Date 20.Total Amount of Federal Funds Obligated by this Action20a. Direct Cost Amount20b. Indirect Cost Amount 21.Authorized Carryover 22.Offset 23. Total Amount of Federal Funds Obligated this budget period 24. Total Approved Cost Sharing or Matching, where applicable 25. Total Federal and Non-Federal Approved this Budget Period - End Date26.Period of Performance Start Date 27.Total Amount of the Federal Award including Approved Cost Sharing or Matching this Period of Performance 28. Authorized Treatment of Program Income 29. Grants Management Officer – Signature Recipient Information Fe deral Agency Information 10.Program Official Contact Information Federal Award Information 30.Remarks 1. Recipient Name 9. Awarding Agency Contact Information Notice of Award Award# FAIN# Federal Award Date: Page 1 2. Congressional District of Recipient 3.Payment System Identifier (ID) 4.Employer Identification Number (EIN) 5.Data Universal Numbering System (DUNS) 6.Recipient’s Unique Entity Identifier (UEI) 7.Project Director or Principal Investigator 8.Authorized Official 11. Award Number 12. Unique Federal Award Identification Number (FAIN) 13. Statutory Authority 14. Federal Award Project Title 15. Assistance Listing Number 16. Assistance Listing Program Title 17. Award Action Type 18. Is the Award R&D? 09/01/2024 06/30/2025 ADDITIONAL COSTS 10 1946000509A1 Head Start and Early Head Start 93.600 Head Start New No $25,445,493.00 946000509 Ms. Cynthia T Yao Head Start Program Cynthia.Yao@acf.hhs.gov 415-437-8451 Administration for Children and Families Department of Health and Human Services 09CH012839-01-00 09CH012839-01-00 09CH012839 09CH012839 08/16/2024 ACF/OHS Region IX Grants Office Mr. Jeffrey Arciero Grants Management Officer Mr. Federal Glover district5@bos.cccounty.us 000-000-0000 CONTRA COSTA COUNTY 40 Douglas Dr Martinez, CA 94553-4068 Ms. Marla Stuart mstuart@ehsd.cccounty.us (925) 608-8812 $19,355,510.00 $1,000,884.00 06/30/2029 $25,445,493.00 $5,089,099.00 $0.00 $0.00 $0.00 42 USC 9801 ET SEQ FMHYKJ9D69L5 Mr. Jeffrey Arciero Grants Management Officer jeffrey.arciero@acf.hhs.gov 617-565-2446 $20,356,394.00 09/01/2024 Page 2 33.Approved Budget(Excludes Direct Assistance) I.Financial Assistance from the Federal Awarding Agency Only II.Total project costs including grant funds and all other financial participation a.Salaries and Wages b.Fringe Benefits c. Total Personnel Costs d.Equipment e.Supplies f.Travel g.Construction h.Other i.Contractual j. TOTAL DIRECT COSTS INDIRECT COSTS TOTAL APPROVED BUDGET m.Federal Share n.Non-Federal Share 34. Accounting Classification Codes k. l.31.Assistance Type 32.Type of Award Notice of Award Award# FAIN# Federal Award Date: Recipient Information Recipient Name Congressional District of Recipient Payment Account Number and Type Employer Identification Number (EIN) Data Universal Numbering System (DUNS) Recipient’s Unique Entity Identifier (UEI) $5,212,939.00 $3,767,134.00 $8,980,073.00 $710,000.00 $342,548.00 $34,510.00 $1,308,372.00 $3,522,650.00 $4,457,357.00 $19,355,510.00$19,355,510.00 $1,000,884.00$1,000,884.00 $20,356,394.00$20,356,394.00 $20,356,394.00$20,356,394.00 $5,089,099.00$5,089,099.00 08/16/2024 09CH012839-01-00 09CH012839 Department of Health and Human Services Administration for Children and Families CONTRA COSTA COUNTY 40 Douglas Dr Martinez, CA 94553-4068 Discretionary Grant 10 946000509 1946000509A1 Service FMHYKJ9D69L5 FY-ACCOUNT NO.DOCUMENT NO.ADMINISTRATIVE CODE OBJECT CLASS CFDA NO.AMT ACTION FINANCIAL ASSISTANCE APPROPRIATION 4-G094122 09CH01283901 ACFOHS 41.51 93.600 $17,969,871.00 75-24-1536 4-G094120 09CH01283901 ACFOHS 41.51 93.600 $147,714.00 75-24-1536 4-G094121 09CH01283901 ACFOHS 41.51 93.600 $118,437.00 75-24-1536 4-G994154 09CH01283901 ACFOHS 41.51 93.600 $2,120,372.00 75-24-1536 35. Terms And Conditions STANDARD TERMS Federal awards are subject to legally binding requirements called terms and conditions (T&Cs). Recipients must review and comply with all T&Cs identified under the award. When a recipient is awarded and accepts an ACF award, it must comply with the requirements outlined in the Notice of Award and T&Cs. The recipient must actively manage its award and adhere to all applicable requirements. For more information about grants management activities and resources for recipients throughout the award lifecycle, see the Managing Your ACF Grant Award at https://www.acf.hhs.gov/grants/manage-grant. Applicable Legislation, Statute, and Regulations 1. The administration of this program is authorized under the Head Start Act, as amended by the Improving Head Start for School Readiness Act of 2007, Public Law 110-134 at https://www.congress.gov/bill/110th-congress/house-bill/1429. 2. The program is codified at 42 U.S.C. 9831 et seq at http://uscode.house.gov/view.xhtml?path=/prelim@title42/chapter105/subchapter2&edition=prelim. 3. Implementing program regulations are published as the Head Start Program Performance Standards at 45 CFR Parts 1301 to 1305, https://www.ecfr.gov/current/title-45/subtitle-B/chapter-XIII/subchapter- B. Additional program guidance is located on the Early Childhood Learning & Knowledge Center (ECLKC), https://eclkc.ohs.acf.hhs.gov/. Recipients must act in compliance with the Program Instructions and Information Memoranda. For full text, go to https://eclkc.ohs.acf.hhs.gov/policy/pi and https://eclkc.ohs.acf.hhs.gov/policy/im. 4. This award is subject to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for HHS Awards found at 45 CFR Part 75 at https://www.ecfr.gov/current/title-45/subtitle- A/subchapter-A/part-75. This award is subject to the Closeout requirements for Grants and Agreements found at 2 CFR 200.344 at https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200/subpart- D/subject-group-ECFR682eb6fbfabcde2/section-200.344. 5. This award is subject to Executive Orders in the Federal Register available at https://www.federalregister.gov/presidential-documents/executive-orders. 6. This award is subject to requirements or limitations in any applicable Appropriations Act available at https://crsreports.congress.gov/. 7. This award is subject to the Administrative and National Policy Requirements at https://www.acf.hhs.gov/grants/administrative-and-national-policy-requirements. 8. This award is subject to the requirements of the HHS Grants Policy Statement (HHS GPS) that are applicable based on your recipient type and the purpose of this award. This includes requirements in Parts I and II available at https://www.hhs.gov/grants-contracts/grants/grants-policies- regulations/index.html. Although consistent with the HHS GPS, any applicable statutory or regulatory requirements, including 45 CFR Part 75, directly apply to this award apart from any coverage in the HHS GPS. 1. 3Page Notice of Award Award# FAIN# Federal Award Date:08/16/2024 09CH012839-01-00 09CH012839 Department of Health and Human Services Administration for Children and Families Property 9. This award is subject to the Property Related T&Cs found at https://www.acf.hhs.gov/grants/manage- grant/grant-award/property-terms. Under 45 CFR §75.323, all real property, equipment, and intangible property acquired or improved with ACF funds must be held in trust by the non-federal entity as trustee for the beneficiaries of the project or program under which the property was acquired or improved. Award Payment 10. This award will be paid through the Department of Health and Human Services, Payment Management Services, operating under the Program Support Center (PSC). The PSC provides automated award payment and cash management services from awards issued by Federal Government Awarding Agencies through the centralized payment system, Payment Management System (PMS). For more detailed information on payment through PMS, go to https://pms.psc.gov/. Drawing funds from PMS indicates acceptance and agreement to the T&Cs of the award. Unique Entity Identifier (UEI) Notice 11. All applicants and recipients must have an active System for Award Management (SAM) registration and UEI issued. ACF recommends that organizations start the renewal process at least 30 days prior to expiration to avoid delays in federal funding. Entities can search for help at Federal Service Desk (FSD) any time or request help from an FSD agent Monday–Friday 8 a.m. to 8 p.m. ET. This award is subject to requirements as set forth in 2 CFR 25.110. 4Page Notice of Award Award# FAIN# Federal Award Date:08/16/2024 09CH012839-01-00 09CH012839 Department of Health and Human Services Administration for Children and Families AWARD ATTACHMENTS CONTRA COSTA COUNTY 09CH012839-01-00 Remarks1. Attachment 3 Head Start grant recipients must comply with the terms and conditions for the project period award in the specified timeframes. Health and Safety Conduct a screening of the health and safety environment of each center and/or family childcare home where services are provided according to the following schedule, as applicable: o within 45 days of the start of the program or school year; o within 45 days of children receiving services in a new center and/or family childcare home; and/or within 45 days of the start of the project period when the project period begins during the program or school year. See: https://eclkc.ohs.acf.hhs.gov/publication/health-safety-screener Complete a certification of compliance with all Office of Head Start (OHS) health and safety requirements within 75 days of the start of the program or school year, or within 75 days of the start of the project period when the project period begins during the program or school year. Submit the certification via the Head Start Enterprise System (HSES) under the DRS tab, NoA Conditions in the folder titled "Certification of Compliance with Health & Safety Requirements" and notify your Program and Grants Management Specialists of its availability in the Correspondence tab immediately thereafter. Governance calendar days of the start of the project period. See: https://eclkc.ohs.acf.hhs.gov/organizational-leadership/article/governance-leadership-oversight- capacity-screener Complete a certification that the governance and leadership capacity screening was conducted and a training plan was developed within 75 days of the start of the project period. See: https://eclkc.ohs.acf.hhs.gov/organizational-leadership/article/governance-leadership-oversight- capacity-screener-certification Submit the certification via in the Head Start Enterprise System (HSES) under the Financials tab, NoA Conditions in the folder titled "Certification of Governance and Leadership Capacity Screening" and notify your Program and Grants Management Specialists of its availability in the Correspondence tab immediately thereafter. See: https://eclkc.ohs.acf.hhs.gov/designation-renewal-system 1 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla REPORT BY EMPLOYMENT & HUMAN SERVICE DEPARTMENT COMMUNITY SERVICES BUREAU ON ACF-OHS-IM-24-01: STRATEGIES AND RECOMMENDATIONS FOR SUPPORTING MENTAL HEALTH On May 9, 2024, the Administration for Children and Families issued an information memorandum entitled Strategies and Recommendations for Supporting Mental Health. This memorandum was issued in response to a rise in developmental and behavioral concerns, higher rates of staff turnover, and limited availability of specialized mental health services. It includes eight strategies that are arranged according to three categories: Mental Health Promotion, Prevention Services and Supports, and Access to Mental Health Treatment. After reviewing what our current program is currently doing, we determined that we are in full compliance with Mental Health regulations and this IM has prompted us to think of other activities we could be doing. Below each strategy, we have listed what the Community Services Bureau (CSB) is currently doing and what we will be adding to our menu of services. INCREASE MENTAL HEALTH PROMOTION STRATEGIES TO INCREASE MENTAL HEALTH PROMOTION WHAT CSB IS CURRENTLY DOING WHAT CSB IS ADDING STRATEGY 1. A focus on social determinants of health, or the conditions in which individuals are born, grow, live, work and age, can lead to better mental health outcomes and prevent future mental illness. To promote social conditions that support family well-being, such as family safety, health, and economic stability, programs are encouraged to develop innovative two- generation approaches that leverage community partnerships and address prevalent needs of children and families (45 CFR §1302.50(a–b)). a) 995 families completed a Strengths Based Family Partnership agreement, which includes all social determinants of health in the 2023-2024 program year. Resources and referrals are provided for all areas to improve quality of life. b) Mental Health Consultants introduce themselves during program events such as Parent Resiliency training and Policy Council meetings. (See Attachment 1) c) Time is devoted for wellness activities at site-based parent meetings and Head Start Policy Council Meetings. (See Attachment 2) d) Offer Family Wellness Picnics and site- based activities so parents/caregivers f) The Centralized Enrollment Unit will implement a 5-question screener with all potential enrollees to aid in determining family’s level of need for support. Any results that indicate risk factors will be referred to the trauma specialist. g) Create Parent Cafes around protective factors that improve resilience and strengthen supports within families by providing a safe space for caregivers to share experiences and receive support, including referrals and resources within the community. 2 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla and their children can learn and play together. (See Attachment 3) e) Virtual reflective spaces are provided through The California Infant and Early Childhood Mental Health Consultants (IECMHC) Network for caregivers to share experiences, stressors and explore strengths. (See Attachment 4) STRATEGY 2. To promote family well-being, programs must collaborate with parents by providing mental health education support services, including opportunities for parents to learn about healthy pregnancy and postpartum care that encompasses mental health and substance use treatment options (45 CFR §1302.46(a)). a) Offer trainings such as Making Parenting a Pleasure and Parent Resiliency training. (See Attachment 5) b) Devote time in site-based parent meetings and at the Head Start Policy Council for wellness activities. (See Attachment 2) c) All Comprehensive Service staff and Site Supervisor participate in the Family Development Credential Program. d) Create peer support groups. e) Provide resources on reducing stress and understanding depression via Friday Flyers once per month. f) Enhance opportunities for parents to learn about Healthy pregnancy, postpartum care, mental health and substance abuse treatment options are provided through the comprehensive service team and via Friday Flyers. g) Family support groups offered through Partnership with Early Childhood Mental Health Program. STRATEGY 3. To promote staff well-being, programs must make mental health and wellness information available to staff regarding issues that may affect their job performance and must provide staff with regularly scheduled opportunities to learn about mental health, wellness, and health education (45 CFR §1302.93(b)). a) 67 management staff trained and implement Reflective Supervision practices. b) Promote Employee Assistance Program regularly. (See Attachment 6) c) Staff wellness activities integrated into all staff meetings. (See Attachment 7) d) Hosted staff Wellness Summit May 8, 2024. (See Attachment 8) g) Pending approval, the 9 members of the Wellness Team will be certified in Trauma Informed Care. h) Creation of a Social Media campaign aimed at destigmatizing mental health. i) Create a space for staff to have regular check- ins to share, reflect and debrief using a self-care, wellness techniques among co-workers. j) Create a group (processing group) led by outside provider/ contractor to support 3 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla e) Provide weekly emails to staff with motivational and wellness tips/ strategies.( See Attachment 9) f) Regularly scheduled staff wellness days- 2 hours quarterly, focused on opportunities for staff to learn about wellness and social emotional well- being. (See Attachment 10) staff by creating a safe space for employees to share and discuss work related issues/ challenges. Space will allow staff to be guided in processing through challenges and issues using strategies/ techniques and support in navigating resources and programs when needed. k) Have staff in all levels trained in Mental Health First Aid to recognize, assist and support co-workers and others who may be experiencing a non-crisis, crisis mental health or substance use challenge. l) Create an online resources library of current tools and services accessible for staff, promoting wellness, Mental Health and health education throughout the county. m) Conduct staff satisfaction survey STRATEGY 4. A program must ensure staff, consultants, contractors, and volunteers implement positive strategies to support children’s well-being and prevent and address challenging behavior (45 CFR §1302.90(c)(i)). a) Use of Teaching Pyramid strategies ensures a culture of positive supports for children’s wellbeing. (See Attachment 11) b) Learning environments are designed to ensure clear supervision with cozy space options following. (See Attachment 12) c) CSB staff are trained to follow the child’s lead. (See Attachment 13) f) Provide every classroom with the Teaching Pyramid Kits to ensure staff have the tools and strategies needed to provide positive supports and address challenging behaviors. g) Provide parents with teaching pyramid parent component resources, training and tool kits to implement positive strategies at home. 4 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla d) Parent Teachers conferences are utilized to discuss each child’s unique developmental needs and strategies to support growth. (See Attachment 14) e) Staff use a multi-tier system of supports and best child guidance practices when addressing and preventing challenging behaviors. (See Attachment 15) INCREASE PREVENTION SERVICES AND SUPPORTS STRATEGIES TO INCREASE PREVENTION SERVICES AND SUPPORTS WHAT CSB IS CURRENTLY DOING WHAT CSB IS ADDING STRATEGY 5. To support children’s ongoing social and emotional development, programs must provide supports for effective classroom management and positive learning environments; supportive teacher practices; and strategies for supporting children with challenging behaviors and other social, emotional, and mental health concerns (45 CFR §1302.45(a)). a) Mental Health Consultant from ECMHP collaborate with our Education Team monthly. (See Attachment 16) b) Mental health Consultants from ECMHP provide monthly support groups for our Site Supervisors to discuss classroom needs. c) Teachers complete Ages and Stages Questionnaire (ASQ) within 45 days of enrollment. (See Attachment 17) d) Use of Second Step curriculum to support social emotional learning in the classroom. (See Attachment 18) e) Develop systems to share ASQ data with ECMHP and school districts as needed. (No cost) f) Develop a tap-in/tap-out system for staff when they are feeling overwhelmed, frustrated or dysregulated by hiring floater staff to support staff when concerns arise. g) Hire Behavioral Health Therapist/ABA to support children with challenging behaviors and other needs. h) Create a multidisciplinary team approach with different content area experts (coached, education, mental Health disabilities, etc.) to develop systems to address and support children’s mental health needs and challenging behaviors / other concerns. 5 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla i) Train staff in the Use of Lego Education Curriculum to support children in positive learning, social emotional, increase physical skills, cognitive, socialization, language and many other skills. STRATEGY 6. Infant and early childhood mental health consultation (IECMHC) is a prevention- based approach. Mental health consultants work with Head Start leaders, staff, and families to support children’s healthy social and emotional development. Grant recipients have shared that it can be challenging to obtain mental health consultants, particularly in rural areas. a) In collaboration with Contra Costa Behavioral Health, CSB partners with Early Childhood Mental Health Program (ECMHP) to serve children with Medi- Cal. (See Attachment 19) b) Through The California Infant and Early Childhood Mental Health Consultation (IECMHC) Network staff, families and caregivers can seek consultation and participate in reflective spaces. (See Attachment 20) c) Encourage and implement telehealth consultation while services are in place for children, families and staff. STRATEGY 7. To ensure mental health consultants engage in prevention-focused activities, programs must ensure the mental health consultant assists, at a minimum, with the requirements listed in 45 CFR §1302.45(b). a) CSB participates in the Early Childhood Prevention and Intervention Coalition (ECPIC) to advocate for Mental Health needs in the community, alongside First Five, CC Behavioral Health, We Care, ECMHP, C.O.P.E, CoCoKids, and Vistability which in turns allows for community partnerships. (See Attachment 21) b) Partner with Contra Costa Behavioral Health department to ensure children with Medi-Cal have access to direct services through Early Childhood Mental Health Program. ECMHP may refer c) Ensure that Mental Health Consultants attend National and State Head Start Conference to keep up on best practices in the Head Start setting. 6 | Page Contra Costa County Employment and Human Services Department ACF-OHS-IM-24-01 Report, CSB Mental Health Unit 9-12-2024 Michelle Mankewich and Jacquline Lopez Padilla children to other providers as needed due to location. (See Attachment 19) ACCESS TO MENTAL HEALTH TREATMENT STRATEGIES FOR ACCESS TO MENTAL HEALTH TREATMENT WHAT CSB IS CURRENTLY DOING WHAT CSB IS ADDING STRATEGY 8. Programs must build community partnerships to facilitate access to additional mental health services as needed (45 CFR §§1302.45(a)(4), 1302.53(a)(2), 1302.80(c)). a) CSB participates in the Early Childhood Prevention and Intervention Coalition (ECPIC) to advocate for Mental Health needs in the community, alongside First Five, CC Behavioral Health, We Care, ECMHP, C.O.P.E, CoCoKids, and Vistability which in turns allows for community partnerships. (See Attachment 21) b) Partnership with Contra Costa Behavioral Health department to ensure children with Medi-Cal have access to direct services through Early Childhood Mental Health Program. ECMHP may refer children to other providers as needed due to location. (See Attachment 19) c) New contract with Early Childhood Mental Health ensures that all children will have direct services regardless of insurance coverage. (See Attachment 22) d) Hire a trauma response expert to enhance direct support services to staff and families. e) Create system to access mental health treatment for all parents, caregivers and staff onsite. f) Build relationships with local colleges and institutions to access services in Mental Health training clinics. g) Create partnerships with community organizations/other counties to access Mental Health First Aid training for staff. Table of Contents for Attachments Attachment Number Page(s) 1 1-4 2 5-7 3 8 4 9 5 10-11 6 12-13 7 14-27 8 28-29 9 30-31 10 32-33 11 34 12 35 13 36-37 14 38-40 15 41 16 42-43 17 44-50 18 51-52 19 53-55 20 56 21 57 22 58 Any disclosable public records related to an open session item on a regular meeting agenda and distributed by Community Services Bureau to a majority of members of the Head Start Policy Council less than 72 hours prior to that meeting are available for public inspection at: 3068 Grant St. Bldg. 8, Concord, CA 94520 during normal business hours. (Gov. Code, section 54957.5(b) (2)). Agenda Group/Meeting Name: CSB Policy Council Meeting Date: May 15, 2024 Time: 6:00 PM – 8:00 PM Meeting Location: 500 Ellinwood Way, Pleasant Hill, CA 94523 Purpose: Conduct Regular Monthly Meeting The Community Services Bureau of Contra Costa County will provide reasonable accommodations for persons with disabilities planning to participate in Policy Council meetings or subcommittee meetings. Please contact Ana Araujo at least 48 hours before the meeting at (925) 864- 0837 or at aaraujo@ehsd.cccounty.us or you may contact the Federal Information Relay Service at 1-800-877-8339 for Teletypewriter communication assistance. Desired Outcomes: By the end of this meeting, we will have: 1.Agreement on desired outcomes and ground rules so that our meeting is productive. 2.A wellness activity to open communication and enhance overall wellbeing. 3.An awareness of CSB correspondence so that we are all informed of current notifications. 4.An opportunity for the public to address the CSB Policy Council and share thoughts and ideas that may impact their work and the needs of the community. 5.A Parent Recognition of Staff Excellence Award presentation to validate employee dedication and uniqueness while working with children and families. 6.A review and approval of February 21, 2024, March 6, 2024, and March 18, 2024, Policy Council Minutes. 7.Heard administrative Reports: An understanding of the monthly updates and approvals to ensure ongoing communication and necessary actions take place for seamless program operation. 8.An understanding of the 2nd DRDP Child Outcomes Baseline Assessment report and School Readiness Goals for the 2023-2024 program so that Policy Council members are aware of agency wide progress data of children’s assessments. 9.An opportunity to provide input and shape the content of the Local Hazard Mitigation Plan (LHMP) from the Contra Costa County Office of Emergency Services (OES). 10.Received Information on the importance of parent resiliency to assist parents creating coping skills to make it through challenging times. 11.An understanding of subcommittee updates so that representatives are informed of subcommittee discussions and outcomes. 12.An understanding of Site Reports so that we may celebrate our co-parenting and partnership- building efforts. 13.Heard announcements so that we may be informed of Bureau news and/or available community resources. 14.A Meeting Evaluation so that we may review our strengths and make any improvements as needed. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 1 Agenda What? (Content) How (Process) Who Time (Minutes) 1.Review Desired Outcomes Present Clarify Check for understanding Tuliisa Miller Vice Chair 3 Meeting Ground Rules Present Clarify Check for understanding Gabriela Gomar Parliamentarian 2 2.Wellness Activity Present Clarify Juan Batiz Chair 7 3.Correspondence Present Clarify Karen Medrano Secretary 2 4.Public Comment Present Public 2 5.Parent Recognition of Staff Excellence Award Recognition Present Clarify Juan Batiz Chair 7 6.Action: Consider approval of February 21, 2024, March 6, 2024, and March 18, 2024, Policy Council Minutes Present Clarify Check for understanding Check for Agreement Karen Medrano Secretary 10 (3 minutes for roll call) 7.Administrative Reports: CSB Deputy Director Present Clarify Check for understanding Scott Thompson 5 Administrative Reports: Division Manager Present Clarify Check for understanding Sarah Reich 5 Administrative Reports: Fiscal Present Clarify Check for understanding Ali Vahidizadeh 5 8.Report: 2nd DRDP and School Readiness Goals Present Clarify Check for understanding LaTanya Saucer & Afi Fiaxe 25 9.Presentation: Local Hazard Mitigation Plan by the CCC Office of Emergency Services Present Clarify Check for understanding Jennifer Cannon 15 10.Presentation: Parent Resiliency Present Clarify Check for understanding Gabby Vargas Early Childhood Mental Health Program ECMHP 17 11.Subcommittees Updates Present Clarify Check for understanding Juan Batiz Chair 3 12.Site Reports Present Clarify Check for Understanding Site Representatives 5 13.Announcements Present Clarify Ana Araujo 5 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 2 Check for understanding 14.Meeting Evaluation Plus/Delta Volunteer 2 PUBLIC ACCESS AND PUBLIC COMMENT INSTRUCTIONS: The public may attend this meeting in person at the above location. The public also may attend this meeting remotely via Zoom or call-in. Login information and call-in information is provided below. •HOW TO JOIN THE MEETING VIA ZOOM: Zoom Meeting ID: 870 4513 5129 Password: 826100 •HOW TO JOIN THE MEETING VIA CALL-IN: Conference Call: USA 8882780254 (US Toll Free) Conference Code: 379008 HOW TO PROVIDE PUBLIC COMMENT: Persons who wish to address the CSB Policy Council during public comment on matters within the jurisdiction of the CSB Policy Council that are not on the agenda, or who wish to comment with respect to an item on the agenda, may comment in person, via Zoom, or via call-in. Those participating in person should come to the podium when called upon. Those participating via Zoom should indicate they wish to speak by using the “raise your hand” feature in the Zoom app. Those calling in should indicate they wish to speak by pushing *9 on their phone. All public comments will be limited to 2 minutes per speaker. For assistance with remote access contact: (925) 864-0837 Public comments may also be submitted before the meeting by email at aaraujo@ehsd.cccounty.us or by voicemail at (925) 864-0837. Comments submitted by email or voicemail will be included in the record of the meeting but will not be read or played aloud during the meeting APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 3 Parental Superpowers Presented by Early Childhood MH Richmond •Gabby Vargas Learn ways to build par ental resiliency in your family J oin our Zoom Training on April 2 9 , 202 4 From 5 :00 to 6 :00 PM Topics include: ❖Parent Self-Care and Approaches to Stress Reduction ❖Awareness to Children’s and Our Own Emotions ❖Concerning Behaviors of Children and Who to Talk to for Support ❖What is Considered Child Abuse and Neglect? ❖Risk Factors for Child Abuse and Consequences ❖How to Report and Fears Related to Reporting Join Here! or using the QR code below (This link is only in English) APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 4 Any disclosable public records related to an open session item on a regular meeting agenda and distributed by Community Services Bureau to a majority of members of the Head Start Policy Council less than 72 hours prior to that meeting are available for public inspection at: 3068 Grant St. Bldg. 8, Concord, CA 94520 during normal business hours. (Gov. Code, section 54957.5(b) (2)). Agenda Group/Meeting Name: CSB Policy Council Meeting Date: August 21, 2024 Time: 6:00 PM – 8:00 PM Meeting Locations: 500 Ellinwood Way, Pleasant Hill Purpose: Conduct Regular Monthly Meeting The Community Services Bureau of Contra Costa County will provide reasonable accommodations for persons with disabilities planning to participate in Policy Council meetings or subcommittee meetings. Please contact Ana Araujo at least 48 hours before the meeting at (925) 864- 0837 or at aaraujo@ehsd.cccounty.us or you may contact the Federal Information Relay Service at 1-800-877-8339 for Teletypewriter communication assistance. Desired Outcomes: By the end of this meeting, we will have: 1.Agreement on desired outcomes and ground rules so that our meeting is productive. 2.An awareness of CSB correspondence so that we are all informed of current notifications. 3.An opportunity for the public to address the CSB Policy Council and share thoughts and ideas that may impact their work and the needs of the community. 4.A Parent Recognition of Staff Excellence Award presentation to validate employee dedication and uniqueness while working with children and families. 5.Review and approval of the 2024-2025 CSB Planning Calendar which provides guidance on internal, and external timelines for requirements and best practices of CSB programs. 6.A review and approval of June 26, 2024, Policy Council Minutes. 7.Heard administrative reports: An understanding of the monthly updates and approvals to ensure ongoing communication and necessary actions take place for seamless program operation. 8.An understanding of the 2024 Program Goals & Objectives updates to be aware of progress in meeting milestones. 9.An understanding of subcommittee updates so that representatives are informed of subcommittee discussions and outcomes. 10.Recognition of the 2023-2024 Policy Council as this is the last meeting for the program year. 11.An understanding of Site Reports so that we may celebrate our co-parenting and partnership- building efforts. 12.Heard announcements so that we may be informed of Bureau news and/or available community resources. 13.A Meeting Evaluation so that we may review our strengths and make any improvements as needed. Agenda What? (Content) How (Process) Who Time (Minutes) APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 5 1. Review Desired Outcomes Present Clarify Check for understanding Tuliisa Miller Vice Chair 2 Meeting Ground Rules Present Clarify Check for understanding Gabriela Gomar Parliamentarian 2 2. Correspondence Present Clarify Karen Medrano Secretary 2 3. Public Comment Present Public 2 4. Parent Recognition of Staff Excellence Award Recognition Present Clarify Juan Batiz Chair 10 5. Action: Approve 2024-2025 Planning Calendar Present Clarify Check for understanding Check for Agreement Christina Reich 13 (3 minutes for roll call) 6. Action: Consider approval of June 26, 2024, Policy Council Minutes Present Clarify Check for understanding Check for Agreement Karen Medrano Secretary 10 (3 minutes for roll call) 7. Administrative Reports: CSB Deputy Director Present Clarify Check for understanding Scott Thompson 5 Administrative Reports: Division Manager Present Clarify Check for understanding Amy Wells 5 Administrative Reports: Fiscal Present Clarify Check for understanding Ali Vahidizadeh 5 8. Presentation: 2024 Program Goals and Objectives Updates Present Clarify Check for understanding Sarah Reich 20 9. Subcommittees Updates Present Clarify Check for understanding Juan Batiz Chair 3 10. Recognition 2023 -2024 Policy Council Recognition Present Ana Araujo 30 11. Site Reports Present Clarify Check for Understanding Site Representatives 5 12. Announcements Present Clarify Check for understanding Ana Araujo 4 13. Meeting Evaluation Plus/Delta Volunteer 2 PUBLIC ACCESS AND PUBLIC COMMENT INSTRUCTIONS: The public may attend this meeting in person at the above location. The public also may attend this meeting remotely via Zoom or call-in. Login information and call-in information is provided below. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 6 • HOW TO JOIN THE MEETING VIA ZOOM: Zoom Meeting ID: 870 4513 5129 Password: 826100 • HOW TO JOIN THE MEETING VIA CALL-IN: Conference Call: USA 8882780254 (US Toll Free) Conference Code: 379008 HOW TO PROVIDE PUBLIC COMMENT: Persons who wish to address the CSB Policy Council during public comment on matters within the jurisdiction of the CSB Policy Council that are not on the agenda, or who wish to comment with respect to an item on the agenda, may comment in person, via Zoom, or via call-in. Those participating in person should come to the podium when called upon. Those participating via Zoom should indicate they wish to speak by using the “raise your hand” feature in the Zoom app. Those calling in should indicate they wish to speak by pushing *9 on their phone. All public comments will be limited to 2 minutes per speaker. For assistance with remote access contact: (925) 864-0837 Public comments may also be submitted before the meeting by email at aaraujo@ehsd.cccounty.us or by voicemail at (925) 864-0837. Comments submitted by email or voicemail will be included in the record of the meeting but will not be read or played aloud during the meeting APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 7 Family Fun Day SAVE THE DATE! PLEASANT HILL COMMUNITY CENTER 320 CIVIC DRIVE PLEASANT HILL JUNE 15TH FROM 9AM-12PM COMMUNITY SERVICES BUREAU PRESENTS: A day for CSB staff and program families to come together and have fun! *FOOD * GAMES * ACTIVITIES *PRIZES APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 8 For more information, call our Helpline at 1-877-524-2422 or email us at IECMHCNetwork@wested.org Why Should I Seek Consultation? `Are you feeling burnt out? `Do you need additional support in understanding and responding to children’s behavior? `Would you like to develop more skills to support children’s social, emotional, and mental health? `Do children in your care need help coping with stress and trauma? Areas of Support y Focusing on your relationships with the children and families in your care y Responding to behavior that you may find concerning or challenging y Caring for children with specific developmental needs y Promoting your mental health and well-being How Will Consultation Be Provided? Virtually, over three months, through a combination of individual and group sessions, with an IECMHC Network consultant. Am I a Family, Friend, or Neighbor (FFN) Caregiver? Do you care for the children of a family member, friend, or neighbor on a regular basis? Then you are an FFN! State of California Department of Social Services, Copyright 2024 To learn more about the IECMHC Network and the various services available to you, visit our website. SCAN ME The IECMHC Network services are offered at no cost! FFNs who participate in our consultation services are eligible to receive a stipend up to $175 and a Connect. Reflect. Grow. Kit. To sign up for consultation, submit a new request form. A member from our team will contact you. HELP IS HERE! Connect with a Consultant and other Caregivers! Consultation can help you increase your understanding of children’s behavior and development, strengthen your relationship with the family, access community connections, and care for yourself. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 9 Training Sessions will take place between October 10, 2023 and January 23, 2024 Join us from 9:30 to 11:00am via Zoom Meeting ID: 818 4290 8669 Passcode: 597010 Presentations will be in English only Please see other side for training details Community Services Bureau presents: For Parents With Children 0 to 6 Years old A Group-Based Positive Parenting Education Make Parenting A Pleasure APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 10 Training Calendar Sessions are from 9:30 to 11:00 AM as scheduled Sessions Dates Training Topics 1 10/10/2023 Our Values and Goals 2 10/17/2023 Caring for Ourselves 3 10/24/2023 Special Time 4 10/31/2023 Understanding Stress 5 11/7/2023 Stress Busters 6 11/14/2023 Who is My Child? 7 11/28/2023 Family Helpers 8 12/5/2023 Communication 9 12/12/2023 My Child’s Emotions 10 1/9/2024 Discipline is Teaching 11 1/16/2024 Strategies for Effective Discipline 12 1/23/2024 Reflection and Celebration Scan this QR code with your phone’s camera: the link to join on zoom will appear! APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 11 Life is a journey, not a destination EAPWL_2.23 Employee Assistance Program1-800-229-8674 (TTY 711)Member.MagellanHealthcare.comEmployee Assistance Program1-800-229-8674 (TTY 711)Member.MagellanHealthcare.comEmployee Assistance Program No matter where you are on your journey, there are times when a little help can go a long way toward achieving your goals. 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Your life’s journey— made easier Please call your toll-free number if you have any issues reading this information or if it is unclear. Magellan can also provide accommodations for members with issues communicating via these methods. Llame a nuestro número telefónico gratuito si tiene alguna inquietud al leer esta información o si algo no está claro. Magellan también puede proporcionar adaptaciones para miembros con problemas para comunicarse a través de estos métodos. In California, services are delivered by Magellan subsidiaries: Magellan Health Services of California, Inc.—Employer Services and Human Affairs International of California.Your life’s journey—made easierVisit the member website to start your personalized wellbeing journey today. Your program can help you with topics such as:• Emotional wellbeing• Family & relationships• Grief & loss• Stress & balance• Workplace support• Daily life solutionsYour life’s journey—made easierVisit the member website to start your personalized wellbeing journey today. Your program can help you with topics such as:• Emotional wellbeing• Family & relationships• Grief & loss• Stress & balance• Workplace support• Daily life solutionsStart your wellbeing journey today. Your program is here to help you along the journey of life. No situation is too big or too small. When you and your household members need assistance, reach out anytime and we will help get you on the right path to meet your needs. Give us a call We will assess your individual situation and connect you with the right resource or professional to address your challenges, questions or needs. Visit us online The member website creates a personalized experience based on your input and guides you to services and resources to improve your wellbeing. What can your program help you with? • Emotional health • Relationships • Career • Parenting • Aging loved ones • Financial wellbeing • Legal services • ID theft • Discounts APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 13 Group/Meeting Name: Senior Management Date: 1/10/2024 Time: From: 10:00 AM To 12:00 PM Location: Meeting Leader: Amy Wells Purpose: Discuss Departmental Issues and Present Updates. Desired Outcome: By the end of this meeting, we will have: A welcome led by; Amy Wells An agreement on the desired outcomes and meeting rules; A wellness activity to inspire and motivate us to do more in our effort to improve our staff wellness; A review of next steps from the December, 2023 meeting so that items can be completed effectively and in a timely manner; A high level overview of Division Managers and Unit reports so that we can ensure ongoing communication; Heard updates from the Director so that we are informed of issues that impact our work; A five-minute wellness break to refresh our focus; A list of next steps; Evaluation of the meeting. Agenda What How Who Time  A Welcome Present, Clarify, Check for Understanding Amy Wells 2 Minutes  Review Desired Outcomes & Meeting Rules Present, Clarify, Check for Understanding, Check for Agreement Volunteer 3 Minutes  Wellness Activity Present, Clarify, Check for Understanding Amy Wells 10 Minutes Agenda What How Who Time APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 14  Review Next Steps from Previous Meeting Present, Clarify, Check for Understa nding Group 5 Minutes  Unit Highlights & Question and Answers  Division Managers  Fiscal  Assistant Directors  Analysts  Business Systems/Facilities Present, Clarify, Check for Understanding Division Managers and Unit Leads 20 Minutes  Director’s Report Present, Clarify, Check for Understanding M.J. Robb 20 Minutes Wellness Break 5 Minutes (11:00–11:05 am)  Next Steps Present, Clarify, Check for Understanding Check for Agreement Salvadora Castro 3 Minutes  Meeting Evaluation +/∆ Volunteer 2 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 15 Agenda Group/Meeting Name: All Comprehensive Services Team Meeting Date: 4/3/2024 Time: From: 9:30 am To 2:00 pm Location: GMIII 300 S. 27th Street, Richmond Meeting Leader: Rosio Tapia, Comprehensive Services Assistant Manager Purpose: To provide training, updates and ongoing information to Comprehensive Services staff to ensure that we meet HSPPS and our program Goals & Objectives 2024 Desired Outcome: By the end of this meeting, we will have: Time to meet, greet and sign in A review of the Desired Outcomes and Meeting Rules so that our meeting is productive A warm Welcome and Introductions by Comprehensive Services Managers so that we will all know whom is in attendance and joined our CS Team A presentation on the PIR HS & EHS statuses so that we ensure compliance A hands-on training on the completion of required health, nutrition, and Parent, Family and Community Engagement forms to ensure children are healthy and safe A Health and Wellness Activity to enhance employee wellness practices in the workplace A group activity to promote staff wellness and foster relationship building Time for Staff Recognition to show them that they are valued and appreciated An evaluation of the meeting to celebrate our successes and enhance areas where needed for future meetings Agenda What How Who Time ➢ Meet and greet Sign-in Present Clarify Check for Understanding Agreement All 30 Minutes ➢ A review Desired Outcomes & Meeting Rules Present Clarify Check for Understanding Agreement Volunteer 5 Minutes ➢ Welcome Present Rita Loza/ Deborah Drake 10 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 16 ➢ Presentation: PIR HS & EHS Statuses Present Clarify Check for Understanding Agreement Deborah Drake Rita Loza 30 Minutes Health and Wellness Break 10 Minutes ➢ Hands on Training o Health o Nutrition o PFCE Present Clarify Check for Understanding CSMs 60 Minutes ➢ Health & Wellness Activity Present Clarify Check for Understanding Rosio & Team 15 Minutes Lunch will be provided 12:15-12:45 ➢ Group Activity Present Clarify Check for Understanding Group 45 Minutes Staff Recognition Present Deborah Drake/ Rita Loza 25 Minutes ➢ Next Steps Present Clarify Check for Understanding Tiffany Mullner 5 Minutes ➢ Meeting Evaluation Present Clarify Check for Understanding Volunteer 5 Minutes Next Steps: All Next Steps have been completed. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 17 Agenda Group/Meeting Name: Education Quarterly Meeting Date: 09/07/2023 Time: From: 11:30 p.m. To: 1: 30 p.m. Location: ZOOM Meeting Leader: Afi Fiaxe Purpose: Education/Disabilities/AD Collaboration and Updates Desired Outcome: By the end of this Meeting, we will have: Gained an understanding of desired outcomes and rules for this meeting. Heard an update from the Coaches, so that we are aware of coaching updates, concerns and plans moving forward. Participated in a wellness activity Discussed topics to be reviewed at the Upcoming Quarterly SS/Ed Team Collaboration Meeting Reviewed & Finalized Positive Guidance plan and Discipline Policy and Step Letter Created Guidance to Positive Guidance plan and Discipline Policy and Step Letter Heard Updates from DM/AD’s/Analyst and CSM’s Meeting evaluation to acknowledge what worked well and what to improve in the future meetings. What How Who Time ➢ Desired Outcomes and Meeting Rules Present Clarify Check for Understanding Volunteer 2 Minutes ➢ Update from Coaches Present Clarify Check for Understanding Jo Lee Crystal Vivian 20 Minutes ➢ Wellness Activity Present Clarify Check for Understanding Jessie 10 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 18 ➢ Quarterly SS/Ed Team Collaboration Meeting Present Clarify Check for Understanding Amy/All 20 Minutes ➢ Positive Guidance Plan/Discipline Policy & Step Letter Present Clarify Check for Understanding Jackie/All 20 Minutes ➢ Guidance for Positive Guidance Plan & ➢ Discipline Policy & Step Letter Present Clarify Check for Understanding Jackie/All 20 Minutes ➢ Updates Present Clarify Check for Understanding All 20 Minutes ➢ Next Steps Present Clarify Check for Understanding Afi 5 Minutes ➢ Meeting Evaluation +/∆ Group 2 Minutes Next Steps from 05.03.2023 Meeting • Amy to connect with Monica to share and remind Coaches of the Quarterly Education meeting. • Michelle to draft policy on cooking project • Julia to edit cooking project food request form • Afi & Jackie to complete the Steps Letter In Progress • Jackie to schedule a follow up meeting to edit Positive Guidance Plan- In Progress • DRDP due dates to be added as an agenda item for next AD/Ed meeting APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 19 Agenda Group/Meeting Name: April All Cluster Date: 4/30/2024 Time: From: 1:30 p.m. To: 4: 00 p.m. Location: TEAMS Meeting Leader: Amy Wells Purpose: Presentation of program and comprehensive services updates Desired Outcome: By the end of this Meeting, we will have: Gained an understanding of desired outcomes and rules for this meeting . Participated in a wellness activity. Heard updates regarding Contra Costa County Library services. Reviewed and discussed updates regarding school readiness goals so that we are all aware of child outcomes thus far. Reviewed and discussed updates regarding meal modifications so we may support all children appropriately. List of next steps designated to individuals to track action items. Meeting evaluation to acknowledge what worked well and what to improve in the future meetings. April 2024 ALL CLUSTER AGENDA What How Who Time ➢ Desired Outcomes and Meeting Rules Present Clarify Check for Understanding Volunteer 2 Minutes ➢ Wellness Activity Present Clarify Check for Understanding Amy Wells 10 Minutes ➢ Library Services Present Clarify Check for Understanding Amy Mockoski 25 Minutes ➢ School Readiness Goals & Outcomes Update Present Clarify Check for Understanding Afi Fiaxe & LaTonya Saucer 25 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 20 ➢ Nutrition-Food Modifications Present Clarify Check for Understanding Irene Figueroa 25 Minutes ➢ Next Steps Present Clarify Check for Understanding Amy Wells 1 Minute ➢ Meeting Evaluation +/∆ Group 2 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 21 Page 1 of 2 Agenda Group/Meeting Name: CEU Team Meeting Date: 4/25/24 Time: from: 1:30pm To: 3pm Location: Civic Conference Room 207 Meeting Leader: Tina Ham Purpose: To discuss updates and implement efficient processes to promote shared understanding and assure quality Desired Outcome: By the end of this meeting, we will have: • Reviewed desired outcomes and ground rules. • Gone over Next Steps from last meeting to ensure timely follow up of open items. • Participated in a team wellness activity. • HS Stands of Conduct & Protocol for Hourly Head County & Transition Tracking • Heard analyst report so all are informed of current updates. • Heard ERSEA Manager Updates so all are informed of current updates. • Heard team updates so that all are informed of accomplishments within the unit. • A list of Next Steps. • An evaluation of the meeting. Agenda What (Content) How (Process) Who Time (Minutes) ➢ Desired Outcomes and Meeting Rules Present Check for Understanding Volunteer 2 Minutes ➢ Reviewed Next Steps from last month’s meeting Present Review Check for Understanding Tina Ham 3 Minutes ➢ Wellness Activity Present Review Check for Understanding Yajara Gonzalez Delgado 15 Minutes ➢ HS Standard of Conduct and Protocol for Hourly Head Count & Transition Track Present Review Check for Understanding All 15 Minutes ➢ Analyst Report Present Review Check for Understanding Tracy Lewis 20 Minutes ➢ ERSEA Updates Present Review Check for Understanding Kelly Chun 15 minutes ➢ Team Update Present QMU findings All 15 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 22 Page 2 of 2 ➢ Next Steps Review Check for Agreement Go over Next Steps from previous team meeting: 3 Minutes ➢ Meeting Evaluation Present Check for Agreement All 2 Minutes Next Steps from last month’s meeting: • CSAMs to re-visit homeless questionnaire- re-word or add anything additional. • Griselda to reach out to city announcements, find out when they have upcoming events and how CEU can be present.- In progress • Karen to reach out to new homeless shelters in the community - will let Tracy know who she reached out to. Done • Kelly to find out if we are able to add our services to community websites. • Kelly will reach out to Jackie regarding referral agencies like school of Cameron and RCEB- more referrals for families in need. • Tracy and Kelly to meet and discuss additional recruitment options - sending out emails to different programs like mental health, being present at local stores and or community events. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 23 Agenda Group/Meeting Name: Assistant Directors and Analysts Meeting Date: 8/6/24 Time: From 10:00AM To 12:00 PM Location: Teams Meeting Leader: Michelle Mankewich Purpose: Program Planning and Action Desired Outcomes: By the end of this meeting, we will have: Reviewed last meeting’s next steps to ensure follow through on action items. A review of next steps from previous ADs & Analysts meeting Participated in a wellness activity so we can feel inspired to continue self-wellness and care so we can perform our best during the meeting. Open discussion on improving communication during the enrollment process and building working relationships Heard updates on content areas from Analysts and Assistant Directors so we can be informed of their current work and how to support staff accordingly. Identified new or existing challenges and shared ideas for problem-solving process and possible solutions. Listed next steps Conducted a meeting evaluation Agenda What How Who Time Review Next Steps Present Clarify, Check for Understanding Volunteer 2 Minutes Wellness Activity Present Clarify, Check for Understanding Michelle Mankewich 15 Minutes Open Communication during Enrollment Present, Clarify, Check for Understanding Tracy 25 minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 24 Analyst Updates Present Clarify, Check for Understanding Analysts 30 Minutes 5-minute bio break AD updates Present Clarify, Check for Understanding Assistant Directors 30 Minutes Open Discussion Present/Review as needed All 10 minutes (if needed) Next Steps Present, Clarify Commit Michelle 2 Minutes Meeting Evaluation Present, Clarify All 1 Minute Next Steps from previous Meeting: Michelle follow up with Rita on Adilene’s work schedule at Bayo Vista - Done All remind staff to complete enrollment paperwork asap APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 25 Page 1 of 1 September 11, 2024 Agenda Group/Meeting Name: Comprehensive Services Managers Meeting Date: 5-9-2024 Time: From: 2:00 PM To 4:00 PM Location: Zoom conference Link Meeting Leader: Afi Fiaxe Purpose: To have monthly communication, and support for Comprehensive Services Managers Desired Outcome: By the End of This Meeting, We Will Have: An Agreement on the Desired Outcomes/Meeting Rules. A review of next steps from our previous meeting to ensure action items are followed up on and completed. A Wellness Activity to enhance employee wellness in the work place lead by Afi Fiaxe Discussion on new PIR reporting requirements An awareness of activities and updates within the Bureau so we are able to share opportunities to increase program quality, teamwork and responsiveness to include reports from: o Content Area Experts o Administrative Svcs Asst III A list of Next Steps. An evaluation of the meeting to share strength and enhance future meetings. Agenda What How Who Time ➢ Desired Outcomes/Rules Present Volunteer 2 ➢ Next Steps from 3/14/24 Meeting Present Clarify Check for Understanding Zully 3 ➢ Wellness Activity Present Afi 20 ➢ PIR reporting requirements Present, Clarify, Check for Understanding Sarah 30 ➢ Updates and Reports Content Area Managers & ASA III Present, Clarify, Check for Understanding Group 60 ➢ Next Steps List Zully 3 ➢ Meeting Evaluation Plus/Deltas Volunteer 2 Next Steps from 3/14/24 CSM Meeting: APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 26 Page 2 of 1 September 11, 2024 • 4/11 CSM meeting was cancelled • • APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 27 1 Agenda Time Agenda Item Facilitator 8:30 am – 8:45 am Sign-In Breakfast Summit Planning Team 8:45 am – 9:00 am Drum Circle Linda Frazier-Stafford 9 am – 9:15 am Opening Remarks Scott Thompson 9:15 am – 9:45 am Keynote Speakers Christina Reich 9:45 am – 10 am Wellness Bingo! Michelle Mankewich 10:00 am – 10:05 am Transition Christina Reich 10:05 am - 11:05 am Morning Workshops (see page 2) All 11:05 am -11:20 am Flow Dance & Break All 11:20 am - 11:45 am Team Building Exercise Christina Reich 11:45 am – 12:00 pm Gratitude Jar & Raffle! Michelle Mankewich 12:00 pm – 1 pm Lunch & Networking Games Outside All 1:00 pm – 2:15 pm Group Activity Raffle Jackie Lopez & Ruth Hunter 2:15 pm-2:30 pm Transition All 2:30 pm – 3:30 pm Afternoon Workshops (see page 2) All 3:30 pm – 3:45 pm Flow Dance & Break Christina Reich 3:45 pm – 4:00 pm Staff Video Monique Young- Edwards 4:00 pm – 4:15 pm Launch CSB Walks Jackie Lopez 4:15 pm – 4:30 pm Closing – Evaluations Giveaways Grand Prize Raffle Marilyn Doss APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 28 2 Workshops Please be prompt! Workshops are first come, first served and room monitors will be turning people away once the workshop is full. Morning Workshops – 10:05 am – 11:05 am Title of Workshop Presenter(s) Location Stress Reduction* Terry Fulton Pereira Pavilion-Main Room Paint Your Stress Away Gover Thompson McHale Room Self-Regulation in Times of Change Gabby Vargas Soroptimist Room Meditation and Yoga for Every Body Harleen Sandhu and Jorge Flores Republic Room Morning Workshops – 10:05 am – 11:05 am Title of Workshop Presenter(s) Location Stress Reduction* Terry Fulton Pereira Pavilion-Main Room Paint Your Stress Away Gover Thompson McHale Room Cooking Healthy on a Budget Santos Lopez, Alexa Erickson, and Leah Sourbeer Soroptimist Room Meditation and Yoga for Every Body Harleen Sandhu and Jorge Flores Republic Room *All staff will attend either an AM or a PM Session with Terry Fulton – look on your name badge to see which group you are in. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 29 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 30 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 31 July 15, 2024 Dear families, We are so excited to begin the new program year with your family! Please note, to provide professional development opportunities for our teaching staff, we will have one to two full day closures per program year, and two planned early closures per month for the current program year. These will be in alignment with local school districts’ early release days as much as possible. Please note that dates are subject to change; families will be reminded in advance of each date. Please be informed that your child’s center will close at 1:30 PM on the following dates: Wednesday, July 24, 2024 Wednesday, August 14, 2024 Wednesday, August 28, 2024 Wednesday, September 11, 2024 Wednesday, September 25, 2024 Wednesday, October 9, 2024 Wednesday, October 23, 2024 Wednesday, November 13, 2024 Wednesday, November 27, 2024 Wednesday, December 11, 2024 Wednesday, December 24, 2024 Wednesday, January 8, 2025 Wednesday, January 22, 2025 Wednesday, February 12, 2025 Wednesday, February 26, 2025 Wednesday, March 12, 2025 Wednesday, March 26, 2025 Wednesday, April 9, 2025 Wednesday, April 23, 2025 Wednesday, May 14, 2025 Wednesday, May 28, 2025 Wednesday, June 11, 2025 Wednesday, June 25, 2025 Additionally, to focus on staff wellbeing and wellness, our classrooms/sites will close at 3:00 PM on the following dates: Friday, September 6, 2024 Friday, December 6, 2024 Friday, March 7, 2025 Friday, June 6, 2025 At Community Services Bureau, we strongly feel that the relationships and connections we make with you helps to create a link between the home and school. When families and teachers work together, we can better support children’s learning and development. You are your child’s first teacher, and we want to learn from you, too. Over the course of the program year, you may be asked by your child’s teacher to provide input into the weekly lesson plans. You will also learn more about parent meetings held at your child’s school where safety is a focus, and you may also provide feedback into the overall curriculum as well. We hope to see you at our Fall and Spring site events too! APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 32 Additionally, throughout the program year, you will receive information regarding activities and strategies from our Second Step Curriculum (social and emotional support curriculum) and materials that support school readiness. We welcome all feedback you may have about these as well. We look forward to a wonderful year with you and your family and we thank you for your support in helping us continue to provide the highest quality services to you and your children. Thank you, Amy Wells Division Manager APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 33 ransitioning, or moving, to new places, people and activities is something we do many times during the day. However, change can be overwhelming and seem unpredictable for your child, especially when she is not ready to move on to the next place or activity. Children make many transitions each day—from parents to teachers, from home to car, or from play time to the dinner table, for example. When and how often transitions occur are usually decided by an adult and children often act out with challenging behavior when they feel unable to control their routine. When you help your child prepare for transitions you are helping her to learn a valuable skill. The good news is that you can teach her this important skill while you are enjoying time together.  Use a timer, an instrument or a funny noise to give your child advance warning of routine transition events. If possible, ask him to help “alert” everyone to the upcoming event. For example, let your toddler bang a pot with a wooden spoon to let the family know it is time for dinner.  Let your child pick out a special object or toy to transition with to the next activity or place. “Would kitty like to come with us to the grocery store? I wonder if she could help us find the items on our list?”  Use a visual schedule to show your child the plan for the day. “First, you have school and then we are going to take Aunt Rachel’s gift to the post office and mail it to her.”  Make the transition a game or activity where the child has the opportunity to move around. “I wonder if today we can use this big shovel to scoop the cars into the bucket while we clean up?” If possible, let him think of the game. “I wonder how we could get to the car today?” You might be surprised at his creativity and how much fun you have roaring like a dinosaur or hopping like a rabbit.  Sing songs as you transition. Children love to hear songs as they move about their day. Make up silly songs together about what you are doing or where you are going. You are sure to get a laugh and likely a smooth transition.  Give your child a job. Children are more cooperative when they can be part of the process. Perhaps he can help stir something for dinner, unlock the car doors with the remote or pick out a diaper before a diaper change. Children transition from one activity to the next throughout their day at preschool. Teachers plan for transitions in advance by creating special routines. These routines help to prepare children for transitions, engage them in the change that is taking place and help them to move smoothly to the next activity. Teachers might use a special instrument or song to let children know it is clean up time. Teachers might read books to the children while they are standing in line waiting for a turn to wash their hands before snack or create an obstacle course or morning routine to help children and parents transition at drop-off. When children are able to participate in or lead the transition, they are excited and eager to move to a new activity. The more a child can predict and participate in the schedule and activities of her day, the less likely it is that challenging behavior will occur and the more likely it is that she will eagerly engage in transitions to new people and places. Taking the time and making the effort to teach her what to expect, when it will happen, and what happens before the transition occurs can be a rewarding experience. Most importantly, it is also an opportunity for quality time that can help lead to smoother transitions. T How to Help Your Child Transition Smoothly Between Places and Activities Alyson Jiron, Brooke Brogle & Jill Giacomini About this Series The Backpack Connection Series was created by TACSEI to provide a way for teachers and parents/caregivers to work together to help young children develop social emotional skills and reduce challenging behavior. Teachers may choose to send a handout home in each child’s backpack when a new strategy or skill is introduced to the class. Each Backpack Connection handout provides information that helps parents stay informed about what their child is learning at school and specific ideas on how to use the strategy or skill at home. The Pyramid Model The Pyramid Model is a framework that provides programs with guidance on how to promote social emotional competence in all children and design effective interventions that support young children who might have persistent challenging behavior. It also provides practices to ensure that children with social emotional delays receive intentional teaching. Programs that implement the Pyramid Model are eager to work together with families to meet every child’s individualized learning and support needs. To learn more about the Pyramid Model, please visit challengingbehavior.org. More Information For more information about this topic, visit TACSEI’s website at www.challengingbehavior. org and type “transition” in the Search Box in the upper-right corner of the screen. This publication was produced by the Technical Assistance Center on Social Emotional Intervention (TACSEI) for Young Children funded by the Office of Special Education Programs, U.S. Department of Education (H326B070002). The views expressed do not necessarily represent the positions or policies of the Department of Education. December 2012.  Practice at School    Try This at Home    The Bottom Line   APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 34 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 35 Agenda Group/Meeting Name: Project Approach Date: 2/28/2024 Time: From: 2:30 p.m. To: 5: 00 p.m. Location: ZOOM Meeting Leader: Afi Fiaxe & LaTonya Saucer Purpose: Presentation on an overview of the Project Approach Desired Outcome: By the end of this Meeting, we will have: Gained an understanding of desired outcomes and rules for this meeting; Participated in a wellness activity; Participated in the presentation on Project Approach; List of next steps designated to individuals to track action items; Meeting evaluation to acknowledge what worked well and what to improve in the future meetings. Project Approach What How Who Time  Desired Outcomes and Meeting Rules Present Clarify Check for Understanding Volunteer 3 Minutes  Ice Breaker/Wellness Activity Present Clarify Check for Understanding All 10 Minutes  Project Approach, including peer presentations Present Clarify Check for Understanding Afi Fiaxe & LaTonya Saucer 125 Minutes  Q&A Present Clarify Check for Understanding All 10 Minutes  Next Steps Present Clarify Check for Understanding Amy Wells 2 Minutes  Meeting Evaluation +/∆ Group 2 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 36 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 37 Contra Costa County Employment and Human Services Department Community Services Bureau Individual Child Plan First Parent/Family Conference-Preschool Child’s Name and Code: Date: Teachers: Center Note to parent/guardian: As you know, children are constantly developing new skills as they grow. To support children’s development we evaluate them using the Desired Results Developmental Profile (DRDP). Below is a chart that shows you the various areas of development that are assessed using the DRDP. In order to support your child’s growth and development, we choose four areas of strengths (underlined below) and four areas for growth (circled below) that both parent/guardian and teachers will be focusing on to support the child’s development this year. Domain: Approaches to Learning – Self Regulation (ATL-REG) Domain: Social and Emotional (SED) Measures-ATL- REG 1. Attention Maintenance * 2. Self-Comforting * 3. Imitation * 4. Curiosity and Initiative in Learning 5. Self – Control of Feelings and Behavior 6. Engagement and Persistence 7. Shared use of Space and Materials Measures – SED 1. Identity of Self in Relation to Others 2. Social and Emotional Understanding 3. Relationships and Social Interactions with Familiar Adults 4. Relationships and Social Interactions with Peers 5. Symbolic and Sociodramatic Play Domain: Language and Literacy Development (LLD) Domain: English Language Development (ELD) Measures – LLD 1. Understanding of Language ( Receptive ) 2. Responsiveness to Language 3. Communication and Use of Language ( Expressive ) 4. Reciprocal Communication and Conversation 5. Interest in Literacy 6. Comprehension of Age – Appropriate Text 7. Concepts About Print 8. Phonological Awareness 9. Letter and Word Knowledge 10. Emergent Writing Measures – ELD 1. Comprehension of English (Receptive Language) 2. Self-Expression in English (Expressive English) 3. Understanding and Response to English Literacy Activities 4. Symbol, Letter, and Print Knowledge in English Domain: Cognition Domain: Physical Development Measures – COG 1. Spatial Relationships * 2. Classification 3. Number Sense of Quantity 4. Number Sense of Math Operations 5. Measurement 6. Patterning 7. Shapes Measures –PD-HLTH 1. Perpetual – Motor Skills and Movement Concepts 2. Gross Locomotor Movement Skills 3. Gross Motor Manipulative Skills 4. Fine Motor Manipulative Skills 5. Safety * 6. Personal Care Routines: Hygiene * 7. Personal Care Routines: Feeding * 8. Personal Care Routines: Dressing * 9. Active Physical Play 10. Nutrition * *CONDITIONAL MEASURE REQUIRED FOR CHILD WITH IEP APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 38 Activities and Strategies to Develop Skills for School 1. 2. 3. 4. Activities/Strategies to Develop Skills for Home 1. 2. 3. 4. Parent Comments and Suggestions: Staff Signature Date Mother/Mother Figure Signature Date Father/Father Figure Signature Date APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 39 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 40 POLICY: Strategies for Behavior Management The teaching staff must utilize positive guidance techniques and developmentally appropriate practices in managing children’s behavior. Children respond differently to various intervention approaches, and have individual temperaments that staff must consider in behavior management. To help support positive guidance techniques, teachers will utilize the Early Childhood Teacher Self- Reflection Tool. Upon completion, teachers can continue to reflect on their own thoughts and teaching practices to support the classroom. In the fall, teachers will update and refresh their own self-reflection tool, as needed. • At CSB any form of discipline or punishment that violates a child’s personal rights is not permitted. • “Time out” for children is not accepted as a strategy for dealing with inappropriate behavior. • CSB will not expel or unenroll any child due to behavior. A temporary suspension may be implemented as a last resort in extraordinary situations. In such cases, CSB will provide the necessary resources to the family to assist the child in returning to full participation in the program. • Incidents that include challenging and/or unsafe behavior are: aggressiveness, defiance, unexpected extreme emotional outbursts, or other sudden changes in behavior. PROCEDURES: To support a positive behavior development, CSB implements the following strategies: STRATEGY A- Teaching staff implement a multi-tiered system of supports and best child guidance practices, including Second Step, social-emotional curriculum for preschool children, and Teaching Pyramid framework for all children, and Program for Infant Toddler Care (PITC) practices. STRATEGY B- Create Positive Guidance Plan with parent and site staff during a family meeting. If behavior continues, review and update the Individualized Positive Guidance Plan with parent and site staff in an additional family meeting. STRATEGY C- When Strategies A to B have not been successful; the Positive Guidance Policy Step Letter to Parents is implemented. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 41 Agenda Group/Meeting Name: Education Quarterly Meeting Date: 07/25/2024 Time: From: 9:00 AM To: 11: 00 AM Location: ZOOM Meeting Leader: Afi Fiaxe Purpose: Education/Disabilities/AD Collaboration and Updates Desired Outcome: By the end of this Meeting, we will have: Gained an understanding of desired outcomes and rules for this meeting. Heard an update from Coaches, so that we are aware of coaching updates, concerns and plans moving forward. Discussed Coaching Plans for Program Year 2024/25 Participated in a wellness activity Heard updates on ECMHP contract Heard Updates from DM/AD’s/Analyst and CSM’s Meeting evaluation to acknowledge what worked well and what to improve in the future meetings. What How Who Time  Desired Outcomes and Meeting Rules Present Clarify Check for Understanding Volunteer 2 Minutes  Coaching Plans/Updates from Coaches Present Clarify Check for Understanding Crystal Jo Lee Vivian Amy 50 Minutes  Wellness Activity Present Clarify Check for Understanding LaTonya 10 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 42  MH Services Present Clarify Check for Understanding Michelle Gabby 10 Minutes Education Updates for Partner Sites  Present Clarify Check for Understanding Venus 10 Minutes  Updates Present Clarify Check for Understanding All 20 Minutes  Next Steps Present Clarify Check for Understanding Afi 5 Minutes  Meeting Evaluation +/∆ Group 2 Minutes APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 43 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240000 2 SECOND EDITION 2 ◯ Child care provider◯ Foster parent◯ Grandparent/ other relative ◯ Other:◯ Teacher◯ Guardian◯ ParentRelationship to child: People assisting in questionnaire completion: Program information (For program use only.) Child’s ID #: Age at administration in months and days: Program ID #: Program name: E- mail address: Other telephone number: Home telephone number:Country: ZIP/postal code: State/ province:City: Street address: Last name:Middle initial:First name: 24 Month Questionnaire 21 months 0 days through 26 months 30 days Date ASQ:SE- 2 completed: _____________________________________________________ Child’s information Child’s fi rst name:Child’s middle initial: Child’s last name: Child’s date of birth: Child’s gender: ◯ Male ◯ Female Person fi lling out questionnaire 3/30/15 Luke K Jones 2/23/13 Lucy K Jones 20 First Street Baltimore MD 21230 410-888-5679 Lucy.Jones@email.com United States 13235457679891384 25 months, 7 days 243465687819213 Charm City Child Care SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 44 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240100 page 1 of 5 2 ❏ Please return this questionnaire by: __________________ ❏ If you have any questions or concerns about your child or about this questionnaire, contact: ____________________ ❏ Thank you and please look forward to filling out another ASQ:SE- 2 in _________ months.❏ Caregivers who know the child well and spend more than 15– 20 hours per week with the child should complete ASQ:SE- 2. ❏ Answer questions based on what you know about your child’s behavior. ❏ Answer questions based on your child’s usual behavior, not behavior when your child is sick, very tired, or hungry. 24 Month QUESTIONNAIRE 21 months 0 days through 26 months 30 days Questions about behaviors children may have are listed on the following pages. Please read each question carefully and check the box that best describes your child’s behavior. Also, check the circle if the behavior is a concern. Important Points to Remember: OfTEN OR AlwAyS SOME- TIMES RAREly OR NEvER ChECk If ThIS IS A CONCERN 1.Does your child look at you when you talk to him? z ☐ v ☐ x ◯ v _____ 2.Does your child seem too friendly with strangers?☐ x ☐ v z ◯ v _____ 3.Does your child laugh or smile when you play with her?☐ z ☐ v ☐ x ◯ v _____ 4.Is your child’s body relaxed?☐ z ☐ v ☐ x ◯ v _____ 5.When you leave, does your child stay upset and cry for more than an hour?☐ x ☐ v ☐ z ◯ v _____ 6.Does your child greet or say hello to familiar adults?☐ z ☐ v ☐ x ◯ v _____ 7.Does your child like to be hugged or cuddled? z ☐ v ☐ x ◯ v _____ 8.When upset, can your child calm down within 15 minutes?☐ z ☐ v ☐ x ◯ v _____ TOTAL POINTS ON PAGE _____ 10___ 5 0 0 0 0 0 0 15 z zSAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 45 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240200 page 2 of 5 224 Month Questionnaire Check the box that best describes your child’s behavior. Also, check the circle if the behavior is a concern. OfTEN OR AlwAyS SOME- TIMES RAREly OR NEvER ChECk If ThIS IS A CONCERN 9.Does your child stiffen and arch his back when picked up?☐ x ☐ v z ◯ v _____ 10.Is your child interested in things around her, such as people, toys, and foods?☐ z ☐ v ☐ x ◯ v _____ 11.Does your child cry, scream, or have tantrums for long periods of time?☐ x ☐ v ☐ z ◯ v _____ 12.Do you and your child enjoy mealtimes together? z ☐ v ☐ x ◯ v _____ 13.Does your child have eating problems? For example, does he stuff food, vomit, eat things that are not food, or ________? (Please describe.) ___________________________________________________________ ___________________________________________________________ ☐ x ☐ v z ◯ v _____ 14.Does your child sleep at least 10 hours in a 24- hour period?☐ z ☐ v ☐ x ◯ v _____ 15.When you point at something, does your child look in the direction you are pointing? z ☐ v ☐ x ◯ v _____ 16.Does your child have trouble falling asleep at naptime or at night?☐ x ☐ v ☐ z ◯ v _____ 17.Does your child get constipated or have diarrhea?☐ x ☐ v ☐ z ◯ v _____ TOTAL POINTS ON PAGE _____ 5 5 0 0 0 0 0 0 0 0 SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 46 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240300 page 3 of 5 224 Month Questionnaire Check the box that best describes your child’s behavior. Also, check the circle if the behavior is a concern. OfTEN OR AlwAyS SOME- TIMES RAREly OR NEvER ChECk If ThIS IS A CONCERN 18.Does your child follow simple directions? For example, does she sit down when asked?☐ z ☐ v ☐ x ◯ v _____ 19.Does your child let you know how he is feeling with words or gestures? For example, does he let you know when he is hungry, hurt, or tired? ☐ z ☐ v ☐ x ◯ v _____ 20.Does your child check to make sure you are near when exploring new places, such as a park or a friend’s home?☐ z ☐ v ☐ x ◯ v _____ 21.Does your child do things over and over and get upset when you try to stop her? For example, does she rock, flap her hands, spin, or ________? (Please describe.) ___________________________________________________________ ___________________________________________________________ ☐ x ☐ v ☐ z ◯ v _____ 22.Does your child like to hear stories or sing songs?☐ z ☐ v ☐ x ◯ v _____ 23.Does your child hurt himself on purpose?☐ x ☐ v ☐ z ◯ v _____ 24.Does your child like to be around other children? For example, does she move close to or look at other children? ☐ z ☐ v ☐ x ◯ v _____ 25.Does your child try to hurt other children, adults, or animals (for example, by kicking or biting)?☐ x ☐ v ☐ z ◯ v _____ 26.Does your child try to show you things by pointing at them and looking back at you?☐ z ☐ v ☐ x ◯ v _____ TOTAL POINTS ON PAGE _____ 5 5 0 0 0 0 0 0 0 0 z SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 47 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240400 page 4 of 5 224 Month Questionnaire Check the box that best describes your child’s behavior. Also, check the circle if the behavior is a concern. OfTEN OR AlwAyS SOME- TIMES RAREly OR NEvER ChECk If ThIS IS A CONCERN 27.Does your child play with objects by pretending? For example, does your child pretend to talk on the phone, feed a doll, or fly a toy airplane? ☐ z ☐ v ☐ x ◯ v _____ 28.Does your child wake three or more times during the night?☐ x ☐ v ☐ z ◯ v _____ 29.Does your child respond to his name when you call him? For example, does he turn his head and look at you?☐ z ☐ v ☐ x ◯ v _____ 30.Is your child too worried or fearful? If “sometimes” or “often or always,” please describe: ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ☐ x ☐ v ☐ z ◯ v _____ 31.Has anyone shared concerns about your child’s behaviors? If “sometimes” or “often or always,” please explain: ___________________________________________________________ ___________________________________________________________ ___________________________________________________________ ☐ x ☐ v ☐ z ◯ v _____ TOTAL POINTS ON PAGE _____ Luke is hesitant when he is in unfamiliar places and situations. Our day care provider say it takes Luke a while to stop crying when we leave. 5 ___10 0 0 0 SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 48 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240500 page 5 of 5 224 Month Questionnaire OvERAll Use the space below for additional comments. 32.Do you have concerns about your child’s eating or sleeping behaviors? If yes, please explain: ◯ YES ◯ NO __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ 33.Does anything about your child worry you? If yes, please explain: ◯ YES ◯ NO __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ 34.What do you enjoy about your child? __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ __________________________________________________________________________________________________________ Luke's reaction to being in new situations concerns us because he gets very upset and cries for a long time. No When Luke is happy and comfortable, his smile and laughter makeeveryone around him smile. SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 49 Ages & Stages Questionnaires®: Social-Emotional, Second Edition (ASQ:SE-2™), Squires, Bricker, & Twombly. © 2015 Paul H. Brookes Publishing Co., Inc. All rights reserved.P201240600 2 no or low risk monitor refer (90%ile)6550 ____ The child’s total score is in the area. It is below the cutoff. Social- emotional development appears to be on schedule. ____ The child’s total score is in the area. It is close to the cutoff. Review behaviors of concern and monitor. ____ The child’s total score is in the area. It is above the cutoff. Further assessment with a professional may be needed. 3.OvERAll RESPONSES AND CONCERNS: Record responses and transfer parent/caregiver comments. YES responses require follow- up. 1– 31. Any Concerns marked on scored items?yES no Comments: 32.Eating/sleeping concerns?yES no Comments: 33.Other worries?yES no Comments: 4. fOllOw- UP REfERRAl CONSIDERATIONS: Mark all as Yes, No, or Unsure (Y, N, U). See pages 98– 103 in the ASQ:SE- 2 User’s Guide. ____ Setting/time factors (e.g., Is the child’s behavior the same at home as at school?) ____ Developmental factors (e.g., Is the child’s behavior related to a developmental stage or delay?) ____ health factors (e.g., Is the child’s behavior related to health or biological factors?) ____ family/cultural factors (e.g., Is the child’s behavior acceptable given the child’s cultural or family context? Have there been any stressful events in the child’s life recently?) ____ Parent concerns (e.g., Did the parent/caregiver express any concerns about the child’s behavior?) 5. fOllOw- UP ACTION: Check all that apply. ____ Provide activities and rescreen in ____ months. ____ Share results with primary health care provider. ____ Provide parent education materials. ____ Provide information about available parenting classes or support groups. ____ Have another caregiver complete ASQ:SE- 2. List caregiver here (e.g., grandparent, teacher): _____________________________ ____ Administer developmental screening (e.g., ASQ-3). ____ Refer to early intervention/early childhood special education. ____ Refer for social- emotional, behavioral, or mental health evaluation. ____ Other: ___________________________________________________________________________________________________________ 110+ 2.ASQ:SE- 2 SCORE INTERPRETATION: Review the approximate location of the child’s total score on the scoring graphic. Then, check off the area for the score results below. Cutoff Total score 65 TOTAL POINTS ON PAGE 1 TOTAL POINTS ON PAGE 2 TOTAL POINTS ON PAGE 3 TOTAL POINTS ON PAGE 4 Total score 1.ASQ:SE- 2 SCORING ChART: • Score items (Z = 0, V = 5, X = 10, Concern = 5). • Transfer the page totals and add them for the total score. • Record the child’s total score next to the cutoff. Child’s name: ______________________________________________Date ASQ:SE- 2 completed: _________________________________ Child’s ID #: _______________________________________________Child’s date of birth: _______________________________________ Person who completed ASQ:SE- 2: ___________________________Child’s age in months and days: _____________________________ Administering program/provider: ____________________________ Child’s gender: ◯ Male ◯ Female 24 Month Information Summary 21 months 0 days through 26 months 30 days Luke K. Jones 3/30/152/23/13 25 months, 7 days Charm City Child Care Mother 13235457679891384 155 5 10 40 40 Adapting to new situations No No No No Yes Yes Yes No No NoNoNo No SAM P L E APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 50 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 51 APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 52 Statement of Purpose Early Childhood Mental Health Program (ECMHP) provides a continuum of evidenced based, culturally responsive mental health services for children ages 0-6 years old. Services are provided primarily to children and families living in West Contra Costa County; those who have experienced adverse experiences such as abuse, neglect, and other toxic stress causing behavioral and interpersonal difficulties that interfere with their functioning in multiple environments. Every day in our work with families from various backgrounds for the last five (5) decades, we see and treat the devastating impact of trauma, abuse, neglect, and attachment disruptions. At ECMHP, we believe it is not only our responsibility, but our obligation to provide safety and security for the youngest and most vulnerable in our community. By having the focus of treatment be the relationship between the caregivers and their children it strengthens the environment of relationships essential for children’s lifelong learning, health, and behavior. Our staff has unique specialty training to provide services for this specialized population of focus. General Program Overview Child and Family Therapy Services (Child and Family Bond - CFB) – provides specialty mental health services for families with children from 0 – 6 years old with moderate to severe needs. Existing clients are followed up to their 8th birthday, if needed. Based on principles of Infant Mental Health, services include attachment-based dyadic, individual or group therapy. Services are trauma- informed, play-based, and culturally sensitive, and we use evidence-based practices, such as CPP, which are augmented by somatic, creative arts, family, and psychodynamic approaches. Services include collateral visits and case management services. Services are delivered in the home, office, the community, or a combination of settings depending on the needs of the family. Crisis services are available to established clients during office hours. Group therapy services include Attachment Vitamins (AV) – is a 10-week intervention to help parents and caregivers of children aged birth- 5 years and an 8-week summer Social Skills Group (SSG) paired with monthly follow up social skills group for children in transitional kindergarten through 3rd grade with a concurrent emotional and psychoeducational parent group. Services can be provided in English, Spanish, Portuguese, and Mongolian. Comprehensive Therapeutic Preschool (CTP) – daily rehabilitation services for children ages 2 ½ to 6 years old who have lost or are in danger of losing a home or preschool placement due to APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 53 emotional or behavioral difficulties or for children who have never attended preschool but have been assessed to have significant difficulties that would interfere with their ability to be successful in a typical environment are also eligible. Services are delivered in ECMHP’s on-site classroom. Transition support services are provided when the child demonstrates significant reduction in emotional or behavioral difficulties and is ready to transition to a typical preschool setting or when they age out of the program to enter Kindergarten. Transition services are provided in a variety of settings as needed to ensure the client’s success in an educational setting. These services include group therapy (e.g., Social Skills), school visits, collateral support for caregivers and teachers. Children remain eligible through the first grade. Services are provided in English and Spanish. Head Start Preschool Mental Health Program (HS) - provides mental health services to the children and families who attend a Head Start Preschool in Contra Costa County. Children must present with symptoms of behavioral and emotional difficulties. These preschool mental health services may include any or all the following: assessment, dyadic therapy, on site rehabilitation, collaterals with caregivers and teachers. Services also include targeted case management and group therapy. Services are provided in English and Spanish. Transition services are offered to support the client’s globalized gains as they move from the Head Start preschool into TK/Kindergarten. Services include but are not limited to, school visits, collateral support for teachers, collateral support for caregivers, and Social Skills Groups. Wraparound Program (WRAP) – provides collaborative, team-based support for families with complex needs to help them improve their quality of life, home environment, and ability to provide safety and care for their children. A Wraparound referral is indicated when the solution to a child’s challenges calls for more than individual, dyadic or family therapy. Wraparound services follow an evidence-based process and adhere to clear phases and principles. Our Wraparound staff elevate caregiver voice and choice in their child’s mental health care, re-connect families with community support and activate the strength inherent in each family. Services are delivered in a variety of settings, in Spanish and English. Organization Philosophy / Mission Early Childhood Mental Health Program promotes the overall health, well-being, and empowerment of our larger community by ensuring access to collaborative early intervention, mental health, and early education services that foster healthy development and strong relationships with infants, young children, and their families. Our fundamental treatment philosophy underscores the centrality of the child- parent/caregiver relationship and the formation of healthy attachment bonds. We believe it is critical that any therapeutic work done with a young child directly involves the child’s parent or caregiver. Parents and caregivers have enormous influence over the young person’s behavioral and APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 54 emotional development and some parenting practices may cause or exacerbate the child’s problems while they also have enormous power to influence their young child in a very positive way. At ECMHP we are dedicated to the cultivation of healthy, safe, nurturing, and resilient child – parent/caregiver relationships. Brief History of Experience ECMHP started as the Comprehensive Therapeutic Nursery School in 1974 as a grassroots effort by a group of local parents, teachers, social workers, and community activists who were concerned about the number of children reaching kindergarten and struggling to benefit from education due to their adverse childhood experiences. The need was so great, and their success was so notable that, in a few years, the program had expanded and won government support. ECMHP has been providing wraparound services since 1981 and was the first nonprofit in California to provide early childhood mental health consultation services. Additionally, ECMHP was the first mental health clinic in Contra Costa County to respond to the need and develop the Infant Bonding Program which combined the services of child therapists, Child Protective Services, and drug treatments specialist in approach in helping mothers and their babies recover from drug exposure, re-establish the mother- infant bond and support the mother in providing the nurturing care the child needs to develop typically, to provide that essential emotional buffer between the child and toxic stress. For the last 50 years, ECMHP has continued to pioneer programs that enhance our county’s behavioral health landscape and looks forward to continuing to. Planned Staffing for Project Proposed quote for total units of service to be provided by provider. Department / Program Planned Staffing Number of Staff Executive Leadership Executive Director (.75), Finance Director(.75), Clinical Director(1.0), Assc. Clinical Director (1.0)3.5 Administration/Billing/UR Billing Manager (1.0), UR Manager (1.0), Billing Clerks (2.5), Office Manager(.5)5 Child Family Bond (CFB)Psychologist 1 Child Family Bond (CFB)LHPA/Waivered 14.73 WRAP Mental Health Rehab Specialist 2.4 Comprehensive Therapeutic Preschool (CTP) Mental Health Rehab Specialist /Therapeutic Teacher 4.5 Total Planned Staffing for Project 31.13 Program Clinicians / FTE's Service Units Proposed Quote Child Family Bond (Psychologist)0.95 2918.4 292,978.18$ Child Family Bond (LHPA/Waivered)6.15 18892.8 1,189,679.62$ Child Family Bond (LHPA/Waivered) Modrea 7.58 23270.4 1,511,877.89$ WRAP (MHRS)2.40 7372.8 360,382.46$ Comprehensive Theraputic Preschool (CTP)4.50 14832 702,591.84$ Proposed Quote for total units of Service 21.575 67286.4 4,057,509.98$ APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 55 For more information, call our Helpline at 1-877-524-2422 or email us at IECMHCNetwork@wested.org Why Should I Seek Consultation? `Are you feeling burnt out? `Do you need additional support in understanding and responding to children’s behavior? `Would you like to develop more skills to support children’s social, emotional, and mental health? `Do children in your care need help coping with stress and trauma? Areas of Support y Focusing on your relationships with the children and families in your care y Responding to behavior that you may find concerning or challenging y Caring for children with specific developmental needs y Promoting your mental health and well-being How Will Consultation Be Provided? Virtually, over three months, through a combination of individual and group sessions, with an IECMHC Network consultant. Am I a Family, Friend, or Neighbor (FFN) Caregiver? Do you care for the children of a family member, friend, or neighbor on a regular basis? Then you are an FFN! State of California Department of Social Services, Copyright 2024 To learn more about the IECMHC Network and the various services available to you, visit our website. SCAN ME The IECMHC Network services are offered at no cost! FFNs who participate in our consultation services are eligible to receive a stipend up to $175 and a Connect. Reflect. Grow. Kit. To sign up for consultation, submit a new request form. A member from our team will contact you. HELP IS HERE! Connect with a Consultant and other Caregivers! Consultation can help you increase your understanding of children’s behavior and development, strengthen your relationship with the family, access community connections, and care for yourself. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 56 Contra Costa County Early Childhood Prevention & Intervention Coalition (ECPIC) Location: Zoom Date: 3.1.2024 Time: 9:00-10:00 am Ad Hoc Committee March 1 | 9:00 – 10:00 am Zoom Meeting I. Welcome and Introductions II. State News/Local Updates • Measure X • Other III. Partner Updates-Everyone • CYBHI Grant – Implementation Updates from Local Grantees - All • Children with Disabilities Project - Liliana • Everyday Moments Updates • ECPIC Listening Learning Tour - Ruth • Other Grant Opportunities IV. Resource Sharing-Everyone V. FESP Advocacy Training ~ March 11 at 10:30am-12:00pm – Zoom o Please register with this link VI. Next Action Steps VII. Adjournment ECPIC members apply their expertise in early childhood mental health (ECMH) to advocate for the prioritization of the social emotional needs of young children (prenatal-6 years old) in state and county systems. APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 57 1. This program will serve up to 100 unduplicated non Medi-Cal eligible/other insurance children. 2. This program will serve all CSB Head Start sites (12 locations) and all staff and families at these sites will have access to infant and early childhood mental health consultation services. 3. Program Manager will facilitate up to 22 CSB site supervisor meetings at a frequency of 2x/month and duration of up to 60 minutes/meeting. 4. Program Manager will compile a monthly mental health newsletter. 5. Each Mental Health Consultant will provide up to 5 consultations/week regarding non Medi- Cal eligible/other insurance children across their assigned region*. 6. Each Mental Health Consultant will provide up to 5 observations/week regarding non Medi- Cal eligible/other insurance children across their assigned region*. 7. Each Mental Health Consultant will facilitate up to 2 social skills groups per year across their assigned region*. 8. Each Mental Health Consultant will provide TK/Kinder transition support for up to 2 non Medi-Cal eligible/other insurance children across their assigned region*. 9. The Preschool Mental Health Team will facilitate 26 teacher trainings throughout the 24/25 fiscal year – 2 per site for a duration of up to 90 minutes/training. Exact dates, format, and theme will be determined together with CSB and ECMHP. 10. The Preschool Mental Health Team will facilitate 26 parent workshops throughout the 24/25 fiscal year – 2 per site for a duration of up to 60 minutes/workshop. Exact dates, format, and theme will be determined together with CSB and ECMHP. *Consultants will be assigned to a region in the county to provide services in. Region 1 - Consultant 1 Region 2- Consultant 2 Region 3- Consultant 3 Balboa Crescent Park George Miller III Verde Bayo Vista George Miller Lavonia Allen Riverview Ambrose Los Arboles Los Nogales Marsh Creek APPENDICES - EHSD CSB Mental Health Report September 11, 2024 CSB Mental Health Unit 58 Absenteeism in Head Start and Children’s Academic Learning Arya Ansari and University of Virginia Kelly M. Purtell The Ohio State University Abstract Using nationally representative data from the Family and Child Experiences Survey 2009 Cohort (n = 2,842), this study examined the implications of 3- and 4-year-old’s absences from Head Start for their early academic learning. The findings from this study revealed that children who missed more days of school, and especially those who were chronically absent, demonstrated fewer gains in areas of math and literacy during the preschool year. Moreover, excessive absenteeism was found to detract from the potential benefits of quality preschool education and was especially problematic for the early learning of children who entered the Head Start program with a less developed skill set. Implications for policy and practice are discussed. Keywords Absenteeism; Head Start; Academic achievement; Classroom quality; FACES 2009 Despite the increased interest in early childhood programs as a means of minimizing long- term academic disparities (Duncan & Magnuson, 2013), there is a widespread belief among parents that early childhood programs are not school or are less important than later schooling (Ehrilch, Gwynee, Pareja, & Allensworth, 2014). Reflecting these notions, recent estimates from urban communities reveal that absenteeism is rampant among preschoolers (Dubay & Holla, 2015; Ehrilch et al., 2014). To date, however, the focus of the school attendance literature has generally been on the K-12 educational system and, thus, we know little about the implications of preschool absences. Given the large investments being made in early childhood programs both in the United States and globally (Duncan & Magnuson, 2013), we need to consider the ramifications of absenteeism for children’s early learning, especially in programs such as Head Start, the largest federally funded preschool program in the United States. As brief background, Head Start is a government program that was established in 1965 as part of President Lyndon B. Johnson’s War on Poverty. Although Head Start began as an eight-week summer demonstration project, it has since expanded to a nine-month part- and full-day preschool program serving roughly one million 3- and 4-year- olds per year. Since its inception, Head Start was designed to “promote the school readiness of low-income children by enhancing their cognitive, social, and emotional development” *Correspondence concerning this article should be addressed to the first author at the Center for Advanced Study of Teaching and Learning, University of Virginia, PO Box 800784, Charlottesville, VA 22908-0784 (aa2zz@eservices.virginia.edu). HHS Public Access Author manuscript Child Dev. Author manuscript; available in PMC 2019 July 01. Published in final edited form as: Child Dev. 2018 July ; 89(4): 1088–1098. doi:10.1111/cdev.12800.Author Manuscript Author Manuscript Author Manuscript Author Manuscript (Head Start Act, 2007). To do so, Head Start takes a whole child model to early childhood education and provides comprehensive educational, nutritional, and social services to low- income children and their families (Zigler & Muncheow, 1992). Despite the dearth of empirical inquiry regarding preschool absences, research on elementary school absenteeism has consistently found that children who miss more days of school perform more poorly in areas of academic achievement as compared with their classmates with a better school attendance record (Chang & Romero, 2008; Gottfried, 2009, 2010, 2011; Gershenson et al., 2015; Morrissey Hutchison, & Winsler, 2014; Ready, 2010). These pervasive negative associations are multi-factorial: children who are frequently absent are (a) more often from disadvantaged households and at-risk for less optimal academic achievement (Morrissey et al., 2014; Ready, 2010) and (b) exposed to fewer days of instructional environments (Arbour et al., 2016). The elementary school literature also highlights the fact that school absences are influenced by numerous factors that cut across different layers of the family, community, and school context, and are not solely determined by child health (Gottfried, 2015). Accounting for these ecological factors may be even more necessary when examining absenteeism in preschool, as parents are less likely to view preschool attendance as critical, compared with attendance in elementary school years (Ehrilch et al., 2014). However, we know little about preschool absences. This is in part due to the fact that unlike the K-12 educational system, school attendance is not mandated by law for preschoolers and, thus, is not always tracked at the child-level by preschool programs like Head Start. Although kindergarten is also not mandated by law in most states, there are typically administrative records of kindergartner’s school absences, as it is part of the formal schooling system. Two recent studies from Baltimore (Connolly & Olson, 2012) and Chicago (Ehrilch et al., 2014) are of note, however, as they have provided some of the first empirical evidence that indicate that absenteeism is especially high (20–27% in Baltimore and 36–45% in Chicago) and particularly problematic during the preschool year. Specifically, data from these two communities indicate that a sizable number of children who were chronically absent— defined as missing 10% of the school year (Balfanz & Byrnes, 2012)—as early as preschool were documented as chronically absent throughout elementary school. These community efforts also revealed that preschool absenteeism was associated with lower academic test scores through the end of second grade, with effect sizes ranging from roughly 5–15% of a standard deviation. While these two studies have greatly contributed to the discourse surrounding absenteeism prior to the start of formal schooling, there has not been a national analysis of preschool attendance. Studying preschool attendance, especially among low-income preschoolers, is crucial as many early childhood programs operate under the compensatory hypothesis (Sameroff & Chandler, 1975), which argues that at-risk children can benefit most from their participation. Supporting these theories, a number of studies on Head Start have revealed that children who start school with a less developed skill set benefit more from preschool than children with a more developed skill set (Choi et al., 2016; Puma et al., 2010). Less often discussed is that, by missing school, these children who begin the year with the lowest skills have fewer opportunities to make ground on their more skilled peers. In this way, Ansari and Purtell Page 2 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript absenteeism may be particularly problematic for children who enter the program with the lowest skills (for similar analyses with elementary school absences see, Chang & Romero, 2008). Understanding the role of children’s absenteeism in early childhood programs also has important implications for policy and practice as preschool absences may be one of the key reasons why prior evaluations of Head Start (Puma et al., 2012) and meta-analyses of classroom quality (Keys et al., 2013) have yielded only small academic benefits for children. Reflecting these possibilities, a recent experimental evaluation of preschool programs in Chile (Arbour et al., 2016) found that children who were less likely to be absent from school made greater academic gains as a result of their participation in the preschool intervention as compared with children who were more likely to be absent. Such studies, however, are few and far between. Yet, such possibilities are supported by theories of social integration and intergenerational-bonding, which argue that, beyond the parent-child relationship, one of the most important relationships children develop are those with their teachers (Crosnoe, Johnson, & Elder, 2004). This relationship is a source of support that develops from the daily interactions with children, which in turn, can facilitate children’s early learning (Hatfield, Burchinal, Pianta, & Sideris, 2015). Thus, in addition to missing instructional interactions, the development of supportive relationships between teachers and children may be particularly impacted by children’s school absences because it limits how often children can interact with their teachers. Thus, the goal of this report was to address these gaps in knowledge. To this end, we address the following three research questions: (1) What are the implications of absenteeism for children’s early academic learning over the course of the Head Start year? (2) Are children with lower academic skills at the start of preschool more susceptible to the influence of absenteeism? And (3) Does absenteeism attenuate the academic benefits of quality classroom environments? We hypothesized that all children would perform more poorly over time in areas of early academics when they were more frequently absent from Head Start; however, those who entered school with the lowest skills would be more likely to be negatively affected. We also expected that school absences would minimize the potential benefits of quality preschool environments. Method The FACES 2009 cohort followed a nationally representative sample of 3,349 3- and 4-year- old first time Head Start attendees across 486 classrooms (for sampling information, see Malone et al., 2013). With a response rate of roughly 94%, children and families were followed through the end of the kindergarten year (fall 2009, spring 2010, spring 2011, and for 3-year-olds, spring 2012) across all fifty states and the District of Columbia. FACES 2009 was funded by ACF and collected by Mathematica Policy Research and their partners. The data collection includes surveys with Head Start teachers and directors, parent surveys, direct child assessments, and classroom observations (West, Tarullo, Aikens, Malone, & Carlson, 2011). For the purposes of the current investigation, we focus on the first two waves of data collection (fall 2009 and spring 2010), as these waves capture the Head Start year. We excluded 444 children who did not have a valid longitudinal weight for these two waves. Ansari and Purtell Page 3 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript However, all analyses include the longitudinal weight, which accounts for participants’ non- response at the second wave of data collection. We also excluded 63 children who were in a home-based program, resulting in a final analytic sample of 2,842 children. On average, our final sample of children (50% female) were 3.84 years of age (SD = 0.55; range 2.66–5.00 years of age) with the majority coming from ethnic minority households (36% Latino, 34% Black, 8% Asian or other). The remaining 21% of children were identified as White by their parents. Over half of children came from a household without two parents (53%) and with an unemployed mother (52%), and on average, mothers had a high school diploma (for other descriptives see Table 1). Measures Below, we describe our focal measures. The reliability estimates for all of the child outcomes come from the FACES 2009 User’s Guide (Malone et al., 2013). Absenteeism—During the spring of 2010 parents were asked, “Approximately how many days has [CHILD] been absent since the beginning of the school year?” Responses were continuously measured and ranged from 0 to 20. Because not all parents reported on their children’s absences at the same time point (52% in March; 28% in April; and 20% in May), and because some programs operated for four rather than five days per week, we created an indicator of the proportion of days missed as a fraction of the days children were enrolled in school. To create this measure, we first used parents date of assessment during the spring term to gauge how long children were enrolled in Head Start and divided the number of days children were absent by the number of months they were enrolled in school. This measure provided us with the number of days children were absent per month. Next, we multiplied the number of days children were absent per month by nine (i.e., the months of the school year). Finally, we divided this estimate by the number of days the program was in operation, which provided us with the proportion of the school year children were absent (see Appendix Figure 1 for a histogram of the distribution of children’s school absences). Chronic absenteeism was defined as missing 10% or more of the school year (Balfanz & Byrnes, 2012). As a precaution, we also used the raw number of days children were absent and the results were the same as those presented below. Academic achievement—Three domains of children’s academic achievement were directly assessed at the beginning (fall 2009) and end (spring 2010) of the school year. First, children’s language skills were measured using the Peabody Picture Vocabulary Test (PPVT, Dunn & Dunn, 1997; fall α = .97 and spring α = .95). To capture children’s language skills, assessors asked children to point to one of four pictures that best illustrated the meaning of a word that was said aloud by the assessor. Because the W scores, which provides information on children’s absolute performance at any given time point and captures growth in children’s learning and development, were not available for the Spanish version of the PPVT, we used the standard scores. Next, two subscales from the Woodcock-Johnson (Woodcock, McGrew, & Mather, 2001), the Letter Word Identification (fall 2009: α = .85 and spring 2010: α = . 83) and Spelling Word (fall 2009: α = .79 and spring 2010: α = .83), were administered to children to capture their literacy skills. These assessments captured children’s ability to identify and write letters. Because the pattern of findings were the same across both the Ansari and Purtell Page 4 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript Woodcock Johnson subscales, we created an overall composite of literacy achievement using the W scores, allowing us to assess growth over time. Finally, children’s math skills were directly assessed with the Woodcock-Johnson Applied Problems subscale (Woodcock, McGrew, & Mather, 2001; fall 2009: α = .87 and spring 2010: α = .89). We used the W score for this assessment, which captured growth in children’s ability to analyze and solve simple math problems. For all assessments, children who came from non-English speaking homes were assessed with the Simon Says and Art Show subscales of the Preschool Language Assessment Survey (preLAS; Duncan and DeAvila 1998; α = .88–.90). The Simon Says screener assessed children’s English receptive vocabulary (e.g., children were asked to touch their toes), whereas the Art Show assessed children’s English expressive language skills (e.g., children were asked to identify what was in each picture). The preLAS was used to determine whether children from non-English speaking homes had the English language skills necessary to take the assessment in English. Those who failed the test were assessed with the Spanish version of the assessments (roughly 95% of children who failed the screener at the start of the year spoke Spanish). For these children, we used their scores on the Spanish assessments, which demonstrated similar levels of internal consistency as the English measures (Malone et al., 2013). For the small number of non-Hispanic children who did not speak Spanish at home and who failed the language screener, test score data from the first wave were imputed using missing data procedures. It is important to note that (a) almost all of the non-Hispanic children who did not speak Spanish passed the language screener during the spring semester, and thus, had valid scores at the end of the year and (b) our results were not sensitive to the inclusion (or exclusion) of these children. All analyses included an indicator of children’s assessment language (84% English-English; 7% Spanish-Spanish; and 9% Spanish-English). Classroom quality—During the spring of 2010, all Head Start classrooms were observed and rated on the CLASS (Pianta, La Paro, & Hamre, 2008). The CLASS is based on a 7- point Likert scale (1–2 = low to 6–7 = high) and was used to measure instructional and socio-emotional aspects of the classroom with a focus on teacher-child interactions. Covariates—To reduce the possibility of spurious associations, both our main effect and interaction models adjusted for a full set of covariates that were derived from the fall of the Head Start year and reported on by either parents or teachers (see Table 1). It is important to note that all analyses also accounted for children’s school entry skills (i.e., lagged dependent variables), which are recognized as one of the strongest adjustments for omitted variable bias (NICHD & Duncan, 2003). In doing so, our analyses consider the extent to which absenteeism was associated with changes in children’s academic achievement across the Head Start year. Analysis plan All focal analyses were estimated within a regression framework using the Mplus program and included all covariates listed in Table 1 (Muthén & Muthén, 1998–2013). To examine the associations between absenteeism and children’s early academic learning, we estimated Ansari and Purtell Page 5 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript three separate models individually predicting children’s language, literacy, and math skills (Model 1). However, it might be that one additional absence may not greatly matter for children’s early learning, and instead, it is chronic levels of absences that impact children’s academic development; thus, we also estimated similar models with a dichotomous indicator of chronic absenteeism replacing the continuous absenteeism variable (Model 2). Next, to test for moderation, we interacted absenteeism with each of the moderators, one at a time (Model 3: children’s initial skill; Model 4 classroom quality). For these moderation analyses, we used the continuous version of absenteeism. If there was evidence for moderation, we plotted the interactions by calculating the predicted outcome scores for different combinations of absenteeism and the moderator using standard deviation [SD] cut points (Aiken & West, 1991). Specifically, we used + and −1 SDs for our thresholds. Standard errors were adjusted in all models by clustering at the classroom level in order to account for dependence in child outcomes and all regression models were weighted to be nationally representative. Item-level missing data was minimal (average 6%, range 0–19%) and was addressed with full information maximum likelihood estimation. Finally, all continuous variables were standardized (mean of 0 and SD of 1), and thus, our parameter estimates indicates how many SDs children’s early academic skills would change per SD increase in absenteeism. It should be noted that in discussing our results, we focus on the general pattern of findings without a p-value adjustment for multiple comparisons; however, we also present results adjusting for multiple comparisons using the Benjamini adjustment (Benjamini & Hochberg, 1995) for each predictor. We note when results were discrepant between the adjusted and non-adjusted models. In addition to the regression models discussed above, we also estimated supplementary propensity score models (Rosenbaum & Rubin, 1983), which are often used to minimize selection bias. Specifically, we estimated three sets of propensity score models, namely: (1) weighted models with the propensity score covariate (PSC); (2) unweighted models with the PSC; and (3) models with propensity score matched (PSM) samples that were weighted with the propensity score weight. We included both PSM and the PSC models because PSM is generally used for dichotomous predictors, whereas the PSC approach can be used with both dichotomous and continuous predictors (Austin, 2011). We estimated both weighted and unweighted PSC models because the unweighted model parallels our PSM model that are not nationally representative, whereas the weighted approach best parallels our weighted regression models that are nationally representative. All propensity scores were generated within an unweighted logit (chronic absenteeism) or OLS (absenteeism) framework. Additionally, all propensity score analyses included the covariates listed in Table 1 (doubly robust estimation; Funk et al., 2011). Results We begin by discussing the descriptive patterns of absenteeism and the bivariate associations between the sample characteristics and children’s school absences. For the bivariate correlations, we focus on the general patterns that emerged among our covariates and both absenteeism and chronic absenteeism. Then, we address our focal three research objectives before we close with a brief description of our propensity score models. Ansari and Purtell Page 6 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript Descriptives and Bivariate Correlates of School Absences As can be seen in Table 1, children in Head Start missed approximately 5.5% of the school year (SD = 4.3%, range 0.0–23.8%) and roughly 12% of the full sample of children was chronically absent. Translated into days of school missed, these estimates indicate that on average, children in Head Start were absent for roughly eight days of the year. Children who were chronically absent missed an average of 22 days. A number of our child, household, and classroom factors were also related to children’s school absences (see Table 1). Specifically, Black and Latino children were less likely to be absent and chronically absent from Head Start than White children, as were children who came from households without two parents (versus households with married parents). In contrast, children were more likely to be absent from Head Start when their mothers exhibited more depressive symptoms and were unemployed (versus employed full time). In terms of classroom characteristics, we found that children who were enrolled in larger classrooms, bilingual classrooms, and classrooms that operated for more hours per week (e.g., part- vs. full-day) were less likely to be absent from school. Children were also less likely to be absent from Head Start when their teachers received a higher hourly wage. For other associations that emerged for only one of our two absenteeism measures, see Table 1. Absenteeism and Children’s Early Learning Although absenteeism was not associated with children’s language development in our multivariate models (see Table 2), children who were more frequently absent demonstrated smaller gains in literacy and math with effect sizes corresponding with 5–6% of a SD (see Appendix Table 1 for the associations between the covariates and outcomes). Findings for chronic absenteeism were stronger, with children who were chronically absent exhibiting even smaller gains, with effect sizes of 13–14% of a SD. In practical terms, the effect sizes for chronic absenteeism translate to roughly two (math) to three (literacy) months of lost academic skill gains (calculated by dividing the standardized difference in test scores by the regression slope for children’s age; Bradbury et al., 2011). Moderators of Absenteeism and Children’s Early Learning As can be seen in Table 2, results from our multivariate analyses also suggested that children’s school entry skills were fairly stable, and although missing school was generally associated with less optimal academic achievement for all children, it was most problematic if children started school with the lowest language and literacy (but not math) skills. For example, the negative associations between absenteeism and children’s literacy development were 16% of a SD greater for children who entered the Head Start program with low as opposed to high literacy skills. Finally, although all children exhibited greater gains in areas of early literacy when they experienced higher quality interactions with their teachers, these associations were larger when children were less frequently absent (see Figure 1; this estimate was only marginally significant with a Benjamini adjustment). While not reaching conventional standards of significance in either our adjusted or non-adjusted models (p = .06), similar—albeit slightly smaller—patterns emerged for children’s language development. Thus, these results indicate Ansari and Purtell Page 7 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript that high quality programs were associated with improvements in children’s early language and literacy skills, but children who were more frequently absent did not reap the maximum benefit. Propensity Score Models After balancing the comparison conditions (results are available upon request), we found that our propensity score models confirmed the conclusions discussed above (see Appendix Table 2). As before, children who were more frequently absent exhibited fewer gains in math and literacy (but not language skills) over the course of the Head Start year, and these associations were stronger at chronic levels of school absences. Discussion Despite the growing investments in early childhood programs (Duncan & Magnuson, 2013), children’s school attendance has been largely ignored and remains unmeasured in most early care and education programs (Mendez, Crosby, & Helms, 2016). Thus, the purpose of this research brief was to provide a preliminary exploration of the implications of absenteeism for children’s early academic achievement using a nationally representative Head Start sample. Drawing on data from the FACES 2009 cohort, this study sought to illustrate the importance of measuring absenteeism in preschool while also encouraging new work in an area that has remained relatively underdeveloped. The results of our study have four take home messages. First, our descriptive results suggest that children missed roughly eight days of the school year and 12% of children were chronically absent and, therefore, missed an average of 22 days. We also documented a few potential determinants of school absences; for example, minority children were less likely to be absent as compared with White children, as were children who were enrolled in school for longer hours and in larger and bilingual classrooms. When taken together, these descriptive results indicate that absenteeism is a prevalent in Head Start, but that certain groups of children are at greater risk of missing time than others. Future programs designed to increase attendance may be strengthened by tailoring their efforts to these subgroups. Second, results from our focal multivariate models confirmed some of what is known about the relations between absenteeism and achievement during the primary school years and beyond and suggest that these patterns hold true in preschool (Gottfried, 2009, 2011; Gershenson et al., 2015; Morrissey et al., 2014; Ready, 2010). Children who missed more days of preschool demonstrated fewer gains in literacy and mathematics, and the detrimental effects were greater among children who were absent for more than 10% of school year (chronic absenteeism; Chang & Romero, 2008; Ready, 2010). Put in context with other influences on children’s early learning, the associations between chronic absenteeism and children’s early learning were roughly three to four times as large as that of meta-analyses of classroom quality (meta-analytic E.S. of classroom quality [Keys et al., 2013]: 0.03–0.05 SDs versus chronic absenteeism E.S.: 0.13–0.14 SDs). Within the context of our study, the effects of chronic absenteeism were 1.4 (literacy: E.S.quality = .10 versus E.S.chronic absenteeism = 0.14) to 6.5 (math: E.S.quality = 0.02 versus E.S.chronic absenteeism = Ansari and Purtell Page 8 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript 0.13) times larger than the effects of classroom quality, and amounted to 2–3 months of math and literacy development. Despite the links between absenteeism and children’s early literacy and math development, preschool absences were not associated with children’s language development. This finding parallels prior work, which shows that preschool programs often do not influence children’s language skills but do influence their early literacy (National Early Literacy Panel, 2008). Thus, these findings suggest that future evaluations of Head Start should consider a treatment-on-the-treated model that incorporates children’s absenteeism to estimate the full potential of the program. Third, consistent with the compensatory model of education (Sameroff & Chandler, 1975) and Ready’s study of absenteeism in kindergarten (2010), preschool absences were most detrimental for children who entered the program with the lowest language and literacy skills. Although we did not see direct associations between absenteeism and language development, it may be that absences are more predictive for children who enter the classroom with low language skills, as they may be more dependent for classroom exposure to new language skills than their peers who enter school with higher language skills. Finally, consistent with the existing literature (Keys et al., 2013), results from this study revealed that the quality of teacher-child interactions facilitated children’s literacy development. For the first time, however, our results show that these benefits were considerably larger for children who were infrequently absent. The implications of this finding are quite important in light of the fact that the benefits of quality preschool education have proven to be smaller than expected (Keys et al., 2013). The results of this study suggest that these patterns may partly be due to the attenuating effect of chronically absent children and, thus, should be considered in future studies of classroom quality. Even though this study is the first national analysis of preschool absences, these general points of discussion need to be interpreted in light of a few limitations. The primarily limitation of our work is that of measurement. Unlike some studies on primary school absences that have been able to draw on data from school attendance records (Gershenson et al., 2015; Morrissey et al., 2014), we were restricted to parent reports of children’s school attendance. Considering that attendance is rarely tracked at the preschool level, there are not many other options to estimate these associations. In fact, the FACES dataset is one of two national early childhood datasets that has any information on children’s preschool absences (Mendez et al., 2016). Even so, it is important to acknowledge that our estimates of preschool absences were lower than those of Ehrlich and colleagues (2013) and Connolly and colleagues (2012), which may reflect social desirability. That is, there may be some bias due to parents’ underreporting of children’s preschool absences, which increase the risk of null findings. Despite this potential source of bias, the effect sizes reported in our study and the effect sizes reported in Chicago and Baltimore are of the same magnitude, suggesting that this bias is unlikely to affect the associations between the focal variables of interest. Moreover, our estimates of preschool absences are comparable to national estimates of kindergarten absences (Gershenson et al., 2015; Gottfried, 2015), which is of note because kindergarten, like preschool, is not mandatory in most states. Next, we used a sample of Head Start children, which is an important strength as Head Start is the largest federally funded preschool program serving low-income children; however, this line of work should be extended to other types of preschool programs before we can generalize these patterns to Ansari and Purtell Page 9 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript other populations. Finally, although we (a) controlled for a rich set of covariates and (b) we estimated propensity score models, these analyses do not imply cause and effect. One purpose of a brief report is to provide new findings that extend the existing literature and spur future research. Our results inform the discourse surrounding absenteeism in preschool by illustrating the scope and consequences of school absences in Head Start for children living in poverty. When taken together, these results indicate that future researchers need to pay closer attention to the role of preschool absences in developmental and educational research. These findings also have practical implications and suggest that preschool teachers and administrators may want to exert some effort to reduce school absences. One important route may be to discuss challenges to attendance that parents are facing and work with them to reduce these barriers. Work with older children has shown that absenteeism is rarely due to one factor; thus, working with families to reduce multiple causes may be necessary (Teasley, 2004). One successful elementary model assigned monitors to engage with both families and school staff to increase attendance; this type of model may be particularly useful in Head Start, which already strives to increase parent- center communication (Lehr, Sinclair, & Christenson, 2004). The early childhood field should also consider ways to make sure that parents understand that preschool is an educational program, not just a daycare, and that school absences are problematic as recent research on prekindergarten has shown that these types of parental beliefs are critical to increasing school attendance (Katz, Johnson, & Adams, 2016). Setting and communicating clear attendance expectations and engaging parents in school are emerging as key ways to change parental beliefs and children’s preschool absences (Katz et al., 2016). Ultimately, if our results are confirmed with other samples of children and families from across the country then we can draw more definitive conclusions regarding preschool absences as a source of inequality. In the meantime, however, an important first step is to ensure that future data collection efforts gather information on children’s preschool absences. By using a large and nationally representative dataset of Head Start children, this study pushes this agenda forward by providing some of the first insight into the harmful implications of absenteeism for low-income children’s academic learning during the preschool year. Supplementary Material Refer to Web version on PubMed Central for supplementary material. Acknowledgments The authors acknowledge the support of grants from the Eunice Kennedy Shriver National Institute of Child Health and Human Development (R01HD069564, PI: Elizabeth Gershoff; R24 HD42849, PI: Mark Hayward; T32 HD007081-35, PI: Kelly Raley) and the Institute of Education Sciences, U.S. Department of Education (R305B130013, University of Virginia). References Administration for Children and FamiliesHead Start Performance Standards Washington, DC: U.S. Department of Health and Human Services; 2015 45 CFR Ch. XIII (10-1-09 Edition) [With Part 1306.32, Center-based Program Option] Ansari and Purtell Page 10 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript Administration for Children and FamiliesHead Start Performance Standards Washington, DC: U.S. Department of Health and Human Services; 2015 45 CFR Ch. 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Chicago: University of Chicago Press; 1975 187244 Teasley ML. Absenteeism and truancy: Risk, protection, and best practice implications for school social workers. Children & Schools. 2004; 38:117–128. DOI: 10.1093/cs/26.2.117 West J, , Tarullo L, , Aikens N, , Malone L, , Carlson BL. OPRE Report Washington, DC: Office of Planning, Research and Evaluation, Administration for Children and Families, U.S. Department of Health and Human Services; 2011 FACES 2009 Study Design; 20119 Woodcock RW, , McGrew KS, , Mather N. Woodcock-Johnson III tests of achievement Itasca, IL: Riverside Publishing; 2001 Zigler E, , Muenchow S. Head Start: The Inside Story of America’s Most Successful Educational Experiment New York, NY: Basic Books; 1992 Ansari and Purtell Page 12 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript Figure 1. An illustration of the conditional effects of quality teacher-child interactions on children’s literacy skill gains, as a function of their absences from school. Notes. Low absences correspond to roughly two days (1.18% of the school year; roughly 11% of the sample were at or above this threshold), whereas high absences correspond to approximately 15 days (9.78% of the school year; roughly 13% of the sample were at or above this threshold). Low quality corresponds to a score of 3.58 on the CLASS (roughly 15% of the sample were at or above this threshold) and high quality corresponds with 4.56 on the CLASS (roughly 18% of the sample were at or above this threshold). Ansari and Purtell Page 13 Child Dev. Author manuscript; available in PMC 2019 July 01.Author Manuscript Author Manuscript Author Manuscript Author Manuscript Author Manuscript Author Manuscript Author Manuscript Author Manuscript Ansari and Purtell Page 14 Table 1 Descriptive statistics for study variables. Mean (SD) or proportion Bivariate correlations Absenteeism Chronic absenteeism Child/household characteristics Percent of days absent 5.48 (4.30) — — Chronically absent 0.12 — — Child is male 0.50 0.04 0.00 Child race White 0.21 — — Black 0.34 −0.26 ***−0.16 *** Latino 0.36 −0.15 ***−0.11 *** Asian/other 0.08 −0.09 *−0.04 Child age (months)46.09 (6.65)−0.04 −0.05 * Child health a 4.29 (0.90)−0.04 *−0.03 Four year old cohort 0.43 −0.01 −0.03 Months between fall and spring child assessments 5.85 (1.47) 0.02 0.02 Language of assessment (fall-spring) English-English 0.84 — — Spanish-Spanish 0.07 0.01 0.01 Spanish-English 0.09 −0.03 −0.02 Mothers’ marital status Married 0.29 — — Single 0.18 −0.05 −0.02 Not two parent household 0.53 −0.09 ***−0.05 * Mothers’ years of education 12.00 (1.84) 0.01 0.01 Mothers’ age 28.83 (5.89)−0.04 −0.04 Household size (children and adults) 4.61 (1.61)−0.06 **−0.05 * Mothers’ employment Full time 0.27 — — Part time 0.21 0.06 0.05 Unemployed 0.52 0.08 *** 0.08 *** Mothers’ depressive symptoms b 4.89 (5.82) 0.09 *** 0.07 *** Ratio of income to poverty c 2.52 (1.36) 0.04 0.01 Number of moves in the last 12 months 0.49 (0.83) 0.03 0.02 Cognitive stimulation d 0.79 (0.16) 0.02 0.01 Frequency parent spanked child 0.67 (1.26) 0.04 * 0.01 English household language 0.76 −0.02 −0.01 Classroom characteristics Child/teacher ratio 8.55 (2.25)−0.05 **−0.04 * Child Dev. Author manuscript; available in PMC 2019 July 01. Author Manuscript Author Manuscript Author Manuscript Author Manuscript Ansari and Purtell Page 15 Mean (SD) or proportion Bivariate correlations Absenteeism Chronic absenteeism Child/adult ratio 7.36 (2.13)−0.06 **−0.06 ** Class size 17.28 (2.17)−0.07 **−0.07 *** Hours of school per week 26.36 (11.49)−0.10 ***−0.12 *** Program meets five days a week 0.75 −0.10 ***−0.10 *** Full day program 0.60 −0.11 ***−0.11 *** Other languages used in the classroom (yes) 0.34 −0.04 *−0.04 * Quality of teacher-child interactions (CLASS) 4.07 (0.49)−0.02 −0.03 Global classroom quality (ECERS-R) 4.27 (0.77) 0.01 0.00 Teacher characteristics Depressive symptoms b 4.25 (4.60) 0.01 0.00 Years teaching 12.71 (8.68)−0.03 −0.01 Years of education 14.99 (1.79)−0.06 **−0.01 Degree in early childhood education 0.92 −0.01 −0.00 Hourly salary 14.11 (4.79)−0.11 ***−0.06 ** Number of benefits e 6.55 (2.39) 0.06 * 0.05 Children’s outcomes Language (fall) 81.62 (19.76) 0.07 *** 0.05 * Language (spring) 86.12 (16.85) 0.06 ** 0.04 Letter-word identification (fall)304.98 (24.37)−0.02 0.01 Letter-word identification (spring)322.75 (27.86)−0.08 ***−0.05 * Spelling (fall)344.02 (29.31)−0.03 −0.02 Spelling (spring)363.34 (30.32)−0.08 ***−0.09 *** Math (fall)373.42 (25.70)−0.03 −0.03 Math (spring)386.93 (24.77)−0.06 **−0.05 * Notes. aChildren’s health was reported by parents using a 5-point Likert scale (1= Poor, 5= Excellent). bBoth parents’ and teachers’ depressive symptoms were measured via 12 questions from the short form of the Center for Epidemiological Studies Depression Scale (α =.91; Radloff, 1977) with scores ranging from 0–36. cThe ratio of income to poverty measure was quasi-continuous with scores ranging from 1 (< 50% of the federal poverty line [FPL]) to 6 (>200% of the FPL). dThe cognitive stimulation measure was a composite of 12 items that captured parents’ household investments during the past week (e.g., told child a story; taught child letters or numbers). eTeachers benefits (e.g., paid vacation, sick leave) was based on a 0–9 scale. ***p < .001. **p < .01. *p < .05. Child Dev. Author manuscript; available in PMC 2019 July 01. Author Manuscript Author Manuscript Author Manuscript Author Manuscript Ansari and Purtell Page 16 Table 2 Multivariate results of children’s academic achievement as a function of absenteeism. Child Outcomes a Language Literacy Math Main Effects of Absenteeism Absenteeism (Models 1, 3 and 4)−0.00 (0.02)−0.05 ** (0.02) −0.06 ** (0.02) Chronic Absenteeism (Model 2)−0.03 (0.05)−0.14 ** (0.05) −0.13 * (0.06) Main Effects of Moderators School Entry Skills (Models 1–4)0.62 *** (0.02) 0.60 *** (0.02) 0.54 *** (0.02) Quality of Teacher-Child Interactions (Models 1–4)0.01 (0.02)0.10 *** (0.02) −0.02 (0.03) Interaction Terms b Absenteeism X School Entry Skills (Model 3)0.06 * (0.03) 0.04 ** (0.01) 0.04 (0.03) Absenteeism X Quality of Teacher-Child Interactions (Model 4)−0.03 † (0.02) −0.03 * (0.01) −0.00 (0.02) Notes. Bolded coefficients were statistically significant at p < .05 and italicized coefficients were significant at p < .10 with a Benjamini false discovery adjustment. All continuous variables were standardized within wave (mean of 0 and standard deviation of 1), and therefore the unstandardized regression coefficients in this table correspond to effect sizes. aAll models controlled for the covariates listed in Table 1 and were clustered at the classroom level. bBecause the variables above have a mean of 0, the main effect coefficients were the same across both the interaction and main effect models. Separate models were estimated for each individual interaction. ***p < .001. **p < .01. *p < .05. †p < .10. Child Dev. Author manuscript; available in PMC 2019 July 01. Frontiers in Education 01 frontiersin.org Why are children absent from preschool? A nationally representative analysis of Head Start programs Kelly M. Purtell * and Arya Ansari Department of Human Sciences and Crane Center for Early Childhood Research and Policy, The Ohio State University, Columbus, OH, United States Introduction: Children who are absent from school, including preschool, do not make the same academic gains as their non-absent peers. However, we know little about what predicts absenteeism among preschool-attending children. Methods: We used the Family and Child Experiences Study - 2009, a nationally representative sample of Head Start attendees (n = 2,842), to test the associations between a comprehensive set of child, family, and center factors, and children’s levels of absenteeism across the preschool year. Results: Our findings highlight the multi-faceted nature of absenteeism. Family necessity, family routines, and center-level characteristics were all associated with absenteeism. Discussion: Reducing preschool absenteeism requires a comprehensive approach as the factors that shape absences are varied. Our findings suggest that center-level strategies focused on outreach and classroom quality are important future directions. KEYWORDS absenteeism, preschool, Head Start, families, FACES 2009 Introduction Preschool is an effective means to improving children’s early learning and development, especially for children from low-income homes (Phillips et al., 2017). Given the mounting evidence supporting the benefits of preschool, large investments are being made into these programs across the country (Duncan and Magnuson, 2013). Despite these potential benefits of preschool enrollment, there is growing evidence to suggest that children do not reap the maximum benefit if they are not regularly present in school (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018; Ansari et al., 2021). However, there has been little work on understanding why children are absent in the earliest years of schooling. To address this gap in scientific knowledge, we use a nationally representative sample of newly enrolled Head Start attendees to examine a comprehensive set of factors that TYPE Original Research PUBLISHED 16 December 2022 DOI 10.3389/feduc.2022.1031379 OPEN ACCESS EDITED BY Gil Keppens, Vrije University Brussel, Belgium REVIEWED BY Markus Klein, University of Strathclyde, United Kingdom Lilly Augustine, Jönköping University, Sweden *CORRESPONDENCE Kelly M. Purtell Purtell.15@osu.edu SPECIALTY SECTION This article was submitted to Educational Psychology, a section of the journal Frontiers in Education RECEIVED 29 August 2022 ACCEPTED 21 November 2022 PUBLISHED 16 December 2022 CITATION Purtell KM and Ansari A (2022) Why are children absent from preschool? A nationally representative analysis of Head Start programs. Front. Educ. 7:1031379. doi: 10.3389/feduc.2022.1031379 COPYRIGHT © 2022 Purtell and Ansari. This is an open- access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 02 frontiersin.org we  hypothesize will be  associated with children’s preschool absences. Understanding why children are absent in Head Start is an important policy question because it is the largest federally funded preschool program in the U.S., serving over 1 million children from low-income homes in 2019 alone (Office of Head Start, Administration for Children and Families, 2016). Head Start was created in 1965 as part of President Johnson’s War on Poverty with the goal of minimizing the socioeconomic disparities in children’s achievement. Interestingly, Head Start was designed as a two-generation program, meaning that it targeted both children and their parents (Zigler and Styfco, 2000). Thus, understanding how the family and school systems shape absenteeism in Head Start is particularly important. There is far less information available on the prevalence of absenteeism in preschool than formal schooling, but studies from Baltimore (Connolly and Olson, 2012) and Chicago (Ehrlich et al., 2018) suggest that absenteeism is especially high during the years leading up to kindergarten. For example, in Chicago, preschoolers were absent for roughly 10–13% of the school year (Ehrlich et al., 2018). These averages indicate that a large share of children were chronically absent, meaning they missed more than 10% of the school year. Results from preschool programs in Baltimore reveal even higher levels of chronic absenteeism, with almost 27% of children being chronically absent (Connolly and Olson, 2012). These high rates of absences is troublesome because: (a) children who are absent from preschool do not make the same academic gains as their classmates who are less frequently absent (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018); and (b) the more often children are absent in the early years, the more likely they were to be absent later on (Connolly and Olson, 2012; Dubay and Hollar, 2016; Gottfried, 2017; Ansari and Pianta, 2019). But, overall, these findings are not entirely surprising; the K-12 literature has long highlighted the negative educational and financial implications of school absences (Gottfried, 2009, 2010, 2011; Ready, 2010; Gershenson et  al., 2015; Gottfried and Hutt, 2019). To understand the consequences of absenteeism, and eventually to develop effective solutions to reduce it, requires a deeper understanding of the barriers to school attendance and which children are more likely to miss time from school. And even though there has been recent advances in trying to understand “why” children are absent in K-12 (e.g., Gottfried, 2015, 2017; Morrissey et al., 2014; Gottfried and Gee, 2017), there has been little effort to understand these dynamics among preschool-aged children. This is an important gap in knowledge because preschool differs from formal schooling in many ways that may contribute to both the higher rates of absenteeism and the reasons why children are absent. Primarily, preschool in the United States. is not mandated by law and because of its voluntary nature, some parents may view its role in promoting their children’s development differently than formal schooling. Indeed, while most parents believe that school attendance is important, there is variation in whether parents ascribe these beliefs in relation to preschool, or only when their children are older (Ehrlich et al., 2013). The potentially more varied beliefs about preschool may be one reason why there are higher levels of absences in preschool than later schooling (Dubay and Holla, 2015). When studying absenteeism, children’s health is often considered as the primary contributor to absenteeism (Ehrlich et al., 2013; however, there are multiple pathways that may lead to children missing school, especially in early childhood when schooling is not mandatory. Two theoretical models help to navigate this complex process. First, Bronfenbrenner’s bioecological theory highlights the importance of multiple contexts in shaping children’s development (Bronfenbrenner and Morris, 2006). Two tenets of this theory are particularly relevant. First, the concept of the mesosystem, which focuses on interrelations across contexts, highlights the interrelatedness of family and school environments. Applied here, it may be that experiences in the home prevent (or promote) children’s preschool attendance. Second, this framework also emphasizes the role of the child in shaping their own home and school experiences. Thus, it may be that when a child (or parent) has positive experiences at preschool, they may be more motivated to go (or send their child), and in turn, reduce absenteeism. The accommodations framework (Meyers and Jordan, 2006) also provides a useful lens through which to understand children’s school absences. This economic framework was initially developed to explain how families make choices about childcare for their children and highlights the complex web of factors that influence these choices. Many of these factors may also influence preschool attendance. For example, need and necessity are highlighted as key factors that shape parents’ decisions for childcare. When applied here, it may be that families with working parents have children with fewer absences because they need childcare so they can work; however, for families with mismatches between employment and preschool hours, absenteeism may be higher. This framework also highlights the importance of norms and values in parental decisions surrounding childcare. As discussed earlier, whether an individual parent values preschool in the same way society values later schooling is likely to have important implications for how likely they are to allow their child to miss extensive time from preschool. Supporting these theories, the K-12 literature suggests that the reasons underlying children’s school absences are complex and cut across different layers of the home and school systems in addition to the communities in which families reside (e.g., Baker et al., 2001; Epstein and Sheldon, 2002; Morrissey et al., 2014; Gottfried, 2015). Although a number of these features are likely to be important at the preschool level, it is important to consider the specific factors relevant to preschool absences, especially in the context of Head Start. In addition to serving children from lower-income families, Head Start has a longstanding focus on parent engagement which may shape absenteeism patterns in unique ways. Given that Head Start is the largest federal preschool program, understanding predictors of absenteeism in this context is critical. We ground the factors we examine in these theories, the Head Start context, and their policy relevance. Understanding how Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 03 frontiersin.org various factors shape absenteeism provides information that can be used to improve attendance in the future. We focus on both family- and classroom factors, as both are shaped by policy and practice. Although many of these factors have not been examined in the context of Head Start, we rely on research on absenteeism in elementary school to describe them below. Family circumstance/necessity Although children’s health has been found to predict higher levels of absenteeism during the elementary and secondary school years (Allensworth and Easton, 2007; Ready, 2010; Childs and Lofton, 2021), other mechanisms, similar to those described in the accommodations framework have also been considered. For example, because parents sometimes consider preschool to be  childcare, and less of an educational opportunity, how frequently their child attends may be driven by how much they need childcare and how frequently their need for care overlaps with the hours the program is open. Thus, family factors such as the other adults in the home and maternal employment may be associated with absenteeism. Family stress and routines . Other family factors, including the levels of stress and chaos within the home may make it more difficult for children to consistently attend preschool, as these challenges may make it difficult for families to get their child to school. Alternatively, these families may have a greater need for out of home care and thus, limit the number of times their child is absent. Family poverty is a related factor that has been documented as a consistent predictor of absenteeism, in part due to the reasons discussed above, but also because it is associated with poor neighborhood conditions and community violence, which make it more difficult for families to get to school (Chen et al., 2000; Allensworth and Easton, 2007; Gottfried, 2010; Ansari and Gottfried, 2020). Children’s academic and social-behavioral skills In addition to the above family processes, another important dimension emphasized by bioecological theory includes the attributes and skills of children (Bronfenbrenner and Morris, 2006). These skills and behaviors can either support or impede children’s experiences, including their school attendance. For example, children who demonstrate low skills or problematic behaviors may signal to their parents that they need more help, and thus, reduce the likelihood of absenteeism (i.e., compensatory effects). On the other hand, children who demonstrate more optimal skills and behaviors may encourage parents to continue to invest in their education and, consequently, parents may take extra efforts to make sure their children are not absent from school (i.e., enrichment effects). Although both possibilities have received theoretical support, the evidence in the K-12 literature with respect to absenteeism has been mixed (e.g., Gottfried and Gee, 2017; Ansari et al., 2020). Center and classroom processes Despite the challenges faced by low-income families, the center itself also has the potential to influence the frequency of absenteeism. For example, centers that make an effort to meet with families or provide transportation and medical care may increase the ability of families to attend preschool regularly (e.g., Gottfried, 2013, 2017). Similarly, centers that make efforts to increase parents’ beliefs in the importance of preschool for their children’s future are also likely to reduce absenteeism (Ehrlich et al., 2013). Children’s relationships with their teacher are also important to their overall schooling experience (Crosnoe et al., 2004). If a child has a close relationship with their teacher, and more generally, positive experiences within the classroom, they may be more likely to want to attend preschool. Likewise, if parents perceive the classroom as being a positive experience for their child, they may do more to ensure that their child is present as much as possible. These potential influences may be  particularly relevant in preschool when parental beliefs are so variable. Despite the clear rationale for hypothesizing that these cross- contextual factors would shape children’s preschool absences, most have not been examined empirically. To push the early childhood field forward we need to test these hypotheses, which requires theoretically grounded and advanced research methods. Thus, we sought to fill these gaps by examining the reasons underlying children’s preschool absences in a national sample of Head Start attendees. Because prior research has shown that one additional absence is not as detrimental for children’s academic achievement, but rather it is the accumulation of multiple days missed, we examine predictors of chronic absenteeism in addition to overall absences. Similar to other studies, we define chronic absenteeism as missing at least 10% of the school year (Balfanz and Byrnes, 2012). Taken together, this study can identify factors that can be targeted in the future to increase children’s preschool attendance, and ultimately, increase their kindergarten readiness. Materials and methods FACES 2009 followed a nationally representative sample of 3,349 3- and 4-year-old first time Head Start attendees across 486 classrooms (Moiduddin et  al., 2012). For the purposes this investigation, we used data from the Head Start year (fall 2009 and spring 2010) and we excluded 444 children who did not have a valid longitudinal weight and 63 children who were in a home- based program, resulting in a final analytic sample of 2,842 children and families. On average, our final sample of children (50% female) were 3.84 years of age with the majority coming Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 04 frontiersin.org from ethnic minority households (36% Latine, 34% Black, 8% Asian/other). Table 1 presents full sample descriptives. Missing data ranged from 0–17%, with an average of approximately 6% per indicator. In total, there were roughly 200 patterns of missing data. Approximately, 60% of children had complete case data. The most common pattern of missingness involved missing data on indicators of social support, employment, and absenteeism (7%). The next most common patterns involved missing data on classroom quality (5% of cases), maternal education (3% of cases), academic assessments (3% of cases), absenteeism (3% of cases), and maternal employment and TABLE 1 Weighted descriptive statistics for focal variables. Variables M SD Absenteeism Proportion of days child was absent 0.05 0.04 Child was chronically absent Family necessity 0.12 Number of adults in the household 1.99 0.95 Number of children in the household 2.60 1.23 Parents marital status Married 0.29 Single 0.18 Not two parent household 0.53 Mothers’ employment status Full time 0.27 Part time 0.21 Unemployed 0.52 Mother enrolled in classes 0.25 Ratio of income to poverty 2.52 1.36 Other child care No other care 0.65 Relative care in home 0.12 Relative care out of home 0.14 Center-based care 0.10 Social support 2.52 0.50 Sources of social supporta Child’s father is helpful 0.64 Child’s father is not helpful 0.27 Spouse is helpful 0.40 Spouse is not helpful 0.06 Child’s grandparents are helpful 0.73 Child’s grandparents are not helpful 0.16 Relatives are helpful 0.78 Relatives are not helpful 0.19 Friends are helpful 0.71 Friends are not helpful 0.25 Head Start is helpful 0.84 Head Start is not helpful 0.14 Other Head Start parents are helpful 0.39 Other Head Start parents are not helpful 0.46 Stress and routines Food insecurity 0.39 0.59 Adequacy of medical care 0.94 0.13 Residential instability 0.49 0.83 Receipt of government benefits 0.30 0.20 Receipt of child support 0.22 0.41 Number of days family eats dinner together 5.36 1.76 Mothers’ depressive symptoms 4.89 5.82 (Continued) TABLE 1 (Continued) Variables M SD Mom has poor health 0.17 Child has poor health 0.05 Child’s hours of sleep 10.39 0.89 Child has regular sleep schedule 0.89 Mothers’ perception of neighborhood violence 0.73 1.23 Children’s early skills Behavior problems −0.06 0.96 Social skills 0.01 0.98 Academics 0.08 0.75 Center and classroom processes Frequency of home visits 2.17 1.48 Frequency of parent-teacher meetings 2.68 0.97 Services provided to families 0.76 0.15 Quality of teacher-child interactions (CLASS) 4.07 0.49 Child enjoys school 3.83 0.42 Parent feels welcome at school 3.78 0.48 Number of children chronically absent 1.66 0.65 Classroom behavior is good 3.39 0.81 Covariates Child race/ethnicity White 0.21 Black 0.34 Latine 0.36 Asian/other 0.08 Child gender (male)0.50 Child has a disability 0.06 Mother born in the U.S.0.71 Program is full day 0.60 Child 1 year away from kindergarten 0.43 Child age (months)46.09 6.65 Mothers’ age (years)28.83 5.89 Household language not English 0.24 Mothers’ education 1.99 0.92 aProportions for social support will not sum to 1.00 because an additional dummy variable was included for families who reported “not applicable.” Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 05 frontiersin.org coursework (3%). All other patterns of missing data represented less than 1–2% of cases. Measures Below, we describe our focal measures. Absenteeism During the spring parents were asked, “Approximately how many days has [CHILD] been absent since the beginning of the school year?” Responses were continuously measured and ranged from 0 to 20. Because not all parents reported on their children’s absences at the same time point (52% in March; 28% in April; and 20% in May), and because programs operated for a different number of days per week, we  created an indicator of the proportion of days missed as a fraction of the days children were enrolled in school. To do so, we used parents date of assessment during the spring to gauge how long children were enrolled in school and divided the number of days children were absent by the number of months they were enrolled. This measured provided us with the number of days children were absent per month. Next, we multiplied the number of days children were absent per month by nine (the months of the school year). Finally, we divided this estimate by the number of days the program was in operation, which provided us with the proportion of the year children were absent. Chronic absenteeism was defined as missing 10% or more of the school year (Balfanz and Byrnes, 2012). Family circumstance/necessity We included nine parent-reported measures of family circumstances that may influence children’s absenteeism. We  included two measures of household composition: The number of adults and number of children in the household. We have three categories to describe parental marital status: Married, not married, and not a two-parent household (i.e., cohabitating). Mothers’ employment status was coded as full-time, part-time, or not employed. We also included an indicator for whether the mother was currently enrolled in classes. The family financial situation was captured by the income-to-poverty measure (1 = less than 50% of the Federal Poverty Line; 6 = above 200% of the Federal Poverty Line). We also included measures of other sources of childcare that children experienced before or after Head Start, which included: Relative or non-relative care in home, relative or non-relative care not in home, center-based care, or no other care. Each of the aforementioned indicators was measured at the beginning of the Head Start year. Two aspects of social support were also included as part of families’ circumstances. These indicators were collected toward the end of the Head Start year. First, parents reported on six items that described how much social support they perceived having (α =0.86:1 = never true; 3 = always true). Sample items included “help watch child when parent runs errands” and “others will loan emergency cash.” Second, parents reported on how helpful they perceived the following sources to be in terms of helping with their children: child’s father, spouse, child’s grandparents, relatives, friends, Head Start, and other Head Start parents (1 = not very helpful; 2 = somewhat helpful; 3 = very helpful; 4 = not applicable). Due to the distribution of responses, we categorized responses into a dichotomous variable (0 = not very helpful, 1 = somewhat or very helpful) and included the not applicable response as a flag variable. Family stress and routines Parents also reported on several dimensions of family routines and stress, each of which was measured at the start of the Head Start year. First, family food insecurity was captured by a single item asking the frequency with which food runs out because of money (never true, sometimes true, often true). Adequacy of medical care was a sum of three items asking about whether the child had a doctor’s visit in the past year, a dental visit in the past year, and health insurance (Gershoff et al., 2007). Residential instability was the number of times the family moved in the past 12 months. Receipt of government benefits was the proportion of six benefits families received: TANF, unemployment insurance, Food Stamps, WIC, social security, and energy assistance. Mothers also reported on whether they received child support. Three items tapped into routines: The average number of hours the child slept, whether the child had at least 4 days a week that followed a regular sleep schedule, and the number of days per week the family ate dinner together. Two maternal health indicators were also included: mother’s depression, measured by 12 items from the CES-D (α = 0.86; Radloff, 1977), and whether the mother reported poor or fair health. An indicator for poor or fair child health was also included. Finally, mothers reported on their exposure to neighborhood violence using 4 items that captured whether parents saw violent or non-violent crimes in their neighborhood and whether they knew someone that was—or they themselves were—a victim of a violent crime. Responses were categorized into a 5-point scale capturing the severity of neighborhood violence (0 = witnessed no crimes; 5 = experienced a violent crime). Children’s early academic and social-behavioral skills Children’s early academic and social-behavioral skills were measured at the beginning of the Head Start year. First, children’s early academic skills were based on direct assessments of their language, literacy, and math skills. Language was captured by the Peabody Picture Vocabulary Test (Dunn and Dunn, 1997; α = 0.97), a measure of children’s receptive vocabulary. Literacy skills were captured through two subtests of the Woodcock-Johnson assessment, Letter- Word Identification (α = 0.85) and Spelling Word (α = 0.79; Woodcock et al., 2001). The two measures captured children’s ability to identify and write upper- or lower-case letters. Children’s math skills were also directly assessed with the Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 06 frontiersin.org Woodcock-Johnson Applied Problems subscale (α = 0.87; Woodcock et al., 2001). These measures were composited together to create an overall indicator of early academic achievement (α =0.74). Next, children’s behavior problems were reported on by teachers using 14 items from the Personal Maturity Scale (Entwisle et  al., 1987) and the Behavior Problems Index (Peterson and Zill, 1986), which captured children’s aggressive hyperactive, and withdrawn behavior (α = 0.88). Finally, as part of the data collection, teachers also reported on children’s social skills (e.g., how often children followed directions, helped put things away, followed rules) using 12 items from the Personal Maturity Scale (Entwisle et al., 1987) and the Social Skills Rating System (Gresham and Elliott, 1990; α = 0.89). Center and classroom processes To capture center and classroom processes, we leveraged data from parents, teachers, and administrators. First, toward the end of the Head Start year, the child’s teacher reported on the frequency with which they performed home visits and their frequency of parent-teacher meetings. Next, at the beginning of the year, the center director reported on 15 different services provided to families (0 = no, 1 = yes), which were summed together (α = 0.72; e.g., medical care, dental care, transportation, and education or job training). All Head Start classrooms were also observed and rated on the CLASS in the spring (Pianta et al., 2008), which provides a measure of the quality of teacher- child interactions. The CLASS is based on a 7-point Likert scale (1–2 = low to 6–7 = high) and measures instructional, social– emotional, and organizational aspects of the classroom. Next, in the end of the year surveys, teachers reported on the number of children in their classroom who were chronically absent (1 = none, 4 = 5 or more) and the overall behavior of the classroom (1 = the group misbehaves very frequently and is almost always difficult to handle, 5 = the group behaves exceptionally well). Finally, in the end of year surveys, parents provided their perceptions of the center through seven items (1 = never, 4 = always), which were used to create two scales: parents’ feelings of welcomeness at the school (α = 0.74; e.g., teacher is supportive of parent, parent feels welcome by teacher) and children’s enjoyment of school (α = 0.64; e.g., child feels safe at school; child is happy at Head Start). Covariates In addition to the focal predictors discussed above, we also included a number of covariates that were collected at the start of the Head start year, namely: Child race/ethnicity, child gender, child disability status, mothers’ immigration status, whether the program was full day, whether the child was less than 1 year away from kindergarten, child and mother age, home language, and maternal education. Because of the large number of variables included, we examined all predictors for multi-collinearity issues and found none. Less than 1% of correlations among predictors were above 0.50. Analysis plan Two sets of analyses were estimated using (StataCorp, 2011). First, we  estimated OLS models to examine the associations between the predictors and the continuous measure of absenteeism. For these models, we provide effect sizes that correspond with how many standard deviations (SDs) our dependent variables change per SD increase in our continuous predictors. Given the categorical nature of some of our predictors (where SDs are not meaningful), for those variables (e.g., employment), we  provide effect sizes that correspond with the unstandardized regression coefficient divided by the SD of the dependent variable. Second, we  estimated logistic regression models to examine the predictors of the dichotomous chronic absenteeism variable. To gauge the meaningfulness of these associations we provide odds ratios which capture the differences in chronic absenteeism given a one-unit change in the predictor. To facilitate interpretation across variables, we also also provide a percent change in rates of chronic absenteeism given a one standard deviation change in all continuous variables. All models were clustered at the classroom level to account for dependence in child outcomes and weighted to be nationally representative. To account for missing data, we imputed 50 datasets using the chained equations method. Additionally, because absenteeism is not distributed uniformly across schools and communities, we treat the above analytic framework as our primary specification and allow the variances in absenteeism to vary across different contexts. However, as an additional analysis, we also estimated additional models that implemented classroom fixed effects. In these models, we  constrained the analysis to examining children within classrooms and, as such, we hold constant all classroom-level practices and processes. Thus, the classroom fixed effects models consider why some children are more (or less) likely to be absent than their classmates. Although not intended to be  causal, classroom fixed effects provide a more rigorous estimation of how individual child and family factors are associated with absenteeism. We present both analytic specifications to provide a more balanced and nuanced portrait about absenteeism in Head Start. In doing so, it is important to note that classroom fixed effects models cannot be implemented with logistic regression and, consequently, when looking at chronic absenteeism as the outcome, we estimate a linear probability model. Coefficients for those models can be interpreted as the percentage change as a function of a one unit change in the predictor. Lastly, we estimated a robustness check using fractional response models for our OLS models due to the nature of our dependent variable. Results On average, children missed 5% of the school year and 12% were chronically absent. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 07 frontiersin.org Predictors of absenteeism Our first model predicted the proportion of days a child was absent. Unstandardized and standardized coefficients are presented in the left two columns of Table  2. To begin, we found that very few family necessity and social support factors predicted children’s absences. However, the need for preschool (as captured by full-time employment), presence of siblings, and social support received, especially from other parents in the program, were linked with fewer school absences, with effect sizes ranging from roughly 5–15% of a SD. And even though children’s early academic and social- behavioral skills at the start of Head Start were not linked with absenteeism, family stress and routines did matter. More specifically, children whose families received greater government assistance were absent more often, whereas children who experienced more frequent family dinners had fewer absences. Not surprisingly, children in poor health missed a considerable more amount of school (ES = 33% of a SD) and so did children who lived in neighborhoods perceived by their mother to be violent. Moving beyond the home context, we  also found that a number of center and classroom characteristics were linked with preschool absences. For example, children who enjoyed school were less frequently absent and so were children who attended classrooms that provided higher quality services. In contrast, there was evidence of spillover effects, whereby children were more frequently absent when they were enrolled in classrooms with a higher proportion of absent peers. Effect sizes for these associations ranged from approximately 5–10% of a SD. And although not a focal study objective, in terms of covariates, we found that Black and Latine children had fewer absences than White children. In contrast, children born to immigrant mothers had fewer absences than those whose mothers were born in the U.S. and children who attended a full-day program were also absent less frequently than children in part-day programs. Predictors of chronic absenteeism Our second model predicted whether children were chronically absent from Head Start. Unstandardized coefficients and odds ratios are provided in final two columns of Table 2. Overall, the patterns of results were similar to those documented above for absenteeism continuously measured, but there were a few notable differences. When looking at family necessity, the three significant associations were the same as above: A greater number of children in the household, maternal full-time employment, and support from other Head Start parents were all predictive of a lower likelihood of chronic absences. In terms of family routines and stress, we again found that receipt of governmental benefits was associated with increased preschool absences; however, unlike our models predicting overall levels of absences, when predicting chronic absences, we found that the adequacy of medical care was linked with a lower likelihood of chronic absenteeism. Poor child health was again a sizeable predictor of chronic absenteeism, but unlike our first model predicting overall levels of absences, children’s sleep patterns was associated with chronic absenteeism. Specifically, children who had more hours of sleep per night were less likely to be chronically absent. Like above, a similar pattern of center and classroom factors were also documented when examining how likely children were to be chronically absent, but many of the predictors were only marginally significant. And, in terms of covariates, the same patterns emerged. Black and Latine children (versus White children) were less likely to be chronically absent and children in full-day programs were less likely to be absent than those in half-day programs. Classroom fixed effects Our next set of analyses implemented classroom fixed effects (see Table 3). These results are presented in Table 3. Results from these analyses were generally similar to those reported above, but fewer stress and routine variables were associated with absenteeism when comparing children with their classmates. Importantly, however, even though fewer factors were significantly linked with within classroom absenteeism, the effect sizes for the focal associations were comparable across both specifications, suggesting that the reasons children were absent are comparable when making both within and between classroom comparisons. Fractional response models As a robustness check, we ran our OLS models using fractional response modeling. Because we had not included bounds for our imputations, 1–2% of cases had values that fell below 0%. To estimate fractional response models, we estimated models that: (a) excluded these 1–2% of cases and (b) recoded their values as 0. In both instances, our results were substantively similar to the results presented in Table 2 (results available from author upon request). Discussion Preschool absences are not uncommon. In fact, our results show that Head Start attendees miss approximately 5% of the school year on average and 12% of children are chronically absent. Because preschool attendance has been linked to improved academic achievement and later school attendance (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018), it is critical to understand why children miss time from school. Resonating with both bioecological theory (Bronfenbrenner and Morris, 2006) and Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 08 frontiersin.org TABLE 2 Results from regression models predicting absenteeism and chronic absenteeism. Absenteeism Chronic absenteeism B (SE)β B (SE)OR % Diff. Family necessity Number of adults in the household −0.000 (0.001)−0.01 −0.014 (0.081)0.99 −1% Number of children in the household −0.004 (0.001)***−0.10 −0.218 (0.069)**0.80 −24% Parents marital status Single −0.000 (0.004)−0.01 0.216 (0.300)1.24 24% Not two parent household −0.005 (0.003)−0.12 −0.079 (0.242)0.92 −8% Mothers’ employment status Full time −0.006 (0.003)*−0.13 −0.496 (0.213)*0.61 −39% Part time −0.003 (0.003)−0.06 −0.242 (0.202)0.79 −21% Mother enrolled in classes −0.004 (0.002)−0.09 −0.262 (0.204)0.77 −23% Ratio of income to poverty 0.001 (0.001)0.03 0.031 (0.058)1.03 4% Other child care Relative care in home 0.003 (0.003)0.06 0.204 (0.268)1.23 23% Relative care out of home −0.001 (0.003)−0.02 −0.157 (0.251)0.85 −15% Center-based care −0.003 (0.004)−0.07 −0.172 (0.284)0.84 −16% Social support 0.005 (0.002)*0.06 0.262 (0.196)1.30 14% Sources of social supporta Child’s father is helpful −0.001 (0.003)−0.03 0.016 (0.192)1.02 2% Spouse is helpful 0.004 (0.004)0.09 0.083 (0.339)1.09 9% Child’s grandparents are helpful −0.005 (0.003)−0.12 −0.249 (0.230)0.78 −22% Relatives are helpful 0.002 (0.003)0.04 −0.186 (0.225)0.83 −17% Friends are helpful −0.001 (0.003)−0.03 0.137 (0.211)1.15 15% Head Start is helpful 0.000 (0.003)0.01 0.089 (0.250)1.09 9% Other Head Start parents are helpful −0.006 (0.002)**−0.13 −0.438 (0.172)*0.65 35% Stress and routines Food insecurity 0.001 (0.002)0.01 0.257 (0.133)+1.29 16% Adequacy of medical care −0.011 (0.008)−0.03 −1.229 (0.489)*0.29 −15% Residential instability −0.000 (0.001)−0.00 −0.016 (0.089)0.98 −2% Receipt of government benefits 0.015 (0.005)**0.07 1.019 (0.403)*2.77 22% Receipt of child support −0.001 (0.003)−0.03 −0.186 (0.203)0.83 −17% Number of days family eats dinner together −0.001 (0.001)*−0.05 −0.064 (0.043)0.94 −11% Mothers’ depressive symptoms 0.000 (0.000)+0.04 0.001 (0.013)1.00 6% Mom has poor health 0.002 (0.003)0.05 0.098 (0.214)1.10 10% Child has poor health 0.015 (0.005)**0.33 0.826 (0.267)**2.28 128% Child’s hours of sleep −0.001 (0.001)−0.03 −0.211 (0.098)*0.81 −17% Child has regular sleep schedule −0.003 (0.003)−0.06 −0.426 (0.227)+0.65 −35% Mothers’ perception of neighborhood violence 0.002 (0.001)**0.07 0.151 (0.062)*1.16 20% Children’s early skills Behavior problems −0.002 (0.001)−0.04 −0.034 (0.108)0.97 −3% Social skills −0.002 (0.001)−0.04 −0.050 (0.100)0.95 −6% Academics 0.001 (0.002)0.02 0.195 (0.152)1.22 14% Center and classroom processes Frequency of home visits −0.001 (0.001)−0.03 −0.032 (0.057)0.97 −4% Frequency of parent-teacher meetings −0.001 (0.001)−0.02 −0.028 (0.081)0.97 −3% Services provided to families −0.016 (0.008)+−0.05 −0.998 (0.512)+0.37 −14% Quality of teacher-child interactions (CLASS)−0.004 (0.002)*−0.05 −0.274 (0.163)+0.76 −13% Child enjoys school −0.009 (0.003)**−0.08 −0.354 (0.197)+0.70 −14% Parent feels welcome at school 0.002 (0.003)0.03 0.046 (0.184)1.05 2% Number of children chronically absent 0.006 (0.002)***0.09 0.342 (0.116)**1.41 25% (Continued) Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 09 frontiersin.org models of preschool selection (Meyers and Jordan, 2006), our results highlight the multifaceted nature of preschool absences, with multiple factors across contexts contributing to the likelihood that children would miss time from preschool. We found a number of family factors that were associated with children’s absences. To start, children who had mothers that were employed full-time and children who were in a household with a greater number of children were both less likely to be absent and chronically absent. Families with multiple children and full-time employment may rely on preschool for childcare, and thus, be less likely to let their child miss significant time from school. The finding on number of children in the home is different from qualitative findings with elementary-aged children, where having a greater number of children in the household can make getting to school more challenging (Sugrue et al., 2016). Children whose families had more frequent routines were also absent less frequently than children whose families had fewer daily routines. Specifically, more family dinners were associated with fewer absences, and both the regularity and amount of children’s sleep were also associated with fewer absences. That families that are more regular in their routines at home would also be more routine in their children’s preschool experience is perhaps not surprising as more routines in the home are likely to mitigate stressors associated with absenteeism. Similar to the existing literature on elementary school absences (e.g., Ready, 2010), we found that children’s health was strongly associated with absences and chronic absenteeism in preschool. On the contrary, neither mothers’ physical nor mental health played a role in their children’s absences, although it is plausible that these characteristics shaped absenteeism through their associations with family routines. Similar to prior research, a number of indicators of economic stressors were also associated with absenteeism and chronic absenteeism, including food insecurity, adequacy of medical care, and receipt of governmental assistance (Chang and Romero, 2008). These economic challenges are likely to be associated with day-to-day barriers to attendance, such as transportation, which is an important correlate of regular school attendance (Gottfried, 2017). Lastly, mothers who perceived their neighborhoods to be violent had children who were more frequently absent. It may be that this is operating as another marker of economic disadvantage, or it may be that living in dangerous neighborhoods poses a separate barrier to regular preschool attendance. Taken together, these findings suggest that social and economic disadvantages pose great challenges to high rates of attendance at Head Start. Programs focused on reducing absenteeism need to consider the complex circumstances families may be experiencing throughout the school year. More hearteningly, we  found a number of center- and classroom-level features that were associated with fewer preschool absences. For example, children who attended centers that provided more services to families were less likely to be  absent. This suggests that a continued focus on family outreach may benefit children by increasing attendance, in addition to its other positive impacts on families (e.g., Barnett et al., 2020). Children’s classroom experiences also played a role in the regularity of their attendance; specifically, children were less likely to be absent when their mothers’ perceived them as enjoying school and when they attended classrooms that were rated as higher quality. Thus, positive child experiences in the classroom is a potential pathway to reduced absenteeism. TABLE 2 (Continued) Absenteeism Chronic absenteeism B (SE)β B (SE)OR % Diff. Classroom behavior good 0.001 (0.001)0.02 0.151 (0.093)1.16 13% Covariates Child race/ethnicity Black −0.020 (0.003)***−0.45 −0.931 (0.240)***0.39 −61% Latine −0.009 (0.004)*−0.19 −0.649 (0.257)*0.52 −48% Asian/other −0.010 (0.005)*−0.23 −0.487 (0.339)0.61 −39% Child gender (male)0.002 (0.002)0.05 −0.002 (0.161)1.00 0% Child has disability −0.003 (0.005)−0.08 −0.094 (0.315)0.91 −9% Mother born in the United States 0.010 (0.004)*0.22 0.168 (0.300)1.18 18% Program is full day −0.009 (0.002)***−0.21 −0.698 (0.181)***0.50 −50% Child 1 year away from kindergarten 0.003 (0.004)0.08 0.042 (0.297)1.04 4% Child age −0.001 (0.00)+−0.07 −0.029 (0.022)0.97 −17% Mothers’ age −0.000 (0.00)−0.02 −0.024 (0.016)0.98 −14% Household language not English 0.001 (0.001)0.02 0.049 (0.341)1.05 5% Mothers’ education 0.000 (0.001)0.00 0.040 (0.093)1.04 4% aAlthough not shown, an additional dummy variable was included for the social-support variables representing those who reported not applicable. O.R. is odds ratios. The O.R. results are not using standardized predictors and thus can be interpreted as one unit increase on the original scale metric. To present a more comparable metric across predictors, the % diff column corresponds to the percent change in rates of chronic absenteeism given a one standard deviation change in continuous predictors. ***p < 0.001. **p < 0.01. *p < 0.05. +p < 0.10. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 10 frontiersin.org TABLE 3 Results from regression models predicting absenteeism and chronic absenteeism using classroom fixed effects. Absenteeism Chronic absenteeism B (SE)β B (SE)βb Family necessity Number of adults in the household 0.001 (0.001)0.01 0.003 (0.008)0.00 Number of children in the household −0.003 (0.001)***−0.09 −0.018 (0.007)**−0.02 Parents marital status Single −0.000 (0.004)−0.00 0.015 (0.034)0.01 Not two parent household −0.003 (0.004)−0.07 0.005 (0.028)0.00 Mothers’ employment status Full time −0.006 (0.003)*−0.13 −0.048 (0.021)*−0.05 Part time −0.002 (0.003)−0.04 −0.021 (0.023)−0.02 Mother enrolled in classes −0.004 (0.003)−0.09 −0.037 (0.021)+−0.04 Ratio of income to poverty 0.001 (0.001)0.03 0.007 (0.006)0.01 Other child care Relative care in home 0.001 (0.003)0.02 0.008 (0.028)0.01 Relative care out of home 0.002 (0.003)0.04 0.011 (0.023)0.01 Center-based care −0.001 (0.005)−0.01 0.005 (0.033)0.01 Social support 0.004 (0.003)0.04 0.024 (0.021)0.01 Sources of social supporta Child’s father is helpful −0.002 (0.003)−0.06 −0.000 (0.021)−0.00 Spouse is helpful 0.006 (0.005)0.14 0.039 (0.035)0.04 Child’s grandparents are helpful −0.005 (0.003)−0.12 −0.021 (0.029)−0.02 Relatives are helpful 0.002 (0.003)0.04 −0.024 (0.027)−0.02 Friends are helpful −0.001 (0.003)−0.03 0.020 (0.025)0.02 Head Start is helpful 0.000 (0.003)0.01 0.006 (0.026)0.01 Other Head Start parents are helpful −0.006 (0.002)**−0.14 −0.046 (0.019)*−0.05 Stress and routines Food insecurity 0.001 (0.002)0.01 0.031 (0.016)+0.02 Adequacy of medical care −0.017 (0.008)*−0.05 −0.177 (0.067)**−0.02 Residential instability 0.000 (0.001)0.01 0.003 (0.011)0.00 Receipt of government benefits 0.015 (0.006)**0.07 0.113 (0.048)*0.02 Receipt of child support −0.000 (0.003)−0.01 −0.012 (0.022)−0.01 Number of days family eats dinner together −0.001 (0.001)*−0.06 −0.007 (0.005)−0.01 Mothers’ depressive symptoms 0.000 (0.000)+0.05 0.001 (0.002)0.01 Mom has poor health 0.003 (0.003)0.08 0.019 (0.026)0.02 Child has poor health 0.010 (0.006)+0.24 0.061 (0.038)0.06 Child’s hours of sleep −0.002 (0.001)−0.03 −0.019 (0.011)+−0.02 Child has regular sleep schedule −0.004 (0.004)−0.10 −0.068 (0.028)*−0.07 Mothers’ perception of neighborhood violence 0.002 (0.001)*0.06 0.013 (0.008)+0.02 Center and classroom processes Frequency of home visits −−−− Frequency of parent-teacher meetings −−−− Services provided to families −−−− Quality of teacher-child interactions (CLASS)−−−− Child enjoys school −0.008 (0.004)*−0.07 −0.043 (0.027)−0.02 Parent feels welcome at school 0.002 (0.003)0.02 0.001 (0.023)0.00 Number of children chronically absent −−−− Classroom behavior good −−−− Children’s early skills Behavior problems −0.001 (0.002)−0.03 −0.007 (0.014)−0.01 Social skills −0.002 (0.002)−0.04 −0.010 (0.014)−0.01 (Continued) Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 11 frontiersin.org Interestingly, the other social support item that was associated with fewer school absences was parents’ perceptions of support from other Head Start parents, suggesting that facilitating relationships between parents is another important way that centers may be  able to reduce absenteeism. Despite these promising avenues for reducing preschool absences, we also found that the concentration of absences within a classroom was associated with individual children’s absenteeism. Although speculative, it may be that a high concentration of absences in a classroom reflects a social norm, namely that preschool absences are okay (see also, Ehrlich et al., 2013; Gottfried et al., 2020). Overall, our findings highlight the fact that no one mechanism stood out as the sole driver of absenteeism; but rather, there appeared to be many individual, family and center characteristics that shaped preschool absenteeism. This aligns with bioecological theory that suggests that multiple systems may shape absenteeism. Additionally, our findings provide support for multiple components of the accommodation’s framework. For example, children whose families likely had higher need for childcare, as evidenced by full-time employment, were less likely to be absent. But other factors mattered too, providing evidence for the framework’s assertion that parents’ decision-making around childcare, and in this case, attendance, is complex, and shaped by numerous factors. Accordingly, there are many routes to reduce absenteeism in the future—and focusing on one factor alone is unlikely to make drastic reductions in absenteeism. A holistic approach that tackles both family- and classroom-level processes is necessary to improve children’s Head Start attendance. Having said that, there are successful models at other school levels that may be useful to future program development. One such successful elementary school model assigned monitors to engage with both families and school staff to increase attendance; this type of model may be particularly useful in Head Start, which already strives to increase parent-center communication, but has not yet been tested in the preschool years (Lehr et al., 2004). Other work has revealed a number of promising strategies to reduce preschool absences. First, in line with our findings, Katz et al. (2016) note that home-school connections are critical to facilitate school attendance. Even so, it is important to acknowledge that these positive relationships may not be enough to reduce the barriers present for some families. Thus, having other resources, such as information about transportation and medical care referrals, easily accessible to families is critical to reducing preschool absences. Additionally, Katz et al. (2016) find that staff members commonly feel that parents do not understand the importance of preschool for their children’s current and future learning. Finding successful ways to deliver this message to families requires continued attention, as parents’ beliefs about preschool are likely key to reducing absenteeism. Despite the fact that our study represents one of the first efforts to understand why children miss time from preschool at the national level, our findings need to be interpreted in light of a few limitations. The primary limitation of our work is our reliance on parental report of children’s absences. Although the use of parent reports is common, administrative data that tracks children’s absences could increase precision when examining the predictors and outcomes of preschool absences. Nonetheless, FACES 2009 is one of only two national datasets with information on children’s preschool attendance (Mendez et al., 2016). Additionally, our data is limited to children attending Head Start and, thus, we cannot speak to the predictors of absenteeism in other types of preschool programs, which requires continued attention. Given that Head TABLE 3 (Continued) Absenteeism Chronic absenteeism B (SE)β B (SE)βb Academics 0.001 (0.002)0.01 0.012 (0.017)0.01 Covariates Child race/ethnicity Black −0.011 (0.005)*−0.25 −0.044 (0.036)−0.04 Latine −0.003 (0.005)−0.07 −0.033 (0.042)−0.03 Asian/other −0.005 (0.005)−0.12 −0.028 (0.045)−0.03 Child gender (male)0.002 (0.002)0.04 −0.003 (0.018)−0.00 Child has disability −0.002 (0.005)−0.04 0.004 (0.038)0.00 Mother born in the United States 0.008 (0.005)+0.18 0.011 (0.033)0.01 Program is full day −−−− Child 1 year away from kindergarten 0.002 (0.005)0.05 −0.000 (0.038)−0.00 Child age −0.000 (0.000)−0.03 −0.002 (0.003)−0.01 Mothers’ age −0.000 (0.000)−0.02 −0.002 (0.002)−0.01 Household language not English 0.005 (0.006)0.10 0.020 (0.040)0.02 Mothers’ education 0.001 (0.001)0.02 0.004 (0.010)0.00 aAlthough not shown, an additional dummy variable was included for the social-support variables representing those who reported not applicable. bTo generate standardized estimates for chronic absenteeism, only continuous variables were standardized to have a mean of 0 and standard deviation of 1. Thus, coefficients can be interpreted as the percentage difference between categories or the percentage change as a function of a one standard deviation change in the predictor. ***p < 0.001. **p < 0.01. *p < 0.05. +p < 0.10. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 12 frontiersin.org Start serves children from low-income families, our findings may be more generalizable to this population. However, given Head Start’s longstanding commitment to family and community engagement, our findings likely do not generalize beyond the program. Given our large number of predictors, it is also important to note the potential for the Table 2 fallacy in our interpretation of our findings (Westreich and Greenland, 2013). Although the goal of this paper was to identify unique associations with children’s absenteeism, it is plausible that some of our predictors (e.g., indicators of financial instability) are mechanisms through which other predictors (e.g., employment status) are associated with children’s absenteeism. Understanding these pathways is an important direction for future research. It is also important to note that although we examined numerous predictors, there are still a number of potential factors not addressed that are key for future research. For example, more direct measures of transportation and logistical support are important to capture (Gottfried, 2017). Additionally, understanding parents’ perspectives regarding the importance of attendance in the preschool years may be  key to understanding absenteeism patterns (Ehrlich et al., 2013). Lastly, understanding predictors of absenteeism within demographic groups may be  critical to developing potent interventions. For example, although we found that Black and Latine children were less likely to be absent than their White peers, understanding factors that shape absenteeism within these groups may be necessary to improve attendance in the future. Absenteeism, and particularly, chronic absenteeism is diminishing the potential benefits of preschool (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Rhoad-Drogalis and Justice, 2018), especially for children who are from low-income families who: (a) are more likely to benefit from preschool (Weiland and Yoshikawa, 2013), but (b) are more likely to be absent than their higher-income peers (Morrissey et al., 2014). In this study, we find that there is no one underlying reason for absenteeism; rather, there are a number of factors that cut across contexts are contributing to the high levels of absences in the United States among a sample of preschoolers from low-income homes. As such, there is possible value of a package of efforts that target the different causes of absenteeism. Addressing these factors, and subsequently reducing absenteeism, is a critical pathway to increasing the school readiness of disadvantaged children. Data availability statement Publicly available datasets were analyzed in this study. This data can be found at: https://www.icpsr.umich.edu/web/ICPSR/ series/236. Ethics statement The studies involving human participants were reviewed and approved by the Ohio State University IRB. Written informed consent to participate in this study was provided by the participants’ legal guardian/next of kin. Author contributions AA led analysis and preparation of methods and results. KP led preparation of introduction and discussion. AA and KP authors conceptualized the manuscript. All authors contributed to the article and approved the submitted version. Conflict of interest The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. Publisher’s note All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher. References Allensworth, E. M., and Easton, J. Q. (2007). What matters for staying on track and graduating in Chicago public high schools. Chicago, IL: Consortium on Chicago School Research. Ansari, A., and Gottfried, M. A. (2020). Early childhood educational experiences and preschool absenteeism. Elem. Sch. J. 121, 34–51. doi: 10.1086/709832 Ansari, A., Hofkens, T. L., and Pianta, R. C. (2020). 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Educ. 20, 67–70. doi: 10.1177/027112140002000201 Frontiers in Education 01 frontiersin.org Why are children absent from preschool? A nationally representative analysis of Head Start programs Kelly M. Purtell * and Arya Ansari Department of Human Sciences and Crane Center for Early Childhood Research and Policy, The Ohio State University, Columbus, OH, United States Introduction: Children who are absent from school, including preschool, do not make the same academic gains as their non-absent peers. However, we know little about what predicts absenteeism among preschool-attending children. Methods: We used the Family and Child Experiences Study - 2009, a nationally representative sample of Head Start attendees (n = 2,842), to test the associations between a comprehensive set of child, family, and center factors, and children’s levels of absenteeism across the preschool year. Results: Our findings highlight the multi-faceted nature of absenteeism. Family necessity, family routines, and center-level characteristics were all associated with absenteeism. Discussion: Reducing preschool absenteeism requires a comprehensive approach as the factors that shape absences are varied. Our findings suggest that center-level strategies focused on outreach and classroom quality are important future directions. KEYWORDS absenteeism, preschool, Head Start, families, FACES 2009 Introduction Preschool is an effective means to improving children’s early learning and development, especially for children from low-income homes (Phillips et al., 2017). Given the mounting evidence supporting the benefits of preschool, large investments are being made into these programs across the country (Duncan and Magnuson, 2013). Despite these potential benefits of preschool enrollment, there is growing evidence to suggest that children do not reap the maximum benefit if they are not regularly present in school (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018; Ansari et al., 2021). However, there has been little work on understanding why children are absent in the earliest years of schooling. To address this gap in scientific knowledge, we use a nationally representative sample of newly enrolled Head Start attendees to examine a comprehensive set of factors that TYPE Original Research PUBLISHED 16 December 2022 DOI 10.3389/feduc.2022.1031379 OPEN ACCESS EDITED BY Gil Keppens, Vrije University Brussel, Belgium REVIEWED BY Markus Klein, University of Strathclyde, United Kingdom Lilly Augustine, Jönköping University, Sweden *CORRESPONDENCE Kelly M. Purtell Purtell.15@osu.edu SPECIALTY SECTION This article was submitted to Educational Psychology, a section of the journal Frontiers in Education RECEIVED 29 August 2022 ACCEPTED 21 November 2022 PUBLISHED 16 December 2022 CITATION Purtell KM and Ansari A (2022) Why are children absent from preschool? A nationally representative analysis of Head Start programs. Front. Educ. 7:1031379. doi: 10.3389/feduc.2022.1031379 COPYRIGHT © 2022 Purtell and Ansari. This is an open- access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 02 frontiersin.org we  hypothesize will be  associated with children’s preschool absences. Understanding why children are absent in Head Start is an important policy question because it is the largest federally funded preschool program in the U.S., serving over 1 million children from low-income homes in 2019 alone (Office of Head Start, Administration for Children and Families, 2016). Head Start was created in 1965 as part of President Johnson’s War on Poverty with the goal of minimizing the socioeconomic disparities in children’s achievement. Interestingly, Head Start was designed as a two-generation program, meaning that it targeted both children and their parents (Zigler and Styfco, 2000). Thus, understanding how the family and school systems shape absenteeism in Head Start is particularly important. There is far less information available on the prevalence of absenteeism in preschool than formal schooling, but studies from Baltimore (Connolly and Olson, 2012) and Chicago (Ehrlich et al., 2018) suggest that absenteeism is especially high during the years leading up to kindergarten. For example, in Chicago, preschoolers were absent for roughly 10–13% of the school year (Ehrlich et al., 2018). These averages indicate that a large share of children were chronically absent, meaning they missed more than 10% of the school year. Results from preschool programs in Baltimore reveal even higher levels of chronic absenteeism, with almost 27% of children being chronically absent (Connolly and Olson, 2012). These high rates of absences is troublesome because: (a) children who are absent from preschool do not make the same academic gains as their classmates who are less frequently absent (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018); and (b) the more often children are absent in the early years, the more likely they were to be absent later on (Connolly and Olson, 2012; Dubay and Hollar, 2016; Gottfried, 2017; Ansari and Pianta, 2019). But, overall, these findings are not entirely surprising; the K-12 literature has long highlighted the negative educational and financial implications of school absences (Gottfried, 2009, 2010, 2011; Ready, 2010; Gershenson et  al., 2015; Gottfried and Hutt, 2019). To understand the consequences of absenteeism, and eventually to develop effective solutions to reduce it, requires a deeper understanding of the barriers to school attendance and which children are more likely to miss time from school. And even though there has been recent advances in trying to understand “why” children are absent in K-12 (e.g., Gottfried, 2015, 2017; Morrissey et al., 2014; Gottfried and Gee, 2017), there has been little effort to understand these dynamics among preschool-aged children. This is an important gap in knowledge because preschool differs from formal schooling in many ways that may contribute to both the higher rates of absenteeism and the reasons why children are absent. Primarily, preschool in the United States. is not mandated by law and because of its voluntary nature, some parents may view its role in promoting their children’s development differently than formal schooling. Indeed, while most parents believe that school attendance is important, there is variation in whether parents ascribe these beliefs in relation to preschool, or only when their children are older (Ehrlich et al., 2013). The potentially more varied beliefs about preschool may be one reason why there are higher levels of absences in preschool than later schooling (Dubay and Holla, 2015). When studying absenteeism, children’s health is often considered as the primary contributor to absenteeism (Ehrlich et al., 2013; however, there are multiple pathways that may lead to children missing school, especially in early childhood when schooling is not mandatory. Two theoretical models help to navigate this complex process. First, Bronfenbrenner’s bioecological theory highlights the importance of multiple contexts in shaping children’s development (Bronfenbrenner and Morris, 2006). Two tenets of this theory are particularly relevant. First, the concept of the mesosystem, which focuses on interrelations across contexts, highlights the interrelatedness of family and school environments. Applied here, it may be that experiences in the home prevent (or promote) children’s preschool attendance. Second, this framework also emphasizes the role of the child in shaping their own home and school experiences. Thus, it may be that when a child (or parent) has positive experiences at preschool, they may be more motivated to go (or send their child), and in turn, reduce absenteeism. The accommodations framework (Meyers and Jordan, 2006) also provides a useful lens through which to understand children’s school absences. This economic framework was initially developed to explain how families make choices about childcare for their children and highlights the complex web of factors that influence these choices. Many of these factors may also influence preschool attendance. For example, need and necessity are highlighted as key factors that shape parents’ decisions for childcare. When applied here, it may be that families with working parents have children with fewer absences because they need childcare so they can work; however, for families with mismatches between employment and preschool hours, absenteeism may be higher. This framework also highlights the importance of norms and values in parental decisions surrounding childcare. As discussed earlier, whether an individual parent values preschool in the same way society values later schooling is likely to have important implications for how likely they are to allow their child to miss extensive time from preschool. Supporting these theories, the K-12 literature suggests that the reasons underlying children’s school absences are complex and cut across different layers of the home and school systems in addition to the communities in which families reside (e.g., Baker et al., 2001; Epstein and Sheldon, 2002; Morrissey et al., 2014; Gottfried, 2015). Although a number of these features are likely to be important at the preschool level, it is important to consider the specific factors relevant to preschool absences, especially in the context of Head Start. In addition to serving children from lower-income families, Head Start has a longstanding focus on parent engagement which may shape absenteeism patterns in unique ways. Given that Head Start is the largest federal preschool program, understanding predictors of absenteeism in this context is critical. We ground the factors we examine in these theories, the Head Start context, and their policy relevance. Understanding how Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 03 frontiersin.org various factors shape absenteeism provides information that can be used to improve attendance in the future. We focus on both family- and classroom factors, as both are shaped by policy and practice. Although many of these factors have not been examined in the context of Head Start, we rely on research on absenteeism in elementary school to describe them below. Family circumstance/necessity Although children’s health has been found to predict higher levels of absenteeism during the elementary and secondary school years (Allensworth and Easton, 2007; Ready, 2010; Childs and Lofton, 2021), other mechanisms, similar to those described in the accommodations framework have also been considered. For example, because parents sometimes consider preschool to be  childcare, and less of an educational opportunity, how frequently their child attends may be driven by how much they need childcare and how frequently their need for care overlaps with the hours the program is open. Thus, family factors such as the other adults in the home and maternal employment may be associated with absenteeism. Family stress and routines . Other family factors, including the levels of stress and chaos within the home may make it more difficult for children to consistently attend preschool, as these challenges may make it difficult for families to get their child to school. Alternatively, these families may have a greater need for out of home care and thus, limit the number of times their child is absent. Family poverty is a related factor that has been documented as a consistent predictor of absenteeism, in part due to the reasons discussed above, but also because it is associated with poor neighborhood conditions and community violence, which make it more difficult for families to get to school (Chen et al., 2000; Allensworth and Easton, 2007; Gottfried, 2010; Ansari and Gottfried, 2020). Children’s academic and social-behavioral skills In addition to the above family processes, another important dimension emphasized by bioecological theory includes the attributes and skills of children (Bronfenbrenner and Morris, 2006). These skills and behaviors can either support or impede children’s experiences, including their school attendance. For example, children who demonstrate low skills or problematic behaviors may signal to their parents that they need more help, and thus, reduce the likelihood of absenteeism (i.e., compensatory effects). On the other hand, children who demonstrate more optimal skills and behaviors may encourage parents to continue to invest in their education and, consequently, parents may take extra efforts to make sure their children are not absent from school (i.e., enrichment effects). Although both possibilities have received theoretical support, the evidence in the K-12 literature with respect to absenteeism has been mixed (e.g., Gottfried and Gee, 2017; Ansari et al., 2020). Center and classroom processes Despite the challenges faced by low-income families, the center itself also has the potential to influence the frequency of absenteeism. For example, centers that make an effort to meet with families or provide transportation and medical care may increase the ability of families to attend preschool regularly (e.g., Gottfried, 2013, 2017). Similarly, centers that make efforts to increase parents’ beliefs in the importance of preschool for their children’s future are also likely to reduce absenteeism (Ehrlich et al., 2013). Children’s relationships with their teacher are also important to their overall schooling experience (Crosnoe et al., 2004). If a child has a close relationship with their teacher, and more generally, positive experiences within the classroom, they may be more likely to want to attend preschool. Likewise, if parents perceive the classroom as being a positive experience for their child, they may do more to ensure that their child is present as much as possible. These potential influences may be  particularly relevant in preschool when parental beliefs are so variable. Despite the clear rationale for hypothesizing that these cross- contextual factors would shape children’s preschool absences, most have not been examined empirically. To push the early childhood field forward we need to test these hypotheses, which requires theoretically grounded and advanced research methods. Thus, we sought to fill these gaps by examining the reasons underlying children’s preschool absences in a national sample of Head Start attendees. Because prior research has shown that one additional absence is not as detrimental for children’s academic achievement, but rather it is the accumulation of multiple days missed, we examine predictors of chronic absenteeism in addition to overall absences. Similar to other studies, we define chronic absenteeism as missing at least 10% of the school year (Balfanz and Byrnes, 2012). Taken together, this study can identify factors that can be targeted in the future to increase children’s preschool attendance, and ultimately, increase their kindergarten readiness. Materials and methods FACES 2009 followed a nationally representative sample of 3,349 3- and 4-year-old first time Head Start attendees across 486 classrooms (Moiduddin et  al., 2012). For the purposes this investigation, we used data from the Head Start year (fall 2009 and spring 2010) and we excluded 444 children who did not have a valid longitudinal weight and 63 children who were in a home- based program, resulting in a final analytic sample of 2,842 children and families. On average, our final sample of children (50% female) were 3.84 years of age with the majority coming Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 04 frontiersin.org from ethnic minority households (36% Latine, 34% Black, 8% Asian/other). Table 1 presents full sample descriptives. Missing data ranged from 0–17%, with an average of approximately 6% per indicator. In total, there were roughly 200 patterns of missing data. Approximately, 60% of children had complete case data. The most common pattern of missingness involved missing data on indicators of social support, employment, and absenteeism (7%). The next most common patterns involved missing data on classroom quality (5% of cases), maternal education (3% of cases), academic assessments (3% of cases), absenteeism (3% of cases), and maternal employment and TABLE 1 Weighted descriptive statistics for focal variables. Variables M SD Absenteeism Proportion of days child was absent 0.05 0.04 Child was chronically absent Family necessity 0.12 Number of adults in the household 1.99 0.95 Number of children in the household 2.60 1.23 Parents marital status Married 0.29 Single 0.18 Not two parent household 0.53 Mothers’ employment status Full time 0.27 Part time 0.21 Unemployed 0.52 Mother enrolled in classes 0.25 Ratio of income to poverty 2.52 1.36 Other child care No other care 0.65 Relative care in home 0.12 Relative care out of home 0.14 Center-based care 0.10 Social support 2.52 0.50 Sources of social supporta Child’s father is helpful 0.64 Child’s father is not helpful 0.27 Spouse is helpful 0.40 Spouse is not helpful 0.06 Child’s grandparents are helpful 0.73 Child’s grandparents are not helpful 0.16 Relatives are helpful 0.78 Relatives are not helpful 0.19 Friends are helpful 0.71 Friends are not helpful 0.25 Head Start is helpful 0.84 Head Start is not helpful 0.14 Other Head Start parents are helpful 0.39 Other Head Start parents are not helpful 0.46 Stress and routines Food insecurity 0.39 0.59 Adequacy of medical care 0.94 0.13 Residential instability 0.49 0.83 Receipt of government benefits 0.30 0.20 Receipt of child support 0.22 0.41 Number of days family eats dinner together 5.36 1.76 Mothers’ depressive symptoms 4.89 5.82 (Continued) TABLE 1 (Continued) Variables M SD Mom has poor health 0.17 Child has poor health 0.05 Child’s hours of sleep 10.39 0.89 Child has regular sleep schedule 0.89 Mothers’ perception of neighborhood violence 0.73 1.23 Children’s early skills Behavior problems −0.06 0.96 Social skills 0.01 0.98 Academics 0.08 0.75 Center and classroom processes Frequency of home visits 2.17 1.48 Frequency of parent-teacher meetings 2.68 0.97 Services provided to families 0.76 0.15 Quality of teacher-child interactions (CLASS) 4.07 0.49 Child enjoys school 3.83 0.42 Parent feels welcome at school 3.78 0.48 Number of children chronically absent 1.66 0.65 Classroom behavior is good 3.39 0.81 Covariates Child race/ethnicity White 0.21 Black 0.34 Latine 0.36 Asian/other 0.08 Child gender (male)0.50 Child has a disability 0.06 Mother born in the U.S.0.71 Program is full day 0.60 Child 1 year away from kindergarten 0.43 Child age (months)46.09 6.65 Mothers’ age (years)28.83 5.89 Household language not English 0.24 Mothers’ education 1.99 0.92 aProportions for social support will not sum to 1.00 because an additional dummy variable was included for families who reported “not applicable.” Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 05 frontiersin.org coursework (3%). All other patterns of missing data represented less than 1–2% of cases. Measures Below, we describe our focal measures. Absenteeism During the spring parents were asked, “Approximately how many days has [CHILD] been absent since the beginning of the school year?” Responses were continuously measured and ranged from 0 to 20. Because not all parents reported on their children’s absences at the same time point (52% in March; 28% in April; and 20% in May), and because programs operated for a different number of days per week, we  created an indicator of the proportion of days missed as a fraction of the days children were enrolled in school. To do so, we used parents date of assessment during the spring to gauge how long children were enrolled in school and divided the number of days children were absent by the number of months they were enrolled. This measured provided us with the number of days children were absent per month. Next, we multiplied the number of days children were absent per month by nine (the months of the school year). Finally, we divided this estimate by the number of days the program was in operation, which provided us with the proportion of the year children were absent. Chronic absenteeism was defined as missing 10% or more of the school year (Balfanz and Byrnes, 2012). Family circumstance/necessity We included nine parent-reported measures of family circumstances that may influence children’s absenteeism. We  included two measures of household composition: The number of adults and number of children in the household. We have three categories to describe parental marital status: Married, not married, and not a two-parent household (i.e., cohabitating). Mothers’ employment status was coded as full-time, part-time, or not employed. We also included an indicator for whether the mother was currently enrolled in classes. The family financial situation was captured by the income-to-poverty measure (1 = less than 50% of the Federal Poverty Line; 6 = above 200% of the Federal Poverty Line). We also included measures of other sources of childcare that children experienced before or after Head Start, which included: Relative or non-relative care in home, relative or non-relative care not in home, center-based care, or no other care. Each of the aforementioned indicators was measured at the beginning of the Head Start year. Two aspects of social support were also included as part of families’ circumstances. These indicators were collected toward the end of the Head Start year. First, parents reported on six items that described how much social support they perceived having (α =0.86:1 = never true; 3 = always true). Sample items included “help watch child when parent runs errands” and “others will loan emergency cash.” Second, parents reported on how helpful they perceived the following sources to be in terms of helping with their children: child’s father, spouse, child’s grandparents, relatives, friends, Head Start, and other Head Start parents (1 = not very helpful; 2 = somewhat helpful; 3 = very helpful; 4 = not applicable). Due to the distribution of responses, we categorized responses into a dichotomous variable (0 = not very helpful, 1 = somewhat or very helpful) and included the not applicable response as a flag variable. Family stress and routines Parents also reported on several dimensions of family routines and stress, each of which was measured at the start of the Head Start year. First, family food insecurity was captured by a single item asking the frequency with which food runs out because of money (never true, sometimes true, often true). Adequacy of medical care was a sum of three items asking about whether the child had a doctor’s visit in the past year, a dental visit in the past year, and health insurance (Gershoff et al., 2007). Residential instability was the number of times the family moved in the past 12 months. Receipt of government benefits was the proportion of six benefits families received: TANF, unemployment insurance, Food Stamps, WIC, social security, and energy assistance. Mothers also reported on whether they received child support. Three items tapped into routines: The average number of hours the child slept, whether the child had at least 4 days a week that followed a regular sleep schedule, and the number of days per week the family ate dinner together. Two maternal health indicators were also included: mother’s depression, measured by 12 items from the CES-D (α = 0.86; Radloff, 1977), and whether the mother reported poor or fair health. An indicator for poor or fair child health was also included. Finally, mothers reported on their exposure to neighborhood violence using 4 items that captured whether parents saw violent or non-violent crimes in their neighborhood and whether they knew someone that was—or they themselves were—a victim of a violent crime. Responses were categorized into a 5-point scale capturing the severity of neighborhood violence (0 = witnessed no crimes; 5 = experienced a violent crime). Children’s early academic and social-behavioral skills Children’s early academic and social-behavioral skills were measured at the beginning of the Head Start year. First, children’s early academic skills were based on direct assessments of their language, literacy, and math skills. Language was captured by the Peabody Picture Vocabulary Test (Dunn and Dunn, 1997; α = 0.97), a measure of children’s receptive vocabulary. Literacy skills were captured through two subtests of the Woodcock-Johnson assessment, Letter- Word Identification (α = 0.85) and Spelling Word (α = 0.79; Woodcock et al., 2001). The two measures captured children’s ability to identify and write upper- or lower-case letters. Children’s math skills were also directly assessed with the Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 06 frontiersin.org Woodcock-Johnson Applied Problems subscale (α = 0.87; Woodcock et al., 2001). These measures were composited together to create an overall indicator of early academic achievement (α =0.74). Next, children’s behavior problems were reported on by teachers using 14 items from the Personal Maturity Scale (Entwisle et  al., 1987) and the Behavior Problems Index (Peterson and Zill, 1986), which captured children’s aggressive hyperactive, and withdrawn behavior (α = 0.88). Finally, as part of the data collection, teachers also reported on children’s social skills (e.g., how often children followed directions, helped put things away, followed rules) using 12 items from the Personal Maturity Scale (Entwisle et al., 1987) and the Social Skills Rating System (Gresham and Elliott, 1990; α = 0.89). Center and classroom processes To capture center and classroom processes, we leveraged data from parents, teachers, and administrators. First, toward the end of the Head Start year, the child’s teacher reported on the frequency with which they performed home visits and their frequency of parent-teacher meetings. Next, at the beginning of the year, the center director reported on 15 different services provided to families (0 = no, 1 = yes), which were summed together (α = 0.72; e.g., medical care, dental care, transportation, and education or job training). All Head Start classrooms were also observed and rated on the CLASS in the spring (Pianta et al., 2008), which provides a measure of the quality of teacher- child interactions. The CLASS is based on a 7-point Likert scale (1–2 = low to 6–7 = high) and measures instructional, social– emotional, and organizational aspects of the classroom. Next, in the end of the year surveys, teachers reported on the number of children in their classroom who were chronically absent (1 = none, 4 = 5 or more) and the overall behavior of the classroom (1 = the group misbehaves very frequently and is almost always difficult to handle, 5 = the group behaves exceptionally well). Finally, in the end of year surveys, parents provided their perceptions of the center through seven items (1 = never, 4 = always), which were used to create two scales: parents’ feelings of welcomeness at the school (α = 0.74; e.g., teacher is supportive of parent, parent feels welcome by teacher) and children’s enjoyment of school (α = 0.64; e.g., child feels safe at school; child is happy at Head Start). Covariates In addition to the focal predictors discussed above, we also included a number of covariates that were collected at the start of the Head start year, namely: Child race/ethnicity, child gender, child disability status, mothers’ immigration status, whether the program was full day, whether the child was less than 1 year away from kindergarten, child and mother age, home language, and maternal education. Because of the large number of variables included, we examined all predictors for multi-collinearity issues and found none. Less than 1% of correlations among predictors were above 0.50. Analysis plan Two sets of analyses were estimated using (StataCorp, 2011). First, we  estimated OLS models to examine the associations between the predictors and the continuous measure of absenteeism. For these models, we provide effect sizes that correspond with how many standard deviations (SDs) our dependent variables change per SD increase in our continuous predictors. Given the categorical nature of some of our predictors (where SDs are not meaningful), for those variables (e.g., employment), we  provide effect sizes that correspond with the unstandardized regression coefficient divided by the SD of the dependent variable. Second, we  estimated logistic regression models to examine the predictors of the dichotomous chronic absenteeism variable. To gauge the meaningfulness of these associations we provide odds ratios which capture the differences in chronic absenteeism given a one-unit change in the predictor. To facilitate interpretation across variables, we also also provide a percent change in rates of chronic absenteeism given a one standard deviation change in all continuous variables. All models were clustered at the classroom level to account for dependence in child outcomes and weighted to be nationally representative. To account for missing data, we imputed 50 datasets using the chained equations method. Additionally, because absenteeism is not distributed uniformly across schools and communities, we treat the above analytic framework as our primary specification and allow the variances in absenteeism to vary across different contexts. However, as an additional analysis, we also estimated additional models that implemented classroom fixed effects. In these models, we  constrained the analysis to examining children within classrooms and, as such, we hold constant all classroom-level practices and processes. Thus, the classroom fixed effects models consider why some children are more (or less) likely to be absent than their classmates. Although not intended to be  causal, classroom fixed effects provide a more rigorous estimation of how individual child and family factors are associated with absenteeism. We present both analytic specifications to provide a more balanced and nuanced portrait about absenteeism in Head Start. In doing so, it is important to note that classroom fixed effects models cannot be implemented with logistic regression and, consequently, when looking at chronic absenteeism as the outcome, we estimate a linear probability model. Coefficients for those models can be interpreted as the percentage change as a function of a one unit change in the predictor. Lastly, we estimated a robustness check using fractional response models for our OLS models due to the nature of our dependent variable. Results On average, children missed 5% of the school year and 12% were chronically absent. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 07 frontiersin.org Predictors of absenteeism Our first model predicted the proportion of days a child was absent. Unstandardized and standardized coefficients are presented in the left two columns of Table  2. To begin, we found that very few family necessity and social support factors predicted children’s absences. However, the need for preschool (as captured by full-time employment), presence of siblings, and social support received, especially from other parents in the program, were linked with fewer school absences, with effect sizes ranging from roughly 5–15% of a SD. And even though children’s early academic and social- behavioral skills at the start of Head Start were not linked with absenteeism, family stress and routines did matter. More specifically, children whose families received greater government assistance were absent more often, whereas children who experienced more frequent family dinners had fewer absences. Not surprisingly, children in poor health missed a considerable more amount of school (ES = 33% of a SD) and so did children who lived in neighborhoods perceived by their mother to be violent. Moving beyond the home context, we  also found that a number of center and classroom characteristics were linked with preschool absences. For example, children who enjoyed school were less frequently absent and so were children who attended classrooms that provided higher quality services. In contrast, there was evidence of spillover effects, whereby children were more frequently absent when they were enrolled in classrooms with a higher proportion of absent peers. Effect sizes for these associations ranged from approximately 5–10% of a SD. And although not a focal study objective, in terms of covariates, we found that Black and Latine children had fewer absences than White children. In contrast, children born to immigrant mothers had fewer absences than those whose mothers were born in the U.S. and children who attended a full-day program were also absent less frequently than children in part-day programs. Predictors of chronic absenteeism Our second model predicted whether children were chronically absent from Head Start. Unstandardized coefficients and odds ratios are provided in final two columns of Table 2. Overall, the patterns of results were similar to those documented above for absenteeism continuously measured, but there were a few notable differences. When looking at family necessity, the three significant associations were the same as above: A greater number of children in the household, maternal full-time employment, and support from other Head Start parents were all predictive of a lower likelihood of chronic absences. In terms of family routines and stress, we again found that receipt of governmental benefits was associated with increased preschool absences; however, unlike our models predicting overall levels of absences, when predicting chronic absences, we found that the adequacy of medical care was linked with a lower likelihood of chronic absenteeism. Poor child health was again a sizeable predictor of chronic absenteeism, but unlike our first model predicting overall levels of absences, children’s sleep patterns was associated with chronic absenteeism. Specifically, children who had more hours of sleep per night were less likely to be chronically absent. Like above, a similar pattern of center and classroom factors were also documented when examining how likely children were to be chronically absent, but many of the predictors were only marginally significant. And, in terms of covariates, the same patterns emerged. Black and Latine children (versus White children) were less likely to be chronically absent and children in full-day programs were less likely to be absent than those in half-day programs. Classroom fixed effects Our next set of analyses implemented classroom fixed effects (see Table 3). These results are presented in Table 3. Results from these analyses were generally similar to those reported above, but fewer stress and routine variables were associated with absenteeism when comparing children with their classmates. Importantly, however, even though fewer factors were significantly linked with within classroom absenteeism, the effect sizes for the focal associations were comparable across both specifications, suggesting that the reasons children were absent are comparable when making both within and between classroom comparisons. Fractional response models As a robustness check, we ran our OLS models using fractional response modeling. Because we had not included bounds for our imputations, 1–2% of cases had values that fell below 0%. To estimate fractional response models, we estimated models that: (a) excluded these 1–2% of cases and (b) recoded their values as 0. In both instances, our results were substantively similar to the results presented in Table 2 (results available from author upon request). Discussion Preschool absences are not uncommon. In fact, our results show that Head Start attendees miss approximately 5% of the school year on average and 12% of children are chronically absent. Because preschool attendance has been linked to improved academic achievement and later school attendance (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Fuhs et al., 2018; Rhoad-Drogalis and Justice, 2018), it is critical to understand why children miss time from school. Resonating with both bioecological theory (Bronfenbrenner and Morris, 2006) and Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 08 frontiersin.org TABLE 2 Results from regression models predicting absenteeism and chronic absenteeism. Absenteeism Chronic absenteeism B (SE)β B (SE)OR % Diff. Family necessity Number of adults in the household −0.000 (0.001)−0.01 −0.014 (0.081)0.99 −1% Number of children in the household −0.004 (0.001)***−0.10 −0.218 (0.069)**0.80 −24% Parents marital status Single −0.000 (0.004)−0.01 0.216 (0.300)1.24 24% Not two parent household −0.005 (0.003)−0.12 −0.079 (0.242)0.92 −8% Mothers’ employment status Full time −0.006 (0.003)*−0.13 −0.496 (0.213)*0.61 −39% Part time −0.003 (0.003)−0.06 −0.242 (0.202)0.79 −21% Mother enrolled in classes −0.004 (0.002)−0.09 −0.262 (0.204)0.77 −23% Ratio of income to poverty 0.001 (0.001)0.03 0.031 (0.058)1.03 4% Other child care Relative care in home 0.003 (0.003)0.06 0.204 (0.268)1.23 23% Relative care out of home −0.001 (0.003)−0.02 −0.157 (0.251)0.85 −15% Center-based care −0.003 (0.004)−0.07 −0.172 (0.284)0.84 −16% Social support 0.005 (0.002)*0.06 0.262 (0.196)1.30 14% Sources of social supporta Child’s father is helpful −0.001 (0.003)−0.03 0.016 (0.192)1.02 2% Spouse is helpful 0.004 (0.004)0.09 0.083 (0.339)1.09 9% Child’s grandparents are helpful −0.005 (0.003)−0.12 −0.249 (0.230)0.78 −22% Relatives are helpful 0.002 (0.003)0.04 −0.186 (0.225)0.83 −17% Friends are helpful −0.001 (0.003)−0.03 0.137 (0.211)1.15 15% Head Start is helpful 0.000 (0.003)0.01 0.089 (0.250)1.09 9% Other Head Start parents are helpful −0.006 (0.002)**−0.13 −0.438 (0.172)*0.65 35% Stress and routines Food insecurity 0.001 (0.002)0.01 0.257 (0.133)+1.29 16% Adequacy of medical care −0.011 (0.008)−0.03 −1.229 (0.489)*0.29 −15% Residential instability −0.000 (0.001)−0.00 −0.016 (0.089)0.98 −2% Receipt of government benefits 0.015 (0.005)**0.07 1.019 (0.403)*2.77 22% Receipt of child support −0.001 (0.003)−0.03 −0.186 (0.203)0.83 −17% Number of days family eats dinner together −0.001 (0.001)*−0.05 −0.064 (0.043)0.94 −11% Mothers’ depressive symptoms 0.000 (0.000)+0.04 0.001 (0.013)1.00 6% Mom has poor health 0.002 (0.003)0.05 0.098 (0.214)1.10 10% Child has poor health 0.015 (0.005)**0.33 0.826 (0.267)**2.28 128% Child’s hours of sleep −0.001 (0.001)−0.03 −0.211 (0.098)*0.81 −17% Child has regular sleep schedule −0.003 (0.003)−0.06 −0.426 (0.227)+0.65 −35% Mothers’ perception of neighborhood violence 0.002 (0.001)**0.07 0.151 (0.062)*1.16 20% Children’s early skills Behavior problems −0.002 (0.001)−0.04 −0.034 (0.108)0.97 −3% Social skills −0.002 (0.001)−0.04 −0.050 (0.100)0.95 −6% Academics 0.001 (0.002)0.02 0.195 (0.152)1.22 14% Center and classroom processes Frequency of home visits −0.001 (0.001)−0.03 −0.032 (0.057)0.97 −4% Frequency of parent-teacher meetings −0.001 (0.001)−0.02 −0.028 (0.081)0.97 −3% Services provided to families −0.016 (0.008)+−0.05 −0.998 (0.512)+0.37 −14% Quality of teacher-child interactions (CLASS)−0.004 (0.002)*−0.05 −0.274 (0.163)+0.76 −13% Child enjoys school −0.009 (0.003)**−0.08 −0.354 (0.197)+0.70 −14% Parent feels welcome at school 0.002 (0.003)0.03 0.046 (0.184)1.05 2% Number of children chronically absent 0.006 (0.002)***0.09 0.342 (0.116)**1.41 25% (Continued) Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 09 frontiersin.org models of preschool selection (Meyers and Jordan, 2006), our results highlight the multifaceted nature of preschool absences, with multiple factors across contexts contributing to the likelihood that children would miss time from preschool. We found a number of family factors that were associated with children’s absences. To start, children who had mothers that were employed full-time and children who were in a household with a greater number of children were both less likely to be absent and chronically absent. Families with multiple children and full-time employment may rely on preschool for childcare, and thus, be less likely to let their child miss significant time from school. The finding on number of children in the home is different from qualitative findings with elementary-aged children, where having a greater number of children in the household can make getting to school more challenging (Sugrue et al., 2016). Children whose families had more frequent routines were also absent less frequently than children whose families had fewer daily routines. Specifically, more family dinners were associated with fewer absences, and both the regularity and amount of children’s sleep were also associated with fewer absences. That families that are more regular in their routines at home would also be more routine in their children’s preschool experience is perhaps not surprising as more routines in the home are likely to mitigate stressors associated with absenteeism. Similar to the existing literature on elementary school absences (e.g., Ready, 2010), we found that children’s health was strongly associated with absences and chronic absenteeism in preschool. On the contrary, neither mothers’ physical nor mental health played a role in their children’s absences, although it is plausible that these characteristics shaped absenteeism through their associations with family routines. Similar to prior research, a number of indicators of economic stressors were also associated with absenteeism and chronic absenteeism, including food insecurity, adequacy of medical care, and receipt of governmental assistance (Chang and Romero, 2008). These economic challenges are likely to be associated with day-to-day barriers to attendance, such as transportation, which is an important correlate of regular school attendance (Gottfried, 2017). Lastly, mothers who perceived their neighborhoods to be violent had children who were more frequently absent. It may be that this is operating as another marker of economic disadvantage, or it may be that living in dangerous neighborhoods poses a separate barrier to regular preschool attendance. Taken together, these findings suggest that social and economic disadvantages pose great challenges to high rates of attendance at Head Start. Programs focused on reducing absenteeism need to consider the complex circumstances families may be experiencing throughout the school year. More hearteningly, we  found a number of center- and classroom-level features that were associated with fewer preschool absences. For example, children who attended centers that provided more services to families were less likely to be  absent. This suggests that a continued focus on family outreach may benefit children by increasing attendance, in addition to its other positive impacts on families (e.g., Barnett et al., 2020). Children’s classroom experiences also played a role in the regularity of their attendance; specifically, children were less likely to be absent when their mothers’ perceived them as enjoying school and when they attended classrooms that were rated as higher quality. Thus, positive child experiences in the classroom is a potential pathway to reduced absenteeism. TABLE 2 (Continued) Absenteeism Chronic absenteeism B (SE)β B (SE)OR % Diff. Classroom behavior good 0.001 (0.001)0.02 0.151 (0.093)1.16 13% Covariates Child race/ethnicity Black −0.020 (0.003)***−0.45 −0.931 (0.240)***0.39 −61% Latine −0.009 (0.004)*−0.19 −0.649 (0.257)*0.52 −48% Asian/other −0.010 (0.005)*−0.23 −0.487 (0.339)0.61 −39% Child gender (male)0.002 (0.002)0.05 −0.002 (0.161)1.00 0% Child has disability −0.003 (0.005)−0.08 −0.094 (0.315)0.91 −9% Mother born in the United States 0.010 (0.004)*0.22 0.168 (0.300)1.18 18% Program is full day −0.009 (0.002)***−0.21 −0.698 (0.181)***0.50 −50% Child 1 year away from kindergarten 0.003 (0.004)0.08 0.042 (0.297)1.04 4% Child age −0.001 (0.00)+−0.07 −0.029 (0.022)0.97 −17% Mothers’ age −0.000 (0.00)−0.02 −0.024 (0.016)0.98 −14% Household language not English 0.001 (0.001)0.02 0.049 (0.341)1.05 5% Mothers’ education 0.000 (0.001)0.00 0.040 (0.093)1.04 4% aAlthough not shown, an additional dummy variable was included for the social-support variables representing those who reported not applicable. O.R. is odds ratios. The O.R. results are not using standardized predictors and thus can be interpreted as one unit increase on the original scale metric. To present a more comparable metric across predictors, the % diff column corresponds to the percent change in rates of chronic absenteeism given a one standard deviation change in continuous predictors. ***p < 0.001. **p < 0.01. *p < 0.05. +p < 0.10. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 10 frontiersin.org TABLE 3 Results from regression models predicting absenteeism and chronic absenteeism using classroom fixed effects. Absenteeism Chronic absenteeism B (SE)β B (SE)βb Family necessity Number of adults in the household 0.001 (0.001)0.01 0.003 (0.008)0.00 Number of children in the household −0.003 (0.001)***−0.09 −0.018 (0.007)**−0.02 Parents marital status Single −0.000 (0.004)−0.00 0.015 (0.034)0.01 Not two parent household −0.003 (0.004)−0.07 0.005 (0.028)0.00 Mothers’ employment status Full time −0.006 (0.003)*−0.13 −0.048 (0.021)*−0.05 Part time −0.002 (0.003)−0.04 −0.021 (0.023)−0.02 Mother enrolled in classes −0.004 (0.003)−0.09 −0.037 (0.021)+−0.04 Ratio of income to poverty 0.001 (0.001)0.03 0.007 (0.006)0.01 Other child care Relative care in home 0.001 (0.003)0.02 0.008 (0.028)0.01 Relative care out of home 0.002 (0.003)0.04 0.011 (0.023)0.01 Center-based care −0.001 (0.005)−0.01 0.005 (0.033)0.01 Social support 0.004 (0.003)0.04 0.024 (0.021)0.01 Sources of social supporta Child’s father is helpful −0.002 (0.003)−0.06 −0.000 (0.021)−0.00 Spouse is helpful 0.006 (0.005)0.14 0.039 (0.035)0.04 Child’s grandparents are helpful −0.005 (0.003)−0.12 −0.021 (0.029)−0.02 Relatives are helpful 0.002 (0.003)0.04 −0.024 (0.027)−0.02 Friends are helpful −0.001 (0.003)−0.03 0.020 (0.025)0.02 Head Start is helpful 0.000 (0.003)0.01 0.006 (0.026)0.01 Other Head Start parents are helpful −0.006 (0.002)**−0.14 −0.046 (0.019)*−0.05 Stress and routines Food insecurity 0.001 (0.002)0.01 0.031 (0.016)+0.02 Adequacy of medical care −0.017 (0.008)*−0.05 −0.177 (0.067)**−0.02 Residential instability 0.000 (0.001)0.01 0.003 (0.011)0.00 Receipt of government benefits 0.015 (0.006)**0.07 0.113 (0.048)*0.02 Receipt of child support −0.000 (0.003)−0.01 −0.012 (0.022)−0.01 Number of days family eats dinner together −0.001 (0.001)*−0.06 −0.007 (0.005)−0.01 Mothers’ depressive symptoms 0.000 (0.000)+0.05 0.001 (0.002)0.01 Mom has poor health 0.003 (0.003)0.08 0.019 (0.026)0.02 Child has poor health 0.010 (0.006)+0.24 0.061 (0.038)0.06 Child’s hours of sleep −0.002 (0.001)−0.03 −0.019 (0.011)+−0.02 Child has regular sleep schedule −0.004 (0.004)−0.10 −0.068 (0.028)*−0.07 Mothers’ perception of neighborhood violence 0.002 (0.001)*0.06 0.013 (0.008)+0.02 Center and classroom processes Frequency of home visits −−−− Frequency of parent-teacher meetings −−−− Services provided to families −−−− Quality of teacher-child interactions (CLASS)−−−− Child enjoys school −0.008 (0.004)*−0.07 −0.043 (0.027)−0.02 Parent feels welcome at school 0.002 (0.003)0.02 0.001 (0.023)0.00 Number of children chronically absent −−−− Classroom behavior good −−−− Children’s early skills Behavior problems −0.001 (0.002)−0.03 −0.007 (0.014)−0.01 Social skills −0.002 (0.002)−0.04 −0.010 (0.014)−0.01 (Continued) Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 11 frontiersin.org Interestingly, the other social support item that was associated with fewer school absences was parents’ perceptions of support from other Head Start parents, suggesting that facilitating relationships between parents is another important way that centers may be  able to reduce absenteeism. Despite these promising avenues for reducing preschool absences, we also found that the concentration of absences within a classroom was associated with individual children’s absenteeism. Although speculative, it may be that a high concentration of absences in a classroom reflects a social norm, namely that preschool absences are okay (see also, Ehrlich et al., 2013; Gottfried et al., 2020). Overall, our findings highlight the fact that no one mechanism stood out as the sole driver of absenteeism; but rather, there appeared to be many individual, family and center characteristics that shaped preschool absenteeism. This aligns with bioecological theory that suggests that multiple systems may shape absenteeism. Additionally, our findings provide support for multiple components of the accommodation’s framework. For example, children whose families likely had higher need for childcare, as evidenced by full-time employment, were less likely to be absent. But other factors mattered too, providing evidence for the framework’s assertion that parents’ decision-making around childcare, and in this case, attendance, is complex, and shaped by numerous factors. Accordingly, there are many routes to reduce absenteeism in the future—and focusing on one factor alone is unlikely to make drastic reductions in absenteeism. A holistic approach that tackles both family- and classroom-level processes is necessary to improve children’s Head Start attendance. Having said that, there are successful models at other school levels that may be useful to future program development. One such successful elementary school model assigned monitors to engage with both families and school staff to increase attendance; this type of model may be particularly useful in Head Start, which already strives to increase parent-center communication, but has not yet been tested in the preschool years (Lehr et al., 2004). Other work has revealed a number of promising strategies to reduce preschool absences. First, in line with our findings, Katz et al. (2016) note that home-school connections are critical to facilitate school attendance. Even so, it is important to acknowledge that these positive relationships may not be enough to reduce the barriers present for some families. Thus, having other resources, such as information about transportation and medical care referrals, easily accessible to families is critical to reducing preschool absences. Additionally, Katz et al. (2016) find that staff members commonly feel that parents do not understand the importance of preschool for their children’s current and future learning. Finding successful ways to deliver this message to families requires continued attention, as parents’ beliefs about preschool are likely key to reducing absenteeism. Despite the fact that our study represents one of the first efforts to understand why children miss time from preschool at the national level, our findings need to be interpreted in light of a few limitations. The primary limitation of our work is our reliance on parental report of children’s absences. Although the use of parent reports is common, administrative data that tracks children’s absences could increase precision when examining the predictors and outcomes of preschool absences. Nonetheless, FACES 2009 is one of only two national datasets with information on children’s preschool attendance (Mendez et al., 2016). Additionally, our data is limited to children attending Head Start and, thus, we cannot speak to the predictors of absenteeism in other types of preschool programs, which requires continued attention. Given that Head TABLE 3 (Continued) Absenteeism Chronic absenteeism B (SE)β B (SE)βb Academics 0.001 (0.002)0.01 0.012 (0.017)0.01 Covariates Child race/ethnicity Black −0.011 (0.005)*−0.25 −0.044 (0.036)−0.04 Latine −0.003 (0.005)−0.07 −0.033 (0.042)−0.03 Asian/other −0.005 (0.005)−0.12 −0.028 (0.045)−0.03 Child gender (male)0.002 (0.002)0.04 −0.003 (0.018)−0.00 Child has disability −0.002 (0.005)−0.04 0.004 (0.038)0.00 Mother born in the United States 0.008 (0.005)+0.18 0.011 (0.033)0.01 Program is full day −−−− Child 1 year away from kindergarten 0.002 (0.005)0.05 −0.000 (0.038)−0.00 Child age −0.000 (0.000)−0.03 −0.002 (0.003)−0.01 Mothers’ age −0.000 (0.000)−0.02 −0.002 (0.002)−0.01 Household language not English 0.005 (0.006)0.10 0.020 (0.040)0.02 Mothers’ education 0.001 (0.001)0.02 0.004 (0.010)0.00 aAlthough not shown, an additional dummy variable was included for the social-support variables representing those who reported not applicable. bTo generate standardized estimates for chronic absenteeism, only continuous variables were standardized to have a mean of 0 and standard deviation of 1. Thus, coefficients can be interpreted as the percentage difference between categories or the percentage change as a function of a one standard deviation change in the predictor. ***p < 0.001. **p < 0.01. *p < 0.05. +p < 0.10. Purtell and Ansari 10.3389/feduc.2022.1031379 Frontiers in Education 12 frontiersin.org Start serves children from low-income families, our findings may be more generalizable to this population. However, given Head Start’s longstanding commitment to family and community engagement, our findings likely do not generalize beyond the program. Given our large number of predictors, it is also important to note the potential for the Table 2 fallacy in our interpretation of our findings (Westreich and Greenland, 2013). Although the goal of this paper was to identify unique associations with children’s absenteeism, it is plausible that some of our predictors (e.g., indicators of financial instability) are mechanisms through which other predictors (e.g., employment status) are associated with children’s absenteeism. Understanding these pathways is an important direction for future research. It is also important to note that although we examined numerous predictors, there are still a number of potential factors not addressed that are key for future research. For example, more direct measures of transportation and logistical support are important to capture (Gottfried, 2017). Additionally, understanding parents’ perspectives regarding the importance of attendance in the preschool years may be  key to understanding absenteeism patterns (Ehrlich et al., 2013). Lastly, understanding predictors of absenteeism within demographic groups may be  critical to developing potent interventions. For example, although we found that Black and Latine children were less likely to be absent than their White peers, understanding factors that shape absenteeism within these groups may be necessary to improve attendance in the future. Absenteeism, and particularly, chronic absenteeism is diminishing the potential benefits of preschool (Connolly and Olson, 2012; Ansari and Purtell, 2018; Ehrlich et al., 2018; Rhoad-Drogalis and Justice, 2018), especially for children who are from low-income families who: (a) are more likely to benefit from preschool (Weiland and Yoshikawa, 2013), but (b) are more likely to be absent than their higher-income peers (Morrissey et al., 2014). In this study, we find that there is no one underlying reason for absenteeism; rather, there are a number of factors that cut across contexts are contributing to the high levels of absences in the United States among a sample of preschoolers from low-income homes. As such, there is possible value of a package of efforts that target the different causes of absenteeism. Addressing these factors, and subsequently reducing absenteeism, is a critical pathway to increasing the school readiness of disadvantaged children. Data availability statement Publicly available datasets were analyzed in this study. This data can be found at: https://www.icpsr.umich.edu/web/ICPSR/ series/236. Ethics statement The studies involving human participants were reviewed and approved by the Ohio State University IRB. Written informed consent to participate in this study was provided by the participants’ legal guardian/next of kin. Author contributions AA led analysis and preparation of methods and results. KP led preparation of introduction and discussion. AA and KP authors conceptualized the manuscript. All authors contributed to the article and approved the submitted version. 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Educ. 20, 67–70. doi: 10.1177/027112140002000201 Early Childhood Research Quarterly 32 (2015) 160–173 Contents lists available at ScienceDirect Early Childhood Research Quarterly Can center-based childcare reduce the odds of early chronic absenteeism? Michael A. Gottfried ∗ Gevirtz Graduate School of Education, UC Santa Barbara, United States a r t i c l e i n f o Article history: Received 6 August 2014 Received in revised form 26 March 2015 Accepted 2 April 2015 Available online 16 April 2015 Keywords: Center-based care Prekindergarten Kindergarten Chronic absenteeism a b s t r a c t This study was the first to position itself in the intersection on research on center-based care and on chronic absenteeism. Given the growth in the utilization of center-based care and given the recent vocal- ized policy concerns of the detrimental effects of chronic absenteeism in early school years, this study inquired as to whether attending center-based care predicted differential odds of early absence patterns. Using a newly-released national large-scale study of children (the Early Childhood Longitudinal Study – Kindergarten Class of 2010–2011), the findings indicated that children who attended center-based care in prekindergarten had lower odds of being chronically absent in kindergarten. The conclusions were consistent even after employing multiple methodological approaches (fixed effects, propensity score matching) as well as exploring multiple definitions of chronic absenteeism, though were not differenti- ated by socioeconomic status. Additional noteworthy findings are discussed, including the significance of children’s internalizing symptoms and parental mental health. © 2015 Elsevier Inc. All rights reserved. Introduction When considering the short-term effects of attending center- based childcare, research has predominantly focused on achieve- ment and socioemotional outcomes (Claessens, 2012; Crosnoe, 2007; Loeb, Bridges, Bassok, Fuller, & Rumberger, 2007; Magnuson, Rhum, & Waldfogel, 2007; Turney & Kao, 2009). Research gener- ally supports that attending center-based care boosts achievement (Burger, 2010; Loeb et al., 2007; Loeb, Fuller, Kagan, & Carrol, 2004; National Institute of Child Health and Human Development [NICHD], 2006). Research mostly links attending center-based care to null or lower socioemotional development and null or higher behavioral issues (Baker, Gruber, & Milligan, 2008; Belsky et al., 2007; Herbst & Tekin, 2010; Loeb et al., 2007; Magnuson et al., 2007; NICHD, 2006; Yamauchi & Leigh, 2011). Early academic and socioemotional outcomes are certainly critical to examine, particularly as they signal school readiness. However, in the discourse surrounding the influence of attending center-based childcare, research has not considered how going to center-based care may be linked to early patterns of chronic absen- teeism. Although no absolute definition exists, chronic absenteeism is defined here as missing at minimum two or more weeks of school ∗Tel.: +1 8058935789. E-mail address: mgottfried@education.ucsb.edu for any reason in a given year (Balfanz & Byrnes, 2012; Gottfried, 2014). This gap in examining school absences as outcomes is criti- cal to address: The short- and long-term negative consequences associated with excessive school absences cannot be overstated, including lower achievement, increased behavioral issues, lower social development, greater chances of grade retention, higher odds of school dropout, increased risk of the use of drugs and alcohol in young adulthood and adulthood, and lower employment prospects (Alexander, Entwisle, & Horsey 1997; Broadhurst, Patron, & May- Chahal, 2005; Chen & Stevenson, 1995; Connell, Spencer, & Aber, 1994; Ekstrom, Goertz, Pollack, & Rock, 1986; Finn, 1993; Gottfried, 2009, 2010, 2014; Hallfors et al., 2002; Kane, 2006; Morrissey, Hutchison, & Winsler, 2014; Newmann, 1981). It is estimated that somewhere between 10% and 15% of young school-aged children are chronically absent and thus susceptible to these negative con- sequences (Balfanz & Byrnes, 2012; Romero & Lee, 2007). This estimate is larger for students of lower socioeconomic status (SES) (Ready, 2010), thereby exacerbating these risks. In elementary school, chronic absenteeism is highest in kinder- garten (Balfanz & Byrnes, 2012; Romero & Lee, 2007). The notion of ‘chronic’ absenteeism is fairly nascent in both policy and research, and therefore most research in early school absences have not considered the effects of chronic absenteeism per se (as opposed to greater/fewer school absences) (Gottfried, 2014). The few research studies in the area of early chronic absenteeism found negative effects. Chang and Romero (2008) linked chronic http://dx.doi.org/10.1016/j.ecresq.2015.04.002 0885-2006/© 2015 Elsevier Inc. All rights reserved. M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 161 absenteeism in kindergarten to lower first grade academic per- formance. Connolly and Olson (2012) linked chronic absenteeism in kindergarten to lower achievement, grade retention, and future chronic absenteeism. Gottfried (2014) linked chronic absenteeism in kindergarten to lower academic and socioemotional develop- ment. Given that negative consequences of chronic absenteeism emerge in kindergarten, research has attempted to identify the drivers of school absences. Most research has focused on individual- and family-level factors. At the individual level, sig- nificant factors include educational disengagement or alienation from school (Harte, 1994; Reid, 1983). Family factors include family structure, father’s occupation, mother’s work status, house- hold size, parental involvement, mother’s age, mother’s depression and socioeconomic status (SES) (Catsambis & Beveridge, 2001; Claessens, Engel, & Curran, in press; Fan & Chen, 2001; Jeynes, 2003; McNeal, 1999; Muller, 1993; Ready, 2010; Reid, 1983;Romero & Lee, 2007; Sampson & Laub, 1994). Little work has been conducted outside of identifying individual and family factors. A significant lapse in the research on both the effects on center-based care and the drivers of chronic absenteeism is the intersection between the two. On the one side, the research on the effects of center-based care has generally remained limited to achievement and socioemotional development. Other critical early indictors of early school success or risk of failure, such as absen- teeism, have largely been ignored. On the other side, research into the drivers of chronic absenteeism have generally been limited to studying individual and family factors. In fact, altogether little is known about what programs and practices in early childhood might influence early chronic absenteeism. Additional research on the drivers of absenteeism beyond these factors will develop a more robust agenda around how to reduce this negative behavior at the onset of school entry, when the frequency of this behavior is high- est. Center-based care and early chronic absenteeism Aside from one descriptive study linking attending prekinder- garten care to lower rates of chronic absenteeism in kindergarten (Connolly & Olson, 2012), no large-scale study exists in the over- lap of childcare and chronic absenteeism. Given the positive link between center-based care and early achievement, it is reason- able to expect that center-based care is linked to lower chronic absenteeism. There are four potential ways by which center-based care might be linked to lower chronic absenteeism in kindergarten: child transitions, family logistics, health, and timing. Child transitions Childhood is filled with ecological transitions that require adap- tation to new environments (Bronfenbrenner, 1979), and school entry represents a significant ecological transition in early child- hood (Ladd & Price, 1987). Kindergarten entry requires children to face many new demands including academic challenges, adap- tation to institutional expectations, and socialization (Bensen, Haycraft, Steyaert, & Weigel, 1979; Bogart, Jones, & Jason, 1980; Holland, Kaplan, & Davis, 1974). Unsuccessful transition into kindergarten correlates with children feeling less secure about their environments and increased stress, thereby leading to school avoidance and negative feelings about school (Ladd & Price, 1987). These negative feelings materialize as absences (Ekstrom et al., 1986; Newmann, 1981) through refusal to attend school or pre- tending to be sick (Giallo, Treyvaud, Matthews, & Kienhuis, 2010). Children who attend formal preschool often have better mastery of this transition into kindergarten (Ladd & Price, 1987). No single explanation exists. However, one reason may be that center-based care provides a structured learning environment that mirrors what school will be like. Children are formally assigned to a classroom, taught by a specific set of teachers, and have regulated sched- ules with established times for instructional activities. In contrast, children who are cared for in informal settings may not gain the same experience of participating in a formal school-like schedule (Claessens, 2012). Second, children in center-based care get an early start on adapting to long periods of parental separation (Ladd & Price, 1987). Third, center-based instructors are often more aca- demically qualified than guardians in informal care alternatives such as relatives in home-like settings (Barnett, Carolan, Fitzgerald, & Squires, 2011). Therefore, in formal care, children have greater exposure to adults who more closely mirror school teachers in classrooms. Fourth, children in center-based care are often in envi- ronments with many peers, and this provides them with early opportunities to socialize, understand individual differences, and adapt to group behavior. Finally, attending center-based care pro- vides children with an early opportunity to adapt to a routine of regularly leaving the home (Ladd & Price, 1987). It is thus theorized that going to center-based care in prekinder- garten facilitates the transition into kindergarten, either by providing children with an early school-like routine or with addi- tional opportunities to adapt to interacting with adults who are similar in characteristics to schoolteachers and to interacting with other children in a classroom setting. Hence, when entering kindergarten, they have fewer adjustment demands and are more equipped to cope with new environments. This may actualize as having positive feelings about school and less anxiety about attend- ing school; feelings such as these are linked to lower odds of being absent. This framing of transitions fits into the larger literature on preparatory socialization. As described by Germain and Bloom (1999), preparatory socialization exists when spending time in one setting allows the individual to learn the processes and roles required in a future setting. Early in education, this entails learn- ing how school demands differs from those at home, which, as described above, might facilitate children learning how to develop a school-going routine or how to interact with teachers and peers in a classroom-like setting. In young adulthood, this may surface as preparing for the requirements of the working world (Golde, 1998). The concept of transitions from setting-to-setting certainly has implications beyond this study to the extent which experi- ences in one environment leads to successful functioning in a future environment. Family logistics Going to center-based care may also influence parents’ behav- ior as it relates to chronic absenteeism in kindergarten. First, a direct-effects hypothesis suggests that parents are also adjusting to the routine of sending their children to a formal non-home set- ting. Thus, center-based care may be putting both children and their families in the mindset of regularly attending school, even before starting formal schooling (Ehrlich et al., 2014). Through the actions of sending their children to center-based care, parents have an extra year to adapt to school-going logistics, such as deter- mining transportation options, shifting work schedules, instituting early-morning wake up, preparing/packing children’s breakfasts and lunches, buying appropriate school attire – all of which are sig- nificant factors of good attendance once in school (Chang & Romero, 2008). Moreover, this extra year of school-going practice may be particularly crucial for working parents, who may not have the capacity to accommodate absenteeism. Second, there may be an indirect mechanism. Once kindergarten begins, parents may hold more positive feelings and attitudes about their child’s transition to kindergarten due to the previous period of adjustment to a school-like setting via center-based care (Margetts, 2000). Hence, not only is it possible that attending center-based 162 M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 care increases the efficiency by which parents determine the logis- tics of sending their children to formal schooling, but this efficiency also reduces parents’ stress and anxiety and increases parents’ pos- itive feelings about the transition to kindergarten, which in turn, increases their children’s positive feelings about the transition to kindergarten (Giallo et al., 2010). Positive feelings about school- going by parents or children, as mentioned earlier, are inversely related to school absenteeism. Health There are also potential unique health benefits of attending center-based care. First, programs such as Head Start are designed to increase children’s health through immunizations and health screenings (U.S. Department of Health and Human Services, 2010; Yoshikawa et al., 2013). An increase in child health established prior to kindergarten might reduce the odds of absenteeism once in kindergarten, as increased absenteeism has been shown to be highly correlated with impaired health (Ready, 2010). Second, because children in center-based care are surrounded by many children simultaneously, it is possible that children are exposed to illnesses, like chicken pox, and develop immunities before start- ing school (Ehrlich et al., 2014). This can work out in the favor of reducing absenteeism once in kindergarten. Timing The first three conceptualizations of the role of center-based care on reducing chronic absenteeism focus on the role of center- based care in the year prior to kindergarten. Therefore, the first research question is put forth as follows: RQ1: Does attending center-based care in prekindergarten reduce the odds of chronic absenteeism in kindergarten? However, attending center-based care before/after school dur- ing the kindergarten school year might also reduce chronic absenteeism. Children can also adapt to the demands of schooling once they are participating in school – they do not learn to transition solely based on the skills acquired prior to entry (Bodrova & Leong, 2005). Given this, the overall experience of participating in kinder- garten combined with center-based care before/after kindergarten hours may help to solidify transitions skills. For instance, being in center-based care before/after kindergarten hours year may rein- force the routine of attending a structured school-like environment all day. This may continue to facilitate children’s preparation and practice of going to school, hence building positive attitudes toward school and hence lowering odds of chronic absenteeism. Or, the routine of going to center-based care before/after kindergarten hours may reinforce parental routines for their child’s school atten- dance. If parents are responsible for making arrangements for both going to kindergarten and center-based care before/after the school day, then center-based care during this year may be reinforcing the logistics of attending school, which may be especially critical for working parents. Also, center-based care before/after kinder- garten hours might provide other opportunities for children to interact with teachers and children, hence providing additional reinforcement to make sense of and adapt to the ecology of school- like settings (Bodrova & Leong, 2005), thereby increasing positive school attitudes and reducing negative feelings – all of which are linked to lower chronic absenteeism (Ekstrom et al., 1986; Gottfried, 2009; Newmann, 1981). A second research question is put forth as follows: RQ2. Does the timing of attending center-based care (prekinder- garten, before/after school during kindergarten, or both) reduce the odds of chronic absenteeism in kindergarten? Family moderating factors Prior research has found that students with greater absences in kindergarten are from lower-SES families (Nauer, Mader, Robinson, & Jacobs, 2014; Ready, 2010). For instance, Applied Survey Research (2011) found that no other child characteristic provided statistically-significant differences in absence patterns besides SES. Chang and Romero (2008) found that once family SES was taken into account, racial differences were no longer signifi- cant. It appears, then, that one major determinant of early chronic absenteeism is low SES. Children from low-SES families have been shown to benefit from center-based care, academically and developmentally (Barnett, 1995; Burchinal, Campbell, Bryant, Wasik, & Ramey, 1997; Loeb et al., 2004). A key empirical issue, however, is that children from low-SES families are much less likely to utilize childcare (Meyers & Jordan, 2006). In addition, families selecting not to utilize childcare are characterized by lower maternal education, single- parent households, non-English home language, higher mobility, and maternal depression (Bainbridge, Meyers, Tanaka, & Waldfogel, 2005; Crosnoe, 2007; Fuller, Eggers-Piérola, Holloway, Liang, & Rambaud, 1996; Greenberg, 2011; Hebra et al., 2013; Hirshberg, Huang, & Fuller, 2005; Wolfe & Scrivner, 2004). In fact, Johnson, Martin, and Brooks-Gunn (2011) found that low-SES families with childcare subsidies were relatively more advantaged (on the char- acteristics mentioned above) than non-recipient eligible low-SES families. Therefore, one concern is that family selection bias drove the observed positive associations between center-based care and child outcomes: Families with the lowest levels of resources, moti- vation, or knowledge to send their children to center-based care are also the least likely to be making educational and developmental advances. As an example, children with less depressed mothers are more likely to attend center-based childcare (Hebra et al., 2013). Therefore, the association between childcare and child outcomes for low-SES children may not be solely attributed to the childcare itself. These similar family selection issues might also be obscuring the link between center-based care and early school absenteeism. For instance, families who are sufficiently organized to enroll their child in prekindergarten as well as to develop the logistics to ensure their children attend on a regular basis (and are hence less likely to drop out of programs such as Head Start) are the same fam- ilies who are more likely to ensure that their children perform better once in kindergarten, including having stronger school atten- dance. While maintaining school-going routines might be the most valuable especially for low-SES families particularly given high rates of mobility and maternal depression, it might be these fam- ilies who are least likely to be exposed to these logistics-building opportunities. Hence, the relationship between center-based care and attendance might be capturing a specific sample of families who have selected into center-based care as well as who have ensured their children remain in the program. Accounting for fam- ily selection issues, as they pertain to SES and other high-risk family attributes, is critical in this evaluation and is addressed below. As critical is addressing whether there are differences in any observed relationship between center-based care and absenteeism, but doing so by SES. Even after addressing selection, there are still several reasons to hypothesize that the above 4-pronged conceptualization (tran- sitions, logistics, health, timing) would be especially important for children in low-SES families. First, research suggests that low-SES parents do not have the resources readily available to address the going-to-school logistics required for kindergarten, such as having access to reliable transportation (Chang & Romero, 2008). Hence, center-based care during prekindergarten might induce these par- ents to address these demands and adjust to school-going routines. Second, given that children in low-SES households face greater M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 163 health issues (Hughes & Ng, 2003; Romero & Lee, 2007), center- based care attendance in prekindergarten may provide health benefits, such as immunization, that would in turn reduce absences once in school. Finally, low-SES parents may not have developed the skills or knowledge to help support their children in formal schooling (Chang & Romero, 2008). Additionally, parents in low-SES families might have had negative schooling experiences (Chang & Romero, 2008). Therefore, center-based care might be especially critical to develop and reinforce positive attitudes about formal schooling (and hence reducing chronic absenteeism), as they might not be exposed to this type of environment at home (Ready, 2010). Given these potential benefits, the final research question asks: RQ3. Do the relationships differ by socioeconomic status? Kindergarten is an extremely critical period that sets the foun- dation for future success (Duncan et al., 2007; Olson, Sameroff, Kerr, Lopez, & Wellman, 2005; Posner & Rothbart, 2000). There- fore, knowing what early childhood experiences reduce chronic absenteeism would help to set children on a strong trajectory. Given the lack of knowledge of the role of center-based care on chronic absenteeism and of early programs and policies that reduce this negative behavior, this study contributed to the research through these unexplored research questions. The utilization of center-based care is increasing in the U.S. (Blau & Currie, 2004; Claessens, 2012; Smith, Kleiner, Parsad, Farris, & Green, 2003; Yamauchi & Leigh, 2011). Therefore, this study addresses how to improve outcomes for an increasing number of children taking part in these early childhood programs. By inform- ing stakeholders invested in the efficacy of center-based programs alongside stakeholders invested in the reduction of chronic absen- teeism, the unification of both areas will help formulate new policy discussions around understudied but potentially influential factors of early childhood success. Method Participants Data in this study were sourced from the Early Childhood Longitudinal Study – Kindergarten Class of 2011 (ECLS-K:2011), which represents the most contemporary national-level data avail- able to evaluate the research questions in this study. This dataset was developed by the National Center for Education Statistics (NCES). The collection process included a large-scale survey design and assessment data collection of children and their families and schools. Children were in kindergarten in 2010–2011, the first year of data collection. The ECLS-K:2011 used a three-stage stratified sampling strategy, in which geographic region represented the first sampling unit, public and private school represented the second sampling unit, and students stratified by race/ethnicity represented the third sampling unit. Hence, observations in the dataset are from a diversity of school types, socioeconomic levels, racial, and ethnic backgrounds. At the time of this study, the fall and spring survey waves from 2010 to 2011 were available. To account for the loss of information, chained multiple impu- tation was employed (Royston, 2004). Consistent with Claessens et al. (in press), missing values were imputed back to the sample for which there were nonzero weights. Ten datasets were imputed, in which measures were replaced with a random sample of plau- sible values (Schafer, 1997). These ten sets of plausible values were imputed to resemble the distributions of the observed vari- ables. Outcome model results were aggregated across the imputed datasets (Schafer & Graham, 2002). Sample weights provided by NCES for the ECLS-K dataset were employed in both the imputa- tion and in the analysis. After imputation, this sample consisted of approximately n = 14,060 child observations. Sample sizes are rounded to the nearest tens digit, per NCES rules. Outcomes Table 1 presents all measures utilized in this study broken out by the four different care scenarios. The key measure was binary, indi- cating if a student was chronically absent in kindergarten. Absence information was only available from child’s teacher survey: in the spring survey wave, a child’s teacher was asked to report the num- ber of absences that a child had in that year. Each teacher selected from a discrete set of choices: 0, 1–4, 5–7, 8–10, 11–19, and 20 or more. Some consider chronic absenteeism as beginning after miss- ing a cumulative two weeks of school (Gottfried, 2014) while others indicate that chronic absenteeism occurs after missing more than 18 days of school (Balfanz & Byrnes, 2012). To be the most inclu- sive of these definitions, the primary chronic absenteeism measure equaled 1 if a student had missed more than two weeks of school (i.e., 11 or more days) and 0 otherwise. Because no one definition of chronic absenteeism exists, two subsequent outcomes were explored, as derived from a taxonomy of absenteeism in Gottfried (2014). First, “moderate” chronic absen- teeism was 11–19 absences, and 20 or more absences was classified as “strong”. Approximately 12% of the sample was chronicly absent (broken into 9% as moderate and 3% as strong). This overall per- centage conformed to prior national estimates (Balfanz & Byrnes, 2012). Center-based care Based on the fall parent survey, a child attended center-based care if his or her parents indicated that he or she went to center-based care during the prekindergarten and/or kindergarten years (asked as separate questions in the survey). Prekindergarten center-based care also included Head Start as consistent with prior research using ECLS-K data (Crosnoe, 2007). As for center-based care before/after school during the kindergarten year, note that the questions were phrased to address care that a child was receiving in addition to attending kindergarten. Therefore, even if children were in center-based private kindergarten, the survey questions distinguished between this and other center-based care outside of kindergarten hours. Three binary indicators were created. The first was whether a child attended center-based care in prekindergarten. The sec- ond was whether a child attended center-based care before/after school during the kindergarten school year. The third was whether a child attended center-based care during both prekindergarten and kindergarten years. Almost 70% of the sample attended center- based care in prekindergarten, as consistent with prior research using other national samples of child data (Loeb et al., 2007). Almost 20 percent of children attended center-based care outside of kindergarten during the kindergarten school year, as consistent with prior research (Claessens, 2012). Finally, 15% of the sample had attended care in both years. Other measures Entry skills Three sets of school entry skills were utilized, assessed at the start kindergarten. First a child’s item response theory-scaled scores on math and reading assessments were included. Second were five socioemotional scales, which were utilized in prior research using ECLS-K (e.g., Claessens, 2012). The scales were derived from the teacher’s assessment of child behavior. Based on the Social Skills Rating System (‘SSRS’; Gresham & Elliott, 1990), NCES modified these scales and created its own Teacher Social 164 M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 Table 1 Descriptive statistics (N = 14,060). Center PK only Center in K only Center PK & Center in K Neither Mean SD Mean SD Mean SD Mean SD Chronic absenteeism 0.12 (0.33) 0.11 (0.32) 0.08 (0.26) 0.17 (0.38) Moderate 0.10 (0.29) 0.07 (0.27) 0.06 (0.23) 0.13 (0.33) Strong 0.03 (0.17) 0.05 (0.20) 0.02 (0.13) 0.05 (0.21) Skills at kindergarten entry Reading 36.07 (11.78) 32.97 (12.25) 37.45 (11.54) 31.96 (11.68) Math 30.44 (10.74) 27.65 (10.60) 31.94 (10.53) 26.69 (10.57) Self-control 3.12 (0.62) 2.98 (0.62) 3.00 (0.64) 3.08 (0.63) Interpersonal skills 3.02 (0.63) 2.90 (0.62) 2.94 (0.62) 2.97 (0.65) Approaches to learning 3.00 (0.67) 2.84 (0.65) 2.92 (0.67) 2.90 (0.69) Internalizing problem behaviors 1.44 (0.47) 1.49 (0.54) 1.45 (0.48) 1.48 (0.51) Externalizing problem behaviors 1.57 (0.61) 1.74 (0.64) 1.72 (0.66) 1.57 (0.61) Praises school 0.86 (0.36) 0.87 (0.36) 0.83 (0.37) 0.84 (0.37) Eager to attend school 0.86 (0.35) 0.86 (0.35) 0.82 (0.38) 0.84 (0.36) Student characteristics Male 0.52 (0.50) 0.52 (0.50) 0.52 (0.50) 0.51 (0.50) Black 0.11 (0.31) 0.14 (0.38) 0.17 (0.37) 0.14 (0.34) Hispanic 0.20 (0.40) 0.29 (0.44) 0.16 (0.36) 0.32 (0.46) Asian 0.04 (0.26) 0.03 (0.24) 0.04 (0.27) 0.03 (0.23) Other 0.05 (0.23) 0.07 (0.23) 0.07 (0.26) 0.06 (0.25) Has disability 0.22 (0.41) 0.28 (0.43) 0.21 (0.40) 0.19 (0.38) English language learner 0.11 (0.34) 0.13 (0.35) 0.05 (0.26) 0.21 (0.41) Kindergarten entry age (months) 66.31 (4.59) 65.82 (4.92) 65.80 (4.70) 66.02 (4.78) Health 1.58 (0.80) 1.71 (0.83) 1.53 (0.75) 1.65 (0.85) Household characteristics Parents married 0.69 (0.46) 0.50 (0.50) 0.68 (0.47) 0.59 (0.49) Number of siblings 1.52 (1.08) 1.54 (1.25) 1.11 (0.91) 1.65 (1.25) Age of mother at first birth 24.45 (5.75) 22.36 (5.47) 25.87 (6.20) 22.52 (5.23) Number of children’s books at home 95.61 (145.88) 77.23 (146.43) 96.02 (143.63) 68.71 (90.80) Distance from school 5.01 (4.25) 5.15 (6.32) 5.20 (3.45) 4.99 (4.69) Number of places child has lived 1.99 (1.20) 2.36 (1.41) 2.02 (1.20) 2.11 (1.25) Mother reported depression 0.19 (0.39) 0.26 (0.44) 0.20 (0.39) 0.24 (0.42) Learning activities 2.99 (0.45) 2.88 (0.48) 2.95 (0.43) 2.94 (0.50) Parental involvement 3.65 (2.55) 2.89 (2.41) 3.78 (2.58) 2.82 (2.41) Mother’s education Less than high school 0.10 (0.30) 0.18 (0.38) 0.04 (0.20) 0.21 (0.41) High school diploma or GED 0.20 (0.40) 0.30 (0.45) 0.15 (0.35) 0.28 (0.45) Some college 0.34 (0.47) 0.34 (0.48) 0.33 (0.47) 0.33 (0.47) College graduate or beyond 0.36 (0.48) 0.18 (0.40) 0.48 (0.50) 0.19 (0.40) Father’s education Less than high school 0.12 (0.31) 0.18 (0.39) 0.07 (0.22) 0.22 (0.40) High school diploma or GED 0.27 (0.43) 0.34 (0.47) 0.24 (0.41) 0.33 (0.47) Some college 0.28 (0.44) 0.32 (0.46) 0.28 (0.44) 0.27 (0.44) College graduate or beyond 0.33 (0.49) 0.16 (0.38) 0.41 (0.50) 0.18 (0.41) Household income 68,130.36 (54,556.58) 51,687.44 (50,066.03) 81,997.89 (59,222.46) 48,177.77 (45,581.48) Mother works full time 0.31 (0.46) 0.47 (0.50) 0.63 (0.48) 0.28 (0.44) Mother works part time 0.29 (0.45) 0.25 (0.42) 0.26 (0.44) 0.24 (0.43) Mother does not work 0.40 (0.49) 0.28 (0.45) 0.11 (0.30) 0.48 (0.50) Other child-care measures Non-center non-parental preK care 0.10 (0.30) 0.24 (0.43) 0.12 (0.33) 0.09 (0.28) Non-center non-parental K care 0.08 (0.27) 0.06 (0.24) 0.06 (0.23) 0.07 (0.24) Hours of all non-parental preK care 16.78 (10.80) 13.63 (17.51) 24.96 (13.91) 8.40 (14.83) Hours of all non-parental K care 4.51 (9.64) 10.42 (6.69) 11.20 (7.68) 4.99 (10.76) Center-based care before preK 0.56 (0.50) 0.24 (0.43) 0.53 (0.50) 0.11 (0.30) Full-day kindergarten 0.82 (0.39) 0.88 (0.33) 0.82 (0.39) 0.82 (0.39) % of sample 0.50 0.02 0.15 0.33 Rating Scales (SRS) in ECLS-K:2011. All scales were continuous on a 4-point Likert metric, with higher scores indicating more frequent behavior. All scales had high internal consistency, with the alpha reliability coefficients ranging from 0.79 to 0.91, as noted in the user’s manual (Tourangeau et al., 2013). The 4-item self control scale (˛ = 0.81) measured the extent that the child was able to control his or her temper, respect others’ property, accept his or her peers’ ideas, and handle peer pressure. The 5-item interpersonal skills scale (˛ = 0.86) was the frequency by which a child was able to get along with others, form and maintain friendships, help other children, show sensitivity to the feelings of others, and express feelings, ideas, and opinions in pos- itive ways. The 7-item approaches to learning scale (˛ = 0.91) was the frequency that the child was able to keep his or her belongings organized, show eagerness to learn new things, adapt to change, persist in completing tasks, pay attention, and follow classroom rules. The 5-item externalizing behaviors scale (˛ = 0.88) was the frequency with which a child argue, fought, got angry, acted impul- sively, and disturbed ongoing activities. The 4-item internalizing behaviors scale (˛ = 0.79) was the extent that the child exhibited anxiety, loneliness, low self-esteem, and sadness. As this study addressed school-going behavior, two additional entry skills were included. In the fall survey, parents rated the fre- quency with which their child praised school: a binary measure was created, indicating if praising school occurred more than once per week. Parents rated the frequency with which their child expressed M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 165 eagerness to attend school. Again, a binary measure was created, indicating if expressing eagerness occurred more than once per week. Student characteristics Student characteristics include a common set of measures, such as gender, race, having a disability, and English language learn- ing status. Additional key measures are also included. First, age of kindergarten entry is included, as prior research has indicated that younger kindergarten entrants may have a more difficult tran- sition into kindergarten due to younger age (Datar, 2006; Elder & Lubotsky, 2009). Second, ECLS-K asked parents to rate their child’s health on a five-point scale (1 was highest, 5 was lowest). Students who are less healthy have greater absences (Allen, 2003; Bloom, Dey, & Freeman, 2006). Household characteristics ECLS-K:2011 included a wide span of family variables, which are used to account for selection into center-based care. This study included measures for whether parents were married, the number of siblings, age of mother when she first gave birth to any child, and the number of books at home. Also, Gottfried (2010) found a link between absenteeism and distance from school, and thus this was included as a measure. Student mobility has also been linked to absenteeism (Chang & Romero, 2008; Ready, 2010) and was included. Claessens et al. (in press) linked maternal depression to absenteeism. A binary measure reported if a mother reported feeling depressed in the week prior to the survey. Two home involvement scales were also employed, as replicated from Votruba-Drzal, Li-Grining, and Maldonado-Carreno (2008). The first scale, which was comprised of 15 dichotomously-scored items, measured the number of learning activities in which chil- dren participated. This scale assessed whether in the past month, the child engaged in activities such as visited a book store, took music lessons, or attended tutoring lessons. The second scale, relat- ing to parental involvement, was measured on a 4-point Likert scale. The 10-item parental involvement scale assessed the fre- quency that parents engaged the child in various activities, such as playing games, singing songs, reading books, and doing arts and crafts. Finally are measures of socioeconomic status. Both maternal and parental education are included. Additional measures were house- hold income and maternal employment. Other child-care measures Two indicators designated whether a child received non- parental, non-center care during the prekindergarten year (such as relative care and/or non-relative care) and during the kindergarten year. Also, the number of hours of all types of non-parental care in both prekindergarten and kindergarten were included. Next was a binary measure for attending center-based care prior to prekinder- garten. Finally was an indicator for attending full-day kindergarten. With more absences occurring in kindergarten because students and families are not yet acclimated to the schooling schedule (Balfanz & Byrnes, 2012; Chang & Romero, 2008), this might be less of a concern in a full-day schedule. Analytic approach Baseline approach This study began with a baseline logistic regression model: prob[CAik ] = prob[CAik = ˇ0 + ˇ1 CBCik + ˇ2 Eik + ˇ3 Sik + ˇ4 Fik + ˇ5 Cik + εik ] > 0. In this model, CAik represented the binary outcome as to whether a child i in school k was a chronically absent. Given that CAik was binary, ordinary least squares was not appropriate (Cameron & Trivedi, 2010). The model was run separately for each chronic absence measure – first for the comprehensive measure and then for moderate and strong. In this way, there were three models run for assessing the effect of center-based care: each was designated by chronic absenteeism outcome. It was tested as to whether the models for moderate and strong chronic absenteeism were statistically different from one another. Using a seemingly unrelated regression postestimation test, the findings suggested that these models were indeed different at the p < 0.01 level. Thus, moderate and strong models are presented separately in the tables going forward. CBCik represented all center-based care indicators: prekinder- garten, before/after school in kindergarten, and both years. Eik represented entry skills, Sik represented child characteristics, Fik represented family characteristics, and Cik represented other care measures. The error term was school clustered to account for the non-independence of individual observations. Thus, clustering stu- dent data at the school provided for a corrected estimate of the variance of the error. Fixed effects modeling It might have been the case that omitted variable biases per- sisted in this model. A first attempt at reducing any omitted variable bias coming through at the school, county, or state levels was through a fixed effects strategy: the mechanics of such an approach are described in detail in Schneider, Carnoy, Kilpatrick, Schmidt, & Shavelson (2007) and in other studies on absenteeism using ECLS-K (e.g., Gershenson, Jacknowitz, & Brannegan, 2014). Three fixed effects approaches were employed. First were school fixed effects to account for possible unobserved school-level influ- ences on going to center-based care and on chronic absenteeism. For example, some schools might have highly-involved principals, though unobserved to the researcher. Here, highly-involved prin- cipals might find ways (e.g., working with the PTA, revising school budget, etc.) to introduce before/after school care for children in kindergarten. Therefore, in these schools, the probability of being a child who attended center-based care before/after school in kinder- garten might be higher than in other schools. At the same time, highly-involved principals might make additional investments to reduce school absences in kindergarten. Without measuring all principal efforts, the estimate of the variables in 1 would be sys- tematically biased. To address this, a school fixed effects approach was employed: prob[CAik ] = prob[CAik = ˇ0 + ˇ1 CBCik + ˇ2 Eik + ˇ3 Sik + ˇ4 Fik + ˇ5 Cik + ık + εik ] > 0. In this model, ık represents school fixed effects for children in school k. This term represents a set of binary variables that indicates if a child had attended a particular school. This set of indicator vari- ables leaves out one school as the reference group. School fixed effects held constant all school-to-school variation by conducting a within-school analysis: common but unobservable factors among children in the same school were held constant. Note that all school variables (and any that would be at a higher level) dropped away with school fixed effects. Following school fixed effects were county and state fixed effects. The results were similar between school and county and state fixed effects. Thus, the description of the two approaches and their findings can be found in the online supplementary material for this journal. 166 M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 Propensity score matching Another concern might be the selection by families of their children into center-based care. As it stands so far, all students iden- tified as having been in center-based care are compared to all other students in the sample. A restricted control group might make for a more accurate comparison. To do so, propensity matching was employed. Based on the fact that out of the three key measures only prekindergarten was statistically significant in the baseline and school fixed effects reuslts to follow, students were matched on the propensity of having attended center-based prekindergarten care. As ancillary tests, the models were rerun twice (first on the propensity to having attended center-based kindergarten care; sec- ond on the propensity to having attended center-based care in both years). These results were also consistent with the baseline and fixed effects, namely a lack of significant effects. In a two-stage procedure, students from the treatment (i.e., center-based care in prekindergarten) were matched to a con- trol group (i.e., no center-based care in prekindergarten) based on observable characteristics. Note that in the propensity score models in which the treatment was center-based care attendance in prekindergarten, all variables that could have been affected by this treatment were required to be excluded (e.g., having attended center-based kindergarten, having attended both years, hours of care). Thus, the full set of predictors utilized in the first stage of the propensity score analysis included: gender, race, disability status, non-English was primary spoken language, parent-rated health, parental marital status, number of siblings, age of mother at first birth, number of books at home, distance from school, number of places the child has lived, maternal depression, home learn- ing activities, parental involvement, parental education, household income, employment status, and center-based care attendance prior to prekindergarten. In the first stage, the propensity score was calculated for selec- tion into center-based prekindergarten care. The propensity score was the conditional probability that a child with a set of observ- able characteristics was in center based-care. The propensity score was estimated using logistic modeling (Rosenbaum & Rubin, 1983). The second stage used the propensity scores from the first stage to match children who were and were not in center-based care. The difference between the outcomes for these two groups was the average treatment effect. The matching method employed was one-to-one nearest-neighbor matching without replacement (Rubin, 1973). Any control group observations that did not have a match were discarded. In doing so, the distribution of the observ- able characteristics between children attending and not attending center-based prekindergarten care were much more similar and allowed for a more refined comparison (Dehejia & Wahba, 2002). Results Baseline models Table 2 presents the findings from the baseline logistic models. Each model presented in the table is unique – the binary dependent variable is indicated by column heading. The key predictors are located in the first section of the rows. The coefficients are odds ratios (with standard errors clustered by school in parentheses). A larger value of the coefficient suggests a worse outcome – a higher odds of being a chronic absentee. A more favorable outcome occurs with lower coefficient values, which indicates a lower odds of being a chronic absentee. Across all models, the results in Table 2 indicate that going to center-based prekindergarten care was associated with lower odds of being a chronic absentee in kindergarten. In more detail, having attended center-based prekindergarten care was associ- ated with odds of 0.80-to-1 that a child was chronically absent, as indicated in the first column. When chronic absenteeism was eval- uated through its alternative definitions, similar patterns emerged. Having attended center-based prekindergarten care, children had lower odds of moderate chronic absenteeism in kindergarten (0.84-to-1) and even lower odds of strong chronic absenteeism (0.75-to-1). Odds ratios were translated into effect sizes per Cox (1970) and What Works Clearinghouse (NCES, 2014). The effect size of prekindergarten care for the overall measure of chronic absenteeism was 0.13 and was 0.10 for moderate and 0.17 for strong outcomes. These effects were consistent with (or slightly larger) other assessments of center-based care using secondary data (Bassok, 2010; Claessens, 2012; Loeb et al., 2007; Turney & Kao, 2009; Yamauchi & Leigh, 2011), though this was the first study addressing absence outcomes. As for research question two, neither having attended center- based care before/after school in the same year as kindergarten nor having attended center-based care during both prekindergarten and kindergarten years was statistically significant. Therefore, the relationship between center-based care and chronic absenteeism in kindergarten was driven specifically by care in the year just before kindergarten. This finding is also reinforced by the fact that the indicator for having attended center-based care prior to prekindergarten (near the bottom of the table) was not significant in predicting chronic absenteeism in kindergarten. Again, the rela- tionship between center-based prekindergarten care and chronic absenteeism was unique. Overall, there are several key interpretations. First, children in center-based care in prekindergarten had lower odds of chronic absenteeism compared to children not in center-based prekinder- garten care. Second, the interpretation of all three models was consistent. Distinguishing between absence definitions did not dra- matically change the conclusion. Finally, looking across all models, statistically-significant odds of center-based care only arose for prekindergarten care. Only attending prekindergarten care reduced chronic absenteeism. Briefly turning to the wide span of control variables imple- mented in this study, kindergarten entry skills and individual characteristics were generally not associated with differences in the odds of chronic absenteeism. One interesting exception, how- ever, was that children with higher frequencies of internalizing and externalizing behaviors tended to have higher odds of chronic absenteeism. This finding corresponds to previous research, sug- gesting that feelings of anxiety, disengagement, or alienation are linked to higher rates of missing school (Ekstrom et al., 1986; Newmann, 1981). Unsurprising, health was a consistently strong predictor of chronic absenteeism. Children with lower health rat- ings (and presumably poorer health) were more likely to be chronically absent. Children in poorer health tend to be at the high- est levels of risk for chronic absenteeism (Allen, 2003; Bloom et al., 2006). Health is such an important factor that children in schools without health personnel tend to have greater absences (Allen, 2003). There were several notable findings from the set of household characteristics. Children with siblings were less likely to be chronic absentees. Children in households that have been more mobile had higher odds of chronic absenteeism, as supported by the literature (Felner, Primavera, & Cauce, 1981). One intriguing result was that children with parents who are highly involved in learning activi- ties had higher odds of being chronic absentees. While speculation, highly-involved parents might allow for their child to be absent more by assuming that they could supplement school material at home through their involvement. Consistent with Claessens et al. (in press), maternal depression was linked to higher odds of chronic absenteeism. Note that maternal depression has been linked to M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 167 Table 2 Center-based care and the odds of chronic absenteeism. Alternative definitions Chronic absenteeism Moderate Strong Center-based care Prekindergarten center-based care 0.80 (0.07)***0.84 (0.08)*0.75 (0.08)* Kindergarten center-based care 0.64 (0.15) 0.60 (0.16) 0.84 (0.32) Both 1.05 (0.27) 1.13 (0.33) 0.89 (0.39) Skills at kindergarten entry Reading 0.99 (0.00)*0.99 (0.01) 0.99 (0.01) Math 1.00 (0.00) 1.00 (0.01) 1.00 (0.01) Self-control 1.09 (0.11) 1.03 (0.11) 1.23 (0.23) Interpersonal skills 1.02 (0.09) 1.06 (0.10) 0.91 (0.15) Approaches to learning 0.77 (0.07)**0.80 (0.07)*0.77 (0.11) Internalizing problem behaviors 1.23 (0.08)***1.14 (0.08) 1.36 (0.14)** Externalizing problem behaviors 0.82 (0.08)*0.79 (0.07)**0.94 (0.13) Praises school 0.89 (0.09) 0.89 (0.10) 0.96 (0.18) Eager to attend school 0.95 (0.09) 0.93 (0.09) 1.02 (0.19) Student characteristics Male 0.93 (0.06) 1.04 (0.07) 0.73 (0.09)** Black 0.89 (0.10) 0.81 (0.10) 1.17 (0.21) Hispanic 0.91 (0.09) 0.92 (0.09) 0.94 (0.18) Asian 1.16 (0.19) 0.91 (0.18) 1.88 (0.48)* Other 1.39 (0.16)**1.25 (0.16) 1.60 (0.31)* Has disability 1.14 (0.10) 1.09 (0.11) 1.20 (0.22) English language learner 0.69 (0.10)**0.69 (0.10)**0.77 (0.18) Kindergarten entry age 0.99 (0.01) 1.00 (0.01) 0.99 (0.01) Health 1.23 (0.05)***1.15 (0.05)***1.35 (0.09)*** Household characteristics Parents married 0.86 (0.07) 0.85 (0.08) 0.94 (0.13) Number of siblings 0.89 (0.03)***0.92 (0.03)**0.87 (0.05)** Age of mother at first birth 0.97 (0.01)***0.98 (0.01)*0.96 (0.02)* Number of children’s books at home 1.00 (0.00) 1.00 (0.00) 1.00 (0.00) Distance from school 1.02 (0.01)**1.02 (0.01)**1.02 (0.01) Number of places child has lived 1.06 (0.03)*1.03 (0.03) 1.12 (0.05)* Learning activities 1.37 (0.10)***1.29 (0.10)**1.45 (0.20)** Parental involvement 0.98 (0.01) 1.00 (0.02) 0.92 (0.02)** Mother’s reported depression 1.23 (0.10)*1.10 (0.11) 1.49 (0.17)*** Mother’s education Less than high school 1.08 (0.12) 1.01 (0.13) 1.20 (0.23) Some college 0.92 (0.08) 0.98 (0.09) 0.80 (0.13) College graduate or beyond 0.87 (0.10) 0.83 (0.11) 1.03 (0.21) Father’s education Less than high school 0.95 (0.12) 1.08 (0.14) 0.70 (0.14) Some college 0.94 (0.08) 0.87 (0.09) 1.14 (0.16) College graduate or beyond 1.04 (0.12) 1.01 (0.12) 1.11 (0.22) Household Income 1.00 (0.00) 1.00 (0.00) 1.00 (0.00) Maternal employment Full time 0.69 (0.06)***0.78 (0.07)**0.57 (0.10)*** Part time 0.78 (0.06)***0.85 (0.08) 0.67 (0.10)* Other child-care measures Non-center non-parental preK care 0.75 (0.11) 0.75 (0.12) 0.82 (0.21) Non-center non-parental K care 0.84 (0.14) 0.76 (0.14) 1.10 (0.31) Hours of all non-parental preK care 1.00 (0.00) 1.00 (0.00) 1.00 (0.01) Hours of all non-parental K care 1.01 (0.00) 1.01 (0.00) 1.01 (0.01) Center-based care before preK 1.03 (0.08) 1.06 (0.09) 0.94 (0.12) Full-day kindergarten 1.18 (0.13) 1.21 (0.14) 1.05 (0.17) n 14,060 14,060 14,060 Note: *** p < 0.001, ** p < 0.01, * p < 0.05. Robust standard errors adjusted for clustering in parentheses. children’s internalizing behaviors, and childcare attendance reduces this association (Hebra et al., 2013). Children with work- ing mothers had lower odds of chronic absenteeism. Other care measures were not statistically significant. Fixed effects Thus far, the logistic regression models included a wide range of control measures that might have confounded the relationship between going to center-based care and chronic absenteeism. To account for unobserved school influences that may have influenced going to center-based care as well as the odds of chronic absen- teeism, the original baseline logistic regression models from Table 2 were modified to include school fixed effects. Table 3 presents the odds ratios and clustered standard errors from baseline, school fixed effects, and propensity models. The first section presents odds ratios and standard errors for the models where the outcome was general chronic absenteeism, the second section for moderate chronic absenteeism as an outcome, and the third for strong chronic absenteeism. This portion of analysis focuses specifically on comparing base- line and school fixed effects models. Both models include the set of control variables from Table 2. Note that the sample sizes changed based on variation in the outcomes at the level of the fixed effect specification (e.g., schools lacking variation would be dropped). Examining the fixed effects models and comparing them with the baseline, the results are consistent. The sizes of the odds as well as the standard errors are similar in each regression. This indicates 168 M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 Table 3 Comparison of alternative specifications. Key covariates Prekindergarten care Kindergarten care Both n Outcome: chronic absenteeism Baseline (Table 2) model 0.80 (0.07)***0.64 (0.15) 1.05 (0.27) 14,060 School fixed effects model 0.71 (0.08)***0.58 (0.15) 1.13 (0.32) 11,480 Propensity score matchinga 0.85 (0.27)***– – 11,740 Outcome: moderate chronic absenteeism Baseline (Table 2) model 0.84 (0.08)*0.60 (0.16) 1.13 (0.33) 14,060 School fixed effects model 0.78 (0.09)*0.61 (0.17) 1.12 (0.34) 11,480 Propensity score matchinga 0.85 (0.27)***– – 11,740 Outcome: strong chronic absenteeism Baseline (Table 2) model 0.75 (0.08)*0.84 (0.32) 0.89 (0.39) 14,060 School fixed effects model 0.64 (0.14)*0.66 (0.28) 1.04 (0.53) 11,480 Propensity score matchinga 0.80 (0.27)***– – 11,740 Note: *** p < 0.001, ** p < 0.01, * p < 0.05. Robust standard errors adjusted for clustering in parentheses. a As described in the text, propensity score models were matched on center-based prekindergarten attendance. ‘Kindergarten care’ and ‘both’ covariates were thus not included in the matching algorithm. that there was either no bias at the school level or alternatively that the fixed effects approach did not identify the most likely source of bias, which probabilistically occurred due to family selec- tion (hence the use of a matched design to follow). While there were some minor differences, nothing veers from the interpreta- tion: center-based prekindergarten care linked to lower odds of chronic absenteeism. Propensity score matching While the analysis has included a rich set of measures and fixed effects, there was nonetheless the possibility that children (fami- lies) in center-based care were different in some fundamental way compared to those not in center-based care. Given the statistically- significant findings for attending center-based prekindergarten care, a propensity score matching design was implemented to match children who did and did not attend center-based prekinder- garten care. In doing so, propensity matching was useful in creating a more well-defined comparison group. Table 4 presents standardized mean differences for the covari- ates utilized in the matching algorithm between children who did and did not attend center-based prekindergarten care. The first column presents the standardized mean differences for the full, original sample. The second column presents standardized mean differences only for those sample members who had a matched treatment-control pairing. The measures running down the right- hand side of the table list all variables included in the matching algorithm. Note, however, that including entry-level skills did not change the findings, though they were not included in this final model as they were technically measured after having attended center-based prekindergarten. Comparing the columns, the stan- dardized mean difference on the variables used in the first phase of the propensity matching analysis were reduced to |.10| or less. This stands in contrast to the standardized mean differences on many of the variables prior to having matched children. The original results were re-examined and are presented in Table 3 below the school fixed effects results. The propensity score matching results were close in size compared to the original results (though they often held greater level of statistical significance). The results from the propensity matching analysis suggested a slight overestimation of the previously-estimated low odds associated with center-based prekindergarten on chronic absenteeism – as indicated by odds for all three outcomes. Family selection was slightly overestimating the prior sets of results, which were not picked up by the baseline model nor by the fixed effects models. That said, this overestimation was small, only moving the odds up by five percentage points for chronic absenteeism, one percentage Table 4 Standardized mean differences on all first stage predictors in the propensity score analysis. Original sample (n = 14,060) Matched sample (n = 11,740) Male 0.02 0.02 Black −0.03 −0.03 Hispanic −0.26 −0.01 Asian 0.05 0.05 Other −0.01 −0.01 Has disability 0.07 0.07 English language learner −0.25 −0.09 Health −0.10 −0.10 Parents married 0.22 0.08 Number of siblings −0.20 0.07 Age of mother at first birth 0.41 −0.03 Number of children’s books at home 0.21 −0.07 Distance from school 0.04 0.04 Number of places child has lived −0.11 −0.10 Mother reported depression −0.11 −0.10 Learning activities 0.08 0.08 Parental involvement 0.35 0.06 Mother: less than high school −0.36 −0.05 Mother: some college 0.02 0.02 Mother: college graduate or beyond 0.44 −0.10 Father: Less than high school −0.26 −0.05 Father: some college 0.04 0.02 Father: college graduate or beyond 0.37 −0.02 Household income 0.46 −0.07 Mother: full time employment 0.23 −0.08 Mother: part time employment 0.09 0.09 Attended center-based care prior to prekindergarten 0.91 0.03 points for moderate, and five percentage points for strong. There- fore, the findings from this model nonetheless conclude with the same interpretation: children who attended center-based prekindergarten care had lower odds of chronic absenteeism. Heterogeneity Previous research has suggested that SES moderates attendance patterns (as well as the effect of center-based care on other child outcomes, such as achievement or socioemotional development). Hence, to be comprehensive in this study, SES characteristics were examined. Recent policy dialog in chronic absenteeism for low-SES children has supported a movement beyond examining traditional SES measures such as receiving free lunch (Nauer et al., 2014). To align with this effort, various measures of socioeconomic status were tested. M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 169 Table 5 Analysis by socioeconomic status. Alternative definitions Chronic absenteeism Moderate Strong Low health rating × Prekindergarten center-based care 1.04 (0.19) 0.97 (0.19) 1.35 (0.43) Kindergarten center-based care 0.97 (0.54) 0.24 (0.26) 5.12 (3.54) Both 0.83 (0.52) 3.06 (3.44) 0.21 (0.19) ECLS-K poverty indicator × Prekindergarten center-based care 1.22 (0.22) 1.17 (0.23) 1.35 (0.43) Kindergarten center-based care 0.15 (0.10) 0.13 (0.11) 0.25 (0.23) Both 6.42 (4.49) 8.02 (7.04) 3.19 (3.56) Family received food stamps × Prekindergarten center-based care 1.24 (0.19) 1.21 (0.21) 1.41 (0.39) Kindergarten center-based care 0.61 (0.27) 0.28 (0.17) 2.96 (2.10) Both 1.58 (0.79) 3.63 (2.39) 0.26 (0.22) Mother has less than high school degree × Prekindergarten center-based care 0.94 (0.18) 1.17 (0.25) 0.56 (0.18) Kindergarten center-based care 1.77 (0.91) 1.49 (0.92) 1.74 (1.41) Both 0.71 (0.44) 0.73 (0.57) 0.86 (0.82) Mother does not work × Prekindergarten center-based care 0.86 (0.13) 0.75 (0.13) 1.40 (0.38) Kindergarten center-based care 1.12 (0.50) 0.86 (0.48) 1.94 (1.21) Both 0.94 (0.51) 1.29 (0.85) 0.42 (0.34) Note: *** p < 0.001, ** p < 0.01, * p < 0.05. Robust standard errors adjusted for clustering in parentheses. To test for moderating effects, partially-interacted models were employed where indicators for center-based care were interacted with a measure of SES. Utilizing partially-interacted models is deemed as appropriate for assessing heterogeneity in childcare effects delineated by a child-level characteristic (Yamauchi & Leigh, 2011). Hence, it was the approach also adopted here. Table 5 presents these moderating effects. Each grouping represents a unique regression. The odds ratio and school-clustered standard errors were derived from running a logistic regression model sim- ilar to that in Table 2. The sections of Table 5 present interactions between center-care measures and different SES measures, includ- ing indicators for: fair or poor parental health rating, family was at/or below poverty level, received food stamps assistance in the 12 months prior to kindergarten entry, child’s mother did not com- plete high school (note that the results were the same when using father’s education), and maternal unemployment. Across all measures, there was no statistical significance. Thus, children of varying degrees of SES did not experience differences in the odds of chronic absenteeism based on attending center-based care. The lack of statistical significance of effects by SES were con- sistent with recent research on center-based care on other child outcomes (Claessens, 2012). Instead, when considering SES, all chil- dren benefited (equally) from having attended center-based care. Note that other moderating characteristics were tested as well. Those selected were those that were statistically-significant find- ings in Table 2, such as: gender, living close to school, and degree of home learning activities. There were no moderating effects of these on chronic absenteeism. Instead, only the direct, main effect of center-based prekindergarten care emerged. Discussion This study was the first to position itself in the intersection on research on center-based care and on chronic absenteeism. Given the growth in the utilization of center-based care, this study con- tributed the body of research focusing on early schooling outcomes of children in these programs. Given recent policy concerns of the detrimental effects of chronic absenteeism in early education (see Balfanz & Byrnes, 2012; Chang & Romero, 2008; Gottfried, 2014; Nauer et al., 2014), this present study also contributed new research to the field of school absenteeism by examining whether attending center-based care influenced absences. With increased enrollment in center-based care alongside increased concerns of the detrimen- tal effects of chronic absenteeism, this study addressed a critical research gap in order to draw conclusions about both. To do so, this study relied on the most recent national dataset of school-aged children in the U.S. – the ECLS-K:2011. Given these data, it was possible to incorporate a wide span of measures and methods in the analyses to better isolate the association between going to center-based care and chronic absenteeism. Importantly, prior to this study, little work had focused on attending center- based care before/after school during the kindergarten school year (Claessens, 2012). However, the ECLS-K:2011 dataset uniquely pro- vides information on care experiences in both prekindergarten and kindergarten years, allowing this study to evaluate how the timing of center-based care influenced chronic absenteeism. This new per- spective was critical, given the growing national trend of children attending both prekindergarten and kindergarten center care. Addressing each research question led to the following con- clusions. As for the first, children in center-based prekindergarten care had lower odds chronic absenteeism in kindergarten. These relationships held true regardless of absenteeism definition. The findings were robust to multiple methodological approaches, though propensity matching suggested a slight overestimation in prior models hence elucidating the value of a matched design. Based on the mechanisms addressed in the introduction, it does seem feasible that center-based prekindergarten care enables for the development of school-going skills that ease the transition into schooling for both children and parents. In a formal school-like setting, children build skills to adapt to the transition into school- ing and consequently develop positive school-going attitudes once in kindergarten (Ladd & Price, 1987). Positive attitudes, which as previously mentioned, are inversely related to school avoidance and absenteeism (Ekstrom et al., 1986; Gottfried, 2014; Newmann, 1981). Parents might be in a better position to develop schedules and logistics prior to starting kindergarten, which reduce stress and anxiety once their children are start school (Ehrlich et al., 2014) – and again positive school-going behaviors are developed. Maintaining routines seems critical for families to reduce chronic absenteeism, as highlighted by the statistically-significant effect of family mobility. A third explanation might be the health benefits of early exposure to health programs (Yoshikawa et al., 2013). As for research question two, only the measure of having gone to center-based care during prekindergarten significantly 170 M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 predicted differences in odds in chronic absenteeism. No other center-based care measure was significant. In the year prior to schooling, center-based care would be the only exposure children would have to a formal school-like environment. On the other hand, as Claessens (2012) describes, center-based care before/after the kindergarten day may not add significant value above-and-beyond the school-going and transition skills children are already acquiring in kindergarten itself. Therefore, the importance of center-based care on chronic absenteeism might be driven by the mechanisms described in the introduction pertaining to prior-to-kindergarten center-based care rather than as concurrent reinforcement. As for the third research question, the results were compa- rable between various measures of SES, as consistent with prior research (Claessens, 2012). The relationship between center-based prekindergarten care and chronic absenteeism was not accentu- ated for one group. Rather, all students were positively influenced by having attended prekindergarten center-based care. The null findings by SES has important research implications. A limitation of ECLS-K:2011 is that center quality was not directly observed or measured. Families of higher SES who send their chil- dren to center-based care might be sending them to ‘higher quality’ center-based care on some unobserved measure. Therefore, in examining moderating effects by SES, any differentiation in qual- ity might have been reflected in statistically-significant results by these moderating effects. These moderating results, however, were not significant, thereby implicating that at least these rough proxies for quality did not skew the results. From these findings, there are several concluding implications. First, less is known about the influence of center-based care on outcomes such as chronic absenteeism, which has recently been supported as a key indicator of academic risk (Nauer et al., 2014). Therefore, this study has explored a relatively new facet of how center-based care links to school success beyond achievement and development. Having done so enabled for a richer discussion as to why center-based care might be linked to achievement or socioemotional development in the first place. For instance, chronic absenteeism reduces achievement and weakens socioemotional development in kindergarten (Gershenson et al., 2014; Gottfried, 2014). As this study has shown, attending center-based prekinder- garten care linked to lower chronic absenteeism. Therefore, one path by which center-based care links to achievement or socioemo- tional development may be through chronic absenteeism – namely that center-based prekindergarten care increases positive school- going behaviors, reduces chronic absenteeism, and hence increases achievement and socioemotional development. This study encour- ages further exploration down this line as well as new research to consider additional indicators of child success and risk. Second, moving beyond identifying a standard set of individual and family factors, this study was also unique is that it broad- ened the dialog on what drives chronic absenteeism. The fact that both moderate and strong chronic absenteeism were influenced by center-based prekindergarten care suggests that stakeholders might consider how early childhood programs link to school-going behaviors and attitudes. The findings of this study urge for further documentation and exploration of the link between early child- hood experiences and early chronic absenteeism, such that policy and practice supports those factors and environments that promote positive school-going behaviors. Hence, the first two implications of this research are intertwined. On the one side, identifying how center-based care links to chronic absenteeism contributes new knowledge as to how center-based care influences a wider span of early schooling outcomes; and on the flip-side, knowing this rela- tionship also appeals to those invested in identifying what may be driving chronic absence patterns and how to mitigate them. While this study focused on center-based care and chronic absenteeism, other factors nonetheless emerged as significant. First, almost unsurprising was the role of child health (Allen, 2003; Bloom et al., 2006). The fact that health predicted chronic absen- teeism implies that child health ought to remain at the forefront of policy when it comes to curtailing early absences, through access to health care services and federal health programs (Zhang, 2012). The fact that SES did not moderate the relationship between center- based care and chronic absenteeism suggests that the operative conditions might be more related to health issues than to tradi- tional poverty issues. Second, a noteworthy set of findings arose for the relationships between maternal health and chronic absen- teeism. First, there was a main effect of maternal depression on school absenteeism as consistent with Claessens et al. (in press), thereby stressing the importance of mental health in boosting the family’s ability to establish and maintain routines. Second, there was an indirect effect of maternal health on absenteeism. Maternal depression is linked to children’s internalizing symp- toms (Hebra et al., 2013). Internalizing symptoms were found to be linked to chronic absenteeism in this study. Prior work has found that attending center-based care reduces the link between maternal depression and children’s internalizing symptoms (Hebra et al., 2013). Interpreting both main and indirect effects together, attending center-based childcare seems to be especially critical for children in families facing mental health issues, though it might be those same issues that are reducing the odds of attending center- based care to begin with. If parental mental health is linked to child mental health (and both directly link to early chronic absenteeism), future policy might focus on where and when on this pathway mental health supports and interventions are most effective to ensure that children go to prekindergarten and attend school once in kindergarten. Third, this study contributes new insight by considering if there is a role of multiple years of center-based care. However, given that significant effects only arose on prekindergarten care, researchers, policymakers, and practitioners might consider two avenues of inquiry. First, future questions could delve into which factors of prekindergarten care were distinct enough to have influenced chronic absenteeism in contrast to years of center-based care. Per- haps as Claessens (2012) suggests, center-based care before/after kindergarten hours was less effective (on achievement) because it simply reinforced what children were already learning during the actual kindergarten school day. Second, inquiry might address why multiple years of exposure to a program, policy, or practice was not effective at boosting early chronic absenteeism. Knowing which years are critical and which are not are crucial to develop- ing policy: The story remains incomplete when extrapolating early schooling outcomes based on one year of center-based care. Finally, in regards to the fact that this study focused on outcomes during this first year of formal schooling, there are implications. Early educational experiences can set students’ schooling and developmental trajectories over a lifetime (Duncan et al., 2007). As it has been established that chronic absence in early schooling years has the potential to influence children’s short- and long-term prospects (Gottfried, 2014), identifying how programs and prac- tices can potentially reduce chronic absenteeism may shed light on ways to provide young children at the onset of schooling with strong foundations to be successful throughout the educational pipeline. Limitations and further study In sum, this study provided new insight in the intersection on research in center-based care and on research in chronic absen- teeism. There are several avenues for future research grounded in limitations of this study. First, as mentioned, measures of qual- ity are important when evaluating child-care (Anders et al., 2011; Camilli, Vargas, Ryan, & Barnett, 2010; Vandell, Belsky, Burchinal, M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 171 Steinberg, & Vandergrift, 2010). However, quality measures were not developed by NCES for the ECLS-K data. Thus, this study calls for additional research to delve into the moderating role of quality. This may be accomplished with other large-scale datasets (though at present, none are as recent as the one utilized in this study). Or, this may be accomplished through smaller-scale site studies. Second, absence reasons were not provided in the dataset. Thus, while it was possible to determine if a student was chronically absent, it is not possible to determine why. Thus, future research might rely on additional data to examine these relationships. For instance, district datasets contain coded reasons for absences. Therefore, future research can provide more depth into the care- absenteeism relationship, as well as test the generalizability of this study’s findings. Third, while the dataset included an exceptional array of child and household variables, the data were nonetheless non- experimental. Therefore, the fixed effects analyses only accounted for preexisting differences related to location (school, county, state) and the propensity score analysis only accounted for preexisting differences (e.g., family selection bias) on the variables included in the matching algorithm and not on other possible explanations. A smaller, experimental study would eschew these issues and could provide additional confidence in this study’s findings. A related lim- itation of this dataset was that its large size may have increased the possibility of finding statistically-significant effect sizes. Though the effect sizes were consistent with or larger than prior studies that also used non-experimental data to evaluate center-based care (e.g., Bassok, 2010; Claessens, 2012; Loeb et al., 2007; Turney & Kao, 2009; Yamauchi & Leigh, 2011), they were nonetheless smaller than those derived from experimental work on center-based care (e.g., Yoshikawa et al., 2013). Again, this urges for future experimental work to consider chronic absenteeism as an outcome in order to compare to the findings in this study. Fourth, this study raised potential mechanisms (e.g., transitions, family logistics, health) as to why center-based prekindergarten would influence chronic absenteeism, but it was not possible to identify the relative importance of one mechanism over the other. Further inquiry, perhaps through qualitative methods, could identify the critical pathways by which the relationship between center-based prekindergarten care and reduced chronic absen- teeism in kindergarten had arisen. In doing so, it will be possible to develop practices that target and support those mechanisms that seem to be strongest in linking center-based care and chronic absenteeism. For instance, knowing if family logistics is a critical issue in prekindergarten will aid in streamlining how to address the needs of children and their families. Finally, this study importantly evaluated the role of center- based care on early schooling outcomes. It would be as important to determine if there are longer-term effects of center-based care on chronic absenteeism, given the fact that this behavior is present across the K-12 pipeline. Therefore, with an appropriate set of data, future research could determine how center-based care sets chil- dren on both short- and long-term trajectories based on a range of critical outcomes. Appendix A. 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User’s manual for the ECLS-K:2011 kindergarten data file and electronic codebook. Washington, DC: National Center for Education Statistics. M.A. Gottfried / Early Childhood Research Quarterly 32 (2015) 160–173 173 Turney, K., & Kao, G. (2009). Pre-kindergarten child care and behavioral out- comes among children of immigrants. Early Childhood Research Quarterly, 24(4), 432–444. http://dx.doi.org/10.1016/j.ecresq.2009.07.007 U.S. Department of Health and Human Services. (2010). Head Start impact study: Final report. Washington, DC: Administration for Children and Families, Office of Planning, Research, and Evaluation. Vandell, D., Belsky, J., Burchinal, M., Steinberg, L., Vandergrift, N., & NICHD Early Child Care Research Network. (2010). Do effects of early child care extend to age 15 years? Results from the NICH study of early child care and youth develop- ment. Child Development, 81, 737–756. http://dx.doi.org/10.1111/j.1467-8624. 2010.01431.x Votruba-Drzal, E., Li-Grining, C. P., & Maldonado-Carreno, C. (2008). A developmen- tal perspective on full- versus part-day kindergarten and children’s academic trajectories through fifth grade. Child Development, 79(4), 957–978. http://dx. doi.org/10.1111/j. 1467-8624.2008.01170.x Wolfe, B., & Scrivner, S. (2004). Child care use and parental desire to switch care type among a low-income population. Journal of Family and Economic Issues, 25, 139–162. http://dx.doi.org/10.1023/b:jeei.0000023635.67750.fd Yamauchi, C., & Leigh, A. (2011). Which children benefit from non-parental care? Economics of Education Review, 30, 1468–1490. http://dx.doi.org/10.1016/j. econedurev.2011.07.012 Yoshikawa, H., Weiland, C., Brooks-Gunn, J., Burchinal, M. P., Espinosa, L. M., Gormley, W. T., et al. (2013). Investing in our future: The evidence base on preschool education. Ann Arbor, MI: Society for Research in Child Development. Zhang, S. (2012). Do our children become healthier and wiser? A study of the effect of medicaid coverage on school absenteeism. International Journal of Health Ser- vices, 42, 627–646. http://dx.doi.org/10.2190/hs.42.4.d Summary Federal Award Financial Information 19. Budget Period Start Date - End Date 20.Total Amount of Federal Funds Obligated by this Action20a. Direct Cost Amount20b. Indirect Cost Amount 21.Authorized Carryover 22.Offset 23. Total Amount of Federal Funds Obligated this budget period 24. Total Approved Cost Sharing or Matching, where applicable 25. Total Federal and Non-Federal Approved this Budget Period - End Date26.Period of Performance Start Date 27.Total Amount of the Federal Award including Approved Cost Sharing or Matching this Period of Performance 28. Authorized Treatment of Program Income 29. Grants Management Officer – Signature Recipient Information Fe deral Agency Information 10.Program Official Contact Information Federal Award Information 30.Remarks 1. Recipient Name 9. Awarding Agency Contact Information Notice of Award Award# FAIN# Federal Award Date: Page 1 2. Congressional District of Recipient 3.Payment System Identifier (ID) 4.Employer Identification Number (EIN) 5.Data Universal Numbering System (DUNS) 6.Recipient’s Unique Entity Identifier (UEI) 7.Project Director or Principal Investigator 8.Authorized Official 11. Award Number 12. Unique Federal Award Identification Number (FAIN) 13. Statutory Authority 14. Federal Award Project Title 15. Assistance Listing Number 16. Assistance Listing Program Title 17. Award Action Type 18. Is the Award R&D? 01/01/2023 08/31/2024 ADDITIONAL COSTS 05 1946000509A1 Head Start and Early Head Start 93.600 Head Start Revision & Extension No $153,208,271.83 946000509 Ms. Cynthia T Yao Head Start Program Cynthia.Yao@acf.hhs.gov 415-437-8451 Administration for Children and Families Department of Health and Human Services 09CH010862-05-07 09CH010862-05-07 09CH010862 09CH010862 07/18/2024 ACF/OHS Region IX Grants Office Mr. Jeffrey Arciero Grants Management Officer Mr. Federal Glover Chair, Contra Costa County Sup., District 5 supervisorglover@bos.cccounty.us (925) 427-8138 CONTRA COSTA COUNTY 625 Court St Ste 100 Martinez, CA 94553-1231 NO DATA Ms. Marla Stuart mstuart@ehsd.cccounty.us (925) 608-4801 $0.00 $0.00 08/31/2024 $37,977,355.00 $8,315,444.00 $29,661,911.00 $0.00 $10,128,237.00 42 USC 9801 ET SEQ. 794080957 W6AHS1UCWKX7 Mr. Jeffrey Arciero Grants Management Officer jeffrey.arciero@acf.hhs.gov 617-565-2446 $0.00 01/01/2019 Page 2 33.Approved Budget(Excludes Direct Assistance) I.Financial Assistance from the Federal Awarding Agency Only II.Total project costs including grant funds and all other financial participation a.Salaries and Wages b.Fringe Benefits c. Total Personnel Costs d.Equipment e.Supplies f.Travel g.Construction h.Other i.Contractual j. TOTAL DIRECT COSTS INDIRECT COSTS TOTAL APPROVED BUDGET m.Federal Share n.Non-Federal Share 34. Accounting Classification Codes k. l.31.Assistance Type 32.Type of Award Notice of Award Award# FAIN# Federal Award Date: Recipient Information Recipient Name Congressional District of Recipient Payment Account Number and Type Employer Identification Number (EIN) Data Universal Numbering System (DUNS) Recipient’s Unique Entity Identifier (UEI) $11,797,566.00 $4,600,653.00 $16,398,219.00 $170,000.00 $1,905,433.00 $98,950.00 $500,000.00 $10,565,334.00 $8,626,970.00 $38,264,906.00$38,264,906.00 $1,525,242.00$1,525,242.00 $39,790,148.00$39,790,148.00 $39,790,148.00$39,790,148.00 $8,315,444.00$8,315,444.00 07/18/2024 09CH010862-05-07 09CH010862 Department of Health and Human Services Administration for Children and Families CONTRA COSTA COUNTY 625 Court St Ste 100 Martinez, CA 94553-1231 NO DATA Discretionary Grant 05 794080957 946000509 1946000509A1 Service W6AHS1UCWKX7 FY-ACCOUNT NO.DOCUMENT NO.ADMINISTRATIVE CODE OBJECT CLASS CFDA NO.AMT ACTION FINANCIAL ASSISTANCE APPROPRIATION 3-G094122 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-23-1536 3-G094120 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-23-1536 3-G094121 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-23-1536 2-G094122 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-22-1536 1-G094122 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-21-1536 1-G094120 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-21-1536 0-G094122 09CH01086205 ACFOHS 41.51 93.600 $0.00 75-20-1536 35. Terms And Conditions STANDARD TERMS Federal awards are subject to legally binding requirements called terms and conditions (T&Cs). Recipients must review and comply with all T&Cs identified under the award. When a recipient is awarded and accepts an ACF award, it must comply with the requirements outlined in the Notice of Award and T&Cs. The recipient must actively manage its award and adhere to all applicable requirements. For more information about grants management activities and resources for recipients throughout the award lifecycle, see the Managing Your ACF Grant Award at https://www.acf.hhs.gov/grants/manage-grant. Applicable Legislation, Statute, and Regulations 1. The administration of this program is authorized under the Head Start Act, as amended by the Improving Head Start for School Readiness Act of 2007, Public Law 110-134 at https://www.congress.gov/bill/110th-congress/house-bill/1429. 2. The program is codified at 42 U.S.C. 9831 et seq at http://uscode.house.gov/view.xhtml?path=/prelim@title42/chapter105/subchapter2&edition=prelim. 3. Implementing program regulations are published as the Head Start Program Performance Standards at 45 CFR Parts 1301 to 1305, https://www.ecfr.gov/current/title-45/subtitle-B/chapter-XIII/subchapter- B. Additional program guidance is located on the Early Childhood Learning & Knowledge Center (ECLKC), https://eclkc.ohs.acf.hhs.gov/. Recipients must act in compliance with the Program Instructions and Information Memoranda. For full text, go to https://eclkc.ohs.acf.hhs.gov/policy/pi and https://eclkc.ohs.acf.hhs.gov/policy/im. 4. This award is subject to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for HHS Awards found at 45 CFR Part 75 at https://www.ecfr.gov/current/title-45/subtitle- A/subchapter-A/part-75. This award is subject to the Closeout requirements for Grants and Agreements found at 2 CFR 200.344 at https://www.ecfr.gov/current/title-2/subtitle-A/chapter-II/part-200/subpart- D/subject-group-ECFR682eb6fbfabcde2/section-200.344. 5. This award is subject to Executive Orders in the Federal Register available at https://www.federalregister.gov/presidential-documents/executive-orders. 6. This award is subject to requirements or limitations in any applicable Appropriations Act available at https://crsreports.congress.gov/. 7. This award is subject to the Administrative and National Policy Requirements at https://www.acf.hhs.gov/grants/administrative-and-national-policy-requirements. 8. This award is subject to the requirements of the HHS Grants Policy Statement (HHS GPS) that are applicable based on your recipient type and the purpose of this award. This includes requirements in Parts I and II available at https://www.hhs.gov/grants-contracts/grants/grants-policies- regulations/index.html. Although consistent with the HHS GPS, any applicable statutory or regulatory requirements, including 45 CFR Part 75, directly apply to this award apart from any coverage in the HHS GPS. 1. 3Page Notice of Award Award# FAIN# Federal Award Date:07/18/2024 09CH010862-05-07 09CH010862 Department of Health and Human Services Administration for Children and Families Property 9. This award is subject to the Property Related T&Cs found at https://www.acf.hhs.gov/grants/manage- grant/grant-award/property-terms. Under 45 CFR §75.323, all real property, equipment, and intangible property acquired or improved with ACF funds must be held in trust by the non-federal entity as trustee for the beneficiaries of the project or program under which the property was acquired or improved. Award Payment 10. This award will be paid through the Department of Health and Human Services, Payment Management Services, operating under the Program Support Center (PSC). The PSC provides automated award payment and cash management services from awards issued by Federal Government Awarding Agencies through the centralized payment system, Payment Management System (PMS). For more detailed information on payment through PMS, go to https://pms.psc.gov/. Drawing funds from PMS indicates acceptance and agreement to the T&Cs of the award. Unique Entity Identifier (UEI) Notice 11. All applicants and recipients must have an active System for Award Management (SAM) registration and UEI issued. ACF recommends that organizations start the renewal process at least 30 days prior to expiration to avoid delays in federal funding. Entities can search for help at Federal Service Desk (FSD) any time or request help from an FSD agent Monday–Friday 8 a.m. to 8 p.m. ET. This award is subject to requirements as set forth in 2 CFR 25.110. 4Page Notice of Award Award# FAIN# Federal Award Date:07/18/2024 09CH010862-05-07 09CH010862 Department of Health and Human Services Administration for Children and Families AWARD ATTACHMENTS CONTRA COSTA COUNTY 09CH010862-05-07 Remarks1. 30. REMARKS (Continued from previous page) This grant action extends the current budget and project period through August 31, 2024. As a result of this extension, your required annual SF-425 report and final SF-425 report (per Program Instruction ACF-PI-HS-17-04) must be received by: Annual Report: 10/30/2024 Final Report: 1/30/2025 Good morning Mr Chair, members of the Board and staff, I am Allison Picard, a resident of Martinez, a former staffperson in the Administrative Office and an appointee of your Board to the Airport Land Use Commission. I want to bring to your attention 2 issues – for which I sent a detailed email to the Board and staff 2 weeks ago – regarding use of leaded aviation fuel in piston engines flying out of Buchanan airport, as well as 20,000 others nationally. The EPA did a study several years ago at Reid Hillview airport outside San Jose which found lead levels within 1-2 miles that were equivalent to Flint Michagin – which is quite alarming. This concern is magnified for my neighbors by the practice of T & G where pilots practice landing and take offs which involves their circling in a loop repeatedly over our neighborhood dozens of times a day. This includes over DVC, and a number of elementary and middle schools and widely used parks which is troubling since children and seniors are particularly vulnerable to lead exposure. No one wants to see the airport or flight schools close, but the impacts in the community must be balanced with their business needs. We have been working with Airport Director Greg Baer for several years on these issues and recently began attending meetings of the Aviation Advisory Committee and just last week your Board’s Airport sub-committee hoping to raise the sense of urgency in dealing with these issues. Martinez is focused on the impacts of the Refinery, however, I believe the environmental hazard from this leaded fuel impact to be even more significant. Last week I provided additional data to Supervisors Carlson and Burgis about the environmental equity issues related to the relative portion of minorities and lower economic socio-economic groups who live adjacent to these regional airports. Regarding T & G, Mr. Baer is facilitating a meeting Oct. 9 with the 3 flight schools with my neighbors as they are the major source of this activity and we are hopeful there may be some mitigation of this unrelenting noise nuisance. We are specifically asking your Board to also conduct a study of the lead levels to provide further documentation for more expedited action. The FAA is now allowing until 2030 for the conversion to unleaded fuel – after decades of knowledge about the lead impacts in the areas surrounding these airports. But airports and pilots, while they support the conversion to unleaded fuel, need assistance in making this happen more quickly as there are costs associated with new tanks, certifications and most importantly production of unleaded fuel and testing. We ask that your Board look to provide funding for these activities or assist in getting State and/or Federal grants or funding for this purpose – similar to what has been done for solar or electric vehicles. I am also requesting a meeting with Congressman DeSalnier’s office for this purpose and have invited the flight schools to join us. Finally, I would also ask that you schedule a regular agenda item to discuss this topic more fully as 2 minutes is insufficient for such a complex topic. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2976 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture to reimburse the County in an amount not to exceed $271,037, for the County’s provision of detection dog teams for parcel center inspections for the period July 1, 2024, through June 30, 2025. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:Agriculture Detector Dog Team Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture to reimburse the County in an amount not to exceed $271,037, for the County’s provision of parcel section center inspections for unwanted pests using a specially trained dog for the period July 1, 2024, through June 30, 2025. FISCAL IMPACT: State Agreement #24-0314 provides reimbursement for the Agriculture Department for expenses not to exceed $271,037 during the period July 1, 2024, through June 30, 2025, for inspection activities performed on behalf of CDFA. There is no county match of funds. 100% State funds. BACKGROUND: Under this agreement, the Agricultural Department uses specially trained dog teams to search parcels to detect the presence of any unwanted plant pests, including insect species, diseases or other harmful organisms, that may pose a threat to the environment and agriculture in California. Surveillance inspections are done at parcel sectional centers, such as those operated by the United States Postal Service, Federal Express and United Parcel Service. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2976,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract will result in loss of revenue for the Agriculture Department to perform these inspections and the associated administrative overhead. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2977 Name: Status:Type:Consent Item Passed File created:In control:6/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a lease between the County, as Lessor, and Delux Public Charter, LLC (branded as JSX), as Tenant, for 532 square feet of office space and non-exclusive use of another room in the County-owned building located at 181 John Glenn Drive, Concord, for a three-year term at an initial annual rent of $12,768 for the first year with annual increases thereafter, and three options to renew. (100% Airport Enterprise Fund) Attachments:1. CCR_JSX Signed_Lease_8-27-24 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Greg Baer, Director of Airports Report Title:Approval and Authorization to Execute a Lease with Delux Public Charter, LLC for Use of the Airport’s new ARFF/Administration/Terminal Building at Buchanan Field Airport, Concord (District IV). ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a lease between the County, as Lessor, and Delux Public Charter, LLC (branded as JSX), as Tenant, for 532 square feet of office space and non -exclusive use of another room in the County-owned building located at 181 John Glenn Drive, Concord, for a three-year term at an initial annual rent of $12,768 for the first year with annual increases thereafter, and three options to renew, the first for three years, and the second and third for two years. FISCAL IMPACT: The Airport Enterprise Fund will receive annual lease revenues of $12,768 as well as an enplanement fee of $5.00 for each passenger that departs on JSX from Buchanan Field. Additional revenue will be derived through fuel flow fees ($0.08/gallon) for fuel purchased by JSX from one of Airport’s Fixed Base Operators. The monthly rent during the term of the lease will increase annually by 3%, and beginning in May of 2029, the enplanement fee will increase to $5.50 per passenger, followed by $0.10 annual increases through the end of the lease. The County will reimburse JSX through enplanement fee credits for shared janitorial costs, estimated at $3,900 per month. BACKGROUND: Delux Public Charter, LLC is the entity that operates the aircraft charter company JSX (formerly, JetSuiteX). In 2016, Buchanan Field was the destination airport when JSX launched its service. For the next seven years, JSX served Buchanan Field and operated out of the Airport’s double wide trailer located at 181 John Glenn Drive. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.2 File #:24-2977,Version:1 As of early May of this year, Airports staff took occupancy of its new Aircraft Rescue and Fire Fighting (ARFF)/Administration/Terminal building. Because of the long-standing relationship between the Airport and JSX, JSX was anticipated to be a tenant of the new building, and the subject of this staff report. As drafted, the lease anticipates that JSX will be leasing three office spaces, as well as having use of other parts of the building, including the non-exclusive area that makes up the passenger holdroom. The key terms of the agreement include a three-year term, with three renewal periods, the first for three years, and the second and third for two years. Initial monthly rent will be $1,064, and will escalate annually by 3%. Reimbursement for janitorial services will be handled through enplanement fee credits. For the first five years of the lease, the enplanement fee will be $5.00 per passenger. Beginning in year six (2029) of the lease, the enplanement fee will increase to $5.50 per passenger, and then will increase by $0.10 per year until the end of the lease, topping out at $5.90. For context, in calendar year 2023, there were 16,530 enplanements on JSX at Buchanan Field, resulting in $82,650 in airport revenue. Additional annual revenue is derived from JSX’s ongoing operations through fuel flowage fees, totaling $29,806 in 2023. The continued partnership between JSX and the County allows for a travel option that doesn’t exist anywhere else in the east bay, and also provides for an ongoing revenue stream for the Airport Enterprise Fund. To that end, both Airport and JSX staff are excited and encouraged by the new facility and recommend approval of this lease. CONSEQUENCE OF NEGATIVE ACTION: JSX would most likely discontinue their operations out of Buchanan Field and the Airport Division would not realize the anticipated lease, enplanement fee, and fuel flowage fee revenues. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1 LEASE Buchanan Field Airport 181 John Glenn Drive, Concord, California This lease (“Lease”) is effective as of May 1, 2024, and is between the County of Contra Costa, a political subdivision of the State of California (“County”) and Delux Public Charter, LLC, a Delaware limited liability company, d/b/a JSX Air (“Tenant”). Recitals A. The County is the owner of the property located at 181 John Glenn Drive, Concord, California (the “Property”). The Property is part of Buchanan Field Airport (the “Airport”). B. Recently, the County demolished an existing building on the Property (the “Old Building”) and replaced it with a new building (the “Terminal Building”). C. Under a rental agreement between the County and Tenant dated March 23, 2016 (the “2016 Agreement”), Tenant occupied the entirety of the Old Building for the purpose of operating public charter aviation service. The 2016 Agreement terminates on the effective date of this Lease. D. Tenant desires to lease from the County, and the County desires to lease to Tenant, that portion of the Terminal Building known as Suite 200, Suite 201, and Suite 202, as shown on Exhibit A (the “Premises”) and to have non-exclusive use of the “holdroom,” which is shown on Exhibit A, shaded in gray. The parties therefore agree as follows: Agreement 1. Lease of Premises. In consideration of the rents and subject to the terms of this Lease, the County hereby leases to Tenant and Tenant hereby leases from the County, the Premises. 2. Term . The “Term ” of this Lease is comprised of an Initial Term and, at Tenant’s election, Renewal Terms, each as defined below. a. Initial Term. The “Initial Term” is three years, commencing on May 1, 2024 (the “Commencement Date”) and ending April 30, 2027. b. Renewal Terms. Tenant has three options to renew this Lease (each, a “Renewal Term”) The first Renewal Term is for a term of three years. The second and third Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 2 Renewal Term are each for two-year terms. All Renewal Terms are upon all the terms and conditions set forth in this Lease. i. Tenant will provide the County with written notice of its election to renew the Lease no later than 60 days prior to the expiration of the Term. 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. Tenant shall pay rent monthly in advance to the County in the amounts set forth below, without offset or demand on or before 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. Initial Term Monthly Rent May 1, 2024 – April 30, 2025 $1,064.00 May 1, 2025 – April 30, 2026 $1,096.00 May 1, 2026 – April 30, 2027 $1,129.00 First Renewal Term May 1, 2027 – April 30, 2028 $1,163.00 May 1, 2028 – April 30, 2029 $1,198.00 May 1, 2029 – April 30, 2030 $1,233.00 Second Renewal Term May 1, 2030 – April 30, 2031 $1,270.00 May 1, 2031 – April 30, 2032 $1,309.00 Third Renewal Term May 1, 2032 – April 30, 2033 $1,348.00 May 1, 2033 – April 30, 2034 $1,388.00 4. Additional Rent. In addition to the rent set forth above, Tenant shall pay County the amounts set forth below (collectively, “Additional Rent”). a. Enplanement Fee. During the Term, Tenant shall pay an amount equal to the result obtained by multiplying the dollar amount set forth below by the number of passengers enplaned by Tenant each month at the Airport (the “Enplanement Fee”). i. The Enplanement Fee is due on the 15th day of the month that follows the month in which the passengers were enplaned. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 3 ii. Tenant shall submit a report with each Enplanement Fee that shows the number of passengers enplaned for the relevant period (the “Monthly Report”). The Monthly Report is to be dated and verified as correct through the signature of an authorized agent, officer, or representative of Tenant. iii. At the end of each calendar year, Tenant shall submit to County an annual report showing the total number of passengers enplaned and deplaned at the Airport during the previous 12 months. iv. The County has the right, exercisable upon reasonable prior written notice to Tenant, to inspect Tenant’s records relating to the number of passenger enplanements during the term of this Lease. Initial Term Dollar Amount May 1, 2024 – April 30, 2025 $5.00 May 1, 2025 – April 30, 2026 $5.00 May 1, 2026 – April 30, 2027 $5.00 First Renewal Term May 1, 2027 – April 30, 2028 $5.00 May 1, 2028 – April 30, 2029 $5.00 May 1, 2029 – April 30, 2030 $5.50 Second Renewal Term May 1, 2030 – April 30, 2031 $5.60 May 1, 2031 – April 30, 2032 $5.70 Third Renewal Term May 1, 2032 – April 30, 2033 $5.80 May 1, 2033 – April 30, 2034 $5.90 b. Building Janitorial Costs. Tenant is responsible for contracting with and paying a mutually agreeable third-party janitorial service provider (“Service Provider”) to provide janitorial services (routine service and periodic maintenance) and consumables in Service Area 1 and Service Area 2 in the Terminal Building. i. The locations of Service Area 1 and Service Area 2 are shown on Exhibit B. ii. For the period beginning on the Commencement Date and ending December Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 4 31, 2024 (the “Initial Period”), the Service Provider is BSM Facility Services Group (“BSM”). BSM’s scope of services and fees for the Initial Period are set forth in Exhibit B. iii. The County shall reimburse Tenant for 65% of the cost of services and consumables provided by the Service Provider in Service Area 1 and 100% of the cost of services provided by the Service Provider in Service Area 2 (such reimbursement amount, the “Offset”). The reimbursement will be carried out by Tenant deducting the Offset from the Enplanement Fee. iv. To verify the amount of the Offset, not later than the 15th day of each month, Tenant shall submit to County a copy of the invoice received from the Service Provider for janitorial services completed during the previous month. A copy of the invoice is to be submitted to the County along with the Monthly Report. 5. Additional Payment Terms. a. Late Rental Payments: In the event Tenant fails to pay County any amount due under this Lease within five days after the amount is due, Tenant shall pay to County a late charge of $100 per occurrence (the “Late Charge”), plus interest on the unpaid balance at a rate of 1.5% per month, from the date the payment was due and payable until paid in full. Tenant shall pay all Late Charges as additional rent on or before the date the next installment of monthly rent is due. County and Tenant hereby agree that it is and will be extremely difficult to ascertain and fix County’s actual damage from any late payments and, thus, that Tenant shall pay as liquidated damages to County the Late Charge specified in this Section, which is the result of the parties’ reasonable effort to estimate fair average compensation for the late payment (other than attorneys’ fees and costs). County’s acceptance of the Late Charge as liquidated damages does not constitute a waiver of Tenant’s default with respect to the overdue amount or prevent County from exercising any of the rights and remedies available to County under this Lease. b. Form and Place of Payment: Tenant shall pay all rents and fees by check, electronic or other payment method, payable to the County of Contra Costa, by delivering the payment on or before its due date to Contra Costa County, Director of Airports, 181 John Glenn Drive, Suite 100, Concord, California 94520, or at such other place as County may designate from time to time. c. Returned Checks: If a check written by Tenant is returned for insufficient funds, County may impose a $25 service charge in addition to any Late Charge and in addition to any charges imposed by the bank. County may require Tenant to pay rent by certified check or money order if Tenant’s bank or banks have returned one or more personal checks within the preceding 12- month period. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 5 d. Security Deposit: i. Prior to the effective date of this Lease, Tenant paid the County the sum of $6,000.00 as security for the faithful performance of the terms, covenants, and conditions of this Lease (the “Security Deposit”). ii. Upon the occurrence of a Default, as defined in Section 17, County may in its sole discretion (but is not required to) apply the Security Deposit, or any portion of it, to any expense, loss or (i) any rent or other sum owed to County, (ii) any amount that County may spend or become obligated to spend in exercising County’s rights under this Lease, or (iii) damage sustained by County resulting from Tenant’s Default. Upon demand by County, Tenant shall immediately pay to County a sum equal to that portion of the Security Deposit expended or applied by County as provided in this subsection so as to maintain the Security Deposit at its original level. iii. Upon the expiration or termination of this Lease and (i) Tenant’s satisfaction of the conditions set forth in Section 8. Condition of Premises, and (ii) a final accounting by County, the County will refund any remaining Security Deposit balance to Tenant, without interest. Tenant waives the provisions of California Civil Code section 1950.7, and all other provisions of law in force or that become in force after the date of execution of this Lease, that provide that County may claim from a security deposit only those sums reasonably necessary to remedy defaults in the payment of rent, to repair damage caused by Tenant or to clean the premises. County and Tenant agree that County may, in addition, claim those sums reasonably necessary to compensate County for any other foreseeable or unforeseeable loss or damage caused by the act or omission of Tenant or Tenant’s officers, agents, employees, independent contractors or invitees. 6. Use. Tenant may only use the Premises to operate charter aviation and related services. The Premises may not be used for any other purpose without the prior written consent of the Director of Airports, Use of the Premises for any other purpose is cause for termination of this Lease. 7. Utility Obligations. The County shall pay for all utilities provided to the Premises, with the exception of telephone services and internet services. 8. Condition of Premises. a. Commencement Date. Tenant is leasing the Premises in an “as is” physical condition with no warranty, express or implied, on the part of the County as to the condition of the Terminal Building. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 6 b. During Term. Tenant shall maintain the Premises in a first-class condition. Tenant may not paint the Premises, attach shelves, fixtures or signs, or make any alterations to the Premises without the prior written consent of the Director of Airports. c. Upon Surrender. Tenant shall return the Premises to the County in the same condition it was in on the Commencement Date, ordinary wear and tear and approved alterations under Paragraph 8.b. excepted. 9. Taxes. Tenant agrees to pay before delinquency all taxes (including, but not limited to, possessory interest tax), assessments, license fees, and other charges that are levied and assessed upon Tenant’s interest in the Premises, or upon Tenant’s personal property installed or located in or on the Premises, by Contra Costa County or other legally authorized government authority. Tenant may pay any taxes and assessments under protest, without liability, cost or expense to the Lessor, to contest the amount in good faith. Payment of taxes, assessments, license fees, or other charges levied and assessed upon Tenant’s interest, (i) does not reduce the rent due to the County under this Lease, and (ii) is the liability of Tenant. 10. Quiet Enjoyment. Provided Tenant complies with the terms of this Lease, the County covenants that Tenant will peaceably and quietly have, hold, and enjoy the Premises during the Term. 11. Assignment and Sublease. Tenant may not assign this Lease or sublease the Premises or any part of it at any time during the Term without the prior written consent of the Director of Airports. 12. Insurance. a. Liability Insurance. Throughout the Term, Tenant 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 $100,000,000 per occurrence and $100,000,000 aggregate. The policy must name the County, its officers, agents and employees, individually and collectively, as additional insureds. The liability insurance maintained by Tenant must be primary. b. Property Insurance. The County will maintain property insurance coverage on its real property. Tenant has no interest in the proceeds of insurance on the County’s real property, improvements, equipment, or fixtures. Tenant shall sign all documents necessary or proper in connection with the settlement of any insurance claim or loss by the County so long as any such documents do not waive or release any claims Tenant may have under other provisions of the Lease. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 7 c. Worker’s Compensation and Employer’s Liability Insurance. Tenant 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 five days of execution of this Lease, Tenant shall provide to the County, on a form approved by the County, an original copy of a Certificate of Insurance. The Certificate of Insurance 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. Tenant 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 30 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 19 - Notices. f. Waiver of Subrogation. Except as may be specifically provided elsewhere in this Lease, the County and Tenant hereby each mutually waive any and all rights of recovery from the other in the event of damage to the Premises or any personal property that is caused by acts of God, perils of fire, lightning, and the extended coverage perils, as defined in insurance policies and forms approved for use in the State of California. Each party shall obtain any special endorsements, if required by their insurer, to evidence compliance with this waiver. 13. Waste, Nuisance. Tenant 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. 14. Inspection. The County may enter the Premises at any time in an emergency and with 24 hours’ 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) Tenant is in compliance with the terms and conditions of this Lease. 15. Destruction. If damage occurs that causes a partial destruction of the Premises during the Term from any cause, the County may, at its option, make repairs within a reasonable time. Partial destruction does not void this Lease, except that Tenant is entitled to a proportionate reduction in Rent while such repairs are being made. The proportionate reduction in Rent is to be calculated by multiplying Rent by a fraction, the numerator of which is the number of square feet that are unusable by Tenant and the denominator of which is the total number of square feet in the Premises. If the County elects to make repairs, and Tenant is unable to continue its operations during the period of partial destruction, the County will provide Tenant with an alternate location to operate at no additional cost until the Premises are usable by Tenant. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 8 If the County does not elect to make repairs, this Lease may be terminated by either party, without cost, obligation or liability to the other party, except as described herein. This Lease will terminate in the event of a total destruction of the Premises. 16. Indemnification. Tenant 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 Tenant’s operations or use of the Premises, save and except claims or litigation arising through the sole negligence or willful misconduct of County, its officers or employees. Nothing herein waives or releases the County’s duties to comply with applicable laws or its obligations to Tenant under the other terms of the Lease. 17. Default. The occurrence of any of the following events is a “Default” under this Lease: a. Tenant. i. Tenant’s failure to pay monthly rent or Additional Rent within five business days after its due date. ii. Tenant’s failure to provide a current insurance certificate meeting the requirements in Section 12.- Insurance, within five business days after any policy expiration date. iii. Tenant’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 written notice from the County to Tenant 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 30 days, the failure to cure will not be deemed to be a default of this Lease if Tenant has attempted to cure the failure within the 30-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 60 days after Tenant’s receipt of the Notice of Default. b. The County. The County’s failure to perform any obligation under this Lease if the failure is not remedied within 30 days after receipt of a written notice from Tenant 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 30 days, a Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 9 default will not be deemed to occur if the County has attempted to cure the failure within the 30-day period and has diligently and continuously attempted to complete the cure as soon as reasonably possible. Tenant may refuse to extend the cure period beyond 60 days after the County’s receipt of the Notice of Default. 18. Remedies. a. County. Upon the occurrence of a default by Tenant, the County may reenter and repossess the Premises and remove all persons and property from the Premises, after giving Tenant written Notice of Default in accordance with the terms of this Lease and in accordance with due process of law. b. Tenant. Upon the occurrence of a default by the County, Tenant may terminate this Lease by giving written notice to the County and quit the Premises without further cost or obligation to the County. Nothing herein waives or releases the County’s duties to comply with applicable laws or its obligations to Tenant under the other terms of the Lease, and Tenant retains all rights to assert legal claims against the County based on a default. 19. 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 Tenant: Delux Public Charter, LLC 181 John Glenn Drive, Suite 200 Concord, CA 94520 With Copies to: Delux Public Charter, LLC Attn: Properties/Contracts 7201 Lemmon Ave Dallas, TX 75209 legal@jsx.com contracts@jsx.com realestate@jsx.com To County: Contra Costa County Director of Airports 181 John Glenn Drive, Suite 100 Concord, CA 94520 Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 10 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 the 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. 20. Successors and Assigns. This Lease binds and inures to the benefit of the heirs, successors, and assigns of the County and Tenant. 21. Holding Over. In the event Tenant 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. 22. Storm Water Discharged. The Federal Clean Water Act (the “Act”) provides that the discharge of pollutants to water of the United States from any industrial commercial properties must be in compliance with a National Pollutant Discharge Elimination Permit (“NPDEP”). Under the Act, airports are considered to be “industrial” activities. Therefore, the County, and all tenants located on the Airport, are required to be in compliance with the Act and be NPDEP. County has applied for and received an NPDEP, which covers Tenant’s operations on the Premises. County is not aware of any violations of NPDEP at the airport of the premises. Tenant shall ensure that no pollution or Hazardous Materials of any type is discharged into storm water system at the Airport. Tenant is responsible for any such discharge by it or by any of its officers, employees, agents, contractors, guests, or invitees, while this License is in effect. The term “Hazardous Materials” means any hazardous or toxic substance, hazardous or radioactive material, hazardous waste, pollutant or contaminant at any concentration that is, or during the term of the Lease becomes, regulated by any local or regional government authority having jurisdiction over the Premises, by the State of California, or by the United States. Any fine or cost of remedial action required of County by any agency or agencies having jurisdiction thereover, as a result of actions on or discharges from the Premises, will be charged to Tenant, and Tenant shall immediately reimburse County for such cost upon demand. In addition, any discharge of pollutants or Hazardous Materials on or from the Premises that is not promptly remediated by Tenant will be considered a default of this Agreement and grounds for its termination. This Section 22 will survive the termination of this Agreement. County is not aware of any violations of NPDEP at the airport of the premises. 23. Waste; Hazardous Materials. Tenant may not commit or suffer or permit the commission of any waste upon the Premises, or any nuisance or other act or thing that may disturb the quiet enjoyment of the use of the Airport or surrounding property. Tenant is responsible for the proper storage, removal and disposal of all hazardous substances, hazardous wastes and petroleum products as defined and regulated under applicable local, state, or federal law (collectively, “Regulated Substances”) that Tenant generates or otherwise brings or causes to be brought onto the Premises. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 11 24. Tenant may not permit any activity on the Premises that directly or indirectly produces unlawful amounts or levels of air pollution (gases, particulate matter, odors, fumes, smoke, or dust), water pollution, noise, glare, heat emissions, radioactivity, electronic or radio interference with navigational and communication facilities for the operation of the Airport and for its use by aircraft, trash or refuse accumulation, or vibration or that is hazardous or dangerous by reason or risk of explosion, fire, or harmful emissions. County may enter the Premises at any time to verify Tenant's conformance with the provisions of this Section. 25. Instrument of Transfer and Non-Discrimination Covenants. a. Instrument of Transfer: This Agreement is subordinate and subject to the provisions and requirements of the Instrument of Transfer by and between the United States and County dated the 9th day of October, 1947, and recorded in Book 1137, at page 114 of the Official Records of Contra Costa County, California. This Agreement is subordinate to the provisions and requirements of any future agreement between County and the United States relative to the development, operations, and/or maintenance of the Airport. b. Non-Discrimination: i. Tenant represents and warrants that it will undertake an affirmative action program as required by 14 Code of Federal Regulations Part 152, Subpart E (“14 CFR Part 152, Subpart E”), to insure that no person shall on the grounds of race, creed, color, national origin, or sex is excluded from participating in any employment activities covered in 14 CFR Part 152, Subpart E. Tenant represents and warrants that no person will be excluded on these grounds from participating in or receiving the services or benefits of any program or activity covered by 14 CFR Part 152, Subpart E. Tenant represents and warrants it will require that its covered suborganizations provide assurances to Tenant that they similarly will undertake an affirmative action program and that they will require assurances from their suborganizations, as required by 14 CFR Part 152, Subpart E, to the same effect. ii. In the event of a final judicial determination of a breach of any of the above non-discrimination covenants, County may terminate this Agreement as if said Agreement had never been made or issued. iii. Tenant agrees to furnish service on a fair, equal, and non-discriminatory basis to all users thereof, and to charge fair, reasonable, and non-discriminatory prices for each unit of sales or service, provided, that Tenant may be allowed to make reasonable and non-discriminatory discounts, rebates, or other similar types of price reductions to volume purchasers. Furthermore, Tenant shall neither discriminate nor permit discrimination against any person or group of persons on the grounds of race, color, national origin, sex or age in Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 12 any manner, including, but not limited to, discrimination prohibited by applicable Federal Aviation Regulations. iv. Non-compliance with paragraph (3) above constitutes a material breach and a default of this Agreement by Tenant. In the event of such non-compliance, (i) County may terminate this Agreement without liability therefore, or (ii) at the election of either government, either or both the County and the United States may judicially enforce the provisions of paragraphs (2) and (3) of this Section. v. The County represents and warrants that, as an airport owner accepting federal funds from FAA-administered airport financial assistance programs, it has an obligation to comply with its federal grant assurance obligations with the FAA , including its duty of economic non-discrimination. 26. General Provisions. a. This Lease is subject to Section 22. of Airport Ordinance 87-8, as amended by Airport Ordinance 88-82, and any other amendments or successor ordinances thereto. b. The County hereby reserves the right to further develop or improve the Airport as it sees fit, regardless of the desires or views of Tenant and without interference or hindrance from Tenant, provided the County follows its standard notification and planning practices as required by the FAA including its duty of economic non- discrimination. c. The County hereby reserves the right to conduct airport construction projects and hold “special events,” such as air shows, among other events, at the Airport that may involve the temporary closure of all or portions of the Airport. In such event, the Director of Airports will provide notice at least 30 days in advance and for the duration of the special event or construction project, Tenant may not use any of the ramp areas, taxiways, or other areas of the Airport designated as closed by the Director of Airports in his sole discretion. While the County is not liable or responsible for the effect any such closure may have on Tenant’s operations or business, the County will use its best efforts to keep Tenant operational. If Tenant is unable to continue its operations during the County’s temporary closure, the County will use it best efforts to provide Tenant with an alternate location to operate at no additional cost until the Premises are usable again for normal operations by Tenant. d. The County reserves the right to take any action it considers necessary to protect the aerial approaches of the Airport against obstruction, together with the right to prevent Tenant from erecting or permitting to be erected any building or other structure on the Airport that, in the sole opinion of the County, would affect the usefulness of the Airport or constitute a hazard to aircraft. Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 13 The County, in exercising the rights stated in this subsection, is not liable to Tenant for any expense, loss, or damage to Tenant that results from County's removal of any aerial obstructions. e. Neither the failure or delay on the part of County or Tenant to strictly enforce all the terms and conditions of this Agreement, is a waiver of any rights or remedies accruing to County or Tenant by law or by this Agreement for any subsequent breach of this Agreement. f. In the event that any provisions contained herein is held to be invalid by any court of competent jurisdiction, the invalidity of any such provisions will not materially prejudice either County or Tenant in their respective rights and obligations contained in the valid provisions of this Agreement. 27. Governing Law. The laws of the State of California govern all matters arising out of this Lease. Nothing herein waives or releases the County’s duties to comply with applicable federal aviation laws. 28. 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 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 DELUX PUBLIC CHARTER, LLC, a political subdivision of the State of California Delaware limited liability company By: ____________________________ By: _______________________ Greg Baer Alex Wilcox Director of Airports Chief Executive Officer By: _______________________ Jeff Simmons Chief Financial Officer APPROVED AS TO FORM THOMAS L. GEIGER, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005 VITREOUS CHINAC_LAVATORYKINGSTONK-2005Non Exclusive Space - "Holdroom"Exhibit ASuite 103Suite 102Suite 101Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 BSM FACILITY SERVICES GROUP | 2575 STANWELL DRIVE, SECOND FLOOR | CONCORD, CA 94520 SERVICES & FREQUENCY SCOPE OF WORK: PRICE SELECTION JANITORIAL CONTRACT CUSTOMER NAME & ADDRESS:BILLING ADDRESS: DATE: ______________________ JOB LOCATION ADDRESS: See attached cleaning service specifications. BSM OBSERVES the following holiday schedule. Overtime rate will be applied for holiday coverage. New Year’s Day, Memorial Day, Presidents’ Day, Independence Day, Labor Day, Thanksgiving Day and Christmas Day. Holiday overtime billing rate is $60 per hour. Restroom consumables will be billed per case usage. (Toilet Paper, Hand towels, Seat covers, Hand soap, feminine disposal liners, Plastic liners, Lg. Med. Small & compostable liners) Maintenance services (e.g., carpet cleaning, hard surface machine floor scrubbing, interior/exterior window cleaning & pressure washing) are not included in the cleaning specifications. When requested by JSX, BSM Facility Services Group will provide cost proposals on an on-call basis. No maintenance services will be performed unless approved in advance by JSX. Service area 1: Yellow (4 x week - M, Th, Fr & Sun) + Green 7 x week Service area 2: Blue (1 x week Friday), + Purple (5 x wk), + Red (5 x wk) Total of service area 1 & service area 2 Restroom consumables + liners billed on a per case usage basis Pricing is based on the 2024 State of California Minimum Wage Prices effective from 1/2/24 – 12/31/24 Pricing is contingent on performing each option concurrently. $2,690.00 per month $2,280.00 per month $4,970.00 per month Billed per case usage basis 181 John Glenn Drive Delux Public Charter, LLC Concord, CA 94520 181 John Glenn Dr. Concord CA May 24, 2024 Exhibit B Christina LeLead/b/a JSX Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 JANITORIAL SERVICE CONTRACT BSM FACILITY SERVICES GROUP | 2575 STANWELL DRIVE, SECOND FLOOR | CONCORD, CA 94520 Docusign Envelope ID: F9503464-0F49-4A8C-81D5-53E286004300 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2978 Name: Status:Type:Consent Item Passed File created:In control:9/17/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:AUTHORIZE the Animal Services Director, or designee, to take all necessary actions to seek court appointment of David L. Hanks as Successor Trustee of the Young-Bates Trust, which names the Animal Services Department as its sole beneficiary. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Ben Winkleblack, Animal Services Director Report Title:AUTHORIZE the Animal Services Director, or designee, to take all necessary actions to seek court appointment of David L. Hanks as Successor Trustee of the Young-Bates Trust, which names the Animal Services Department as its sole beneficiary. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE the Animal Services Director, or designee, to take all necessary actions to seek court appointment of David L. Hanks as Successor Trustee of the Young-Bates Trust, which names the Animal Services Department as its sole beneficiary. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Contra Costa County Animal Services Department (“Animal Services”) has been named as the sole beneficiary of the Young-Bates Trust (“Trust”), dated October 18, 2023. The Trust has an estimated value of over $900,000. The Trust’s designated Successor Trustee has declined to administer the Trust, but with the Board’s approval and authorization, Animal Services will seek formal court appointment of David L. Hanks, a professional fiduciary (license no. 237), as the Successor Trustee of the Trust. If appointed, David L. Hanks has agreed to serve as Successor Trustee and will take all necessary steps to liquidate the Young-Bates estate for the benefit of Animal Services. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2978,Version:1 The Contra Costa County Animal Services Department will need to seek another professional fiduciary to administer the Young-Bates Trust. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2979 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Assessor, a purchase order with Tyler Technologies, Inc., in the amount of $203,285 for the renewal of the maintenance and support of the AES Rapid 2000 computer automated appraisal system for the period of August 1, 2024 through July 31, 2025. (100% AB589 Property Tax Administration Program Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Gus Kramer, County Assessor Report Title:Purchase Order with Tyler Technologies, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Assessor, a purchase order with Tyler Technologies, Inc., in the amount of $203,285.30 for the renewal of the maintenance and support of the AES Rapid 2000 computer automated appraisal system for the period of August 1, 2024 through July 31, 2025. FISCAL IMPACT: AB589 Property Tax Administration Program funds, in the amount of $203,285.30 will be used to maintain the system. BACKGROUND: The AES Rapid 2000 system has been operational in the Assessor's Office since 1999. The system currently contains five (5) basic modules including residential property appraisal, appeal processing, public services tracking, Geographic Information System (GIS), and mass appraisal. The AES system has enabled appraisers to have on-line access to comparable sales data, property characteristics, and GIS parcel data, which is used to analyze and determine residential property appraisals for enrollment of the Assessment Roll. In its current state, the AES system has become a mission critical application for the appraisal staff, providing tools and services that extend beyond the capabilities of the County's Land Information System (LIS). The software and services being purchased through this purchase order are governed by the Tyler Technologies, Inc. Maintenance and Support Agreement, dated August 1, 2017, between Tyler Technologies, Inc. and Contra Costa County. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2979,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the purchase order is not approved, the Assessor's Office will no longer have the ability to maintain and support the AES Rapid 2000 computer system, which has become a mission critical application for the appraisal staff who value property for tax assessment purposes. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2980 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT Board members meeting reports for August 2024. Attachments:1. District III August 2024 Report.pdf, 2. District IV August 2024 report.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Board Members’ meeting reports for August 2024 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT Board members’ meeting reports for August 2024. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etcetera). The attached reports were submitted by the Board of Supervisors members in satisfaction of this requirement. District I, II, and V have nothing to report. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code 53232.3(d). CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 1 powered by Legistar™ C.5 Date Meeting Name Location 6-Aug Board of Supervisors Martinez 8-Aug ECCRFFA & SR4BA Antioch 13-Aug Board of Supervisors Martinez Supervisor Diane Burgis - August 2024 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Meeting Meeting Meeting Supervisor Diane Burgis - August 2024 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Date Meeting Name Location 6-Aug Board of Supervisors Meeting Martinez 12-Aug Meeting with County Administrator, Monica Nino Martinez 13-Aug Board of Supervisors Meeting Martinez 23-Aug Los Medanos College Site Visit Pittsburg Supervisor Ken Carlson - August 2024 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Decision on Agenda Items Monthly Briefing Decision on Agenda Items Videography Project Supervisor Ken Carlson - August 2024 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2981 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE members of the Board of Supervisors, or their designees, to execute one or more Partnership Agreements with California State University, East Bay to authorize student interns to be placed in Supervisorial District offices for the period July 1, 2024 and ending June 30, 2029, as recommended by Supervisor Carlson. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:Partnership Agreements with California State University, East Bay for Student Interns in Supervisorial District Offices ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE members of the Board of Supervisors, or their designees, to execute one or more Partnership Agreements Memorandum of Understanding with California State University, East Bay to authorize student interns to be placed in District Offices of the Board of Supervisors for the period July 1, 2024, and ending June 30, 2029. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Partnership Agreements authorize California State University, East Bay students to be placed as student interns in the District Office of each County Supervisor. The purpose is to provide students who are enrolled at California State University East Bay with the opportunity to integrate academic knowledge with applied skills at progressively higher levels of performance and responsibility. Supervised fieldwork experience for students is an integral part of both educational and professional preparation. The District Offices of each County Supervisor can provide the requisite field education, while at the same time, benefitting from the students’ services to the residents of Contra Costa County. Students will not receive monetary compensation from the County. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2981,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, the University and the Board of Supervisors’ District Offices will not be able to engage in a student internship program, and students will not be able to engage in professional experience or supervision by each Supervisor’s staff. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3133 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Co-Directors of the Office of Racial Equity and Social Justice to release a Request for Proposals to solicit grant proposals from community based organizations providing African-American holistic wellness and support services in Contra Costa County, as recommended by the Equity Committee ($1,000,000, Measure X funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Equity Committee Report Title:Request for Proposals for Community-Based African American Wellness Services ☒Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Co-Directors of the Office of Racial Equity and Social Justice to release a Request for Proposals to solicit grant proposals from community-based organizations providing African- American holistic wellness and support services in Contra Costa County, as recommended by the Equity Committee. FISCAL IMPACT: The $880,000 in total funding for the services awarded through this Request for Proposals will come from the $1 million Measure X allocation approved by the Board of Supervisors on December 12, 2023. BACKGROUND: Contra Costa County’s Office of Racial Equity and Social Justice is seeking Board approval to release a request for proposals and solicit responses from local agencies, organizations, and collaboratives who are providing critical services that increase and expand wellness, safety, and healing to people in African American communities in Contra Costa County. With Board approval, the County, in partnership with a County-approved community foundation as the contracting organization, will award $880,000 in Measure X funds to community- based service organizations to augment and expand existing services or programs by increasing capacity (e.g. serving more participants, hosting additional events, extending program periods). Ideal service providers are those that are embedded in, led by, and have a history of serving African American communities, bring an innovative, culturally relevant service delivery approach, center equity, and fill significant service gaps in Contra Costa County’s most impacted African American communities. The following sections provide CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 4 powered by Legistar™ File #:24-3133,Version:1 additional background information, a proposed timeline, applicant eligibility and allowable activities, the distribution of funds, and the participatory review process and final approval of awards. A. Additional Background: Measure X and the African American Holistic Wellness and Resource Hub Funding for this RFP comes from Measure X, a Countywide, 20-year, half-cent sales tax that raises flexible funds that the County can use to fill gaps in funding to support critical and essential needs and services in the community. Currently, in Contra Costa County, African Americans represent approximately 8.7% of the population. Racism, inequity, injustice, and harm exist throughout the United States, including here in Contra Costa County, have created and maintained conditions for African Americans such that they continue to experience disproportionate rates of preventable chronic illnesses such as heart disease, obesity, cancer as well as most recently, COVID-19. Racial and ethnic disparities in health outcomes, the criminal justice system, educational achievement, and social service metrics in Contra Costa Count have been well-documented in reports issued by the Contra Costa Racial Justice Task Force/Oversight Body, First Five Contra Costa, Kaiser Permanente, Contra Costa Health Services, Contra Costa Continuum of Care, Contra Costa Employment and Human Services Department, and others. For the last several years, members of the community have been advocating and leading the effort in the County for the creation of an African American Holistic Wellness and Resource Hub and the urgent need for expanded support services that address the pain, trauma, and other related challenges that exist in under- resourced, under-served African American communities. The high-level mission and vision for the African American Holistic Wellness and Resource Hub is to host and provide culturally-relevant and responsive services to eliminate health and wellness disparities. As a result of services provided through the African American Holistic Wellness and Resource Hub, African American community members in Contra Costa County will experience greater safety, connection and belonging, and have greater access to health, mental health and other support services that meet their immediate needs. On December 12, 2023, the Board of Supervisors directed that a one-time allocation of $1 million of Measure X funds be allocated for the purpose of supporting the “African American Holistic Wellness and Resource Hub and existing services” in Contra Costa County. These funds were allocated to support and expand current programs and services as an immediate, intermediary step until the Hub is established, and is the source of funding for this RFP. B. Proposed Timeline EVENT DATE RFP Release Date Wed, September 25, 2024 Bidders’ Information Session (optional)Tue, October 1, 2024 RFP Questions Deadline Wed, October 23, 2024 Submittal Deadline Thu, October 31, 2024 Review/Evaluation November 1-November 13, 2024 Interviews (only if needed)Tues, November 14-15, 2024 Selection Notification Mon, November 18, 2024 Written Appeals Deadline Fri, November 22, 2024 Review by Equity Committee TBD (tentative Mon, Nov 25, 2024) Request Approval from Board of Supervisors Tue, December 3, 2024 Contract Negotiation and Routing Wed, December 4-20, 2024 Contract Start Date Wed, January 1, 2025 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 4 powered by Legistar™ File #:24-3133,Version:1 EVENT DATERFP Release Date Wed, September 25, 2024Bidders’ Information Session (optional)Tue, October 1, 2024RFP Questions Deadline Wed, October 23, 2024Submittal Deadline Thu, October 31, 2024Review/Evaluation November 1-November 13, 2024 Interviews (only if needed)Tues, November 14-15, 2024 Selection Notification Mon, November 18, 2024 Written Appeals Deadline Fri, November 22, 2024 Review by Equity Committee TBD (tentative Mon, Nov 25, 2024) Request Approval from Board of Supervisors Tue, December 3, 2024 Contract Negotiation and Routing Wed, December 4-20, 2024 Contract Start Date Wed, January 1, 2025 C. Applicant Eligibility and Allowable Activities Eligible applicants must be community-based, non-profit organizations that are registered with the Internal Revenue Service as having 501(c)(3) status. Applicants must demonstrate expertise, capacity, and cultural competency in serving and meeting the needs of local Black community members who are most impacted by poverty, houselessness, violence, premature death, and/or lack of access to basic needs or healthcare. Applicants must be able to deliver culturally-relevant, trauma -informed, and healing-centered direct services aimed at increasing and strengthening African-American holistic wellness in Contra Costa County, and have the capability and experience to effectively perform their proposed scope of services. Applicants should be embedded in the community they serve and have leadership and staff that reflect the lived experiences of their program participants. These funds can be used to support a range of services and interventions designed to meet the needs of vulnerable persons in African American communities in Contra Costa County who can benefit from the following priority service/program categories: ·Behavioral health support services ·Food and/or housing insecurity services ·Maternal and/or infant health services ·Youth development services ·Community healing support services, particularly from trauma due to police violence Examples of activities and services that fall within the priority service/program categories can include (but are not limited to): ·Case Management/Service Navigation ·Mental Health Counseling ·Basic Needs Assistance ·Rental Assistance or Utility Assistance ·Pre- and/or Post-Natal Support Services ·Employment Readiness Training and Job Placement Support ·Education Support ·Healing Circles The following types of activities are examples of INELIGIBLE activities for funding through this RFP process: ·Fundraising Activities ·Executive Level Staff Salaries, unless staff is providing direct service to program participants ·Asset Acquisition ·Capital Improvements CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 4 powered by Legistar™ File #:24-3133,Version:1 D. Distribution of Funds The County will contract with a community foundation, or similar entity, to receive the $1 million in total funds to administer the grant program and oversee the contracting with the service provider organizations, including drafting of contracts, contract negotiations, invoicing and payment processes, and the monitoring of program activities and progress made. For their service, the entity will be able to apply 12%, or $120,000, toward indirect and administrative fees. The remaining $880,000 will go toward service provider contracts. Contracts will be structured for 0ne-year service periods, with the option to negotiate a no-cost extension (e.g. no additional funds) that extends the service delivery period up to an additional 12 months (e.g. 24 months total contract period). The actual payment schedule may vary depending on service delivery design. Service delivery period and payment schedule will be determined during contract negotiations with the community foundation, or similar entity, tasked to administer contracts. As much as possible, funds will be evenly distributed across the 5 priority funding areas: ·Behavioral health support services ($176,000) ·Food and/or housing insecurity services ($176,000) ·Maternal and/or infant health services ($176,000) ·Youth development services ($176,000) ·Community healing support services, particularly from trauma due to police violence ($176,000) In each category, there will 1-3 awards ranging from $50,000 to $176,000 each, for a total of 5-15 grantees. Final award amounts will be determined by the number of applications received, the funding amounts requested, and quality of proposals. E. Participatory Review Process and Final Approval of Awards All applications received will be evaluated by a Selection Committee made up of a diverse combination of County staff, community foundation staff, non-profit organization staff, and/or community members. All members will be African American Contra Costa County residents who possess both professional and personal lived experience and expertise related to the priority funding categories. The Selection Committee will conduct a Participatory Review Process in which applications are reviewed, scored, and ranked. The Steering Committee will then present their recommendations to the Equity Committee and then to the full Board of Supervisors for final approval of award. CONSEQUENCE OF NEGATIVE ACTION: $1 million in Measure X funding allocated by the Board of Supervisors will not be awarded to community based organizations. CONTRA COSTA COUNTY Printed on 9/26/2024Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 310 Name: Status:Type:Consent Resolution Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-310 proclaiming Contra Costa County's Commitment to children ages 0 to 5 and their families, as recommended by Supervisor Andersen. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:Proclaiming Contra Costa County’s commitment to children ages 0 to 5 and their families. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT presentation from First 5 Contra Costa, recognizing the commitment to children ages 0 to 5 and recognizing the 25th anniversary of First 5 Contra Costa. FISCAL IMPACT: No Fiscal Impact. BACKGROUND: This presentation recognizes the dedication of Contra Costa County to invest in Early Childhood Education and Early Intervention support systems to families and the development of all children. CONSEQUENCE OF NEGATIVE ACTION: No action to be taken. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-310,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Proclaiming Contra Costa County’s Commitment to Children ages 0 to 5 and their Families. WHEREAS,all children prenatal through 5 years of age have the opportunity to thrive in safe, nurturing relationships and communities necessary to achieve healthy development and enter school ready to learn; and WHEREAS,during these critical years of development, there is a window of opportunity to shape how a child’s brain matures and to lay the foundation for all of the years that follow; and WHEREAS,through continuing to foster the development of our community’s children, we celebrate 25 years of First 5 Contra Costa’s dedication and impact in early childhood; and WHEREAS,First 5 Contra Costa’s has invested over $140M to support every child in our county in reaching their full potential over their 25-year history and impact as a funder, convener, advocate, and leader in early childhood systems; and WHEREAS,through First 5 Contra Costa’s core values of Diversity and Inclusion, Equity, Cultural Humility, and Community Partnership, we collectively build a better future for children with key investments and efforts in three focus areas: WHEREAS,investing in Early Childhood Education systems and supports ensures children have high quality early learning experiences that help them in school and in life. WHEREAS,through the Quality Matters program, First 5 Contra Costa provides learning opportunities for early educators to continually enhance the quality of their practice. WHEREAS,through the Ready Kids East County effort, First 5 Contra Costa strives to reform the systems and services available to African American and Black families in East County with children under 5 with an CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-310,Version:1 emphasis on school readiness. WHEREAS, investing in Early Intervention systems and supports ensures that families have access to prevention and early intervention services that foster the optimal development of all children; and WHEREAS,through the Help Me Grow program, First 5 Contra Costa ensures families and providers have some to call to connect them to services to meet their families’ needs; and WHEREAS,through bolstering Early Childhood Mental Health, First 5 Contra Costa works to highlight the importance of early childhood mental health, and advocates for practice and system changes and increased upstream investments in preventative approaches; and WHEREAS,investing in Strengthening Families systems and supports that connect families to resources and programs, we support the holistic needs of children and families to foster children’s development, health, and school readiness; and WHEREAS,through five family resource centers called First 5 Centers, families with young children have access to group classes, playgroups, school readiness activities, support groups, and one-on-one assistance connecting to community services-all at no cost; and WHEREAS,through parent education, First 5 Contra Costa offers families a variety of ways to enhance their knowledge of children’s development and positive parenting practices that promote strong families; and WHEREAS,with an equity lens, First 5 Contra Costa is able to focus their core strategies of capacity building, research, resource connection, advocacy and community engagement, on creating opportunities for positive outcomes that will change the health, learning, and well-being for Contra Costa families with young children who have been historically under-served and marginalized. NOW, THEREFORE, BE IT PROCLAIMED that the Contra Costa County Board of Supervisors, hereby proclaim Contra Costa County’s commitment to children ages 0 to 5 and their families, celebrate the 25th Anniversary of First 5 Contra Costa, and that together, we are building a more equitable future for our kids. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:2RES 2024- 311 Name: Status:Type:Consent Resolution Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-311 expressing appreciation to Dee Rosario for his service with the East Bay Regional Park District, as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 2 Pass To: Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:IN THE MATTER OF EXPRESSING APPRECIATION TO DEE ROSARIO FOR HIS SERVICE WITH THE EAST BAY REGIONAL PARK DISTRICT ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Express appreciation to Dee Rosario for his service with the East Bay Regional District, as recommended by Supervisor Diane Burgis FISCAL IMPACT: None BACKGROUND: None CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-311,Version:2 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF EXPRESSING APPRECIATION TO DEE ROSARIO FOR HIS SERVICE WITH THE EAST BAY REGIONAL PARK DISTRICT WHEREAS , Dee Rosario began his remarkable journey with the East Bay Regional Park District in 1975. His career, marked by a series of significant roles, from park ranger and firefighter to fire lieutenant and ultimately park supervisor of Reinhardt Redwood Regional Park-reflects an unwavering commitment to public service; and WHEREAS , in his distinguished 37-year career, Rosario has made invaluable contributions to the Park District. His tenure included pivotal moments such as his heroic actions during the 1991 Oakland Firestorm, where his bravery and dedication to protecting both people and place were instrumental in mitigating the devastation; and WHEREAS , Rosario's leadership extended beyond his on-the-ground service. As a Board Director, beginning in November 2016, he played a crucial role in advancing the Park District's mission, including co-chairing Measure FF, which secured critical funding for park improvements, wildfire prevention and public safety. His efforts were recognized with the prestigious 2024 California Special Districts Association (CSDA) Board Member of the Year award, highlighting his exceptional tireless leadership and effectiveness; and WHEREAS , Rosario's vision and dedication led to the renaming of Redwood Regional Park in honor of Aurelia Reinhardt, a pioneering figure in the Park District's history. This act not only celebrated Reinhardt's legacy, but also underscored Rosario’s commitment to preserving and honoring the heritage of the Park District and the community of which it is a part; and WHEREAS , throughout his career, Rosario has exemplified the essence of true leadership. His reflections on leadership emphasize that it is a privilege-a privilege to cultivate growth, creativity and compassion in others. He has consistently sought to develop future leadership, nurturing the next generation to continue his legacy of service and dedication; and WHEREAS , Rosario has also contributed his expertise to various organizations beyond the Park District, including serving on the Alameda County Parks, Recreation and Historical Commission, the Board of Directors CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-311,Version:2 for the Friends of Sausal Creek, the Regional Parks Association Board of Directors, the Oakland Fire-Safe Council Board, and the California Alliance for Retired Americans in Alameda County; and WHEREAS , Rosario was born in Oakland and raised in the East Bay, he graduated from Mt. Eden High School in Hayward, earned an associate’s degree from Chabot Community College and attended California State University, East Bay; and WHEREAS , as Rosario prepares to retire at the end of 2024, his enduring impact on the East Bay Regional Park District and the countless individuals he has influenced is celebrated. His dedication, achievements, and the inspiration he has provided will be remembered and cherished by all who have had the honor to work with him. NOW, THEREFORE , be it resolved the Contra Cost County Board of Supervisors officially honors Board Director Dee Rosario for his 37 years of dedicated service with the East Bay Regional Park District and his remarkable contributions as a Board Director. We express our deepest gratitude for his leadership, compassion, positive spirit, joy and laughter, and unwavering commitment to the preservation and enhancement of our community’s natural and recreational resources. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 312 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-312 recognizing Malkia Crowder for her 25 years of service to Contra Costa County, as recommended by the County Probation Officer. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Recognizing Malkia Crowder for her 25 years of service to Contra Costa County. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution recognizing Malkia Crowder for her 25 years of service to Contra Costa County. FISCAL IMPACT: None. BACKGROUND: See resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-312,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF RECOGNIZING MALKIA CROWDER, PROBATION DIRECTOR, FOR HER 25 YEARS OF SERVICE TO CONTRA COSTA COUNTY. WHEREAS Malkia Crowder began her career with Contra Costa County Probation on January 5, 1999, as a Probation Counselor at Juvenile Hall, on April 3, 2007 Malkia was promoted to Deputy Probation Officer, on September 19, 2011 she was promoted to Institutional Supervisor, and to Probation Supervisor on May 20, 2013; and WHEREAS on May 21, 2018, Malkia was promoted to Probation Manager at the John A. Davis Juvenile Hall, where she was instrumental in the implementation of SB 823 and creation of the Briones Youth Academy, a Secure Youth Treatment Facility; and WHEREAS Malkia is a strong leader and advocate for institutional staff in aiding them to strive for excellence, develop their skills and abilities, and deliver quality programs to youth under Probation’s care and supervision; and WHEREAS On March 31, 2022, Malkia was promoted to Probation Director where she presently oversees all operations and programs within the John A. Davis Juvenile Hall, where she has implemented unprecedented programming for incarcerated youth, including a mentoring project with lived experts and development of the Multi-Craft Core Curriculum (MC3) Program, the Multi-Sensory De-escalation Room, a professional music studio and beekeeping program; and WHEREAS Malkia’s career has been marked by leadership and innovation; she wrote the original policy and procedures for the Home Supervision program as a DPO in 2009; as a supervisor she created the Juvenile Hall Intake manual; as an administrator she brought Implicit Bias training to Juvenile Hall, and lead strategic operations for Juvenile Hall during COVID-19, implementing video conferencing for Juvenile Court and pioneering virtual family visits to increase engagement; and WHEREAS Malkia has served the Probation Department in multiple roles as a member of the Diversity Equity and Inclusion Committee, a REAL Colors facilitator, and the Chair of the Black History Committee for the last decade. Externally, Malkia has served as a liaison for Ceasefire, a violence reduction program for high-risk clients, and Government Alliance for Racial Equity (GARE). Malkia presently serves as the Training CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-312,Version:1 Coordinator on the Executive Board for the California Association of Probation Institution Administrators (CAPIA), and she is a facilitator for the Chief Probation Officers of California (CPOC) Supervisor Leadership Academy; and WHEREAS Malkia leads with her life experience, is dedicated to her community and profession and is committed to uplifting equitable practices in the juvenile justice system among workers and clients. She rewrote the qualifications for Juvenile Institution Officers, leaning into more equitable hiring practices, she has presented workshops on the subject of attaining a diverse workforce at the National Partnership for Juvenile Services (NPJS) and American Probation and Parole Association (APPA) conferences, and her article titled, "Implicit Bias, What is it and how does it affect us?” was published in the American Probation and Parole Perspectives Magazine; and WHEREAS Malkia goes above and beyond in striving for excellent supervision and care of youth impacted by the juvenile justice system, particularly those who are multi-system impacted and who disproportionately experience incarceration, and has continually worked to make improvements to Probation’s service delivery and processes; NOW, THEREFORE, BE IT RESOLVED: that the Board of Supervisors does hereby recognize Probation Director Malkia Crowder for her 25 years of dedicated service to Contra Costa County Probation and congratulates her on her planned retirement in 2025. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 313 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-313 recognizing Ed Randle for his 25 years of service to Contra Costa County, as recommended by the County Probation Officer. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:ADOPT Resolution recognizing Ed Randle for his 25 years of service to Contra Costa County. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution recognizing Ed Randle for his 25 years of service to Contra Costa County FISCAL IMPACT: None. BACKGROUND: See Resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-313,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF RECOGNIZING ED RANDLE, PROBATION DIRECTOR, FOR HIS 25 YEARS OF SERVICE TO CONTRA COSTA COUNTY. WHEREAS Ed Randle began his career with Contra Costa County Probation on January 05, 1999, as a Probation Counselor at Juvenile Hall, on June 4, 2007. Ed was promoted to Deputy Probation Officer, on September 8, 2008, he was promoted to Institutional Supervisor, and to Probation Supervisor on July 30, 2012; WHEREAS on January 29, 2018, Ed was promoted to Probation Manager and on June 1, 2020, Ed was promoted to Probation Director where he presently oversees Field Services. Ed goes above and beyond in striving to provide excellent, client centered prevention, supervision and reentry services to individuals, families and communities impacted by the justice system; and WHEREAS Ed is a strong leader and advocate for social justice and teambuilding, he leads innovatively with a goal of reducing barriers, increasing access and restoring hope among system impacted individuals, while uplifting a customer service and resource-oriented approach to Probation services; and WHEREAS Ed’s career has been marked by innovation and expansion in supervision services; he increased the utilization of Evidence Based Practices (EBP) and cognitive therapy offerings, and implemented intermediate interventions to reduce formal revocations for adult clients; he expanded the Domestic Violence Unit to include an internal Batterer’s Intervention Program officer for quality assurance; he steered the SB 129 PreTrial Services expansion, created the current release matrix and the Public Safety Assessment tool; he established an unprecedented partnership to provide virtual and on-demand mental health services to Probation clients; he created gender responsive supervision caseloads and recently piloted a partnership to bring tailored reentry services to female identifying clients; and WHEREAS Ed pioneered Probation’s mobile supervision efforts through the development and procurement of three full service mobile offices, and has assisted other counties with implementation of similar mobile supervision programs, securing a National Association of Counties (NACo) award for the Probation Department’s mobile probation services project; CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-313,Version:1 WHEREAS Ed’s has served the Probation Department in multiple roles as a chair and co-chair of the Evidence Based Programs (EBP) Implementation Committee, co-author of the Department’s 5-Year Strategic Plan, and co-lead for the County’s CalAIM steering committee; and WHEREAS Ed is dedicated to his profession and is committed to reducing harm and providing equitable services to Probation clients; he led the implementation of the recently executed Transitional Aged Youth (TAY) service network, a collaboration between system partners and community based organizations aimed at ensuring young adult clients are afforded appropriate direction, tools and resources to remove barriers and remain law abiding; he concepted and authored the framework for the Community Success Pathway, an intensive community supervision program designed to mitigate risk and reduce incarceration of youth; NOW, THEREFORE, BE IT RESOLVED: that the Board of Supervisors does hereby recognize Probation Director Ed Randle for his 25 years of dedicated service to the Contra Costa County Probation Department and congratulates him on his planned retirement in 2025. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 314 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-314 recognizing Lisset Barajas for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Kristin Connelly Clerk-Recorder Report Title:Honoring Lisset Barajas upon 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution to recognize Lisset Barajas for her commitment to public service at the Clerk-Recorder Department for over 20 years. FISCAL IMPACT: None. BACKGROUND: See Resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-314,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Resolution No. 2024/ Honoring Lisset Barajas upon 20 years of service to Contra Costa County WHEREAS,Lisset Barajas began her career at the Clerk-Recorder’s Office on September 1, 2003, as a Seasonal Clerk; WHEREAS, Lisset was hired full-time as a Clerk Beginning Level in May of 2010 and entered into the Clerk Recorder Series, as a Clerk Recorder Services Technician just three months later in August 2010; and WHEREAS, Lisset promoted to Clerk Recorder Services Specialist on June 10, 2013; and WHEREAS, Lisset has been serving Contra Costa County residents as a Clerk Recorder Services Supervisor since February 1, 2017; and WHEREAS, throughout her 20 years of service, Lisset has devoted her time and efforts to learn the countless processes and to stay current on the ever-changing Clerk and Recorder policies and procedures implemented by the State Legislature; and WHEREAS, starting her career as a Seasonal Clerk inspires her top-tier customer service within the Clerk- Recorder’s office where she developed the Department’s customer service training, and continues to be an integral part to the exceptional service provided each day by the staff she supervises; and WHEREAS, Lisset’s strengths as a knowledgeable and skilled leader, as well as her talents as a first-class trainer, make her an effective and successful Supervisor; and WHEREAS, Lisset exemplifies quality leadership, makes positive impacts on her colleagues, and collaborates to improve the Clerk-Recorder-Elections Department. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-314,Version:1 NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors does hereby recognize and honor Lisset Barajas for her commitment to public service at the Clerk-Recorder’s office. All who have had the honor of working beside her and those fortunate to have been mentored by her, show gratitude, and commend Lisset for her devoted service and proudly commemorate her successes she has achieved over the last 20 years. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 315 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-315 recognizing Abims Aguda for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Kristin Connelly Clerk-Recorder Report Title:Honoring Abims Aguda upon 20 years of service to Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution to recognize Abims Aguda for her commitment to public service at the Clerk-Recorder Department for over 20 years. FISCAL IMPACT: None. BACKGROUND: See Resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:RES 2024-315,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Resolution No. 2024/ Honoring Abims Aguda upon the occasion of 20 years of service to the Contra Costa County Clerk-Recorder- Elections Department WHEREAS, Abims Aguda began her career with the Clerk-Recorder’s Office on February 1, 2004, as an Information Systems Assistant I; and WHEREAS, Abims has advanced her career with perseverance and determination throughout the years, promoting to a Clerk-Recorder Services Specialist on June 1, 2012, and is serving the County as a Clerk- Recorder Services Supervisor, a position she began on September 1, 2016; and WHEREAS, throughout her years of service, Abims has assisted countless customers with patience and kindness and has built lasting professional and personal relationships with the Clerk-Recorder Division’s Supervisor and Manager Team by acting with mutual respect, integrity, and effective communication; and WHEREAS, throughout her career as a Supervisor, Abims has been enthusiastic about staff development because she thrives at seeing others succeed and works diligently to ensure each staff member feels supported in their endeavors; and WHEREAS, Abims has dedicated herself to the service of others, and as a supervisor has focused her efforts on Clerk tasks through a collaborative connection with the California Department of Public Health staff for all marriage questions and is the Department’s trusted resource for all marriage inquiries and processes; and WHEREAS, Abims is essential to the Department’s success and is determined to empower the staff that she supervises with the tools to be both successful and independent in their roles; and WHEREAS, Abims has thrived in her 20-year career at the Clerk-Recorder’s Office and has worked diligently to ensure each person she encounters has a positive experience. Her passion for serving the Contra Costa County community inspires her colleagues and strengthens the workplace while her staff have the freedom to share their ideas and aspirations for the future. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 316 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-316 recognizing Elizabeth Gutierrez for 20 years of service to Contra Costa County, as recommended by the Clerk-Recorder. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Kristin Connelly Clerk-Recorder Report Title:Honoring Elizabeth Gutierrez upon 20 years of service to Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution to recognize Elizabeth Gutierrez for her commitment to public service at the Clerk- Recorder Department for over 20 years. FISCAL IMPACT: None. BACKGROUND: See Resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-316,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Recognizing Elizabeth Gutierrez for her 20 years of service in the Contra Costa County Clerk-Recorder- Elections Department WHEREAS, Elizabeth Gutierrez began her career with Contra Costa County and the Clerk-Recorder Elections Department as a Recordable Documents Technician in 2003; and WHEREAS, Elizabeth advanced her career promoting to Clerk-Recorder Services Specialist in 2010; and WHEREAS, Elizabeth joined the leadership of the Division when she promoted to Clerk-Recorder Services Supervisor in 2012; and WHEREAS, Elizabeth became a Clerk-Recorder Services Manager in 2016, and WHEREAS, Elizabeth promoted to lead the Clerk-Recorder Division when she became Assistant County Clerk -Recorder in 2022 and has played a key role in welcoming the new elected Clerk-Recorder starting in January of 2023; and WHEREAS, throughout her tenure in the Clerk-Recorder Division, Elizabeth has consistently looked to improve the customer service experience; and WHEREAS, to her colleagues, Elizabeth has been an inspirational leader and integral to the success of the Department in each role she has held; and WHEREAS, Elizabeth is known for making her colleagues feel supported, treated fairly at all times, and given opportunities to reach their full potential; and WHEREAS, Elizabeth’s leadership has created a productive and harmonious work environment; and WHEREAS,, Elizabeth builds trust with her team when she allows herself to be vulnerable and admit mistakes; CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-316,Version:1 and WHEREAS, Elizabeth’s twenty years of service makes her a wealth of knowledge because when she is asked a question, she diligently researches and is very thoughtful about developing an answer. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County hereby honors and congratulates Elizabeth Gutierrez for her 20 years of service and dedication to Contra Costa County. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 317 Name: Status:Type:Consent Resolution Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-317 recognizing Employment and Human Services Department staff members who achieve 20+ years of service to Contra Costa County during 2024, as recommended by the Employment and Human Services Director. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:County Service Awards to Recognize EHSD Staff for 20+ Years of Service ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution recognizing Employment and Human Services Department (EHSD) staff members Robyn Currie, Ralonda Davis, Faye Fields, Barbara Opdyke, and Karen Walls who reached 35 years of service, and additional EHSD staff members who reached 20, 25, and 30 years of service to Contra Costa County during 2024. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Contra Costa County Employment and Human Services Department (EHSD) recognizes staff members who have reached 20, 25, 30, and 35 years of service during 2024, and honors them for their valuable contributions and dedication to serving County residents over the years. CONSEQUENCE OF NEGATIVE ACTION: EHSD staff will not be recognized or honored during County service awards. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-317,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF the Contra Costa County Service Awards and recognizing EHSD Staff who have reached 20 or more Years of Service in 2024 WHEREAS,Contra Costa County Employment and Human Services Department (EHSD) recognizes and congratulates staff members who have achieved 20+ years of service during 2024; and WHEREAS,Robyn Currie, Ralonda Davis, Faye Fields, Barbara Opdyke, and Karen Walls have each reached 35 years of service as Contra Costa County employees; and WHEREAS,Anthony Macias, Veronica Monroy, Crystal Baulwin, Stephen A Quesada, Alicia Samuel, Wurn Waa Phan, Patricia Viveros, and Valerie Chatman have achieved the milestone of 30 years of service in Contra Costa County; and WHEREAS,Barbie Guardino, Carolyn Foudy, Charlene Thomas, Linda Trombettas, Martha Hankins, Victoria Cunningham, Veronica Arreola, Lorna Baker, Monica Cummings, Marie-Julie de la Fuente, John Galvin, Keisha Kelly, Neisha Spratt, Edyth Williams, Yolanda Williams, Joyce Arguelles, Elizabeth Benson, Jennifer Dodson, Martha Espinoza, Yolonda M Grandberry-Kelly, Long Luu, Cassandra O’Neal, John Rees, Mauricio Sevillano, Keisha Stephney, Erica Trujillo, Sheila Walker, Bernadette Rees, Bradley Michaels, Jon Ebeling, Veronica Underwood, Iliana Choate, Shawn DeLaTorre, Leilani Lunch, Maria (Malou) Lyttle, Lori O’Donnell, Meuy C Saechao, and Elisa Subias have achieved the milestone of 25 years of service in Contra Costa County; and WHEREAS,Ann Barrett, Jocelyn Briggs, John Gavieres, Thomas Miller, Ke Saepharn, Kimberly Baker, Anne Dimas, Jared Kitchen, Debbie Penovich, Ana Araujo, Phimpha Darasaeng, Rosana Estrada, Krista Holguin, Ryan Madison, Carolyn McWalters, Kristina Miller, Vernadette Pina, Danielle Moye, Shirley Rudy, Linda Taber, and Luz Raygoza-Gonzalez 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 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. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County hereby recognizes these employees for their 20+ years of valuable contributions to Contra Costa County community members, EHSD customers and colleagues, and appreciates their dedicated service over the years. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-317,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:2RES 2024- 318 Name: Status:Type:Consent Resolution Passed File created:In control:9/13/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-318 recognizing September 2024 as National Suicide Prevention Month, as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 2 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:RECOGNIZE SEPTEMBER AS NATIONAL SUICIDE PREVENTION MONTH ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Recognize September as National Suicide Month FISCAL IMPACT: None BACKGROUND: None CONSEQUENCE OF NEGATIVE ACTION: None CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-318,Version:2 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF RECGONIZING SEPTEMBER AS NATIONAL SUICIDE PREVENTION MONTH WHEREAS,September is National Suicide Prevention Month.All month, mental health advocates, prevention organizations, survivors, allies, and community members unite to promote suicide prevention awareness; and WHEREAS, the Substance Abuse and Mental Health Services Administration (SAMHSA) and the American Foundation for Suicide Prevention (AFSP) have designated September 8, 2024 as the first annual 988 Day; and WHEREAS, the theme for 2024 is "No Judgment. Just Help," and the goal is to raise awareness of the 988 Suicide & Crisis Lifeline and to emphasize the importance of mental health support; add WHEREAS, nationally, since 988’s launch in July 2022, counselors answered more than 10 million calls, including 1.7 million texts and chats from people looking for help with suicidal thoughts and mental health and substance use-related crises; and WHEREAS, in California, 988 calls are currently routed to 12 nationally accredited crisis centers who make up 988 California. California’s centers received over 350,000 calls and responded to over 40,000 text and chat contacts in the last year; add WHEREAS, expansion of text and chat capacity is a priority as the number of people trying to get help this way has doubled in a one-year period. The Contra Costa Crisis Center will launch their new 988 text and chat platform this October, further expanding its crisis response capabilities; add WHEREAS, the Contra Costa Crisis Center has seen a dramatic increase in 988 Lifeline crisis calls, with nearly 22,000 calls received this past year-an astonishing 79% rise since the service launched in 2022. This surge is particularly notable as it only accounts for 988 Lifeline calls. The Crisis Center managed over 70,000 calls last fiscal year on 19 crisis lines, including 211, the county’s information and referral community helpline; add WHEREAS, this past July alone, the Center received 6,700 calls, setting a pace to exceed 80,000 calls in the CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-318,Version:2 upcoming year. The recent implementation of geo-routing for 988 calls this month is expected to further increase call volume. NOW, THEREFORE, BE IT RESOLVED:that the Board of Supervisors of Contra Costa County recognize September as National Suicide Prevention Month. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 319 Name: Status:Type:Consent Resolution Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-319 recognizing the California Association of Public Health Laboratory Directors 75th Anniversary and its work towards improving and protecting public health through the promotion and advancement of public health laboratory practice, as recommended by the Health Services Director. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Adopt Ceremonial Resolution Recognizing CAPHLD ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Ceremonial Resolution recognizing the California Association of Public Health Laboratory Directors (CAPHLD) 75th Anniversary and its work towards improving and protecting public health through the promotion and advancement of public health laboratory practice. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: CAPHLD was formed to collaborate and improve California’s local public health laboratory response to promote and protect public health. The current 29 public health laboratories within California perform essential diagnostic testing during emerging and widespread outbreaks, including COVID-19, Mpox, and now highly pathogenic avian influenza (H5N1). In addition, they provide training, guidance and disseminate information regarding infectious diseases, while also educating clinical and hospital laboratories about critical biosafety practices. Public health laboratories also generate critical data from our local populations to inform local and state public health policies and improve health outcomes. They serve as an important safeguard for patients and local jurisdictions by focusing on the detection and characterization of infectious, communicable, and preventable diseases. CAPHLD and its member laboratories provide testing that is both patient-based and population-based, reaching both individuals and the communities they live in. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, CAPHLDs would not be recognized for its 75 years of supporting public health CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-319,Version:1 and community wellness through public health laboratory practice. The Board of Supervisors of Contra Costa County, California IN THE MATTER OF honoring California Association of Public Health Laboratory Directors (CAPHLD) for its 75th year anniversary supporting community health through public health laboratory practice. WHEREAS,in 1949, CAPHLD was formed with the mission to improve and protect public health through the promotion and advancement of public health laboratory practice; and WHEREAS, CAPHLD, the state and local public laboratories participate in multiple infectious disease surveillance networks to assist in diagnosis and monitoring for causative agents of infectious, communicable, and preventable disease, such as: respiratory disease (such as COVID-19 and Influenza), gastrointestinal illness, Measles and Mumps, Mpox, potential bioterrorism events, and foodborne and environmental outbreaks; and WHEREAS, from 1949 to present day, CAPHLD developed and trained over 2,300 certified California Public Health Microbiologists to execute infectious disease diagnostic and surveillance testing in California public health laboratories; and WHEREAS, CAPHLD has held and will continue to hold an annual conference to disseminate current information and trends regarding infectious diseases, laboratory testing updates and training opportunities; WHEREAS, CAPHLD supported and provided training to over 30 doctoral graduates from the LabAspire Public Health Laboratory Director Fellowship Program from 2007 to 2012 and 2017 to present day; and WHEREAS, CAPHLD participants and public health laboratories provided critical early response and laboratory testing during the beginning and throughout the COVID-19 pandemic; and WHEREAS, CAPHLD continues to collaborate with and support 14 Laboratory Response Network for Biological Threats (LRN-B) laboratories for continuous response to bioterrorism threats for such agents as anthrax, and educating clinical and hospital laboratories about critical biosafety practices; and WHEREAS, CAPHLD supports local public health laboratories in their function to monitor the prevalence and CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-319,Version:1 impact of emerging pathogens, respond quickly to identify sources of outbreak events, collect data that informs design and development of treatment and vaccines, provide reference testing for rare and unusual diseases, assess the safety of food and water, and perform essential testing services for underserved communities and populations; and NOW, THEREFORE, BE IT RESOLVED:the County Board of Supervisors does hereby recognize and honor the 75th anniversary of CAPHLD and its vital work in supporting California public health laboratories and community health.end CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 320 Name: Status:Type:Consent Resolution Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-320 recognizing the 10th Annual International Girls in Aviation Day, as recommended by Supervisors Burgis and Carlson. Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:Resolution Recognizing the 10th Annual International Girls in Aviation Day ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Adopt Resolution for 10th Annual International Girls in Aviation Day FISCAL IMPACT: None. BACKGROUND: None. CONSEQUENCE OF NEGATIVE ACTION: None. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-320,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF RECOGNIZING THE 10th ANNUAL INTERNATIONAL GIRLS IN AVIATION DAY WHEREAS,the United States is recognized as the global leader in aerospace safety, efficiency, and innovation; and WHEREAS,local leaders in government and in the community recognize the importance of the aerospace industry to the economic prosperity, national security, and citizen safety of the United States and that the aerospace industry is dependent upon a skilled workforce to maintain this exemplary level of quality; and WHEREAS,women have been involved in aviation since its earliest days, from E. Lillian Todd, who designed and built aircraft in 1906, to Harriet Quimby who, in 1911 became the first woman to earn a pilot certificate and cross the English Channel, to Helen Richey, who became the first woman pilot for a U.S. commercial airline in 1934, to Astronaut Dr. Sally Ride who, in 1983, was the first American woman in space, to Jeana Yeager who copiloted the first non-stop, non-refueled flight around the world in 1986, to Astronaut Eileen Collins, who became the first female Space Shuttle pilot in 1997 and first female Space Shuttle Commander in 1999; and WHEREAS, during the last two decades, although the number of women involved in the aviation industry has steadily increased, only 16 percent of people working in the aircraft, spacecraft, and manufacturing industry are female; and WHEREAS,it is agreed that the path to increasing participation is through a collaborative effort by government, industry, and dedicated organizations and individuals designed to inspire girls to pursue aerospace based goals, prepare female students through quality aerospace STEM curriculum and expose girls to positive female role models; and NOW, THEREFORE, BE IT RESOLVED:that the Contra Costa County Board of Supervisors does hereby proclaim September 23, 2024, as Girls in Aviation Day and encourage all citizens, businesses, public, and private agencies, media, and educational institutions to support and participate in Girls in Aviation Day events CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-320,Version:1 being held nationwide by Women in Aviation International Chapters, promoting girls in aviation and aerospace. ..e CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2982 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE Board meeting minutes for August 2024. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Approve the Board meeting minutes for August 2024 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Board meeting minutes for August 2024, as on file with the Office of the Clerk of the Board. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code Section 25101(b) requires the Clerk of the Board to keep and enter in the minute book of the Board a full and complete record of the proceedings of the Board at all regular and special meetings, including the entry in full of all resolutions and of all decisions on questions concerning the allowance of accounts. The vote of each member on every question shall be recorded. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code Section 25101(b). CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2983 Name: Status:Type:Consent Item Passed File created:In control:8/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignations of Fabiola Quintero and Bolston Jones, DECLARE vacancies in the Union Seat 1 and Community Seat 1 on the Advisory Council on Equal Employment Opportunity (ACEEO) for terms ending November 30, 2024 and November 30, 2026, respectively, and DIRECT the Clerk of the Board to post the vacancies as recommended by the Equity Committee. Attachments:1. ADVISORY COUNCIL ON EQUAL EMPLOYMENT OPPORTUNITY MEMBERS, 2. Vacancy Notices.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Advisory Council on Equal Employment Opportunity Resignations ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignations of Fabiola Quintero, Union Seat 1, and Bolston Jones, Community Seat 1, on the Advisory Council on Equal Employment Opportunity (ACEEO). DECLARE the vacancies on the Council and DIRECT the Clerk of the Board to post the vacancies as recommended by the Equity Committee. FISCAL IMPACT: None BACKGROUND: The Advisory Council on Equal Employment Opportunity was established in July 1991 to serve as an advisory committee to the Board of Supervisors regarding the implementation of the County's Affirmative Action Plan. Their goal was to review the Affirmative Action Program and recommend actions to facilitate attainment of the County's goal for affirmative action. The Council is composed of 13 members, and a Board committee reviews nominations to all seats except those designated for County managers and labor unions. Terms of office for seats reviewed by the Board Committee are three years. Fabiola Quintero and Bolston Jones are no longer available to serve on the committee. CONSEQUENCE OF NEGATIVE ACTION: The ACEEO will not be able to staff the vacant seats as required by County policy. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.20 File #:24-2983,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ ADVISORY COUNCIL ON EQUAL EMPLOYMENT OPPORTUNITY MEMBERS LABOR-TRADE MEMBER SEAT (VACANT) Appointed: Expires: November 30, 2026 BUSINESS MEMBER SEAT DeVonn Powers Appointed: May 22, 2024 Expires: November 30, 2026 COMMUNITY MEMBER SEAT #1 Bolston Jones Appointed: October 17, 2023 Expires: November 30, 2026 EDUCATION MEMBER SEAT Roosevelt Gipson, Jr Appointed: December 1, 2022 Expires: November 30, 2025 COMMUNITY MEMBER SEAT #2 Lauren Traylor Appointed: May 22, 2024 Expires: November 30, 2026 DISABILITY SEAT Nikki Lopez Appointed: May 22, 2024 Expires: November 30, 2026 COMMUNITY MEMBER SEAT #3 Eric Maldonado Appointed: December 1, 2022 Expires: November 30, 2025 UNION MEMBER SEAT #1 Fabiola Quintero Appointed: April 12, 2022 Expires: November 30, 2024 COMMUNITY MEMBER SEAT #4 Lynette Hart Appointed: May 22, 2024 Expires: November 30, 2026 UNION MEMBER SEAT #2 (VACANT) Appointed: Expires: November 30, 2025 MANAGEMENT MEMBER SEAT #1 Lara DeLaney Appointed: December 1, 2022 Expires: November 30, 2025 VETERAN’S SEAT Leonard Ramirez Appointed: April 12, 2022 Expires: November 30, 2024 MANAGEMENT MEMBER SEAT #2 Amrita Kaur Appointed: October 12, 2021 Expires: November 30, 2024 STAFF TO ACEEO Antoine Wilson Equal Employment Opportunity Officer 2530 Arnold Drive #140 (925) 335-1455 Email Antoine.Wilson@riskm.cccounty.us Kiara Allen Clerk-Senior Level (925) 335-1417 Email Kiara.Allen@riskm.cccounty.us C.20 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Equal Employment Opportunity Seat: Union Seat 1 Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications C.20 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Equal Employment Opportunity Seat: Community Seat 1 Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2984 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Rudy Fernandez, DECLARE a vacancy in the City of Antioch seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Advisory Council on Aging Vacancy-City of Antioch ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Rudy Fernandez, DECLARE a vacancy in the City of Antioch seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Rudy Fernandez was appointed by the Board of Supervisors as the City of Hercules representative on the Advisory Council on Aging (ACOA) on November 13, 2024, with a term ending on September 30, 1990. The Advisory Council on Aging provides county-wide planning, cooperation, and coordination for individuals and groups interested in improving and developing services and opportunities for older residents of the County. ACOA provides leadership and advocacy on behalf of older persons and serves as a channel of communication and information on aging. CONSEQUENCE OF NEGATIVE ACTION: The seat will not be declared vacant and a new appointment to the position would not be able to be made. This could cause issues with achieving quorum for the Council and potentially impact their ability to hold meetings. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.21 File #:24-2984,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.21 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Aging Seat: City of Antioch Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2985 Name: Status:Type:Consent Item Passed File created:In control:8/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Julia Johanson, DECLARE a vacancy in the Child Care Consumer #2 - Central/South County Seat on the Local Planning and Advisory Council for Early Care and Education for a term ending April 30, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Contra Costa County Office of Education. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Vacancy on the Local Planning Council for Early Childhood Education ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Julia Johanson, DECLARE a vacancy in the Child Care Consumer 2 - Central/South County Seat on the Local Planning and Advisory Council for Early Care and Education, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Contra Costa County Office of Education. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On May 21, 2024, the Board of Supervisors approved the appointment of Julia Johanson to the Child Care Consumer 2- Central/South County seat on the Contra Costa Local Planning and Advisory Council for Early Care and Education with a term ending April 30, 2025. Julia Johanson has submitted her resignation from the seat. CONSEQUENCE OF NEGATIVE ACTION: Failure to declare the vacancy and to fill the seat will result in reduced public participation. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.22 File #:24-2985,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.22 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Local Planning & Advisory Council for Early Care and Education Seat: Child Care Consumer #2 – Central/South County Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2986 Name: Status:Type:Consent Item Passed File created:In control:8/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Jennifer Doran, DECLARE a vacancy in the City of Hercules seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Advisory Council on Aging Vacancy ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Jennifer Doran, DECLARE a vacancy on the City of Hercules seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Jennifer Doran was appointed by the Board of Supervisors as the City of Hercules representative on the Advisory Council on Aging (ACOA) on September 9, 2014, with a term ending on September 30, 2024. The Advisory Council on Aging provides county-wide planning, cooperation, and coordination for individuals and groups interested in improving and developing services and opportunities for older residents of the County. The ACOA provides leadership and advocacy on behalf of older persons and serves as a channel of communication and information on aging. CONSEQUENCE OF NEGATIVE ACTION: The seat will not be declared vacant and a new appointment to the position would not be able to be made. This could cause issues with achieving quorum for the Council and potentially impact their ability to hold meetings. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.23 File #:24-2986,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.23 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Aging Seat: City of Hercules Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2987 Name: Status:Type:Consent Item Passed File created:In control:8/26/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title: ACCEPT the resignation of Andrew Jensen, DECLARE a vacancy in Seat B12 – Contra Costa Office of the Sheriff Representative on the Emergency Medical Care Committee for a term ending September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Health Services Director. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Declare Emergency Medical Care Committee (EMCC) Vacant Seat (B12) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DECLARE vacant Seat B12 - Contra Costa Office of the Sheriff Representative, previously held by Andrew Jensen with a term ending September 30, 2024, on the Emergency Medical Care Committee (EMCC); and DIRECT the Clerk of the Board to post this vacancy, as recommended by the Health Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: EMCC Member Andrew Jensen provided written notification on August 26, 2024 to the Committee staff support person stating he is resigning from his seat on the EMCC effective immediately due to a promotion and reassignment. CONSEQUENCE OF NEGATIVE ACTION: Failure to declare this vacancy will delay making a new appointment to the seat. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 1 powered by Legistar™ C.24 C.24 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Emergency Medical Care Committee Seat: B12 – Office of the Sheriff Representative Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2988 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of George Lee, DECLARE a vacancy in the Member At Large #8 seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Advisory Council on Aging Vacancies-Member at Large #8 Seat ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of George Lee, DECLARE a vacancy in the Member at Large #8 seat on the Advisory Council on Aging for term ending on September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: George Lee was appointed by the Board of Supervisors as the Member At Large #8 representative on the Advisory Council on Aging (ACOA) on March 22, 2022, with a term ending on September 30, 2024. The Advisory Council on Aging provides county-wide planning, cooperation, and coordination for individuals and groups interested in improving and developing services and opportunities for older residents of the County. ACOA provides leadership and advocacy on behalf of older persons and serves as a channel of communication and information on aging. CONSEQUENCE OF NEGATIVE ACTION: The seat will not be declared vacant and a new appointment to the position would not be able to be made. This could cause issues with achieving quorum for the Council and potentially impact their ability to hold meetings. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.25 File #:24-2988,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.25 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Aging Seat: At-Large #8 Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2989 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Nicola Lopez, DECLARE a vacancy in the Alternate #3 seat on the Advisory Council on Aging for term ending on September 30, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. Attachments:1. C.26 Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Advisory Council on Aging Vacancy-Alternate #3 Seat ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Nicola Lopez, DECLARE a vacancy in the At-Large Alternate #3 seat on the Advisory Council on Aging for term ending on September 30, 2025, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Nicola Lopez was appointed by the Board of Supervisors as the Alternate #3 representative on the Advisory Council on Aging (ACOA) on June 4, 2024, with a term ending on September 30, 2024. The Advisory Council on Aging provides county-wide planning, cooperation, and coordination for individuals and groups interested in improving and developing services and opportunities for older residents of the County. ACOA provides leadership and advocacy on behalf of older persons and serves as a channel of communication and information on aging. CONSEQUENCE OF NEGATIVE ACTION: The seat will not be declared vacant and a new appointment to the position would not be able to be made. This could cause issues with achieving quorum for the Council and potentially impact their ability to hold meetings. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.26 File #:24-2989,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.26 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Advisory Council on Aging Seat: Alternate #3 Seat Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2990 Name: Status:Type:Consent Item Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Erin Levine DECLARE a vacancy in the District I Alternate seat on the Sustainability Commission for a term ending on March 31, 2027 and DIRECT the Clerk of the Board to post the vacancy. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:ACCEPT the resignation of Erin Levine DECLARE a vacancy in the District I Alternate seat on the Sustainability Commission for a term ending on March 31, 2027 and DIRECT the Clerk of the Board to post the vacancy. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Erin Levine DECLARE a vacancy in the District I Alternate seat on the Sustainability Commission for a term ending on March 31, 2027 and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: none BACKGROUND: The Sustainability Commission provides advice to staff and the Board on successful implementation of the Climate Action Plan, advise the Board on opportunities to realize equity and fairness across the diverse communities of CCC in sustainability programs, and provides suggestions on how to engage CCC residents and businesses on sustainability issues. CONSEQUENCE OF NEGATIVE ACTION: The appointment would not be made and the District would not have representation on the council CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.27 File #:24-2990,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.27 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee Sustainability Commission Seat: District I Alternate Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2991 Name: Status:Type:Consent Item Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the resignation of Stephanie Dyer, DECLARE a vacancy in the Appointed Seat I on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026 and DIRECT the Clerk of the Board to post the vacancy, as recommended by Supervisor Gioia. Attachments:1. Vacancy Notice.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:ACCEPT the resignation of Stephanie Dyer DECLARE a vacancy in the Appointed Seat I on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026 and DIRECT the Clerk of the Board to post the vacancy. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Stephanie Dyer DECLARE a vacancy in the Appointed Seat I on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026 and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: none BACKGROUND: The East Richmond Heights Municipal Advisory Council was created to advise the Board of Supervisors or other local government agencies on issues and concerns related the unincorporated community of East Richmond Heights. CONSEQUENCE OF NEGATIVE ACTION: The vacancy would not be declared and the District would not be able to make a new appointment to fill the seat. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.28 File #:24-2991,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ C.28 Contra Costa County NOTICE The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board, Commission, or Committee East Richmond Heights Municipal Advisory Council Seat: Appointee 1 Seat Appointments will be made after October 8, 2024 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on September 24, 2024. I hereby certify that this is 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 24, 2024 Monica Nino, Clerk of the Board of Supervisors And County Administrator By: ____________________________________ Deputy Clerk cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1- Committee Files and Applications 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:224-2992 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPOINT Bill Fletcher to the Appointee 4 Seat to complete the current term ending December 31, 2024 and to a new two-year term ending December 31, 2026, and APPOINT Jennifer Clamon-Morris to the Appointee 3 Seat and Joseph Knipp to the Appointee 5 Seat for terms ending on December 31, 2025, on the County Service Area P-6 Citizen Advisory Committee (Discovery Bay) as recommended by Supervisor Burgis. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 2 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:Appointments to the Discovery Bay P-6 Citizen Advisory Committee, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT the following individuals to the Discovery Bay P-6 Citizen Advisory Committee for terms ending December 31, 2025: Appointee 3 Jennifer Clamon-Morris Discovery Bay, CA 94505 Appointee 5 Joseph Knipp Discovery Bay, CA 94505 APPOINT the following individual to the Discovery Bay P-6 Citizen Advisory Committee to complete the current term ending December 31, 2024, and to a new two-year term ending December 31, 2026: Appointee 4 Bill Fletcher Discovery Bay, CA 94505 FISCAL IMPACT: CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2992,Version:2 None BACKGROUND: The above seats have been vacant since December 2023. Applications were accepted and the recommendation to appoint the above individuals was determined. CONSEQUENCE OF NEGATIVE ACTION: The seats would remain vacant. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2993 Name: Status:Type:Consent Item Passed File created:In control:8/15/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:REAPPOINT Archie Bowles, Danville resident, to the District II Seat of the Emergency Medical Care Committee for a term ending September 30, 2026, as recommended by Supervisor Andersen. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Candace Andersen, District II Supervisor Report Title:APPOINTMENT TO THE EMERGENCY MEDICAL CARE COMMITTEE ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Archie Bowles, Danville resident, to the District II Seat of the Emergency Medical Care Committee for a two year term with an expiration date of September 30, 2024, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: The duties of the Emergency Medical Care Committee (EMCC) are specified in the California Health and Safety Code Section 1797.274 and 1797.276. Their duties are to review the operations of each of the following at least annually: 1. Ambulance services operating within the county. 2. Emergency medical care offered within the county, including programs for training large numbers of people in cardiopulmonary resuscitation and lifesaving first aid techniques. 3. First aid practices in the County. Additionally, the EMCC shall, at least annually, report to the Authority, and the local EMS Agency its observations and recommendations relative to its review of the ambulance services emergency medical care, and first aid practices, and programs for training people in cardiopulmonary resuscitation and lifesaving first aid techniques, and public participation in such programs in the county. The EMCC shall submit its observations and recommendations to the County Board of Supervisors which it serves and shall act in an advisory capacity to the County Board of Supervisors, and to the County EMS Agency, on all matters relating to emergency medical services as directed by the Board. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ File #:24-2993,Version:1 The Contra Costa County Board of Supervisors first established the EMCC in 1968 (Resolution 68/404) and reconfirmed the EMCC in 1980 (Resolution 80/1019). The Board abolished the EMCC (Resolution 94/343), recognizing that the Health Services Director may wish to reconstitute such a committee. The Board reinstated the EMCC as a Board advisory committee at its February 24, 1998 meeting, per SD2. The membership of the EMCC was prescribed per C.30, June 9, 1998. Bylaws adopted April 24, 2001, per C.190. The EMCC consists of five consumer representatives, one from each of the five supervisorial districts, and representatives of the following groups and organizations: •American Heart Association •American Red Cross •California Highway Patrol •Contra Costa Ambulance Provider •Air Medical Transportation Provider •Emergency Department Physicians •Emergency Nurses Association •Contra Costa Fire Chiefs' Association •Field Paramedic (1 private/1public) •County Health Services •Hospital Council - Bay Area Division •Contra Costa EMS Training Institution •County Office of Emergency Services •Contra Costa Police Chiefs' Association •Contra Costa Public Managers' Association •Sheriff-Coroner Communication Division •Alameda-Contra Costa Medical Association •Base Hospital •Trauma Center •Community Awareness and Emergency Response (CAER) •Communications Center Managers Association •EMS Director Supervisor Andersen advertised the vacancy, received no other applications, and is pleased that Mr. Bowles expressed a desire to continue his work on the Committee. CONSEQUENCE OF NEGATIVE ACTION: The seat will become vacant CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:24-2993,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2994 Name: Status:Type:Consent Item Passed File created:In control:8/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE Budget Amendment No. BDA-24-00507 to authorize the transfer of appropriations in the amount of $99,112 from Clerk-Recorder - Elections Services (2353) to Public Works - ISF Fleet Services (0064) for the purchase of one vehicle for staff transportation and support of the Department's voter outreach program. (100% Center for Tech and Civic Life grant funds) Attachments:1. 2025 Solis Pocket Quote 080624.pdf, 2. BDA-24-00507.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Approve Budget Amendment BDA-24-00507 to authorize the transfer of appropriations in the amount of $99,112 from Clerk-Recorder - Elections Services to Public Works - ISF Fleet Services for the purchase of one (1) vehicle ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Approve Budget Amendment BDA-24-00507 to authorize the transfer of appropriations in the amount of $99,112 from Clerk-Recorder - Elections Services (2353) to Public Works - ISF Fleet Services (0064) for the purchase of one (1) vehicle for staff transportation and support of the Department's voter outreach program. FISCAL IMPACT: This action increases appropriations in Public Works - ISF Fleet Services (0064) and reduces appropriations in Clerk-Recorder - Election Services (2353) by $99,112. The purchase of these vehicles will be 100% General Fund and reimbursed by Center for Tech and Civic Life grant funding secured for the 2024 election cycle. BACKGROUND: The Clerk-Recorder recently added two new positions, dedicated to assist with its election and voter outreach initiatives. A vehicle is needed to transport staff to various locations throughout the County, as well as serve as a mobile office to provide services from. Events such as voter registration drives, candidate for office workshops, and general opportunities for community education and engagement can have up to six staff in attendance, a suitable vehicle for these teams will be necessary to provide these services throughout the County. CONSEQUENCE OF NEGATIVE ACTION: The Department would lack the transportation to effectively operate its planned election and voter outreach CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.31 File #:24-2994,Version:1 initiatives. The Department would risk not fully utilizing approved grant funds. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ BUYER CO-BUYER Deal #: New Used Demo Stock #: Description: VIN: Deal Date: VEHICLE Email: Mileage: TRADE AFTERMARKETS Salesperson: Total Aftermarkets:$ $ Print Time: Deal Type: X X CONTRA COSTA COUNTY 41579 DN204580 2025 WINNEBAGO SOLIS POCKET 3C6LRVBG4PE539000 08/06/20242467 WATERBIRD WAY MARTINEZ, CA 94553 CA 134 (925) 383-2606 89,998.00 0.00 0.00 89,998.00 85.00 7,882.26 1,146.00 99,111.26 0.00 99,111.26 0.00 99,111.26 0.00 0.00 0.00 0.00 0.00 99,111.26 0.00 Sale Price: Total Financed Aftermarkets: Total Trade Allowance: Trade Difference: Doc Fee: State & Local Taxes: Total License and Fees: Total Cash Price: Total Trade Payoff: Delivered Price: Cash Down Payment + Deposit: Sub Total: Service Agreement: Maintenance Agreement: GAP Insurance: Credit Life, Accident & Health: Other: Amount Financed: Rate: Amount Financed: 99,111.26 STEVEN WAYNE GUDGER 02:10pm Retail Home #: Buyer Dealer 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2995 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the City of Hercules in the amount of $673 to rent the Ohlone Community Center on October 19, 2024 to host poll worker training for the November 5, 2024 General Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Agreement for Training Venue in the City of Hercules for November 5, 2024 General Election ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the City of Hercules in the amount of $673 to rent the Ohlone Community Center on October 19, 2024 to host poll worker training for the November 5, 2024 General Election. FISCAL IMPACT: 100% General Fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide in-person training throughout the county for 1,200 poll workers for the November 5, 2024 General Election. Sites that will be utilized include the Ohlone Community Center in the City of Hercules. The Facility Rental Application and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the City of Hercules for use of this site as a training location. The agreement provides the County with use of the Ohlone Community Center on October 19, 2024. CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use this site as a Training Venue. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2995,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 321 Name: Status:Type:Consent Resolution Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-321 adopting the County Social Media Policy and DIRECT the Office of Communications & Media to develop and provide training to Departments, as recommended by the Communications and Media Director. Attachments:1. FINAL_CCC Social Media Policy 092424, 2. BOS_Social Media Policy_092424 Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Kristi Jourdan, Communications and Media Director Report Title:In the Matter of: Reaffirming the County Social Media Policy ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAFFIRM the County Social Media Policy and DIRECT the Office of Communications & Media to develop and provide training to Departments. FISCAL IMPACT: None BACKGROUND: In February 2023, the Office of Communications & Media partnered with a cohort of public information officers from various County Departments to review and update the County Social Media Policy. Nearly a decade had passed since the Board of Supervisors approved the initial Social Media Policy in 2014. Following the collaborative effort, the Director of the Office of Communications & Media presented to the Internal Operations Committee (IOC) in June 2023 on the recommended changes. The IOC supported the changes and requested the matter be considered and approved by the Board of Supervisors. In August 2023, the Board of Supervisors approved the County Social Media Policy and requested the Director for the Office of Communications & Media provide an update annually on any recommended changes to the policy as well as implementation efforts. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.33 File #:RES 2024-321,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve these recommendations, the County Social Media Policy will remain in effect; however, County communicators who are responsible for enforcing the policy will not receive training. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF: REAFFIRMING THE COUNTY SOCIAL MEDIA POLICY AND DIRECTING THE OFFICE OF COMMUNICATIONS & MEDIA TO PROVIDE TRAINING TO DEPARTMENTS WHEREAS, the Internal Operations Committee (IOC) met on September 11, 2023 to consider updates to the County’s Social Media Policy for consideration by the Board of Supervisors; and WHEREAS, the Contra Costa County Board of Supervisors, acting in its capacity as the Governing Board of the County of Contra Costa, wishes to reaffirm and authorize training for Departments on the attached Social Media Policy. NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors, acting in its capacity as the Governing Board of the County of Contra Costa, takes the following actions: 1.Reaffirms the County Social Media Policy; and 2.Directs the Office of Communications & Media to develop and provide Departments training; and 3.Adopts this Resolution, including the County Social Media Policy as attached. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ Contra Costa County - Social Media Policy 8/3/23 Contents: I. Definitions II. Social Media Usage a. Process for Posting Social Media b. Information Posted on Social Media Sites c. Use of Social Media During Countywide Emergency Events III. The Public Records Act & Retention of Posted Information IV. Employees’ Personal Social Media Accounts Social media is an important tool that can be used as part of a comprehensive communications strategy for providing time-sensitive information and increases the ability for the County to share its messages to the widest possible audience, including audiences that might not seek information through more established messaging channels like radio and television. Social media can help the County government build trust with the community, solve problems, and provide a better understanding of how County government improves the quality of life for Contra Costa County residents. This policy establishes guidelines governing the use of social media by Contra Costa County departments and employees for informing the public about County programs and services. No changes can be made to this policy without Board of Supervisors approval. I. Definitions Blog: A self-published diary or commentary on a particular topic that may allow visitors to post responses, reactions, or comments. Content: Any text, metadata, quick response (QR) codes, digital recordings, videos, graphics, photos, or links on approved sites. Page: The specific portion of a social media website where content is displayed and managed by an individual or individuals with administrator rights. Post: The act of publishing content on a site. Profile: Information that a user provides about themselves on a social networking site. Public Record: Includes any writing containing information relating to the conduct of the public’s business prepared, owned, used, or retained by any state or local agency regardless of physical form or characteristics. Social Media Comment Policy: An external facing social media policy used to set guidelines and protocols for public interaction with County content on social media accounts. Social Media Representative: A County employee designated to establish and/or maintain a social media account on behalf of the County, departments, or divisions. Each representative must be designated by the department or division before they begin utilizing social media on the County’s behalf. Social Media: Internet-based technology communication tools with a focus on immediacy, interactivity, user participation and information sharing. These online technologies are operated by non-County Contra Costa County - Social Media Policy 8/3/23 hosted services and are used by the Department. Examples include but are not limited to blogs, microblogs, wikis, social and professional networks, video or photo sharing, and social bookmarking.  Examples include but are not limited to Facebook (social networking), YouTube (video sharing), Twitter (microblogging), Instagram (social networking), Pinterest (social networking) and LinkedIn (professional networking). Social media should be understood to include any web- based tool that allows for open communication on the internet, including but not limited to micro-blog sites (Twitter,) social networking sites (Facebook, LinkedIn, Nextdoor) video-sharing sites (YouTube,) and image-sharing sites (Instagram). Terms of Service: The set of rules and regulations a provider attaches to a software service or web- delivered product. II. Social Media Usage A. PROCESS FOR POSTING SOCIAL MEDIA: When using social media, County departments shall do the following prior to posting content: 1) Have an official business or public purpose in posting the media that clearly serves County objectives; 2) Review the Terms of Service for the site where the social media will be posted and, as appropriate, obtain approval from County Counsel and the department’s CAO analyst before agreeing to the Terms of Service; 3) Check that content to be posted complies with County policies, including but not limited to technology use and personnel policies; 4) Ensure federal, state, and local laws are followed, including: a) Copyright law: For example, posting a video, image (including individuals’ names or likenesses), or music without receiving a license or authorization may violate copyright law; b) Trademark law; and c) Other third-party rights, including individuals’ rights of privacy, are respected. 5) Direct any questions regarding legal issues, including compliance with trademark and copyright laws, to the Office of the County Counsel. 6) Publish using platform and tools approved by the Office of Communications and Media. 7) Adjust settings to allow public comments only on County social media posts and not directly on County platforms 8) Reset the social media password after a Social Media Representative is removed as a social media account administrator; The Office of Communications and Media reserves the right to terminate any County social media site at any time. B. INFORMATION POSTED ON SOCIAL MEDIA SITES Contra Costa County - Social Media Policy 8/3/23 1) Social media should be used by County departments to communicate County information to the public, but not for other purposes. 2) To help prevent errors and liability issues, social media postings should be made by a Social Media Representative for the department who has been authorized to do so by the Department Head. The Social Media Representative shall only post content reflecting the views of the County, not his or her personal views or concerns. 3) If a mistake occurs, the department should correct the mistake as soon as it is made aware of the error. If an earlier post is modified, it should be clear that the posting has been corrected. Consider designating corrections with “Fixed link” or “Fact correction” prior to the correction. 4) The public is not allowed to post content on a County platform but is allowed to comment on posts made by the County. Social media account settings shall be adjusted accordingly. County departments must allow and moderate public comments on all platforms. 5) County departments may not post the following content and must remove any such content, regardless of whether posted by the County department or outside individuals:  Electioneering for or against candidates or issues, unless such promotion or opposition is inherently related to discussion of an item posted by the County  Information affiliated with political campaigns  Confidential information  Content that is unrelated to the post or work done by the County  Threats against any person or organization  Highly repetitive posts that amount to harassment  Obscenity, profanity, and vulgar language  Promotion of discrimination  Indication or encouragement of illegal activity  Advocacy of violence  Spam or links to unrelated sites  Promotions of services, products or political candidates or organizations  Infringement of copyrights, trademarks, or other intellectual property  Information that may compromise the safety, security, or proceedings of public systems or any criminal or civil investigations  Personal or sensitive information (social security numbers, credit card numbers, medical information, account numbers, banking information, phone numbers, email addresses, postal addresses, and similar materials). Contra Costa County - Social Media Policy 8/3/23 For questions about whether a posting falls within one of the above categories or whether a posting containing content not appearing on the list should be removed, the County department should contact the Office of County Counsel prior to taking action to remove the post. 7) County departments should direct users back to the County’s website when appropriate and possible for further information; 8) County departments must use branding, such as logo use, on social media postings; 9) County departments should include the Social Media Comment Policy (see Appendix A), indicating the discussion is moderated and inappropriate content will be removed, if the profile settings can accommodate it. If the profile settings cannot accommodate the Social Media Comment Policy, the social media site shall include a link to the policy. This Social Media Comment Policy must be included, or a link provided to the policy, on all social media sites. 10) Direct or indirect communications between members of a legislative body, such as members of the Board of Supervisors, commissions and/or boards, should be strictly avoided to prevent potential violations of the Brown Act or the Better Government Ordinance. Among other precautions, members of legislative bodies should not respond to, “like,” “share,” resend or otherwise express opinions about any issue within the subject matter jurisdiction of the body. 11) If any County department posts an item regarding a specific Supervisorial district, the Department must notify the District office before tagging and posting. C. Use of Social Media During Countywide Emergency Events 1) In the event of an emergency, County departments should coordinate all social media content with the Office of Communications and Media, unless otherwise directed by the County Administrator. 2) To ensure that messages are consistent across the various accounts and platforms managed by the County, with permission of the CAO, County Public Information Officer (PIO) or designee, will take the lead in delivering County emergency information via social media and keep the CAO and the Office of Communications and Media informed. 3) Depending upon the incident, communication managers may be asked to point to specific departmental social media sites that will serve as the main source of information. III. The Public Records Act & Retention of Posted Information 1) Information posted on County social media sites is subject to the California Public Records Act. Any content that is related to the County’s official business, including a list of subscribers and posted communications, may be a public record subject to public disclosure. 2) County departments should retain subscriber information and comments posted by outside users on County sites, including those removed by staff, for the period required by law and in accordance with department policy. In addition, when prohibited content is removed the records must include the name of the staff member who removed the content, and the date, time, and reason the content Contra Costa County - Social Media Policy 8/3/23 was removed. IV. Employees’ Personal Social Media Accounts: The line between personal and professional, public, and private can be easily blurred in social media. The following guidelines, in addition to those in the County’s Administrative Bulletins, must be followed when using a personal social media account: 1) Personal social media accounts cannot be used for page management of County, department, or division profiles. Additionally, staff should not use their personal social media accounts to speak on behalf of the County or to present themselves as County representatives 2) Employees with personal social media accounts are prohibited from posting confidential information obtained from the County, such as personnel data, medical information, and attorney- client privileged information. 3) When commenting on County business, employees, supervisors, or policies on a personal account, employees should take care to make it clear that their personal opinions are their own and do not represent the official policy position of the County. APPENDIX A Contra Costa County’s Social Media Comment Policy: Social media is an important tool that can be used as a channel for disseminating time-sensitive information and as a communications tool which increases the ability of the County to broadcast its messages to the widest possible audience and include new audiences that don’t rely on traditional media channels. Social media can help us build our community, improve knowledge, solve problems, and provide a better understanding of how our work impacts the quality of life for residents. This policy governs all sites and websites of Contra Costa County. Public comments expressed on our social media channels do not reflect the opinions of the County, nor do we approve the content of any public commentary on our social media channels. You, as the commenter, are responsible for the content of your messages. Our social media channels are limited to discussion of matters related to the County and its mission. We welcome all comments, questions, and concerns about these topics that foster discussion and communication. To further this goal, the County reserves the right to delete, hide comments, without notice, that contain:  Electioneering for or against candidates or issues, unless such promotion or opposition is inherently related to discussion of an item posted by the County  Information affiliated with political campaigns  Confidential information  Content that is unrelated to the post or work done by the County  Threats against any person or organization  Highly repetitive posts that amount to harassment Contra Costa County - Social Media Policy 8/3/23  Obscenity, profanity, and vulgar language  Promotion of discrimination  Indication or encouragement of illegal activity  Advocacy of violence  Spam or links to unrelated sites  Promotions of services, products or political candidates or organizations  Infringement of copyrights, trademarks, or other intellectual property  Information that may compromise the safety, security, or proceedings of public systems or any criminal or civil investigations  Personal or sensitive information (social security numbers, credit card numbers, medical information, account numbers, banking information, phone numbers, email addresses, postal addresses, and similar materials). The County’s use of external social media is provided as a public service. By commenting, you are subject to the Terms of Service of the host site. Posting comments to this site will grant the County and anyone reading this site permission to copy, distribute, make derivatives, display, or perform the commenter’s work. The comments posted on this site do not reflect the views of Contra Costa County or its elected officials and employees. Reference in any comment to a viewpoint, product, service, entity, or organization is solely attributable to the individual commenter. Comments may not be reproduced for the purpose of stating or implying County endorsement or approval of any viewpoint, product, service, entity, or organization. Inappropriate comments may remain posted for a significant amount of time prior to being noticed and deleted by an administrator; however, this should not be construed as an approval of the comment or an exception to the comment policy. Comments made through the County’s online locations will in no way constitute a legal or official notice or comment to the County or any County official or employee for any purpose. Additionally, emails or messages sent via this site may not be viewed or responded to. Communications with County elected officials, officers and employees should be made through correspondence to their physical addresses or County email addresses. This policy is subject to amendment or modification at any time to ensure that use of this site is consistent with its purpose as a limited forum. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2996 Name: Status:Type:Consent Item Passed File created:In control:8/26/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Conservation and Development Director to submit the County's FY 2023/24 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 Partnerships Act, Emergency Solutions Grant, Housing Opportunities for Persons with AIDS, and Neighborhood Stabilization Program. (No fiscal impact) Attachments:1. FY 23-24 Public Review CAPER Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:FY 2023/24 Consolidated Annual Performance and Evaluation Report to the U.S. Department of Housing and Urban Development ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the submission of the County's FY 2023/24 Consolidated Annual Performance and Evaluation Report (CAPER) to the United States 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 2023/24 CDBG, HOME, ESG, HOPWA and NSP programs administered by the County. Catalog of Federal Domestic Assistance (CFDA) numbers: CDBG - 14.218; HOME - 14.239; ESG- 14.231; HOPWA - 14.241; and 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 5-Year Consolidated Plan and annual Action Plan; (2) the CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.34 File #:24-2996,Version:1 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 as follows: 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 2023/24 CAPER include the following: ·The County received approximately $8.5 million in FY 2023/24 CDBG, HOME, and ESG funds for use in accomplishing housing and non-housing community development objectives. ·The County expended approximately $9.04 million on approved projects and programs (expenditures were for projects funded in previous fiscal years and FY 2023/24). ·For each dollar of the County federal funds spent for projects that were completed during the year, $25.43 was leveraged from other federal, State, local, and private resources. ·There were 27,928 lower-income persons/families served through public service programs. ·3 lower-income people were placed in jobs through Economic Development programs. ·220 businesses were assisted through Economic Development programs. ·3 Infrastructure/Public Facilities projects were completed. ·224 rental housing units (Hacienda Apartments and Sycamore Place) were rehabilitated and occupied by low-income households. ·5 low/moderate-income owner-occupied homes were rehabilitated. ·514 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. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ CAPER 1 OMB Control No: 2506-0117 (exp. 09/30/2021) CONTRA COSTA COUNTY FY 2023/24 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 6, 2024 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 .......................................................................... 9 CR-15 - Resources and Investments 91.520(a) ........................................................................................... 10 CR-20 - Affordable Housing 91.520(b) ........................................................................................................ 16 CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) .................................... 18 CR-30 - Public Housing 91.220(h); 91.320(j) ............................................................................................... 25 CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ........................................................................................ 27 CR-40 - Monitoring 91.220 and 91.230 ....................................................................................................... 34 Citizen Participation Plan 91.105(d); 91.115(d) .......................................................................................... 36 CR-45 - CDBG 91.520(c) .............................................................................................................................. 37 CR-50 - HOME 24 CFR 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) .......................................................................................................... 54 Attachment B – Completed & Ongoing Projects by Funding Category .................................................. 55 Attachment C - Public Hearing Notices ................................................................................................... 56 Attachment D - CDBG Financial Summary Report .................................................................................. 57 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. o Over 28,000 low/moderate-income persons/families were served through the County funded public service programs. o 3 low/moderate-income persons were placed in jobs through the County funded economic development programs. o 220 businesses were assisted through micro-enterprise assistance programs. o 4 infrastructure/public facilities projects were completed within low/moderate-income neighborhoods. o 219 rental housing units were rehabilitated and occupied by low-income households. o 5 low/moderate-income owner-occupied homes were rehabilitated. o 1,634 low-income renters received assistance to prevent them from becoming homeless or to help them quickly regain housing following an episode of being homeless. o 5,201 lower-income persons/families were aided in food security. o 514 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. 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 350 220 62.86% 104 220 217.82% AH-3: Maintain and Preserve Affordable Housing Affordable Housing CDBG: $ / HOME: $ Homeowner Housing Rehabilitated Household Housing Unit 100 5 5.00% 0 5 AH-4: New Supportive Housing - Special Needs Affordable Housing HOME: $ / HOPWA: $ Rental units constructed Household Housing Unit 40 0 0.00% AH-4: New Supportive Housing - Special Needs Affordable Housing HOME: $ / HOPWA: $ Housing for People with HIV/AIDS added Household Housing Unit 25 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% CAPER 5 OMB Control No: 2506-0117 (exp. 09/30/2021) 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-2: Non-Homeless Special Needs Population Non-Homeless Special Needs Non-Housing Community Development CDBG: $ Homeless Person Overnight Shelter Persons Assisted 0 0 0 0 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% 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 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% CAPER 6 OMB Control No: 2506-0117 (exp. 09/30/2021) 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-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% 0 20 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 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% CAPER 7 OMB Control No: 2506-0117 (exp. 09/30/2021) H-2: Rapid Rehousing & Homelessness Prevention Homeless CDBG: $ / ESG: $ Homelessness Prevention Persons Assisted 50 0 0.00% 10 0 0.00% CAPER 8 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 1 - Accomplishments – Program Year & Strategic Plan to Date 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 2023/24, 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 3 lower-income persons and assisted with the creation and expansion of 301 microenterprises/small businesses. There were three Infrastructure/Public Facilities projects completed in FY 2023/24 that created a variety of infrastructure and accessibility improvements. CAPER 9 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 7,181 0 1,774 Black or African American 4,688 0 1,339 Asian 1,514 0 92 American Indian or American Native 1,271 0 352 Native Hawaiian or Other Pacific Islander 200 0 77 Total 14,854 0 3,634 Hispanic 2,908 0 463 Not Hispanic 11946 0 2,171 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. CAPER 10 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 11,751,311 5,716,009 HOME public - federal 10,336,157.94 2,944,381 ESG public - federal 471,132 380,228 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 2023/24 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 of 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 geographic investment of ESG funds, ESG funds were distributed throughout the Urban County to CAPER 11 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. CAPER 12 OMB Control No: 2506-0117 (exp. 09/30/2021) 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, $25.41 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. The 25 percent HOME Program match requirement was exceeded through non-federal resources and the excess will be carried over for the next 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 825,857 3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 45,611,981 4. Match liability for current Federal fiscal year 681,926 5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 44,930,054 Table 5 – Fiscal Year Summary - HOME Match Report CAPER 13 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 Galindo Terrace 11/1/2023 0 825,857 0 0 0 0 825,457 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 $ 3,297,304 1,221,497 2,527,134 0 1,991,667 Table 7 – Program Income CAPER 14 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 0 Number 0 0 0 0 0 0 Sub-Contracts Number 0 0 0 0 0 0 Dollar Amount 0 0 0 0 0 0 Total Women Business Enterprises Male Contracts Dollar Amount 0 0 0 Number 0 0 0 Sub-Contracts Number 0 0 0 Dollar Amount 0 0 0 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 CAPER 15 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 0 0 Businesses Displaced 0 0 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 0 0 0 1 0 0 Cost 0 0 0 0 0 0 Table 10 – Relocation and Real Property Acquisition Narrative In Fiscal Year 2023/24, there were four CDBG funded projects (Sycamore Place, Chesley Mutual Housing, Alvarez Court, and Aspen Court) that involved the temporary relocation of tenants. The information in the table above only reflects relocation activities for HOME-funded project. CAPER 16 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 287 225 Number of Special-Needs households to be provided affordable housing units 6 0 Total 293 225 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 0 Number of households supported through Rehab of Existing Units 175 225 Number of households supported through Acquisition of Existing Units 87 0 Total 293 225 Table 12 – Number of Households Supported Discuss the difference between goals and outcomes and problems encountered in meeting these goals. During FY 2023/24, 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. CAPER 17 OMB Control No: 2506-0117 (exp. 09/30/2021) Therefore, the number of units funded and completed with current resources is often less than the number funded and in development. The Sycamore Place and Hacienda Apartments housing projects closed out during this fiscal year. The following projects includes the new construction of units: 811 San Pablo Ave/Pinole Housing, Galindo Terrace, and Esperanza Place/Las Juntas , and Mayfair Affordable. There were three rehabilitation projects that included: Rodeo Gateway Senior Housing, Aspen Court, and Alvarez Court during FY 2023/24. 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 96 0 Low-income 79 0 Moderate-income 50 0 Total 225 0 Table 13 – Number of Households Served Narrative Information In FY 2023/24, the following housing activities were accomplished with disbursement of HOME/CDBG/HOPWA funds: • 5 owner-occupied homes were rehabilitated with CDBG funds as part of the Neighborhood Preservation Program. Of these 5 homeowners, 2 were extremely low-income (30% AMI), 1 were low-income (50% AMI), and 2 were moderate-income (80% AMI). • 1 tenant household occupied a newly rehabilitated Richmond Neighborhood Housing Services (RNHS) property. The household was extremely low-income. • 219 rental housing units (Hacienda Apartments and Sycamore Place) were rehabilitated and occupied by low-income households. CAPER 18 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. [JS1] 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. CAPER 19 OMB Control No: 2506-0117 (exp. 09/30/2021) Addressing the emergency shelter and transitional housing needs of homeless persons During calendar year 2023 there were 14,002 people served in programs for people experiencing or at- risk of homelessness (making up 9,632 households). There has been a 28% increase in the number of households served in programs for people experiencing homelessness between 2019-2023. 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 1,000 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 2023/24, 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 $19,300,140 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 the past year, the Contra Costa CoC collaborated with the County to create a regional action plan in accordance with the State’s Homeless Housing Assistance and Prevention (HHAP) program. The CoC hosted three public stakeholder meetings to receive input and coordinated with multiple County departments to create the plan. The CoC and County track progress and updates to the Plan using HMIS data. The regional action plan outlines the community’s priorities and aims to reduce inflow and increase outflow using community approved strategies and milestones. The plan is built on guiding principles of equity, transparency, and data informed decision making. State ESG Funds: State ESG Funding: The State, in consultation with HUD, redesigned its ESG Program CAPER 20 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 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 CAPER 21 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. 2,132 households were served in prevention programs during calendar year 2023. Eighty-five percent (86%) of people in prevention programming exited to permanent housing; 2% 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 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 CAPER 22 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 remaining Emergency Housing Vouchers and fully utilized all 201 vouchers by September 30, 2023. The PHA has also worked with the CoC to develop an MOU to lease up 41 Housing Stability Vouchers which were awarded in parallel to the CoC’s Supplemental NOFO award. 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 under one County department 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 peri od 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 2023 exited to Permanent Housing. Over the course of 2023, 792 households were served in RRH and 1,316 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 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. CAPER 23 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 (49%) 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 FY23/24 the County received expanded funding from the HUD CoC- funded County project for High Utilizers of Multiple Systems (HUMS) to increase permanent supportive housing pending the rehabilitation of microunits for the project participants in San Pablo. This site, known as El Portal Place, is scheduled to open before the end of 2024 and was acquired by the County using Homekey funding via the California Department of Housing and Community Development. This expansion 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, 19% of households were families with children in calendar year 2023; the number of family households has increased by 89% 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 FY23/24 there are three large Rapid Rehousing projects dedicated to families with children as well as increased homelessness prevention services targeted to families. Veterans: Veteran households made up 8% of the population served in calendar year 2023. 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 veteran “by name” list to identify veterans who are not yet connected to housing and to center monthly housing placement committee meetings with veteran providers and the VA on the needs and options for housing and services on those specific veterans. 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 CAPER 24 OMB Control No: 2506-0117 (exp. 09/30/2021) program, participating in a Community of Practice with youth serving organizations in Contra Costa, and finalizing a Youth Needs Assessment in FY23/24. The CoC, in partnership with the Youth Advisory Board (YAB), plans to submit an application for HUD’s Youth Homelessness Demonstration Project in early FY24/25. 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. Additionally, in FY23/24, the Community Advisory Board overseeing AB109 funding voted to allocated new funding to pilot a bridge housing program and invest in outreach, rapid rehousing, and homelessness prevention for individuals exiting incarceration. CAPER 25 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 $3.1 million of HUD funding for a variety of modernization improvements at all its public housing developments. Specific improvements include: o $1,125,000 for Electrical Infrastructure Replacement for Alhambra Terrace public housing development. o $750,000 for roofing and HVAC at Vista Del Camino public housing development. $270,000 for boiler replacement at Kidd Manor. o $226,000 for unscheduled and emergency unit modernization and site improvements at various properties. o $139,000 for repair and replacement of concrete walks and driveways at various properties. o $137,000 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. o $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 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 CAPER 26 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. CAPER 27 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 CAPER 28 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 CAPER 29 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 2023/24, the CDBG program provided funds for three job training and placement programs: • Opportunity Junction’s Bay Point Career Counseling and Placement Assistance program (23-35- ED) and Administrative Careers Training program (23-38-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 (23-34-ED) provided job-matching, individualized assistance with health, legal and educational needs. • Loaves and Fishes Culinary Training Program (23-37-ED) provided culinary training and certificates of completion to low-income persons experiencing barriers to employment. In FY 2023/24, 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 (23-05-PS) provided information and counseling to County tenants on their housing rights. • CocoKids Road to Success program (23-36-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 (23-12-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 (23-25-PS) provided after-school childcare and enrichment to elementary and middle school students. CAPER 30 OMB Control No: 2506-0117 (exp. 09/30/2021) Actions taken to develop institutional structure. 91.220(k); 91.320(j) 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 2023/24 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. CAPER 31 OMB Control No: 2506-0117 (exp. 09/30/2021) Recommendation #1: Increase available financial resources for affordable housing to better fund efforts to foster stable residential integration and increased access to opportunity. 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. I. 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 CAPER 32 OMB Control No: 2506-0117 (exp. 09/30/2021) for persons with disabilities. 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 right” 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 CAPER 33 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. 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. CAPER 34 OMB Control No: 2506-0117 (exp. 09/30/2021) i. Expand ongoing interagency connections to support weatherization, energy efficiency, and climate adaptation for low-income residents. Recommendation #11: Improve inter-jurisdictional coordination. 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. CAPER 35 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. CAPER 36 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 were 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, in the Contra Costa Times, in the Sing Tao Daily, and in the Asian Journal on September 6, 2024. The County’s Board of Supervisors will consider the FY 2023/24 CAPER at its September 24, 2024 meeting. There were _____ public comments received prior to or at the September 24, 2024 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. CAPER 37 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 CAPER 38 OMB Control No: 2506-0117 (exp. 09/30/2021) CR-50 - HOME 24 CFR 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 24 CFR §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 2023/24, the County performed on-site physical inspections of 16 projects and 81 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 Hana Gardens 4 4 0 Ohlone Gardens 4 3 1 Community Heritage 5 5 0 ABC Apartments 4 1 3 Church Lane 5 5 0 Giant Road 8 8 0 Rumrill Place 2 2 0 Pinole Grove 3 3 0 Samara Terrace 5 5 0 Victoria Green 10 10 0 Carquinez Vista Manor 4 4 0 Lyle Morris Family Center 4 3 1 Rodeo Gateway 5 4 1 Veteran’s Square 6 6 0 Table 14 - HOME On-Site Inspections continued CAPER 39 OMB Control No: 2506-0117 (exp. 09/30/2021) Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units. 24 CFR 91.520(e) and 24 CFR 92.351(a) 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: o http://www.contracosta.ca.gov/aff-hsg-dev (for developers) o 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 centers, churches, supermarkets, laundromats, fair housing/housing counseling agencies, 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, including the number of projects and owner and tenant characteristics The amount of HOME program income (PI) received in FY 2023/24 was $1,221,497.31. The amount of HOME PI used on projects during FY 2023/24 was $2,527,134.24, which includes PI from previous years. The PI was expended for HOME Program Administration and the 811 San Pablo Ave Apartments project. The unexpended PI funds will be allocated to a housing development project during the FY 2025/26 CAPER 40 OMB Control No: 2506-0117 (exp. 09/30/2021) Action Plan cycle. Describe other actions taken to foster and maintain affordable housing. 24 CFR 91.220(k) (STATES ONLY: Including the coordination of LIHTC with the development of affordable housing). 24 CFR 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. 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 1 0 0 0 0 Total Labor Hours 42,782 0 0 0 0 Total Section 3 Worker Hours 1,527 0 0 0 0 Total Targeted Section 3 Worker Hours 25 0 0 0 0 Table 15 – 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. CAPER 42 OMB Control No: 2506-0117 (exp. 09/30/2021) 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. 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 16 – 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. One CDBG funded project (Sycamore Place) is reported above. Section 3 benchmarks and information will be added at the completion of these ongoing activities. 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 CAPER 44 OMB Control No: 2506-0117 (exp. 09/30/2021) ESG Secondary Contact Prefix First Name Last Name Suffix Title Phone Number Extension Email Address 2. Reporting Period—All Recipients Complete Program Year Start Date 07/01/2022 Program Year End Date 06/30/2023 3a. Subrecipient Form – Complete one form for each subrecipient 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: Contra Costa County Health Services City: Martinez State: CA Zip Code: , DUNS Number: 071687883 UEI: Is subrecipient a victim services provider: N Subrecipient Organization Type: Unit of Government ESG Subgrant or Contract Award Amount: 97500 CAPER 45 OMB Control No: 2506-0117 (exp. 09/30/2021) Subrecipient or Contractor Name: Contra Costa Health Services Homeless Program City: Martinez State: CA Zip Code: 94553, 4675 DUNS Number: 071687883 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: SHELTER, Inc. City: Martinez State: CA Zip Code: 94553, 4219 DUNS Number: 625691985 UEI: Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 129733 Subrecipient or Contractor Name: STAND! For Families Free of Violence City: Concord State: CA Zip Code: 94520, 7979 DUNS Number: 603066127 UEI: Is subrecipient a victim services provider: N Subrecipient Organization Type: Other Non-Profit Organization ESG Subgrant or Contract Award Amount: 49500 CAPER 46 OMB Control No: 2506-0117 (exp. 09/30/2021) 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: 30500 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 17 – 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 18 – Household Information for Rapid Re-Housing Activities CAPER 47 OMB Control No: 2506-0117 (exp. 09/30/2021) 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 19 – Shelter Information CAPER 48 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 20 – 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 21 – 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 22 – Gender Information CAPER 49 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 23 – 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 24 – Special Population Served 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. 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 190,476 Total Number of bed-nights provided 182,282 Capacity Utilization 95.69% Table 25 – 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 2023 (October 1, 2022 – September 30, 2023) Performance Measures are summarized below: FY23 System Performance Measures Measure One: Length of Time Homeless • Clients spent, on average, 164 days homeless while in emergency shelter and transitional housing programs in FY23 Measure Two: Returns to Homelessness • 15% of people served in literally homeless programs who exited to permanent housing returned to a homeless program during FY23 CAPER 51 OMB Control No: 2506-0117 (exp. 09/30/2021) Measure Three: Number of People Experiencing Homelessness • 1,828 people served in emergency shelter or transitional housing during FY23 Measure Four: Increase in Income • 45% of individuals who exited the system increased their income in FY23 (24% increased cash income and 24% increased earned income) • 53% of individuals still in the system increased total income (9% increased cash income, 46% increased earned income) Measure Five: First Time Homeless • 1,926 individuals accessing emergency shelter, transitional housing, rapid rehousing and permanent housing were newly homeless in FY23 Measure Six: Prevention Outreach • Data for Measure Six is not analyzed for Contra Costa’s CoC Measure Seven: Positive Outcomes • 73% of all exits from street outreach were positive exits in FY23 • 44% of all exits from emergency shelters and transitional housing were positive exits in FY23 • 98% of people enrolled in permanent supportive housing retained their housing in FY23 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. The CoC has since worked to increase system capacity. A summary of key shifts in performances measures from FY22 to FY23 is provided below: • As capacity in interim housing increased toward the end of FY23, there was a 1% increase in the number of people served in emergency shelters and transitional housing from FY22 to FY23 (from 1,806 to 1,828). Increased access to housing resulted in a 18% decrease in the average number of days enrolled in shelter, from 195 days during FY22 to 164 days in FY23. • There was a 14% increase in the number of people newly homeless (having a first enrollment into a program for literally homeless individuals) from 1,683 in FY22 to 1,926 in FY23. • Positive exits from Street Outreach increased by 148% (29% in FY22 to 72% in FY23). • During FY23, 45% of people that exited homeless services increased their total income (24% increased their earned income and 24% increased their non-cash income). 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 2021 2022 2023 Expenditures for Rental Assistance 0 0 0 Expenditures for Housing Relocation and Stabilization Services - Financial Assistance 0 5,150 0 Expenditures for Housing Relocation & Stabilization Services - Services 10,394 8,147 0 Expenditures for Homeless Prevention under Emergency Shelter Grants Program 0 0 0 Subtotal Homelessness Prevention 10,394 13,297 0 Table 26 – ESG Expenditures for Homelessness Prevention 11b. ESG Expenditures for Rapid Re-Housing Dollar Amount of Expenditures in Program Year 2021 2022 2023 Expenditures for Rental Assistance 0 0 0 Expenditures for Housing Relocation and Stabilization Services - Financial Assistance 2,125 14,334 22,542 Expenditures for Housing Relocation & Stabilization Services - Services 93,568 94,082 105,476 Expenditures for Homeless Assistance under Emergency Shelter Grants Program 0 0 0 Subtotal Rapid Re-Housing 95,693 108,416 128,018 Table 27 – ESG Expenditures for Rapid Re-Housing 11c. ESG Expenditures for Emergency Shelter Dollar Amount of Expenditures in Program Year 2021 2022 2023 Essential Services 78,012 109,279 59,500 Operations 127,156 98,000 131,709 Renovation 0 0 0 Major Rehab 0 0 0 Conversion 0 0 0 Subtotal 207,279 207,279 191,209 CAPER 53 OMB Control No: 2506-0117 (exp. 09/30/2021) Table 28 – ESG Expenditures for Emergency Shelter 11d. Other Grant Expenditures Dollar Amount of Expenditures in Program Year 2021 2022 2023 Street Outreach 30,844 30,844 30,844 HMIS 0 0 0 Administration 33,087 42,787 30,157 Table 29- Other Grant Expenditures 11e. Total ESG Grant Funds Total ESG Funds Expended 2021 2022 2023 1,142,600 375,186 402,623 380,228 Table 30 - Total ESG Funds Expended 11f. Match Source 2021 2022 2023 Other Non-ESG HUD Funds 165,073 273,541 29,510 Other Federal Funds 318,976 588,528 302,808 State Government 2,230,886 2,019,848 3,051,017 Local Government 799,936 798,680 1,055,494 Private Funds 1,167,200 964,543 920,643 Other 0 0 0 Fees 0 0 0 Program Income 0 0 0 Total Match Amount 4,682,071 4,645,140 5,359+,472 Table 31 - Other Funds Expended on Eligible ESG Activities 11g. Total Total Amount of Funds Expended on ESG Activities 2021 2022 2023 14,508,500 5,057,257 5,047,763 5,427,992 Table 32 - Total Amount of Funds Expended on ESG Activities Attachment A – ESG CAPER (Sage) DRAFT Step 1: Dates 7/1/2023 to 6/30/2024 Step 2: Contact Information First Name Jaclyn Middle Name Last Name Tummings Sux Title Street Address 1 30 Muir Road Street Address 2 City Martinez State California ZIP Code 94553 E-mail Address jaclyn.tummings@dcd.cccounty.us Phone Number (925)655-2886 Extension Fax Number Step 4: Grant Information Emergency Shelter Rehab/Conversion Did you create additional shelter beds/units through an ESG-funded rehab project No Did you create additional shelter beds/units through an ESG-funded conversion project No Data Participation Information Are there any funded projects, except HMIS or Admin, which are not listed on the Project, Links and Uploads form? This includes projects in the HMIS and from VSP No Submission Overview: ESG: CAPER Report:CAPER Period:7/1/2023 - 6/30/2024   Your user level here:Data Entry and Account Admin DRAFT Step 5: Project Outcomes Project outcomes are required for all CAPERS where the program year start date is 1-1-2021 or later. This form replaces the narrative in CR-70 of the eCon Planning Suite. From the Action Plan that covered ESG for this reporting period copy and paste or retype the information in Question 5 on screen AP-90: “Describe performance standards for evaluating ESG.” A performance measurement outcome statement is included in all ESG contracts between the County and sub-recipients. Projects are monitored and evaluated on meeting the requirements detailed in the statement. Subrecipients must also submit periodic progress reports detailing project progress toward objectives, problems, and/or resolution to meeting goals, quantitative participation data by ethnicity, income, and household status. The projects are also subject to nancial audit review by County staff. Additional requirements for performance goals and the evaluation of outcomes are determined in conjunction with the CoC and the Council on Homelessness. Based on the information from the Action Plan response previously provided to HUD: 1. Briey describe how you met the performance standards identied in A-90 this program year. If they are not measurable as written type in N/A as the answer. The performance standards are met per our contract, however CoC standards are slightly different. For example, in Emergency Shelter not only are we measuring the number of people that stay in the shelter but also those are moved from permanent or temporary housing. Rapid Rehousing is measured by how may people were provided short-term nancial assistance. Homeless prevention clients are also provided short-term nancial assistance ad those that are on the verge of losing their home or being evicted. 2. Briey describe what you did not meet and why. If they are not measurable as written type in N/A as the answer. N/A OR 3. If your standards were not written as measurable, provide a sample of what you will change them to in the future? If they were measurable and you answered above type in N/A as the answer. N/A DRAFT ESG Information from IDIS As of 8/23/2024 Total $3,668,982.34 $3,624,143.95 $3,514,611.30 $3,514,611.30 $154,371.04 2023 E23UC060002 $399,356.00 $399,356.00 $344,162.92 $344,162.92 $55,193.08 9/15/2023 2022 E22UC060002 $397,921.00 $389,900.91 $389,679.97 $389,679.97 $8,241.03 9/26/2022 2021 E21UC060002 $395,606.00 $373,120.38 $371,769.21 $371,769.21 $23,836.79 8/13/2021 2020 E20UC060002 $403,140.00 $403,140.00 $382,935.51 $382,935.51 $20,204.49 8/6/2020 2019 E19UC060002 $394,663.00 $380,330.32 $380,329.99 $380,329.99 $14,333.01 8/22/2019 2018 E18UC060002 $365,199.45 $365,199.45 $365,199.45 $365,199.45 $0 8/9/2018 2017 E17UC060002 $340,058.33 $340,058.33 $340,058.33 $340,058.33 $0 10/19/2017 2016 E16UC060002 $269,776.00 $269,776.00 $247,038.48 $247,038.48 $22,737.52 7/14/2016 2015 E15UC060002 $265,324.00 $265,324.00 $259,725.71 $259,725.71 $5,598.29 7/28/2015 2023 2022 2021 2020 2019 2018 FY2023 Annual ESG Funds for Non-COVID Non-COVID Non-COVID Non-COVID Expenditures Yes No No No No No Homelessness Prevention Rental Assistance 0.00 Relocation and Stabilization Services - Financial Assistance 0.00 Relocation and Stabilization Services - Services 0.00 Hazard Pay (unique activity) Landlord Incentives (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Homeless Prevention Expenses 0.00 FY2023 Annual ESG Funds for Rapid Re-Housing Rental Assistance Relocation and Stabilization Services - Financial Assistance 22,542.23 Relocation and Stabilization Services - Services 105,475.60 Hazard Pay (unique activity) Landlord Incentives (unique activity) Volunteer Incentives (unique activity) Training (unique activity) RRH Expenses 128,017.83 FY2023 Annual ESG Funds for Emergency Shelter Essential Services 59,500.00 Operations 131,708.83 Renovation Major Rehab Conversion Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Emergency Shelter Expenses 191,208.83 FY2023 Annual ESG Funds for Temporary Emergency Shelter Essential Services Step 6: Financial Information FY Grant Number Current Authorized Amount Funds Committed By Recipient Funds Drawn Balance Remaining Obligation Date Expenditure DRAFT Non-COVID Non-COVID Non-COVID Operations Leasing existing real property or temporary structures Acquisition Renovation Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Other Shelter Costs Temporary Emergency Shelter Expenses FY2023 Annual ESG Funds for Street Outreach Essential Services 30,844.00 Hazard Pay (unique activity) Volunteer Incentives (unique activity) Training (unique activity) Handwashing Stations/Portable Bathrooms (unique activity) Street Outreach Expenses 30,844.00 FY2023 Annual ESG Funds for Other ESG Expenditures Cell Phones - for persons in CoC/YHDP funded projects (unique activity) Coordinated Entry COVID Enhancements (unique activity) Training (unique activity) Vaccine Incentives (unique activity) HMIS Administration 30,157.00 Other Expenses 30,157.00 FY2023 Annual ESG Funds for Total Expenditures 380,227.66 Match Total ESG expenditures plus match 380,227.66 Total expenditures plus match for all yearsDRAFT Total regular ESG plus COVID expenditures brought forward $380,227.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total ESG used for COVID brought forward $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Total ESG used for regular expenses which requires a match $380,227.66 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match numbers from nancial form $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Match Percentage 0.00%0%0%0%0%0%0%0%0% FY2023 FY2022 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015Match Source Other Non-ESG HUD Funds 29,510.00 Other Federal Funds 302,808.00 State Government 3,051,017.00 Local Government 1,055,494.00 Private Funds 920,643.00 Other Fees Program Income Total Cash Match 5,359,472.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Non Cash Match Total Match 5,359,472.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Step 7: Sources of Match Step 8: Program Income Program income is the income received by the recipient or subrecipient directly generated by a grant supported activity. Program income is dened in 2 CFR §200.307. More information is also available in the ESG CAPER Guidebook in the resources tab above. Did the recipient earn program income from any ESG project during the program year?N FY2023 FY2022 FY2021 FY2020 FY2019 FY2018 FY2017 FY2016 FY2015 DRAFT Attachment B – Completed & Ongoing Projects by Funding Category DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total 23-01-PS Bay Area Crisis Nursery 1506 Mendocino Dr. Concord, CA 94521 (925) 685- 6633 Bay Area Crisis Nursery The purpose of the program is to provide emergency residential/shelter services and childcare fror young children living in families who identify experiencing a crisis or parental stress.. Primary Performance Measurement: Provide short-term residential/shelter services and emergency childcare to 20 children ages birth through 5 years. Complete. $17,000 $17,000.00 51 25 18 7 3 2 1 1 1 3 5 1 4 1 0 41 8 2 100% 23-02-PS Community Housing Development Corporation of North Richmond 1535 Fred Jackson Way Richmond, CA 94801 (510) 412-9290 Multicultural Family / Senior Center Census Tract: 3650.02 The purpose of this program is to operate and maintain a community center for residents of North Richmond. The center provides nutrition programs, senior services, educational, social and multi-cultural programs. Primary Performance Measurement: Provide services to a minimum of 700 Urban County residents (unduplicated). Complete. $40,000 $40,000.00 744 23-03-PS Community Housing Development Corporation of North Richmond 1535 Fred Jackson Way Richmond, CA 94801 (510) 412-9290 Housing Instability Counseling Program The purpose of this program is to provide housing counseling services to households facing housing instability, including eviction, default, foreclosure, and/or loss of income that cause or could cause eviction, default, foreclosure or homelessness. Primary Performance Measurement: Provide housing counseling services to at least 75 Urban County households (unduplicated) facing housing instability issues. Complete. $25,000 $25,000.00 70 18 20 8 1 0 1 1 0 0 21 13 8 11 51 100% Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. This program serves an area that meets the criteria for an "area benefit" activity. Attachment B - Summary Tables DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-04-PS Community Violence Solutions 2101 Van Ness Street San Pablo, CA 94806 (510) 307-4112 CIC Child Sexual Assault Intervention The purpose of the program is to provide in-depth forensis interview, counseling, advocacy, and case management services to child victims of sexual assualt and their non-offending families. Primary Performance Measurement: Provide services to a minimum of 175 child sexual assault and physical abuse victims. Complete. $15,000 $15,000.00 230 63 32 16 0 5 0 0 0 0 114 94 230 - - 100% 23-06-PS Food Bank of Contra Costa 4010 Nelson Avenue PO Box 271966 Concord, CA 94520 (925) 676-7542 Collaborative Food Distribution Program - Urban County The purpose of this program is to alleviate hunger by providing food for low-income and homeless persons throughout the Urban County. Primary Performance Measurement: 1,839 unduplicated low income individuals will receive food through the Food Banks' program distributed at various sites throughout the Urban County. Complete. $46,500 $46,500.00 1,339 506 128 350 339 13 11 11 6 3 5 95 4 1,339 - - 100% 23-07-PS Housing and Economic Rights Advocates 3950 Broadway, Ste. 200, Oakland, CA 94611 (but services are conducted remotely) Financially Stability Legal Services The purpose of this program is to assist both homeowners and tenants maintain a suitable living environment through their debt/credit, home preservation, and tenants rights work, reducing discrimanatory barriers in order to access affordable housing through their one-stop service. Primary Performance Measurement: : Provide services to a minimum of 80 lower income residents to maintain a suitable living environment. Complete. $25,000 $24,999.99 122 50 12 36 6 1 0 1 1 0 1 0 27 14 82 14 26 100% 23-09-PS Monument Crisis Center 1990 Market Street Concord, CA 94520 (925) 825-7751 Critical Safety Net Resources for Families and Individuals - Central County The purpose of this program is to provide wrap- around safety net services through a variety of services including: on-site food distribution, direct referrals and workshops for financial assistance, and other basic information and referrals and support to lower income families. Primary Performance Measurement: Provide assistance to 2,000 lower income persons. Complete. $17,000 $17,000.00 2,320 416 107 76 388 18 18 2 27 7 24 35 9 1320 1087 2,161 128 31 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-10-PS Richmond Community Foundation 3260 Blume Drive, Suite 110 Richmond, CA 94806 510-234- 11200 Contra Costa County Service Integration Program-SparkPoint Contra Costa Community Career Center 3105 Willow Pass Road, Bay Point, CA 94565 (925) 252-2309 The purpose of the program is to provide assistance in gaining skills and resources they need to obtain and maintain employment and move up in their career. The neighborhood-based program strives to advance the economic well-being by providing other significant and meaninful opportunities through SparkPOint and VITA while participating in revitalizing of the community. Primary Performance Measurement: Provide services to 160 Urban County residents. Complete. $15,000 $15,000.00 518 23-11-PS St. Vincent de Paul 2210 Gladstone Drive, Pittsburg, CA 94565 (925) 439-5060 RotaCare Pittsburg Free Medical Clini at St. Vincent de Paul The purpose of this program is to provide free urgent and chronic medical care to the uninsured at St. Vincent de Paul, including physician/nurse treatment, lab services, x-rays, MRIs, Ultrasounds, diagnostics, and all parmaceuticals. Patients are referred for free surgical and specialty care. Primary Performance Measurement: Provide services to 310 Urban County persons. Complete. However, the subrecipient fell short of its goal by 13 clients due to short staff. $18,000 $17,999.82 297 229 221 15 19 4 10 3 0 0 0 17 199 49 49 100% 23-27-PS Village Community Resource Center 633 Village Dr. Brentwood, CA 94513 (925) 325-6507 Village Community Resource Center Program Support - East County The purpose of this program is to provide family- focused, bilingual afterschool tutoring and community- school partnership programming to East County children. Primary Performance Measurement: Provide educational and family-oriented enrichment and programming to 100 students. Complete. $13,000 $12,999.68 128 24 21 5 1 8 2 0 0 4 0 0 85 80 72 39 17 100% This program serves an area that meets the criteria for an "area benefit" activity. Objective CD - 2 Non-Homeless Special Needs Population: Ensure that opportunities and services are provided to improve the quality of life and independence for persons with special needs, such as elderly/frail elderly, persons with disabilities, victims of domestic violence, abused/neglected children, persons with HIV/AIDS, illiterate adults, and migrant farmworkers.DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-12-PS Lamorinda Spirit - City of Lafayette 500 St Marys Road Lafayette, CA 94549 (925) 284-1549 Lamorinda Spirit Van Senior Transportation Program - Central County The purpose of this program is to provide transportation for Lafayette, Moraga, and Orinda older adults to medical and personal appointments; grocery and sundry shopping; errands; exercise and other classes; lunch at the Congregate Cafe, Walnut Creek Senior Center; Sunday church; and social outings so they may age in their own homes. Primary Performance Measurement: Provide transportation services to 160 Urban County seniors who would otherwise be unable to continue to live in their current home due to mobility. Complete. However, the subrecipient fell short of their goal by 9 clients. $10,000 $10,000.00 151 123 1 3 16 1 0 0 1 2 0 5 2 0 151 0 100% 23-14-PS Contra Costa Family Justice Alliance 256 - 24th Street Richmond, CA 94804 (925) 972-7400 Family Justice Center - West County The purpose of this program is to provide one-stop services to victims of domestic violence, sexual assault, child abuse, elder abuse and human trafficking. Primary Performance Measurement: Provide resources to meet the needs of 800 clients, impacted by interpersonal violence. Complete. However, the subrecipient fell short of their goal by 51 clients $35,000 $35,000.00 799 209 22 107 9 54 3 7 3 2 2 8 0 407 339 0 799 0 100% 23-15-PS Contra Costa Senior Legal Services 2702 Clayton Road, Ste. 202 Concord, CA 94519 (925) 609-7901 Legal Services for Seniors Urban County The purpose of this program is to provide free legal advice to seniors to prevent the loss of housing, elder abuse, and financial abuse. Primary Performance Measurement: Provide free legal advice to at least 300 Urban County seniors (unduplicated). Complete. $20,000 $19,999.77 534 49 18 48 11 1 0 0 0 0 0 6 0 534 0 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-16-PS Court Appointed Special Advocates (CASA) 2151 Salvio Street, Suite 295 Concord, CA 94520 925 256-7284 Serving all Foster Children Urban County The purpose of this program is to assist abused and neglected Urban County children who are dependents of the Court system in maneuvering through the system, accessing necessary services and securing long-term permanent homes by providing advocacy and mentoring. Primary Performance Measurement: Provide advocacy and representation services to 71 Urban County abused and neglected children who are wards of the County's Juvenile Dependency Court as a way to improve access to health and social services and a safe and permanent living situation. Complete. $18,000 $17,999.71 78 34 27 33 2 2 1 1 2 0 0 6 0 0 78 0 0 100% 23-18-PS Lions Center for the Visually Impaired 175 Alvarado Avenue Pittsburg, CA 94565 (925) 432-3013 Independent Living Skills for Blind & Visually Impaired - Urban County The purpose of this program is to avoid institutionalization and maintain independence in a safe environment for adults with visual impairments by providing in-home independent living skills instruction and training. Primary Performance Measurement: Provide in-home independent living skills instruction and training to 55 visually impaired adults so they will maintain their independence and avoid institutionalization. Complete. $13,000 $12,999.96 279 127 1 46 64 3 1 1 0 2 1 34 21 0 279 0 100% 23-19-PS Meals on Wheels Diablo Region 1300 Civic Drive Walnut Creek, CA 94596 (925) 937-8311 Care Management - Urban County The purpose of this program is to prevent homelessness and premature institutionalization or hospitalization by providing bilingual care management services to seniors. Primary Performance Measurement: Provide professional, bilingual care management services to 400 Urban County seniors at senior centers in Concord, Antioch, San Pablo and Rodeo, including needs assessment, care plan development and information and referral. Complete. $17,000 $17,000.00 341 190 55 46 42 0 3 1 3 5 1 50 0 341 0 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-20-PS Meals on Wheels Diablo Region 1300 Civic Drive Walnut Creek, CA 94596 (925) 937-8311 Meals on Wheels (MOW) The purpose of tMeals on Wheels is to provide hot, nutritious meals to Urban County seniors in order to lessen social isolation and to improve general health through increased socialization. Primary Performance Measurement: Provide hot, nutritious meals to 660 Urban County Seniors in order to meet basic nutritional needs, promote socialization and encourage and matain a healthy lifestyle. Complete. $17,000 $16,999.57 709 474 90 110 80 8 7 1 0 0 0 29 0 709 0 100% 23-17-PS Ombudsman Services of Contra Costa 4415 Cowell Road, Suite #100 Concord, CA 94518 (925) 685-2070 Ombudsman Services of Contra Costa - Urban County The purpose of this program is to decrease incidents of elder abuse and quality of care issues for frail and dependent seniors residing in nursing home and residential care facilities located in the Urban County through advocacy. Primary Performance Measurement: 300 dependent adults and elderly residing in long term care facilities will have access to safe and secure environments through the advocacy of trained and certified Ombudsmen who investigate abuse and ensure compliance of facilities with Title 22 regulations for the purpose of creating a suitable living environment. Complete. $10,000 $9,999.94 974 544 20 111 3 0 0 0 0 0 0 298 8 0 974 0 100% 23-21-PS Pleasant Hill Recreation & Park District 147 Gregory Lane Pleasant Hill, CA 94523 (925) 798-8788 Senior Service Network - 233 Gregory Lane Pleasant Hill The purpose of this program is to prevent the displacement or premature institutionalization of seniors through on-site crisis intervention and care management services. Primary Performance Measurement: Provide care management services to at least 150 to Central County seniors, primarily residing in Pleasant Hill. Complete. $12,000 $12,000.00 162 140 17 2 20 0 0 0 0 0 0 0 0 0 162 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-22-PS Rainbow Community Center 2118 Willow Pass Road, Suite 500 Concord, CA 94520 (925) 692-0090 Kind Hearts Community Support Program - Urban County The purpose of this program is to provide outreach and socialization activities, nutritional support and home-based services to Urban County residents with AIDS and Lesbian, Gay, Bisexual and Transgender seniors. Primary Performance Measurement: Provide congregate meals, food pantry services, wellness calls and home visits to 78 LGBT seniors and persons with HIV/AIDS to promote resilience, reduce isolation and rebuild client's social networks. Complete; however, fell short of their goal of 78 due to clientele still cautious about meeting in person and attending programs in person due to COVID-19 and MPOX. $13,000 $11,968.00 79 37 2 19 1 0 0 0 0 0 20 15 0 79 0 100% Objective CD - 3 Youth: Increase opportunities for children/youth to be healthy, succeed in school, and prepare for productive adulthood. 23-23-PS East Bay Center for Performing Arts 339 - 11th Street, Richmond, CA 94801 Deep Roots, Wide World Program - West County The Purpose of this program is to provide a full year of in-school, hands-on music instruction, which will be sustained at Stege and Nystrom Elementary Schools, both Title I WCCUSD schools on Richmond’s Southside. Primary Performance Measurement: Provide support services to 790 students. Complete. $15,000 $15,000.00 794 23-24-PS Bay Area Community Resources (BACR) (Fiscal Agent) 171 Carlos Drive San Rafael, CA 94903 (415) 444-5580 James Morehouse Project at El Cerrito High School - 540 Ashbury Ave. El Cerrito, CA 94530 West County The purpose of the project is to provide comprehensive mental health and student support services to students attending El Cerrito High School resulting in improved well-being and an increase in school connectedness among participants as measured by student pre/post evaluations. Primary Performance Measurement: Provide mental health services to 110 El Cerrito High School students in order to improve the students’ well- being and reduce barriers to learning. Complete. $10,000 $10,000.00 124 11 31 20 0 0 0 0 0 0 62 62 61 48 15 100% This program serves an area that meets the criteria for an "area benefit" activity. DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-25-PS Mount Diablo Unified School District 1266 San Carlos Ave., Room A6 Concord, CA 94518 (925) 691-0351 CARES After School Enrichment Program - Bay Point Census Tracts: 3141.04, 3141.03, 3142 The purpose of this program is to provide enrichment through the CARES After School Program to 700 elementary and middle school students in the Bay Point area as evidenced by on site and off site experiences and programs for students. Primary Performance Measurement: Provide after-school assistance and enrichment to at least 817 Urban County students attending the After School Program at Mt. Diablo High School. Complete. $10,000 $10,000.00 931 23-26-PS RYSE, Inc. 3939 Bissell Avenue Richmond, CA 94805 (510) 374-3401 RYSE Career Pathway Program - West County Census Tracts: 3680.01, 3690.01, 3700.00, 3710.00, 3720.00, 3730.00, 3740.00, 3750.00, 3760.00, 3770.00, 3790.00, 3800.00, 3810.00, 3820.00, 3860.00 The purpose of this program is to provide career development and soft-skills support to West County youth. This support includes paid work experience opportunities, academic enrichment, and intervention. Provide support services and teach basic skills to 230 Urban County youth, in order to enable them to maintain long-term financial stability. Complete. $40,000 $40,000.00 277 Objective CD - 4 Fair Housing: To continue to promote fair housing activities and affirmatively further fair housing. 23-05-PS Eden Council for Hope and Opportunity (ECHO) 770 A Street, Hayward, CA 94541 (510) 581-9380 Tenant/Landlord Counseling and Dispute Resolution Services The purpose of this program is to provide information and bring community awareness with regard to housing rights and responsibilities to both tenants and landlords residing in Antioch, Concord, Walnut Creek, and the Urban County. Services shall include telephone counseling regarding housing rights and responsibilities, dispute resolution, development and distribution flyers and brochures, conducting housing clinics and community presentations. Primary performance Measurement: Provide services to 430 urban County residents. Complete. $80,000.0 $61,977.9 430 244 124 128 2 31 7 0 0 0 0 0 20 2 157 206 67 100% This program serves an area that meets the criteria for an "area benefit" activity. This program serves an area that meets the criteria for an "area benefit" activity. DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-28-PS Eden Council for Hope and Opportunity (ECHO) 770 A Street, Hayward, CA 94541 (510) 581-9380 Fair Housing Services Program The purpose of this program is to further fair housing by addressing discrimination in Antioch, Concord, Walnut Creek, and urban Contra Costa County; investigating allegations of discriminatio; conducting audits to uncover discrimination; and provide training to housing providers. Primary Performance Measurement: Provide services to 80 urban County residents. Complete. $40,000.0 $39,647.1 91 69 29 14 6 0 0 0 0 0 0 2 17 40 34 100% 23-08-PS Loaves & Fishes of Contra Costa 835 Ferry Street Martinez, CA 94553 (925) 293-4792 Nourishing Lives in Martinez, Antioch, and Pittsburg; Martinez Dining Room Program - Martinez The purpose of this program is to alleviate hunger by providing nutritious meals to low-income & homeless people seeking emergency food assistance. A hot mid-day meal will be served Monday through Friday at 835 Ferry Street in Martinez. Primary Performance Measurement: Provide emergency food assistance to 750 Urban County residents, resulting in improved nutrition. Complete. $18,000 $17,999.63 1,829 23-13-PS Contra Costa Crisis Center PO Box 3364 307 Lennon Lane Walnut Creek, CA 94598 (925) 939-1916 x 107 Crisis / 211 Contra Costa Urban County The purpose of this program is to provide information and referrals to Urban County residents including homeless persons, abused children, seniors, battered spouses, persons with HIV/AIDS, and the disabled. Primary Performance Measurement: Provide a homeless hotline and 211 information to 8,200 residents to access local health and social services 24 hours per day, 365 days per year, to meet emergency needs and provide resource information. Complete. $18,000 $18,000.00 8,062 1599 383 765 81 8 13 0 0 49 0 5,547 8,062 0 0 100% This program serves an area that meets the criteria for an "area benefit" activity. Objective H - 1 Housing & Supportive Services for the Homeless: Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons achieve housing stability.DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-29-PS Contra Costa County Behavioral Health Services Homeless 1350 Arnold Drive, Ste 202 Martinez, CA 94553 (925) 313-7700 CORE-Coordinated Outreach, Referral, and Engagement Program Subrecipient provides day and evening homeless street outreach services to individuals living outside throughout the County to engage, stabilize, deliver health and basic need services, and aid in obtaining interim and permanent housing. Primary Performance Measurement: Provide services to 400 urban County residents. Complete. $90,000 $90,000.00 4,499 1,260 86 1,587 16 65 122 58 56 2 29 9 8 1 87 2 14 3 1,271 697 4,499 0 0 100% 23-30-PS Greater Richmond Interfaith Program 165 22nd Street Richmond, CA 94801 Homeless Shelter and Soup Kitchen The purpose of the program is to provide shelter, three hot meals a day, and case management services, to families who are experiencing homelessness. Primary Performance Measurement: Serve 250 low-income inviduals and people who are experiencing homelessness. Complete $30,000 $29,999.67 327 63 29 124 9 6 31 26 5 1 4 6 7 2 79 1 327 0 0 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-31-PS STAND! For Families Free of Violence P.O. Box 6406 Concord, CA 94524 Rollie Mullen Center Emergency Shelter Subrecipient provides emergency shelter for 24 women and their children who are homeless because they are in peril due to violent relationships. Up to six weeks of shelter and services are provided per household, including food, clothing, case management, employment assessment, and housing referrals. Primary Performance Measurement: Program will provide services to 80 persons. Complete. $12,000 $12,000.00 91 29 24 16 3 0 0 0 1 0 0 42 6 0 91 0 100% 23-32-PS Winter Nights Family Shelter, Inc. 404 Gregory Lane, Room 7 Pleasant Hill, CA 94523 (925) 414-3883 Winter Nights has three programs: The Family Shelter, The Safe Parking Program (SPP), and Continued Success Subrecipient provides a clean, safe, and supportive environment while helping to break the cycle of homelessness by assisting them toward self- sufficiency and into stable housing. Primary Performance Measurement: Provide services to 16 urban County residents. Complete; however, fell short of their goal of 16 $10,000 $9,999.83 9 3 2 0 0 3 0 0 0 0 1 9 0 0 100% Objective H - 2 Prevention Services for Homeless: Expand existing prevention services including emergency rental assistance, case management, housing search assistance, legal assistance, landlord mediation, money management and credit counseling.DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Public Service Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind/ Af.Am Hisp. Other Hisp.30%50%80%% of total Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category)Income Objective CD - 1 General Public Services: Ensure that opportunities and services are provided to improve the quality of life and independence for lower-income persons, and ensure access to programs that promote prevention and early intervention related to a variety of social concerns such as substance abuse, hunger, and other issues. 23-33-PS Shelter Inc. 1333 Willow Pass Rd., #206 Concord, CA 94520 (925) 335-0698 Homeless Prevention and Rapid Rehousing - Urban County The purpose of this program is to prevent homelessness by helping clients maintain their housing and to rehouse those that are experiencing homelessness. Primary Performance Measurement: Provide 100 Urban County residents with homelessness prevention or rapid rehousing services to help them maintain their housing or to quickly regain housing following a period of homelessness. Complete. $30,000 $29,510.03 1,634 316 131 765 37 90 3 19 9 24 1 0 0 0 0 420 129 1002 359 273 100% $799,500 $779,601 27,928 7145 1563 4569 75 1477 112 246 96 178 7 63 10 59 1 208 3 35 4 10043 2553 18,065 4,840 674 84%TOTALS DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Economic Development Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am.Ind/ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind /Af.Am Hisp. Other Hisp. H i s p .30%50%80%% of total 23-34-ED Multicultural Institute 3600 Macdonald Avenue Richmond, CA 94805 Lifeskills/Day Labor Program The purpose of this project is to connect workers to loacal employers, and advocate fair-wage paying jobs; offer educational opportunities and courses to gain skills that allow participants to qualify for better paying jobs and reach financial stability; provide on the street workshops, and community events to inform day laborers about current immigration policies and provide immigration referrals. Performance Measurement: Serve 500 day laborers and other low- income individuals by providing them with workforce development opportunities and job placement assistance. Complete. 1117 low-income, underemployed Spanish-speaking immigrant laborers were provided with vocational training. $30,000 $29,999.69 1117 39 29 13 43 1017 1017 0 1 0 0 0 4 903 214 0 100% 23-35-ED Opportunity Junction, Inc. 3102 Delta Fair Blvd. Antioch, CA 94509 (925) 776-1133 Bay Point Career Counseling and Placement Assistance The purpose of this program is to provide vocational services to 15 unemployed job-seekers, including career skills development, case management, etc. Primary Performance Measurement: Provide vocational services to 15 low-income Urban County residents. Complete. 17 clients were provided with vocational services. $20,000 $20,000.00 17 6 4 3 1 0 0 0 0 0 3 3 13 4 0 100% 23-36-ED CocoKids, Inc. 1035 Detroit Avenue Suite 200 Concord, CA 94518 Road to Success Urban County The purpose of this project is to increase opportunities for very-low and low-income persons to start and succeed in operating a micro- enterprise as a family day- care provider. Primary Performance Measurement: Assist 90 urban county clients to open/maintain a family daycare business. Complete. CocoKids, Inc. assisted 90 low- income, Urban County residents open or retain family daycare business. $90,000 $90,000.00 101 51 38 22 13 2 1 1 0 1 1 0 10 6 41 31 29 100% Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) Objective CD-5 Economic Development: Reduce the number of persons below the poverty level, expand economic opportunities for very low- and low-income residents and increase the viability of neighborhood commercial areas. DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Economic Development Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am.Ind/ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind /Af.Am Hisp. Other Hisp. H i s p .30%50%80%% of total Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) Objective CD-5 Economic Development: Reduce the number of persons below the poverty level, expand economic opportunities for very low- and low-income residents and increase the viability of neighborhood commercial areas. 23-37-ED Loaves and Fishes of Contra Costa 835 Ferry St. Martinez, CA 94533 Culinary Arts Training Program The purpose of this project is provide a free 12-week introductory Culinary program for low-income individuals interested in the culinary industry and experiencing barriers to employment. Primary Performance Measurement: Have 2 students graduate and employed full-time. Seconday Measurement: Have 24 students graduate from the program. Complete. Loaves and Fishes Culinary trained and gradauted 11 students. $15,000 $15,000.00 12 0 6 4 1 0 1 0 0 0 0 1 1 6 2 4 100% 23-38-ED Opportunity Junction, Inc. 3102 Delta Fair Blvd. Antioch, CA 94509 (925) 776-1133 Administrative Careers Training The purpose of this program is to provide wraparound career advancement services to low-income job seekers, and ultimately place them into careers within the administrative field. Primary Performance Measurement: Train and place 3 low-income Urban County residents with employer clients. Complete. A total of 3 low-income Urban County residents were placed with employer partners, while 9 total Urban County clients were placed into employment, with an average hourly wage of $23.01/hr. $100,000 $100,000.00 3 0 1 0 1 0 0 0 0 0 1 1 3 0 0 100% 23-39-ED Renaissance Entrepreneurshi p Center 1500 MacDonald Avenue Richmond, CA 94801 Igniting the Power of Entrepreneurs hip to Build Economically Vibrant Families and Communities in Contra Costa County Richmond The purpose of this project is to increase the number of micro-enterprises, owned and operated by very low- and low-income persons, and to sustain existing micro- enterprises. Primary Performance Measurement: Assist 45 CDBG eligible new or existing business owners develop and/or operate a business. Complete. A total of 70 existing or aspiring businesses were assisted. $45,000 $45,000.00 140 36 33 50 1 3 1 2 2 1 1 0 0 1 0 47 43 67 30 33 93%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Economic Development Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.Am Hisp. Asian Hisp. Am.Ind/ Alskn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am.Ind/ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind /Af.Am Hisp. Other Hisp. H i s p .30%50%80%% of total Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) Objective CD-5 Economic Development: Reduce the number of persons below the poverty level, expand economic opportunities for very low- and low-income residents and increase the viability of neighborhood commercial areas. 23-40-ED West Contra Costa Business Development Center, Inc. 812 San Pablo Avenue, Ste. 2 Pinole, CA 94564 (510) 932-1844 Emerging Entrepreneurs Program- West County The purpose of this project is to improve the success of small businesses/micro- enterprises located in West County through business assistance and community building activities. Primary Performance Measurement: Provide assistance to 60 existing or prospective businesses in the targeted commercial corridors of San Pablo, Rodeo, North Richmond and Crockett to help business owners achieve key targets, including increased sales and profitability, expanded customer base and product offering, and/or improved storefronts. Complete. The BDC provided assistance to 60 aspiring, start-up, or established small businesses in the West County region. Of these businesses, 17 new ventures were established and 43 existing businesses were assisted. $95,700 $92,899.53 60 5 9 22 0 1 0 1 0 0 22 15 21 14 14 82% TOTAL $395,700 $392,899.22 1,450 138 101 106 2 86 1 1023 1019 4 2 1 2 2 0 90 73 1,054 295 80 99%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Infrastructure/Public Facilities Projects/CDBG Administration Project ID Sponsor Project Name/ Location Project Status Total CDBG Funds Budgeted FY 2023/24 Expenses Total Served White Hisp. Af.A m Hisp. Asian Hisp. Am.Ind/Als kn Native Hisp. Native Haw'n/ Pacific Is. Hisp. Am. Ind./ White Hisp. Asian/ White Hisp. Af.Am/ White Hisp. Am.Ind /Af.Am Hisp. Other Hisp.30%50%80%% of total 18-51-IPF POGO Park Harbour-8 Park Shade Structure Canceled.80,000$ 20-42-IPF Martinez Early Childhood Center, Inc. Classroom and Kitchen Flooring Replacement Underway. Construction complete. Collecting closeout documentation. 387,000$ 20-43-IPF Nurturing Indpendence through Artistic Development (NIAD) NIAD Community Accessibility Improvement Plan (NIAD-CAP) Complete.161,190$ 161,190$ 315 21-40-IPF City of Richmond, Community Services Senior Center ADA improvements Delayed. 44,000$ 21-41-IPF CC Health Services - H3 Division Brookside/Calli House Emergency Shelter Security and Grounds Improvements Delayed. 66,677$ 21-45-IPF Town of Moraga Hacienda de las Flores Phase 2: ADA Pathway Improvements Complete.80,000$ 80,000$ 3500 2440 300 315 735 7 3 0 0 0 0 0 0 0 175 5% 22-41-IPF Greater Richmond Interfaith Program Shelter Solar Complete.94,141$ $83,454.50 601 130 45 320 8 17 52 47 18 4 0 0 0 0 64 17 601 0 0 100% 22-43-IPF Urban Tilth Making the Greenway Accessible to all Delayed. 80,000$ -$ 23-41-IPF Ambrose Recreation & Park District Ambrose Community Center Floor Replacement Project Underway. Project construction is complete. Closeout material is currently being reviewed. 45,905$ 23-42-IPF Contra Costa Health Services, H3 Division Brookside/Calli House Emergency Shelter Security Upgrade Underway. The project is currently waiting for materials for the doors and windows portion of the project. 116,677$ 23-43-IPF Lions Center for the Visually Impaired Interior & Exterior Upgrades & ADA Improvements Delayed. 95,000$ 23-44-IPF Martinez Early Childhood Center, Inc. Energy Efficiency Improvements Delayed. 122,880.00$ -$ 1,373,470$ 324,644.50$ 4,416 2,570 345 635 8 752 59 47 21 4 0 0 0 0 64 17 601 0 175 14% CCC Conservation and Development Department 30 Muir Road - Martinez, CA 94553 (925) 674- 7200 CDBG Program Administration Complete.$1,313,968.85 $1,049,613.08 N/A $1,313,968.85 $1,049,613.08 Not Applicable TOTALS IncomeRace/Ethnicity Objective CD-8 Administration/Planning: Support development of viable urban communities through extending and strengthening partnerships among all levels of government and the private sector, and administer federal grant programs in a fiscally prudent Objective CD-6 Infrastructure / Public Facilities: Maintain quality public facilities and adequate infrastructure, and ensure access for the mobility-impaired by addressing physical access to public facilities. TOTALS This project will serve an area that meets the criteria for an "area benefit" activity.DRAFT CONTRA COSTA COUNTY FY 2023/24 Housing Projects Funds Expended FY 2023/24 Total Expended to Date Sponsor/ Developer #1 Sponsor/ Developer #2 Project Name/ Location Project Status Total Cost CDBG/ NSP HOME HOME-ARP HOPWA CDBG, NSP, HOME, HOME-ARP and HOPWA CDBG, NSP, HOME, HOME- ARP, and HOPWA 0% - 30% 31-% 50% 51% - 80% Unit Total Resources for Community Development N/A Galindo Terrace Concord Underway: Construction and lease-up expected late 2024. 64,820,025$ -$ 2,040,000$ 210,000$ 328,351.29$ 2,134,696.76$ 14 40 7 62 Resources for Community Development N/A 699 YVR Housing Walnut Creek Progressing: NEPA Environmental Review complete; applying for 4% tax credits 2nd round in 2024. 92,434,746$ -$ 3,539,183$ 3,344,636$ -$ -$ -$ 30 63 0 93 Satellite Affordable Housing Associates N/A 811 San Pablo Pinole Underway: Construction commenced June 2023. 32,781,181$ -$ 2,686,280$ -$ 1,524,095.09$ 1,524,095.09$ 16 14 2 33 Community Housing Development Corp of N. Richmond Eden Development, Inc. Legacy Court Richmond Progressing. Awarded 9% Tax Credits. Construction escrow closing expected October 2024. 69,077,084$ -$ -$ 4,382,047$ -$ -$ -$ 17 9 16 43 Alliant Strategic Development N/A Bella Vista Apartments Bay Point Delayed: Seeking additional funding to fill financing gap. 73,964,818$ -$ -$ 2,550,000$ -$ -$ -$ 11 0 111 124 Related California Satellite Affordable Housing Associates El Cerrito Plaza BART TOD El Cerrito Delayed: NEPA Environmental Review under review; seeking additional funding 71,418,602$ -$ 1,550,000$ -$ -$ -$ -$ 19 16 34 70 BRIDGE Housing Corporation N/A Mayfair Affordable El Cerrito Underway. Construction commenced June 2024. 70,767,887$ -$ 4,247,500$ -$ -$ -$ -$ 15 29 24 69 Habitat for Humanity East Bay/Silicon Valley N/A Pacifica Landing Bay Point Delayed: Applicant is working to complete building permit approval, record final map, etc. $ 1,977,471 1,000,000$ $ - $ - -$ 1,000$ 0 2 1 29 Funds Allocated Affordability and/or Income Restrictions Objective AH-1 — New Construction of Affordable Rental Housing. Objective AH-2 — Homeownership Opportunities DRAFT CONTRA COSTA COUNTY FY 2023/24 Housing Projects Funds Expended FY 2023/24 Total Expended to Date Sponsor/ Developer #1 Sponsor/ Developer #2 Project Name/ Location Project Status Total Cost CDBG/ NSP HOME HOME-ARP HOPWA CDBG, NSP, HOME, HOME-ARP and HOPWA CDBG, NSP, HOME, HOME- ARP, and HOPWA 0% - 30% 31-% 50% 51% - 80% Unit Total Funds Allocated Affordability and/or Income Restrictions Habitat for Humanity East Bay/Silicon Valley N/A Esperanza Place aka Las Juntas Walnut Creek Underway: Under construction. $ 24,053,556 $ 1,655,000 435,419.34$ 1,643,071.17$ 0 0 32 42 DRAFT CONTRA COSTA COUNTY FY 2023/24 Housing Projects Funds Expended FY 2023/24 Total Expended to Date Sponsor/ Developer #1 Sponsor/ Developer #2 Project Name/ Location Project Status Total Cost CDBG/ NSP HOME HOME-ARP HOPWA CDBG, NSP, HOME, HOME-ARP and HOPWA CDBG, NSP, HOME, HOME- ARP, and HOPWA 0% - 30% 31-% 50% 51% - 80% Unit Total Funds Allocated Affordability and/or Income Restrictions Richmond Neighborhood Housing Services N/A Richmond Scattered Site Rehabilitation Phases 1 - 4 (2017, 2018, 2020, 2021) Ongoing: In FY 2022/23, two projects were completed, and one began construction. 1,524,380$ 1,336,198$ -$ -$ -$ 159,343$ 870,515$ 1 0 0 1 Habitat for Humanity East Bay/Silicon Valley N/A Neighborhood Preservation Program Ongoing: In FY 2023/24, 5 homes were rehabilitated, while another 5 projects were in progress. 594,000$ 540,000$ -$ -$ 172,328$ 345,976$ 2 1 2 5 EAH Housing N/A Rodeo Gateway Senior Rodeo Underway: Construction commenced June 2023. 31,983,079$ 2,250,000$ -$ -$ 39,176.54$ 2,189,176.54$ 20 28 1 50 Resources for Community Development N/A Aspen Court Apartments Pacheco Underway: Construction commenced April 2024. 1,819,095$ 1,000,000$ -$ 625,000$ 295,549.22$ 295,549.22$ 6 5 0 12 Mercy Housing California Community Housing Development Corp of N. Richmond Hacienda Apartments Richmond Complete. 76,516,748$ 1,654,200$ -$ -$ 94,031.10$ 1,669,427.24$ 39 60 45 150 BRIDGE Housing Corporation N/A Sycamore Place Danville Complete. 29,344,141$ 3,650,000$ -$ -$ 51,832.46$ 3,626,902.67$ 54 18 3 75 Community Housing Development Corp of N. Richmond N/A Chesley Mutual Housing Richmond Underway. Construction commenced April 2024. 5,160,530$ 994,807$ 1,050,000$ -$ 197,698.16$ 197,698.16$ 29 0 30 Resources for Community Development N/A Alvarez Court Pinole Underway. Construction commenced April 2024. 1,342,964$ 724,554$ -$ 567,411$ 99,485.32$ 99,485.32$ 9 9 0 19 EAH Housing N/A Nevin Plaza 1 Richmond Underway. Loan documents executed April 2024. 95,577,241$ 725,000$ -$ -$ -$ $665,959.16 $665,959.16 64 74 0 140 Objective AH-3 - Maintain and Preserve Affordable Housing DRAFT CONTRA COSTA COUNTY FY 2023/24 Housing Projects Funds Expended FY 2023/24 Total Expended to Date Sponsor/ Developer #1 Sponsor/ Developer #2 Project Name/ Location Project Status Total Cost CDBG/ NSP HOME HOME-ARP HOPWA CDBG, NSP, HOME, HOME-ARP and HOPWA CDBG, NSP, HOME, HOME- ARP, and HOPWA 0% - 30% 31-% 50% 51% - 80% Unit Total Funds Allocated Affordability and/or Income Restrictions Eden Development, Inc.N/A Riverhouse Hotel Martinez Progressing. Applying for 4% tax credits 2nd round in 2024. 50,170,558$ 2,000,000$ 1,050,000$ -$ -$ -$ -$ 37 37 9 84 Satellite Affordable Housing Associates Choice in Aging Choice in Aging Pleasant Hill Cancelled: HOME award rescinded through a substantial amendment; seeking additional funding to fill financing gap. 64,566,315$ -$ -$ -$ -$ -$ 44 30 7 82 Objective AH-4 - New Permanent Supportive Housing -Special Needs DRAFT CONTRA COSTA COUNTY FY 2023/24 Housing Projects Funds Expended FY 2023/24 Total Expended to Date Sponsor/ Developer #1 Sponsor/ Developer #2 Project Name/ Location Project Status Total Cost CDBG/ NSP HOME HOME-ARP HOPWA CDBG, NSP, HOME, HOME-ARP and HOPWA CDBG, NSP, HOME, HOME- ARP, and HOPWA 0% - 30% 31-% 50% 51% - 80% Unit Total Funds Allocated Affordability and/or Income Restrictions Department of Conservation and Development HOME, HOME-ARP, HOPWA Program Administration Provide oversight and administer the HOME, HOME- ARP, and HOPWA programs. -$ -$ 425,075$ 1,813,532$ -$ 576,375$ 576,375$ TOTALS 859,894,421$ 15,874,759$ 18,243,038$ 12,090,215$ 1,402,411$ 4,639,644$ 15,839,928$ 398 464 294 1,213 Program Administration DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Community Development Block Grant-Coronavirus (CDBG-CV) Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG-CV Funds Budgeted Previously Expended FY 2023/24 Expenses Total Served 20-02A- CDBG-CV Loaves & Fishes of Contra Costa Nourishing Lives CV - Martinez The purpose of this program is to provide free lunches and groceries weekdays to homeless and low-income Urban County residents at the Loaves & Fishes Martinez Dining Room. The Martinez Dining Room will begin serving weekend meals in response to the COVID-19 pandemic.Primary Performance Measurement: Serve 200 urban county clients. Complete $121,281 $121,281 N/A 20-02B- CDBG-CV Loaves & Fishes of Contra Costa Nourishing Lives CV - Oakley The purpose of this program is to provide free lunches and groceries on weekdays to homeless and low-income Urban County residents at the Loaves & Fishes Oakley Dining Room. Primary Performance Measurement: Serve 200 Urban County residents. Complete $121,281 $121,281 N/A 356 191 17 17 7 7 27 10 0 13 5 17 11 0 73 356 0 0 100% 20-61- CDBG-CV Meals on Wheels Diablo Region Meals on Wheels (MOW) CV The purpose of this program is to help frail, homebound seniors to age in place. Moreover, clients benefit from daily health/wellness checks and ongoing monitoring during home visits. Primary Performance Measurement: Complete $242,562 $242,562 $36,999.59 351 247 56 45 43 1 0 0 0 0 0 0 0 351 0 100% 20-04- CDBG-CV Renaissance Entrepreneurs hip Center Renaissance Richmond CV The purpose of this program is to provide loan/grant assistance and relief to eligible microenterprises. These businesses will receive no more than $10,000 in loans/grants. Primary Performance Measurement: Provide assistance to 50 Urban County new or existing business owners develop/or operate their business during the COVID-19 Pandemic. Complete $727,687 727687 N/A 48 17 8 11 7 1 1 1 0 0 0 0 0 9 9 30 13 4 98% 20-05- CDBG-CV Shelter, Inc.Homeless Prevention and Rapid Rehousing CV The purpose of this project is to provide rapid rehousing and homeless prevention services to Urban County residents to quickly regain stable, permanent housing or maintain their housing. Primary Performance Measurement: Assist 287 Urban County residents. Underway $3,927,687 $2,272,881 $1,316,337 978 199 123 446 25 74 4 18 10 17 2 0 0 0 0 224 40 651 208 119 100% 20-06- CDBG-CV Eden Council for Hope and Opportunity (ECHO) Tenant/Landlor Counseling, Dispute Resolution, and Legal Services Program - CV Provide tenant/landlord counseling and related legal services to very low-, low-, and moderate- income tenant households impacted by the COVID-19 pandemic. Complete $600,000 $365,064 $234,936 712 442 216 11 0 0 0 0 0 0 0 45 5 378 204 129 100% Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) This project will serve an area that meets the criteria for an "area benefit" activity.DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Community Development Block Grant-Coronavirus (CDBG-CV) Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG-CV Funds Budgeted Previously Expended FY 2023/24 Expenses Total Served Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) CCC Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 CDBG-CV Administration Operating Support and Staff Costs N/A $1,038,725 -$ $898,013.47 TOTAL $6,779,223 $3,850,756 $2,455,631.73 1,377 1096 420 530 32 131 5 47 21 17 2 13 5 17 11 0 351 54 681 572 123 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Community Development Block Grant-Coronavirus (CDBG-CV) Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG-CV Funds Budgeted Previously Expended FY 2023/24 Expenses Total Served 20-02A- CDBG-CV Loaves & Fishes of Contra Costa Nourishing Lives CV - Martinez The purpose of this program is to provide free lunches and groceries weekdays to homeless and low-income Urban County residents at the Loaves & Fishes Martinez Dining Room. The Martinez Dining Room will begin serving weekend meals in response to the COVID-19 pandemic.Primary Performance Measurement: Serve 200 urban county clients. Complete $121,281 $121,281 N/A 20-02B- CDBG-CV Loaves & Fishes of Contra Costa Nourishing Lives CV - Oakley The purpose of this program is to provide free lunches and groceries on weekdays to homeless and low-income Urban County residents at the Loaves & Fishes Oakley Dining Room. Primary Performance Measurement: Serve 200 Urban County residents. Complete $121,281 $121,281 N/A 356 191 17 17 7 7 27 10 0 13 5 17 11 0 73 356 0 0 100% 20-61- CDBG-CV Meals on Wheels Diablo Region Meals on Wheels (MOW) CV The purpose of this program is to help frail, homebound seniors to age in place. Moreover, clients benefit from daily health/wellness checks and ongoing monitoring during home visits. Primary Performance Measurement: Complete $242,562 $242,562 $36,999.59 351 247 56 45 43 1 0 0 0 0 0 0 0 351 0 100% 20-04- CDBG-CV Renaissance Entrepreneurs hip Center Renaissance Richmond CV The purpose of this program is to provide loan/grant assistance and relief to eligible microenterprises. These businesses will receive no more than $10,000 in loans/grants. Primary Performance Measurement: Provide assistance to 50 Urban County new or existing business owners develop/or operate their business during the COVID-19 Pandemic. Complete $727,687 727687 N/A 48 17 8 11 7 1 1 1 0 0 0 0 0 9 9 30 13 4 98% 20-05- CDBG-CV Shelter, Inc.Homeless Prevention and Rapid Rehousing CV The purpose of this project is to provide rapid rehousing and homeless prevention services to Urban County residents to quickly regain stable, permanent housing or maintain their housing. Primary Performance Measurement: Assist 287 Urban County residents. Underway. Shelter Inc. has served a total of 978 since the start of the program but has served 514 clients in FY 2023/24 $3,927,687 $2,272,881 $1,316,337 978 199 123 446 25 74 4 18 10 17 2 0 0 0 0 224 40 651 208 119 100% 20-06- CDBG-CV Eden Council for Hope and Opportunity (ECHO) Tenant/Landlor Counseling, Dispute Resolution, and Legal Services Program - CV Provide tenant/landlord counseling and related legal services to very low-, low-, and moderate- income tenant households impacted by the COVID-19 pandemic. Complete $600,000 $365,064 $234,936 712 442 216 11 0 0 0 0 0 0 0 45 5 378 204 129 100% Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) This project will serve an area that meets the criteria for an "area benefit" activity.DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Community Development Block Grant-Coronavirus (CDBG-CV) Projects Project ID Sponsor Project Name/ Location Project Objective/Description Project Status CDBG-CV Funds Budgeted Previously Expended FY 2023/24 Expenses Total Served Income Race/Ethnicity (bottom number represents those who identify Hispanic as ethnicity in addition to selecting a racial category) CCC Department of Conservation and Development 30 Muir Road, Martinez, CA 94553 CDBG-CV Administration Operating Support and Staff Costs N/A $1,038,725 -$ $898,013.47 TOTAL $6,779,223 $3,850,756 $2,486,286.20 1,377 1096 420 530 32 131 5 47 21 17 2 13 5 17 11 0 351 54 681 572 123 100%DRAFT CONTRA COSTA COUNTY FY 2023/24 CAPER Emergency Solutions Grants White Af Am Asian Am.Ind/ Alskn Native Native Haw'n/ Pacific Is. Am. Ind./ White Asian/ White Af.Am/ White Am.Ind /Af.Am Other Hisp.Hisp.Hisp.Hisp.Hisp.Hisp.Hisp.Hisp.Hisp.Hisp. 23-44A-ESG Contra Costa Health Services 1350 Arnold Drive Martinez, CA 94553 Emergency Shelters for Single Adults, Urban County The Adult Interim Housing Program is a 24- hour emergency shelter program that provides wrap-around services to assist persons in finding appropriate long-term housing. The interim housing program is located in two facilities (in the Cities of Richmond and Concord) and serves consumers from all over the County. The program has a combined capacity to serve 109 homeless men and women and provides case management, housing and Operating Support: No Staff Costs Complete.$97,500.00 $81,209.84 County General Fund 592 268 15 216 1 21 16 11 8 4 5 3 7 0 0 51 23-44B-ESG Contra Costa Health Services 1350 Arnold Drive Martinez, CA 94553 Calli House, Urban County Subrecipient operates the Calli House Youth Shelter. The shelters are open 24- hours a day and provide meals, laundry facilities, mail, health screenings, telephones and a wide array of on-site support services. Program will provide services to 60 youth. Operating Support: No Staff Costs Complete. $30,000.00 $30,000.00 County General Fund 92 18 7 40 2 2 1 4 4 0 0 0 25 23-44C-ESG Contra Costa Health Services 1350 Arnold Drive Martinez, CA 94553 CORE-Coordinated Outreach, Referral, and Engagement Program Subrecipient provides day and evening homeless street outreach services to individuals living outside throughout the County to engage, stabilize, deliver health and basic need services, and aid in obtaining interim and permanent housing. Program will provide services to 400 Urban County individuals. Staff Costs Complete.$30,844.00 $30,844.00 County General Fund 10,091 3,474 526 2,679 100 112 9 792 674 98 29 114 68 27 3 174 20 37 15 2,583 105 23-44E-ESG STAND! For Families Free of Violence P.O. Box 6406 Concord, CA 94524 Rollie Mullen Center, Urban County Subrecipient provides emergency shelter for 24 women and their children who are homeless because they are in peril due to violent relationships. Up to six weeks of shelter and services are provided per household, including food, clothing, case management, employment assessment, and housing referrals. Program will provide services to 80 persons. Essential Services Complete. $49,500.00 $49,500.00 Contra Costa Health Services Department 84 26 21 16 4 0 0 0 0 0 0 38 6 23-44F-ESG Trinity Center 1924 Trinity Avenue Walnut Creek, CA 94596 Trinity Center, Urban County Subrecipient operates a drop-in center and provides breakfast and lunch, laundry, showers, clothing, food and support services to homeless clients. Services will be provided to 1,100 Urban County residents. Staff Costs Complete.$30,500.00 $30,498.99 Private Funds 1394 592 84 237 5 30 81 36 17 1 12 4 5 1 7 3 2 410 10 23-44D-ESG Shelter, Inc. of Contra Costa County 1333 Willow Pass Road, Suite 206 Concord, CA 94520 Homlessness Prevention and Rapid Rehousing Program Provide homelessness prevention and rapid rehousing services to 20 Urban County individuals and families to prevent homelessness and to help them quickly regain housing following an episode of homelessness. Staff Costs, Direct Client Financial Assistance and Indirect Costs (with HUD Approved Allocation Plan) Complete. However, the subrecipient fell short of its goal by 4 clients. $131,060.00 $128,017.83 Foundations and Private Funds 16 0 14 0 0 0 0 0 0 0 0 Race/Ethnicity Sponsor Project Objective/Description Category of Assistance Project Status ESG Funds Budgeted FY 2023/24 Expenses 100% Match Provided By Total Served Objective H - 1: Housing & Supportive Services for the Homeless: Further “Housing First” approach to ending homelessness by supporting homeless outreach efforts, emergency shelter, transitional housing, and permanent housing with supportive services to help homeless persons achieve housing stability. Objective H - 2: Prevention Services for Homeless: Expand existing prevention services including emergency rental assistance, case management, housing search assistance, legal assistance, landlord mediation, money management and credit counseling. Project ID Project Name/Location CONTRA COSTA COUNTY FY 2023/24 CAPER Emergency Solutions Grants White Af Am Asian Am.Ind/ Alskn Native Native Haw'n/ Pacific Is. Am. Ind./ White Asian/ White Af.Am/ White Am.Ind /Af.Am Other Race/Ethnicity Sponsor Project Objective/Description Category of Assistance Project Status ESG Funds Budgeted FY 2023/24 Expenses 100% Match Provided By Total ServedProject ID Project Name/Location Contra Costa Department of Conservation & Development 30 Muir Road Martinez, CA 94553 Program Administration Provide oversight and direction to the ESG program. Operating Support and Staff Costs $29,952.00 $30,156.88 N/A $399,356.00 $380,227.54 12,269 4378 646 3202 106 169 9 891 721 124 34 135 79 39 4 181 20 40 17 3102 121Totals ESG Program Administration Attachment C – Public Hearing Notice DRAFT By Robert Salonga rsalonga@ bayareanewsgroup.com A federal appellate court has rejected qualified im- munity for a San Jose po- lice officer who infamously shot an activist in the groin with a projectile during George Floyd-related pro - tests downtown four years ago, allowing an excessive force lawsuit to resume. The 9th Circuit Court of Appeals wrote in an opin- ion published Wednesday that a jury should be al- lowed to decide whether Derrick Sanderlin’s First and Fourth Amendment rights were violated when Officer Michael Panighetti hit him with a 40 mm foam baton round as he stood, while holding a sign with his hands up, between a police line and demonstra- tors near City Hall on May 29, 2020. For the past year, the city of San Jose has appealed a district court’s denial of qualified immunity for Pa- nighetti, arguing the shoot- ing was not an act of re- taliation or meant to sup - press Sanderlin’s freedom of speech and did not con- stitute excessive force. A three-judge panel for the 9th Circuit Court affirmed the lower court’s ruling. “It was an undue delay, and I’m glad that we’re back,” said plaintiff attor- ney Sarah Marinho. “My clients obviously want jus- tice for their harm, but they also collectively want this not to happen to the com- munity ever again. We’re hoping the city of San Jose gets the message.” The San Jose city attor- ney’s office declined to com- ment on the ruling, citing its connection to active lit- igation. In a related memoran- dum, the panel reversed a district court decision by finding that Capt. Jason Dwyer, who was the inci- dent commander for that first day of protests, is enti- tled to qualified immunity and should be severed from the lawsuit. Qualified im- munity is a legal protection that shields government em- ployees from litigation over work actions absent a clear violation of constitutional or statutory rights. The court ruled that Dw- yer’s authorization of offi- cers to use rubber and foam munitions and tear gas for crowd control, which the city since has restricted in the wake of the protests, did not violate a clearly established law and thus exempts him from qualified immunity. Also in the memoran- dum, the court affirmed the denial of qualified im- munity for three officers — Lee Tassio, Jonathan Mar- shall and Juan Avila — in- volving claims from Vera Clanton, a different defen- dant from the same law- suit. Clanton was a legal observer documenting the protests when, the plaintiffs assert, she was grabbed, thrown to the ground and had her arms twisted as she was handcuffed. In its decision with Pa- nighetti, Judges Richard Paez, Jacqueline Nguyen and Michelle Friedland ruled that the notion of whether the officer was re- taliating against Sanderlin’s protected speech is a mat- ter for a jury to evaluate. They also rejected an argu- ment from the city that Pa- nighetti was not trying to restrain or apprehend Sand- erlin when he fired the foam round but was trying to make him leave. “The method of force Pa- nighetti used is, by its na- ture, intended to incapaci- tate its target, thereby mak- ing it difficult to freely walk away. A reasonable trier of fact viewing this evidence could conclude that by fir- ing a 40 mm projectile at Sanderlin’s groin, Pa- nighetti objectively mani- fested an intent to restrain Sanderlin,” wrote Nguyen, who authored the panel’s opinion. Nguyen noted in the opinion that the panel viewed the facts in a light most favorable to the plain- tiff, which is required at the summary judgment stage when a case is being evalu- ated for its trial worthiness. As a result of the court’s ruling Wednesday, the ex- cessive force claims by five other co-plaintiffs that were approved for trial in March 2023 — but were held up pending the appeal — will also proceed. Those plain- tiffs all contended in the lawsuit that they were in- jured from rubber bullets, tear gas or being manhan- dled by officers while peace- fully protesting. Another multi-plaintiff lawsuit from people injured in the protest, including a bystander who lost his eye to a police projectile, was settled last year by the city for $3.3 million. Marinho said she intends for her cli- ents’ lawsuit to move rap- idly toward resolution. “I have high hopes that it won’t be another year,” she said. “This decision today is moving us forward in that respect.” SAN JOSE Police officer is denied qualified immunity Court says that evidence in 2020 shooting of activist at George Floyd protests strong enough for trial DAI SUGANO — STAFF ARCHIVES San Jose Police officers monitor protesters during a protest in downtown San Jose on May 29, 2020, after the death of George Floyd in Minneapolis while in police custody. An officer who shot an activist has been denied qualified immunity. CONTRA COSTACOUNTY CONSOLIDAT ED ANNUALPERFORMANCE AND EVALUATION REPORT Contra Costa County has prepared itsFY2023/24 Consolidated Annual Performance and Evaluation Report (CAPER)for the CommunityDevelopmentBlock Grant(CDBG),HOMEInvestment Partnerships Act (HOME),Emergency Solutions Grants (ESG), HousingOpportunitiesforPersonswithAIDS(HOPWA)Programs, and Neighborhood Stabilization Program(NSP).The CAPER is an annualreportonthe use of CDBG, HOME,ESG, HOPWA, and NSP funds during the reportingperiod of July 1, 2023 through June 30, 2024. From September 6, 2024 toSeptember23, 2024, interested citizensmayreviewtheCAPER at theDepartmentofConservation andDevelopment, 30 Muir Road, Martinez, CA, 94553, between 8:00 AM and 5:00 PM, or by going tothe following web page: http://www.contracosta.ca.gov/CDBG. Comments on the report may be made in writing to Gabriel Lemus, CDBG Program Manager,orKristinSherk,at the above address. Writtencomments should be receivedby5:00p.m., September 23, 2024. Public comments on the CAPER canalso bemade at the Board of Supervisors meeting onTuesday,September 24, 2024,at approximately9:00a.m.TheBoardmeetingsaretelevisedliveon Comcast Cable27,AT T/U-Verse Channel99, and WAVE Channel 32, and can be seen liveonline at www.contracosta.ca.gov. Persons who wish to address the Board during public comment or with respect to an item on the agendamay call in during the meeting by dialing (888) 278-0254 followed by the access code843298#.To indicateyouwishtospeakonanagendaitem, pleasepush “#2” on yourphone. TheCountywillprovidereasonableaccommodationsforpersons withdisabilities,planningtoattendBoardmeetings,whocontact the Clerk of the Board at least 24 hours before the meeting,at (925) 655-2000. B4  BAY AREA NEWS GROUP 000 FRIDAY, SEPTEMBER 6, 2024 Newspaper: East Bay Times Advertiser: CC COUNTY DEPT OF CONSERVATION & DEVELOPMENT... Issue Date: Fri, 09/06/24 Ad Number: 6845839 DRAFT 4 | La Opinión de La Bahía DOMINGO 1 DE SEPTIEMBRE DE 2024 109-128446-1 CONDADO DE CONTRA COSTA INFORME ANUAL CONSOLIDO DE DESEMPEÑO Y EVALUA CIÓN El Condado de Contra Costa ha preparado el Informe Anual Consolido de Desempeño y Evaluación del año fiscal 2023/24 (“CAPER”,por sus siglas en inglés)para el Programa de Concesión del Desarrollo Comunitario (“CDBG”,por sussiglaseninglés),Programa de Inversiónen el Desarrollode Vi viendas(“HOME”,por sussiglas eninglés),Programa de RefugiodeEmergencia (“ESG”,por sussiglaseninglés),y la Programa de Oportunidades de Alojar Pe rsonas con SIDA (“HOPWA”,por sus siglas en inglés), y Programa de Estabilización de Ve cindarios (“NSP”,por sussiglaseninglés).El CAPEResuninforme anual sobre el usode fondosdelos programas CDBG, HOME, ESG,HOPWA, y NSP durante el período del 1 de Ju lio de 2023 hasta el 30 de Ju nio 2024. Desde el 6de septiembre de2024 hasta el 23de septiembre de2024,losciudadanosinteresados podránexaminar el CAPERen el Departamentode Conservacióny Desarrollo,30 Muir Road,Martinez,CA94553,entre las horas de 8:00 AM y 5:00 PM, o en la siguiente página de “internet”:http://www.contracosta.ca.gov/CDBG . Comentarios sobre el CAPER puede dirigirse por escrito a Gabriel Lemus,Gerente del Programa CDBG, y Kristen Sherk,Gerente del programa de vivienda asequible,en la dirección mencionada anteriormente.Los coment arios escritos deben ser recibidos antes de las 5:00 de la tarde del 23 de Septiembre 2024. Los comentarios del público sobre el CAPER también se pueden hacer personalmente en la Reunión de los Supervisores del Condado el martes, 24 de Septiembre 2024 aproximadamente a las 9:00 de la mañana.Las reuniones de los Supervisores se televisan en vivo en canal 27 en Comcast Cable,canal 99 en AT T/U-Verse, y canal 32 en WA VE, y se pueden ver en vivo a través de internet en www.contracosta.ca.gov.Las personas que deseen dirigirse a la Ju nta de Supervisores durante los comentarios públicos o con respecto a un tema en la agenda pueden llamar durante la reunión marcando (888) 278-0254 seguido con el código de acceso “843298#”. Para indicar que desea hablar sobre un tema de la agenda,presione “# 2” en su teléfono. El Condado proporcionará adaptaciones razonables para las personas con discapacidades que planeen asistir a las reunionesde la Juntay que se comuniquencon el Secretariode la Junta al menos24 horas antesde la reunión, al (925) 655-2000. Alumna de preparatoria usa su celular al salir de clases. AP “Si no educamos a los niños sobre cómo y cuándo utilizar esta tecnología, seguiremos viendo un aumento de los suicidios, el acoso sexual y la ansiedad” Ron Dyste, director de Urban Discovery Academy en San Diego Los resultados de las pruebas no cambiaron mucho, pero al final del año escolar, una en - cuesta realizada a los maes- tros mostró una satisfacción laboral mucho mayor que la registrada anteriormente. Y al caminar por el campus, las mejoras son obvias, dijo Lan- caster. “Todos en el plantel están mucho más felices. Se ve a los niños socializando, resolvien- do problemas, divirtiéndose”, dijo Lancaster, con un nudo en la garganta mientras des- cribía el ambiente escolar. “Es verdad, es una cosa más que hay que hacer cumplir. Pero la educación es importante y ahora los niños están apren - diendo. Esa es la razón prin- cipal por la que hicimos esto”. Prohibiciones desde San Mateo a San Diego La experiencia de Soar se ha reflejado a mayor escala en el Distrito Escolar de San Ma- teo-Foster City, que atiende a 10,000 estudiantes en 21 escuelas TK-8 al sur de San Francisco. Después de un re- greso a tiempo completo al campus en 2022, los maestros del distrito descubrieron que muchos estudiantes estaban “interactuando intensamen- te con los teléfonos celulares de una manera que no veía- mos antes de la pandemia”, dijo el superintendente Diego Ochoa, por lo que el distrito escolar adoptó una prohibición de teléfonos inteligentes para cuatro escuelas secundarias en 2022. Los administradores se convencieron de hacerlo después de una visita a una escuela secundaria cercana donde estaba prohibido el uso de teléfonos inteligentes. Allí, vieron a estudiantes hablan- do entre ellos y mirándose entre sí durante el recreo en lugar de mirar sus teléfonos. Ochoa dijo que los benefi- cios de bloquear los teléfonos inteligentes son evidentes en las mejores calificaciones de las pruebas y en una encuesta anual anónima a estudiantes que encontró una disminu- nos inteligentes y, al igual que Ochoa, los recomienda. Dyste es director de Urban Disco- very Academy, una escuela autónoma de TK-12 en San Diego, que prohibió los telé- fonos celulares durante el año académico 2023-24 en medio de un aumento en el acoso, el hostigamiento y la ansiedad entre los estudiantes, dijo el personal a CalMatters. Casi el 90% de los casos de disciplina, en Urban Dis- covery Academy y una escue- la en la que trabajó anterior- mente, podrían atribuirse al mal uso de los teléfonos o las redes sociales, incluidos estu- diantes que filmaban peleas, difundían fotos de compañe- ros desnudos y alentaban a los estudiantes a suicidarse. “Es posible que nunca me saque de la cabeza algunas de esas imágenes. Es horri- ble lo que los niños pueden hacerse entre sí”, dijo Dyste. “El daño que sufren nuestros niños y nuestras comunida- des es real”. A Dyste se le ocurrió la idea de prohibir los teléfonos cuan- do él y su esposa fueron a una actuación de Dave Chapelle donde se pidió a los especta- dores que guardaran sus te- léfonos en fundas cerradas. “Mi esposa me preguntó por qué no hacíamos esto en las escuelas”, dijo. “Sabíamos que teníamos que hacer algo”. Durante el verano pasado, la escuela envió avisos a las familias sobre la nueva po- lítica, explicando el motivo. Algunos estudiantes se queja- ron, pero los padres estaban encantados, dijo Dyste. Y las mejoras en el clima del cam- pus fueron casi inmediatas. En lugar de “esconderse detrás de las pantallas”, dijo Jenni Owen, directora de ope- raciones de la escuela, los es- tudiantes pasaron sus des- cansos hablando, bailando, jugando voleibol y divirtién- dose. Desarrollaron empatía y sentido de comunidad, dijo. Al final del año académico, la escuela no registró ninguna pelea. El año anterior, la tasa de suspensiones de la escue- la fue del 13.5%, casi cuatro veces el promedio estatal. “Para las escuelas que se preguntan si deberían adop- tar esta medida, creo que la respuesta es que debemos ha- cerlo”, afirmó Dyste. “Si no educamos a los niños sobre cómo y cuándo utilizar esta tecnología, seguiremos viendo un aumento de los suicidios, el acoso sexual y la ansiedad”. Correcciones del curso Algunas escuelas que ayuda- ron a ser pioneras en la pro- hibición de los teléfonos in- teligentes han reevaluado su enfoque inicial. Este año, Bullard está cam- biando su política para permi- tir que los estudiantes accedan a sus teléfonos inteligentes a la hora del almuerzo. Torigian dijo que los administradores de la escuela querían hacer espacio para comunicaciones importantes, por ejemplo, per- mitiendo que los estudiantes que recogieran a sus herma- nos menores enviaran men- sajes de texto a sus padres. También esperaban que las reglas más flexibles alentaran a más estudiantes a cumplir con la prohibición. Si los niños no cumplen, los maestros llaman a los pa- dres y, si siguen negándose, los envían a lo que la escuela llama el centro de reinserción. A partir del mes pasado, California comenzó a prohi- bir las suspensiones por “de- safío deliberado”. Torigian cree que las escuelas nece- sitan una exención de la po- lítica para hacer cumplir las restricciones sobre los teléfo- nos inteligentes. Quiere que se la devuelvan porque dijo que necesita una forma de hacer que los niños rindan cuentas. “Es por eso que el goberna- dor debe darnos cierto mar- gen de maniobra en este de- safío deliberado; no se puede hacer una cosa [las restric- ciones a los teléfonos inteli- gentes] sin la otra”. ción en la depresión, el acoso y las peleas en el año escolar 2023-24 en relación con los años anteriores. Decir que la prohibición de los teléfonos inteligentes condujo a esos beneficios es complicado porque también podrían haber sido causados por otros cambios, incluido un enfoque “restaurativo” de la disciplina que dependía menos de la detención y la suspensión y más del apoyo de los consejeros. Aun así, cuando se encuestó a los es- tudiantes específicamente sobre la política y la mayor diferencia en su educación desde que se implementó, di- jeron que prestan más aten- ción en clase. Cambio inmediato Ron Dyste también implemen- tó una prohibición de teléfo- ... 1 de cada 3 maestros de escuela secundaria y casi 3 de cada 4 maestros de escuela secundaria consideran que los teléfonos inteligentes son un problema importante DRAFT (650) 689-5160 • http://www.asianjournal.com NORCAL ASIAN JOURNAL • SEPTEMBER 6-12, 2024 3Dateline USa REDWOOD FOREST Zero litter is the goal. CleanCA.com Kondado ng Contra Costa Konsolidasyong Taunang Pagganap at Ulat ng Ebalwasyon Ang Kondado ng Contra Costa ay naghanda ng FY 2023/24 Consolidated An- nual Performance and Evaluation Report (CAPER) para sa Community De- velopment Block Grant (CDBG), HOME Investment Partnerships Act (HOME), Emergency Solutions Grants (ESG), Housing Opportunities for Persons with AIDS (HOPWA) Programs, at Neighborhood Stabilization Program (NSP). Ang CAPER ay isang taunang ulat tungkol sa paggamit ng mga pondo ng CDBG, HOME, ESG, HOPWA, at NSP sa panahon ng pag-uulat mula Hulyo 1, 2023 hanggang Hunyo 30, 2024. Mula Setyembre 6, 2024 hanggang Setyembre 23, 2024, maaaring suriin ng mga interesadong mamamayan ang CAPER sa opisina ng Conservation and Development, 30 Muir Road, Martinez, CA, 94553, mula 8:00 AM hanggang 5:00 PM, o sa sumusunod na web page: http://www.contracosta.ca.gov/CDBG. Ang mga komento sa ulat ay maaaring ipadala kay Gabriel Lemus, CDBG Program Manager, o kay Kristin Sherk, sa nabanggit na address sa itaas. Ang mga nakasulat na komento ay dapat matanggap bago mag 5:00 PM, sa ika-23 ng Setyembre, 2024. Ang mga komento ng publiko sa CAPER ay maaari rin gawin sa darating na pagpupulong ng Board of Supervisors sa Martes, ika-24 ng Setyembre, 2024, mga bandang 9:00 AM. Ang mga pagpupulong ng Board ay inilalathalang live sa Comcast Cable 27, ATT/U-Verse Channel 99, at WAVE Channel 32, at maaari ring mapanood ng live online sa www.contracosta.ca.gov. Ang mga taong nais magbigay ng pahayag sa Board sa panahon ng public comment o may kaugnayan sa isang item sa agenda ay maaaring tumawag sa pagpupu- long sa pamamagitan ng pag-dial ng (888) 278-0254 at pagpindot ng access code na 843298#. Upang ipahiwatig na nais mong magsalita tungkol sa isang item sa agenda, pindutin ang “#2” sa iyong telepono. Magbibigay ang Kondado ng mga makatwirang kaluwagan para sa mga taong may kapansanan na nagpaplanong dumalo sa mga pulong ng Lupon, at dapat makipag-ugnayan sa Clerk ng Lupon nang hindi bababa sa 24 na oras bago ang pagpupulong, sa numero (925) 655-2000. PAGE 1 Vice President and former Education Secretary Sara Duterte File photo SERVICE CARAVAN. Tingog party-list conducts the Tulong Panghanapbuhay sa Ating Disadvantaged/Displaced Workers payout for emergency employment in Davao City on Tuesday, Sept. 3. It is part of the MindaNOW: Serbisyo Para sa Mindanao service caravan that will start on Sept. 5. PNA photo by Robinson Niñal Jr. DepEd in the dark on how VP Sara spent... on a quarterly basis. The next is liquidation, which should be upon the head of the agency to the Commission on Audit,” she added. What’s the process? Confidential funds, as the name implies, cover expenses linked to confidential surveillance tasks within government agencies. Auditing confidential and intelligence funds mostly depends on the transparent and accurate submissions of government agencies with these funds. However, state auditors’ 2015 joint circular requires agencies to present a detailed physical and financial plan when requesting such funds. This plan should include estimated amounts for each project, activity, and program. In DepEd’s own words DepEd’s then-spokesperson Michael Poa said in January that the agency’s confidential funds are used for gathering information or intelligence to prevent the alleged participation of students in “illegal activities” by terrorist groups. In 2022, DepEd defended the insertion of the secret funds in its budget by citing several “threats to the learning environment, safety and security of DepEd personnel.” Using the funds, DepEd personnel and students were to be protected from sexual abuse, violence, corruption, drug involvement, child pornography and other unlawful issues that “require surveillance and intelligence gathering.” Duterte’s renewed request for confidential funds for DepEd in the 2024 budget drew criticism from lawmakers, who pointed out that DepEd and other civilian agencies have “no business” engaging in surveillance activities. After facing public backlash, the House of Representatives decided to strip Duterte of her request for confidential funds and realign this to agencies focused on maritime defense. For 2025, Duterte did not request any confidential and intelligence funds for the Office of the Vice President. There was also no insertion of confidential funds in DepEd’s proposed spending plan, which was submitted to the Department of Budget and Management prior to Duterte’s resignation on June 19. Duterte was replaced by former Senator Sonny Angara on July 19. Reason for resignation Duterte said the government’s “mishandling” of DepEd’s 2024 budget was among the reasons why she stepped down as the department secretary, according to her interview with GMA News in August. The vice president did not substantiate her statement but implied she could not handle DepEd’s budget again in 2025 for this reason. When asked about Duterte’s remarks in an interview, Angara said he is leaving it up to state auditors to determine if there was any mishandling of the budget. n NBA star Kyle Kuzma (center, top photo) joined Quezon City Vice Mayor Gian Sotto and Stradcom Corp. CEO Anthony Quiambao in a basketball clinic sponsored by Navitas for 80 young athletes at the Belarmino Sports Complex. He also met with Elo Coronel-Quiambao, founder of Navitas Learning Haus in Poblacion, Makati City (bottom photo). Philstar.com photos Kuzma visits creatives house in Poblacion, gives back to Quezon City youth MANILA – The “Kuzmania” fever went high as Kyle Kuzma of the NBA’s Washington Wizards made his first visit to the Philippines the past week for his KuzManila tour. The 29-year-old, 6-foot-9 Wizards forward received a warm reception from his Filipino fans in a series of activities, including an event hosted by a local coffee shop chain, a press conference, back- to-back media interviews, and a visit to the NBA store in SM Mall of Asia immediately after landing at the Ninoy Aquino International Airport. Amidst his hectic schedule, Kuzma visited the Navitas Learning Haus — a hidden oasis located in Poblacion, Makati City, which provides a space for creatives, designers, artists, project visionaries, hobbyists, and interest-based clubs to promote immersive learning. Navitas was founded during the pandemic by a former preschool teacher, Elo Coronel-Quiambao, with the goal of reframing learning beyond traditional boundaries. Coronel-Quiambao toured Kuzma, a self-confessed art enthusiast and a known fashion icon, inside the renovated 50-year-old house, particularly its renowned spaces such as the common room used for creative meetings and workshops, the kitchen used for small cooking classes, the story room used for storytelling sessions, and the “Quriocity” which is used for lectures and exhibits. Kuzma was also briefed about the various programs offered by Navitas such as Math is Not the Villain, Auntie’s Artnest, and Teacher Jack, which are related to mathematics, arts, and counseling, respectively. Kuzma lauded the importance of having a learning home such as Navitas. He shared his stories, on the value of play, community, gratitude, creativity, non-linear thinking, and childhood as vital foundations for one’s core. After visiting Navitas, the NBA star went to Belarmino Sports Complex, where he led a basketball clinic for 80 young athletes from Quezon City. Kuzma, who averaged 22.2 points, 6.6 rebounds, 4.2 assists, and shot 33% of three-pointers in the most recent NBA season, played with young athletes and displayed his savvy basketball moves. The participants also performed offensive and defensive drills with the help of local coaches. The activity ended with Kuzma signing some of the participants’ sports items. In a media interview, Kuzma emphasized the value of giving back by fulfilling his mission to help others elevate their games and themselves to the next level. He stressed that helping somebody improve is a true sign of a great player. The basketball clinic co- sponsored by Stradcom Corporation CEO Anthony Quiambao was also graced by Quezon City Vice Mayor Gian Sotto, Quezon City Sports Action Officer Benjamin Afuang, and SK Federation president Councilor Sami Neri. (Philstar.com)DRAFT 康特拉科斯塔縣特編制其 2023/2024 財年綜合年度業績與評估報 告 (Consolidated Annual Performance and Evaluation Report, CAPER)，其中涉及社區發展整體撥款 (Community Development Block Grant, CDBG)、家庭投資合夥項目法案 (HOME Investment Partnerships Act, HOME)、緊急方案補助金 (Emergency Solutions Grants, ESG)、愛滋病人及病毒攜帶者住房援助 (Housing Opportunities for Persons with AIDS, HOPWA) 計畫以及社區安定 計畫 (Neighborhood Stabilization Program,, HOPWA) 計畫以及社 區安定計畫 (Neighborhood Stabilization Program, NSP)。 CAPER 是詳述 CDBG、HOME、ESG、HOPWA 和 NSP 資金在 2023 年 7 月 1 日至 2024 年 6 月 30 日報告期間內使用情況的年度報告。 2024 年 9 月 6 日至 2024 年 9 月 23 日有興趣的市民可於上午 8:00 至下午 5:00 前往保護和發展部 (Department of Conservation and Development)（地址為 30 Muir Road, Martinez, CA , 94553） 查看 CAPER，或瀏覽以下網頁：http://www.contracosta.ca.gov/ CDBG。 如對報告有任何意見，請以書面形式提交至上述地址的 CDBG 專案 經理 Gabriel Lemus 或高級住房規劃師 Kristin Sherk 處。書面意見 的提交截止日期為 2024 年 9 月 23 日下午 5:00。 另外，也歡迎民眾蒞臨 2024 年 9 月 24 日（星期二）上午 9 點左 右召開的行政管理委員會會議，對 CAPER 提出意見。委員會會 議將在 Comcast Cable 27、ATT/U-Verse Channel 99 和 WAVE Channel 32 上電視直播，並且可以在 www.contracosta.ca.gov 上 線上觀看。在公開評論期間，如想向委員會發言或就議程中的某一 項發言，可在會議期間撥打 (888) 278-0254，接入代碼 843298#。 如果您希望就議程中的某一項發言，請在手機上按下「2」號鍵。 縣將為計劃參加董事會會議的殘疾人提供合理的便利，並在會議前 至少 24 小時致電 (925) 655-2000 聯繫董事會秘書。 康特拉科斯塔縣 綜合年度業績 與評估報告 B3 灣區 2 聖荷西市議員奧爾蒂斯（Peter Ortiz）4日向規則委員會提交 了一份「開創性」提案，呼籲禁止通 過人工智能在住房市場上操縱價格 的程式。 奧爾蒂斯說，「人工智能應該 是創新和進步的工具，而不是製造 壟斷、推高住房成本的工具。」「我 們的目標是保護聖荷西的租房者免 受不公平定價策略的影響，確保租 房市場的競爭性和透明度。」 三藩市參事會認為，人工智能 技術「使大型企業房東之間為了哄 抬房租而進行價格串通」，通過訪 問大量房東數據集，該技術可以根 據當地情況最大限度地提高房租。 住房權利委員會租戶組織 者、Veritas租戶協會會員Lenea Maibaum說，「我們注意到，新租 戶的房租大幅上漲，而且還出現了 騷擾和驅趕長期租戶的新手段。」 此舉是為了回應民眾對 RealPage等公司濫用人工智能技術 日益嚴重的擔憂。根據聖荷西租 戶組織的訴訟，RealPage這樣的公 司據稱管理著該地區66%的多戶 住宅單元。三藩市市參事會稱， RealPage公司高管告訴投資者，其 軟件推動了「租金的兩位數增長、 更高的週轉率和空置率。」 8月23日，聯邦司法部宣布與 加州和其他七個州的州檢察長共同 起訴Real Page房租價格操縱行為。 總統候選人賀錦麗上月在競選 活動中表示，「一些公司房東相互 串通，人為設定高昂的租房價格， 通常使用算法和定價軟件來實現這 一目的。」「這是一種反競爭行為， 會推高成本。我將爭取制定一項法 律，打擊這些做法。」 三藩市平抑房租 聖荷西有意效仿 科技騙子判刑前潛逃聖縣地檢官發令通緝 ▍本報記者洪郁欣綜合報道 ▍ 勞工節周末期間，一名涉嫌酒 駕的司機在屋崙880號州際公路上 造成了連環碰撞事故。一名婦女在 車禍中喪生，她的家人已確認其身 份為羅莎（Criscel Dela Rosa）。 羅莎身後留下了7歲的女兒、 丈夫和父親。羅莎的丈夫邁克爾 （Michael Dela Rosa）稱，車禍發生 後，他很快就接到電話，聽到了 「一生中最糟糕的消息」。 事故發生於上周日早上5時34 分，這位辛勤工作的母親正在開車 去上班的路上，她並沒有在長周末 中休息。她的丈夫在GoFundMe頁 面上寫道，「她是一個非常負責任 的人，工作非常努力。」 據加州公路巡警稱，車禍涉及 一輛特斯拉Model Y、一輛特斯拉 Model 3和一輛豐田Rav4。其後， 當三輛車停在靠近Embarcadero 大道的880北行車道時，一輛 Freightliner箱式卡車撞上羅莎駕駛 的特斯拉Model Y後部，她當場死 亡。特斯拉Model 3駕駛員因涉嫌 酒後駕駛被捕。 邁克爾寫道，「我被妻子遭遇 交通事故的電話驚醒。我拼命給她 打電話，想知道發生了什麼事，看 看她是否安好。」隨後他帶著女兒 和岳父前往事故現場，但當他趕到 現場時，傷心欲絕。「我不敢想象 她經歷了怎樣的痛苦。她周日本不 該上班，但她還是去了。」 一名記者於現場告訴驚魂未定 的丈夫，他妻子的遺體已從被撞 得面目全非的特斯拉中取出，並 被驗屍官帶走。羅莎被形容為家庭 的「磐石」。她的丈夫寫道，「聽到 女兒哭著找媽媽，問我她會不會回 家，我的心都要碎了。」 GoFundMe頁面的創建是為 了幫助受害者的葬禮籌集捐款。 截至5日晚已籌得約4萬元。網址 為https://www.gofundme.com/ f/support-for-criscel-dela-rosas- funeral。 本報記者洪郁欣三藩市報道 ■南灣聖荷西試圖效仿三藩市，立法禁用人工智能房租操縱技術。 本報資料圖 聖他克 拉縣一名男 子，因進行 自編自導自 演的詐欺活 動而被判有 罪，但上月 未現身法院 聽取判刑後 下落不明， 現已遭執法 部門通緝。 聖他克 拉縣地檢 官羅森(Jeff Rosen)表示，67歲男子方 丹(Dennis Fountaine)佯裝「科技發明 家」，詐騙最少四名受害人數十萬元。 檢方指，方丹過去在加州和佛州 因違約和詐欺而有多項民事訴訟判決 紀錄。羅森表示，方丹以發明為由借 貸來騙錢，他建立虛假公司和網站來 宣傳這些發明。 根據檢方說法，方丹假裝發明名 為「Homer」的機器人，訛稱可以為長 者和身障者分發藥物，他又建立假網 站和刊登自創的文章和訪問製造虛假 公開宣傳以繼續他的騙局。 在佛州，方丹被指建立一家名 為Screen Test的公司，聲稱可以將個 人插入任何視覺媒體中，讓那些人在 短片中以原創演員或歌手「表演或唱 歌」。他把這種技術稱為「臉部取代技 術」)(Face Replacement Technology)， 利用這種虛假陳述來說服受害人提供 他數百萬元資金。 今年5月20日，方丹依三項透過詐 欺嚴重盜竊的重罪被判有罪，還有一 項詐欺四人超過35萬元的白領加強控 罪。 羅森透露，方丹不僅沒有償還任 何貸款，還在定罪後一個月繼續試圖 詐騙不知情的受害人。 方丹原定於8月5日在聖他克拉縣 法院聽取刑期，卻不曾現身，當局相 信他已離開聖他克拉縣。 檢察官呼籲民眾，若有方丹 下落相關資料，應即撥打408-792- 2420與辦案人員德奧利維拉(Justin DeOliveira)聯繫。 灣區城市新聞社電 ■為受害者羅莎創建的GoFundMe 頁面。 GoFundMe網頁截圖 ■67歲男子方丹(Dennis Fountaine)。 聖他克拉縣地檢署 三藩市今年剛成為全國第 一個立法禁用人工智能房租操 縱技術的城市。該立法旨在遏 制「新式的價格壟斷」，從而降 低市場房租和帶來更多公寓。 如今南灣聖荷西市也試圖效 仿。 醉漢闖下彌天大禍 三代家庭瞬間破碎 立法禁止使用人工智能壟斷租賃市場  極有必要 09.06.2024 星期五 DRAFT Attachment D – Financial Summary Report (CDBG) DRAFT PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:1 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Metrics Grantee Program Year PART I: SUMMARY OF CDBG RESOURCES 01 UNEXPENDED CDBG FUNDS AT END OF PREVIOUS PROGRAM YEAR 02 ENTITLEMENT GRANT 03 SURPLUS URBAN RENEWAL 04 SECTION 108 GUARANTEED LOAN FUNDS 05 CURRENT YEAR PROGRAM INCOME 05a CURRENT YEAR SECTION 108 PROGRAM INCOME (FOR SI TYPE) 06 FUNDS RETURNED TO THE LINE-OF-CREDIT 06a FUNDS RETURNED TO THE LOCAL CDBG ACCOUNT 07 ADJUSTMENT TO COMPUTE TOTAL AVAILABLE 08 TOTAL AVAILABLE (SUM, LINES 01-07) PART II: SUMMARY OF CDBG EXPENDITURES 09 DISBURSEMENTS OTHER THAN SECTION 108 REPAYMENTS AND PLANNING/ADMINISTRATION 10 ADJUSTMENT TO COMPUTE TOTAL AMOUNT SUBJECT TO LOW/MOD BENEFIT 11 AMOUNT SUBJECT TO LOW/MOD BENEFIT (LINE 09 + LINE 10) 12 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 13 DISBURSED IN IDIS FOR SECTION 108 REPAYMENTS 14 ADJUSTMENT TO COMPUTE TOTAL EXPENDITURES 15 TOTAL EXPENDITURES (SUM, LINES 11-14) 16 UNEXPENDED BALANCE (LINE 08 - LINE 15) PART III: LOWMOD BENEFIT THIS REPORTING PERIOD 17 EXPENDED FOR LOW/MOD HOUSING IN SPECIAL AREAS 18 EXPENDED FOR LOW/MOD MULTI-UNIT HOUSING 19 DISBURSED FOR OTHER LOW/MOD ACTIVITIES 20 ADJUSTMENT TO COMPUTE TOTAL LOW/MOD CREDIT 21 TOTAL LOW/MOD CREDIT (SUM, LINES 17-20) 22 PERCENT LOW/MOD CREDIT (LINE 21/LINE 11) LOW/MOD BENEFIT FOR MULTI-YEAR CERTIFICATIONS 23 PROGRAM YEARS(PY) COVERED IN CERTIFICATION 24 CUMULATIVE NET EXPENDITURES SUBJECT TO LOW/MOD BENEFIT CALCULATION 25 CUMULATIVE EXPENDITURES BENEFITING LOW/MOD PERSONS 26 PERCENT BENEFIT TO LOW/MOD PERSONS (LINE 25/LINE 24) PART IV: PUBLIC SERVICE (PS) CAP CALCULATIONS 27 DISBURSED IN IDIS FOR PUBLIC SERVICES 28 PS UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 29 PS UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 30 ADJUSTMENT TO COMPUTE TOTAL PS OBLIGATIONS 31 TOTAL PS OBLIGATIONS (LINE 27 + LINE 28 - LINE 29 + LINE 30) 32 ENTITLEMENT GRANT 33 PRIOR YEAR PROGRAM INCOME 34 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PS CAP 35 TOTAL SUBJECT TO PS CAP (SUM, LINES 32-34) 36 PERCENT FUNDS OBLIGATED FOR PS ACTIVITIES (LINE 31/LINE 35) PART V: PLANNING AND ADMINISTRATION (PA) CAP 37 DISBURSED IN IDIS FOR PLANNING/ADMINISTRATION 38 PA UNLIQUIDATED OBLIGATIONS AT END OF CURRENT PROGRAM YEAR 39 PA UNLIQUIDATED OBLIGATIONS AT END OF PREVIOUS PROGRAM YEAR 40 ADJUSTMENT TO COMPUTE TOTAL PA OBLIGATIONS 41 TOTAL PA OBLIGATIONS (LINE 37 + LINE 38 - LINE 39 +LINE 40) 42 ENTITLEMENT GRANT 43 CURRENT YEAR PROGRAM INCOME 44 ADJUSTMENT TO COMPUTE TOTAL SUBJECT TO PA CAP 45 TOTAL SUBJECT TO PA CAP (SUM, LINES 42-44) 46 PERCENT FUNDS OBLIGATED FOR PA ACTIVITIES (LINE 41/LINE 45) CONTRA COSTA COUNTY , CA 2,023.00 6,211,334.09 4,541,383.00 0.00 0.00 1,000,844.71 0.00 0.00 0.00 0.00 11,753,561.80 4,626,748.39 0.00 4,626,748.39 1,089,260.20 0.00 0.00 5,716,008.59 6,037,553.21 0.00 3,027,037.68 1,599,710.71 0.00 4,626,748.39 100.00% PY: PY: PY: 0.00 0.00 0.00% 804,952.20 0.00 0.00 0.00 804,952.20 4,541,383.00 1,119,189.20 0.00 5,660,572.20 14.22% 1,089,260.20 0.00 0.00 0.00 1,089,260.20 4,541,383.00 1,000,844.71 0.00 5,542,227.71 19.65% PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:2 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA LINE 17 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 17 No data returned for this view. This might be because the applied filter excludes all data. LINE 18 DETAIL: ACTIVITIES TO CONSIDER IN DETERMINING THE AMOUNT TO ENTER ON LINE 18 Plan Year IDIS Project IDIS Activity Activity Name Matrix Code National Objective Drawn Amount 2018 2021 2021 2022 2023 2023 2023 Total 57 47 50 47 48 52 53 1997 2060 2170 2114 2173 2174 2172 Mercy HSG: Hacienda Heights Apartments BRIDGE: Sycamore Place Senior Housing CHDC: Chesley Mutual Housing EAH/Rodeo Gateway Senior Rehab Resources for Community Development: Alvarez Court EAH Housing: Nevin Plaza 1 Rehab RCD: Aspen Court 14B 14B 14B 14B 14B 14B 14B 14B LMH LMH LMH LMH LMH LMH LMH Matrix Code 14B $94,031.10 $51,486.07 $594,846.26 $5,894.31 $662,653.22 $665,959.16 $952,167.56 $3,027,037.68 $3,027,037.68 LINE 19 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 19 Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount 2021 2022 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 46 41 30 30 30 31 31 31 31 33 33 33 33 13 13 13 13 16 16 16 18 18 18 18 20 20 20 20 21 21 21 21 22 22 23 23 23 23 19 19 19 2052 2169 2130 2130 2130 2125 2125 2125 2125 2160 2160 2160 2160 2154 2154 2154 2154 2171 2171 2171 2152 2152 2152 2152 2122 2122 2122 2122 2123 2123 2123 2123 2165 2165 2124 2124 2124 2124 2121 2121 2121 6885383 6874334 6865930 6885383 6896263 6865930 6926143 6932475 6932481 6849396 6885383 6896263 6932287 6841183 6885383 6896263 6932287 6889818 6896263 6932287 6849396 6885383 6932287 6934585 6841183 6874334 6896263 6932287 6849396 6885383 6896263 6932287 6896263 6932475 6874334 6896263 6932287 6934585 6841183 6874334 6896263 Town of Moraga: Hacienda de las Flores Phase II (ADA Pathway Improvements) Greater Richmond Interfaith Program: Shelter Solar Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program Contra Costa Senior Legal Services: Legal Services for Seniors Contra Costa Senior Legal Services: Legal Services for Seniors Contra Costa Senior Legal Services: Legal Services for Seniors Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Pleasant Hill Recreation & Park District: Senior Service Network Pleasant Hill Recreation & Park District: Senior Service Network Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired 03A 03A 03C 03C 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05B 05B 05B LMC Matrix Code 03A LMC Matrix Code 03C LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 03T LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05A LMC LMC LMC $80,000.00 $80,000.00 $83,454.50 $83,454.50 $35,667.64 $46,705.01 $7,627.35 $7,781.28 $6,615.90 $7,908.42 $7,694.07 $876.88 $1,627.25 $3,458.00 $4,037.70 $129,999.50 $2,439.99 $2,922.71 $1,716.85 $2,920.45 $6,720.30 $8,250.22 $5,029.25 $2,500.07 $2,500.07 $1,249.86 $3,749.94 $4,249.32 $4,250.41 $4,250.41 $4,249.86 $4,250.00 $4,250.22 $4,249.98 $4,249.37 $7,550.08 $4,449.92 $2,816.00 $3,296.00 $2,848.00 $3,008.00 $97,967.28 $3,867.00 $4,772.00 $2,281.00 PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:3 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 19 25 28 28 28 15 15 15 15 32 32 32 32 11 35 35 35 35 36 36 38 38 38 5 5 5 5 1 1 1 12 12 12 12 4 4 4 17 17 17 17 34 34 34 34 3 3 3 8 8 8 7 7 7 7 9 9 9 9 2121 2153 2159 2159 2159 2149 2149 2149 2149 2131 2131 2131 2131 2144 2156 2156 2156 2156 2167 2167 2142 2142 2142 2128 2128 2128 2128 2117 2117 2117 2158 2158 2158 2158 2164 2164 2164 2120 2120 2120 2120 2132 2132 2132 2132 2163 2163 2163 2150 2150 2150 2115 2115 2115 2115 2116 2116 2116 2116 6932287 6926143 6841183 6885383 6896263 6841183 6885383 6896263 6933059 6841183 6874334 6896263 6932287 6885383 6841183 6885383 6896263 6932287 6889818 6896263 6874334 6896263 6932287 6849396 6874334 6896263 6932287 6841183 6865930 6896263 6849396 6885383 6896263 6932287 6889818 6932475 6932481 6841183 6865930 6896263 6932287 6849396 6874334 6896263 6932287 6889818 6932475 6932481 6841183 6885383 6896263 6841183 6865930 6896263 6932287 6865930 6874334 6896263 6932287 Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired James Morehouse Project / Bay Area Community Resources: James Morehouse Project Village Community Resource Center: Village Community Resource Center Program Support Village Community Resource Center: Village Community Resource Center Program Support Village Community Resource Center: Village Community Resource Center Program Support Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter Richmond Community Foundation: Sparkpoint Contra Costa Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Opportunity Junction: Bay Point Career Counseling and Placement Assistance Opportunity Junction: Bay Point Career Counseling and Placement Assistance Loaves and Fishes of Contra Costa: Culinary Arts Training Loaves and Fishes of Contra Costa: Culinary Arts Training Loaves and Fishes of Contra Costa: Culinary Arts Training ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services Bay Area Crisis Nursery: Bay Area Crisis Nursery Bay Area Crisis Nursery: Bay Area Crisis Nursery Bay Area Crisis Nursery: Bay Area Crisis Nursery St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul Community Violence Solutions: CIC Child Sexual Assault Intervention Community Violence Solutions: CIC Child Sexual Assault Intervention Community Violence Solutions: CIC Child Sexual Assault Intervention Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program Community Housing Development Corporation: Housing Instability Counseling Program Community Housing Development Corporation: Housing Instability Counseling Program Community Housing Development Corporation: Housing Instability Counseling Program Housing and Economic Rights Advocates: Financially Stability Legal Services Housing and Economic Rights Advocates: Financially Stability Legal Services Housing and Economic Rights Advocates: Financially Stability Legal Services Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives 05B 05B 05D 05D 05D 05D 05D 05G 05G 05G 05G 05G 05G 05G 05G 05G 05H 05H 05H 05H 05H 05H 05H 05H 05H 05H 05H 05K 05K 05K 05K 05K 05L 05L 05L 05L 05M 05M 05M 05M 05M 05N 05N 05N 05N 05N 05N 05N 05N 05Q 05Q 05Q 05Q 05Q 05U 05U 05U 05U 05U 05U 05U 05W 05W 05W 05W 05W 05W 05W 05W 05W LMC Matrix Code 05B LMC LMC LMC LMC Matrix Code 05D LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05G LMA LMCSV LMCSV LMCSV LMCSV LMCSV LMCSV LMC LMC LMC Matrix Code 05H LMC LMC LMC LMC Matrix Code 05K LMC LMC LMC Matrix Code 05L LMC LMC LMC LMC Matrix Code 05M LMC LMC LMC LMC LMC LMC LMC Matrix Code 05N LMC LMC LMC LMC Matrix Code 05Q LMC LMC LMC LMC LMC LMC Matrix Code 05U LMC LMC LMC LMC LMA LMA LMA LMA Matrix Code 05W $2,079.96 $12,999.96 $10,000.00 $6,625.00 $4,743.43 $1,631.25 $22,999.68 $9,570.85 $9,571.76 $4,388.68 $11,468.71 $3,391.47 $3,481.20 $2,651.91 $2,475.42 $47,000.00 $15,000.00 $5,966.41 $7,421.40 $7,730.62 $8,881.26 $5,001.55 $14,998.45 $4,995.50 $6,004.00 $4,000.50 $79,999.69 $16,514.15 $12,754.68 $15,035.23 $17,673.84 $61,977.90 $4,454.25 $4,092.03 $8,453.72 $17,000.00 $6,968.00 $3,510.00 $2,455.00 $5,066.82 $17,999.82 $7,500.00 $3,751.07 $3,748.93 $7,530.41 $3,873.71 $3,296.75 $3,298.84 $32,999.71 $4,615.71 $1,496.09 $10,208.42 $13,189.81 $29,510.03 $14,125.04 $3,461.54 $7,413.42 $5,571.18 $7,097.55 $12,331.26 $49,999.99 $8,687.36 $20,437.46 $8,689.92 $8,685.26 $4,980.00 $5,012.84 $4,006.34 $4,000.45 $64,499.63 PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:4 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2020 2020 2022 2022 2022 2022 2022 2022 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 Total 2 2 2 10 10 10 10 14 14 14 14 24 26 27 27 27 4 4 50 50 50 50 50 50 39 39 39 37 37 37 37 40 40 40 40 41 41 41 41 2162 2162 2162 2155 2155 2155 2155 2119 2119 2119 2119 2127 2126 2166 2166 2166 2147 2177 2083 2083 2083 2083 2083 2083 2168 2168 2168 2133 2133 2133 2133 2134 2134 2134 2134 2135 2135 2135 2135 6889818 6932475 6932481 6849396 6885383 6896263 6932287 6841183 6865930 6896263 6932287 6885383 6932287 6889818 6896263 6932475 6849396 6926143 6841933 6885421 6889769 6896600 6925082 6933786 6889818 6896263 6896269 6841183 6874334 6897140 6932287 6849396 6874334 6896263 6932287 6841183 6874334 6896263 6932287 Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa East Bay Center for the Performing Arts: Deep Roots, Wide World Program Mount Diablo Unified School District: CARES After School Enrichment Program RYSE Inc.: RYSE Career Pathway Program RYSE Inc.: RYSE Career Pathway Program RYSE Inc.: RYSE Career Pathway Program Rehabilitation of 2952 Chavez Lane, Richmond RNHS: Rehabilitation of 318 South 16th Street, Richmond Habitat for Humanity/CCC: Neighborhood Preservation Program Habitat for Humanity/CCC: Neighborhood Preservation Program Habitat for Humanity/CCC: Neighborhood Preservation Program Habitat for Humanity/CCC: Neighborhood Preservation Program Habitat for Humanity/CCC: Neighborhood Preservation Program Habitat for Humanity/CCC: Neighborhood Preservation Program Opportunity Junction: Administrative Careers Training Program Opportunity Junction: Administrative Careers Training Program Opportunity Junction: Administrative Careers Training Program CoCoKids Inc.: Road to Success CoCoKids Inc.: Road to Success CoCoKids Inc.: Road to Success CoCoKids Inc.: Road to Success Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economical Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economical Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economical Renaissance Entrepreneurship Center: Using the Power of Entrepreneurship to Build Economical West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program West Contra Costa Business Dev. Center Inc.: Emerging Entrepreneurs Program 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 14A 14A 14A 14A 14A 14A 14A 14A 14A 18B 18B 18B 18B 18C 18C 18C 18C 18C 18C 18C 18C 18C 18C 18C 18C 18C LMA LMA LMA LMC LMC LMC LMC LMC LMC LMC LMC LMA LMA LMA LMA LMA Matrix Code 05Z LMH LMH LMH LMH LMH LMH LMH LMH Matrix Code 14A LMJ LMJ LMJ Matrix Code 18B LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC LMCMC Matrix Code 18C $20,717.78 $9,655.51 $9,626.71 $4,250.00 $4,250.00 $4,093.75 $4,406.25 $4,500.13 $4,499.77 $4,499.91 $4,500.19 $15,000.00 $10,000.00 $20,000.15 $10,034.53 $9,964.33 $139,999.01 $112,714.20 $12.39 $29,093.40 $8,684.73 $65,921.16 $54,579.60 $9,828.00 $22,571.00 $303,404.48 $25,000.76 $49,998.62 $25,000.62 $100,000.00 $23,059.70 $23,511.97 $23,001.31 $20,427.02 $11,680.33 $10,496.84 $12,084.31 $10,738.52 $22,431.81 $21,770.06 $24,507.80 $24,189.86 $227,899.53 $1,599,710.71 LINE 27 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 27 Plan Year IDIS Project IDIS Activity Voucher Number Activity to prevent, prepare for, and respond to Coronavirus Activity Name Grant Number Fund Type Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 30 30 30 31 31 31 31 33 33 33 33 2130 2130 2130 2125 2125 2125 2125 2160 2160 2160 2160 6865930 6885383 6896263 6865930 6926143 6932475 6932481 6849396 6885383 6896263 6932287 No No No No No No No No No No No Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Contra Costa County Health Services: Coordinated Outreach, Referral, and Engagement Program Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Greater Richmond Interfaith Program: Homeless Shelter and Soup Kitchen Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. Winter Nights Family Shelter, Inc. B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 EN EN EN EN PI EN EN EN EN EN EN 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T 03T LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 03T $35,667.64 $46,705.01 $7,627.35 $7,781.28 $6,615.90 $7,908.42 $7,694.07 $876.88 $1,627.25 $3,458.00 $4,037.70 $129,999.50 PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:5 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Plan Year IDIS Project IDIS Activity Voucher Number Activity to prevent, prepare for, and respond to Coronavirus Activity Name Grant Number Fund Type Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 13 13 13 13 16 16 16 18 18 18 18 20 20 20 20 21 21 21 21 22 22 23 23 23 23 19 19 19 19 25 28 28 28 15 15 15 15 32 32 32 32 11 35 35 35 35 36 36 38 2154 2154 2154 2154 2171 2171 2171 2152 2152 2152 2152 2122 2122 2122 2122 2123 2123 2123 2123 2165 2165 2124 2124 2124 2124 2121 2121 2121 2121 2153 2159 2159 2159 2149 2149 2149 2149 2131 2131 2131 2131 2144 2156 2156 2156 2156 2167 2167 2142 6841183 6885383 6896263 6932287 6889818 6896263 6932287 6849396 6885383 6932287 6934585 6841183 6874334 6896263 6932287 6849396 6885383 6896263 6932287 6896263 6932475 6874334 6896263 6932287 6934585 6841183 6874334 6896263 6932287 6926143 6841183 6885383 6896263 6841183 6885383 6896263 6933059 6841183 6874334 6896263 6932287 6885383 6841183 6885383 6896263 6932287 6889818 6896263 6874334 No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program City of Lafayette: Lamorinda Spirit Van Senior Transportation Program Contra Costa Senior Legal Services: Legal Services for Seniors Contra Costa Senior Legal Services: Legal Services for Seniors Contra Costa Senior Legal Services: Legal Services for Seniors Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Empowered Aging: Ombudsman Services for Contra Costa Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Care Management Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Meals on Wheels Diablo Region: Meals on Wheels Pleasant Hill Recreation & Park District: Senior Service Network Pleasant Hill Recreation & Park District: Senior Service Network Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Rainbow Community Center of Contra Costa: Kind Hearts Community Support Program Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired Lions Center for the Visually Impaired: Independent Living Skills for Blind and Visually Impaired James Morehouse Project / Bay Area Community Resources: James Morehouse Project Village Community Resource Center: Village Community Resource Center Program Support Village Community Resource Center: Village Community Resource Center Program Support Village Community Resource Center: Village Community Resource Center Program Support Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program Contra Costa Family Justice Alliance: Family Justice Navigation Program STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter STAND! For Families Free of Violence: Rollie Mullen Center Emergency Shelter Richmond Community Foundation: Sparkpoint Contra Costa Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Multicultural Institute: Lifeskills / Day Labor Program Opportunity Junction: Bay Point Career Counseling and Placement Assistance Opportunity Junction: Bay Point Career Counseling and Placement Assistance Loaves and Fishes of Contra Costa: Culinary Arts Training B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN PI EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05A 05B 05B 05B 05B 05B 05D 05D 05D 05D 05D 05G 05G 05G 05G 05G 05G 05G 05G 05G 05H 05H 05H 05H 05H 05H 05H 05H LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05A LMC LMC LMC LMC Matrix Code 05B LMC LMC LMC LMC Matrix Code 05D LMC LMC LMC LMC LMC LMC LMC LMC Matrix Code 05G LMA LMCSV LMCSV LMCSV LMCSV LMCSV LMCSV LMC $2,439.99 $2,922.71 $1,716.85 $2,920.45 $6,720.30 $8,250.22 $5,029.25 $2,500.07 $2,500.07 $1,249.86 $3,749.94 $4,249.32 $4,250.41 $4,250.41 $4,249.86 $4,250.00 $4,250.22 $4,249.98 $4,249.37 $7,550.08 $4,449.92 $2,816.00 $3,296.00 $2,848.00 $3,008.00 $97,967.28 $3,867.00 $4,772.00 $2,281.00 $2,079.96 $12,999.96 $10,000.00 $6,625.00 $4,743.43 $1,631.25 $22,999.68 $9,570.85 $9,571.76 $4,388.68 $11,468.71 $3,391.47 $3,481.20 $2,651.91 $2,475.42 $47,000.00 $15,000.00 $5,966.41 $7,421.40 $7,730.62 $8,881.26 $5,001.55 $14,998.45 $4,995.50 PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:6 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Plan Year IDIS Project IDIS Activity Voucher Number Activity to prevent, prepare for, and respond to Coronavirus Activity Name Grant Number Fund Type Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 38 38 5 5 5 5 1 1 1 12 12 12 12 4 4 4 17 17 17 17 34 34 34 34 3 3 3 8 8 8 7 7 7 7 9 9 9 9 2 2 2 10 10 2142 2142 2128 2128 2128 2128 2117 2117 2117 2158 2158 2158 2158 2164 2164 2164 2120 2120 2120 2120 2132 2132 2132 2132 2163 2163 2163 2150 2150 2150 2115 2115 2115 2115 2116 2116 2116 2116 2162 2162 2162 2155 2155 6896263 6932287 6849396 6874334 6896263 6932287 6841183 6865930 6896263 6849396 6885383 6896263 6932287 6889818 6932475 6932481 6841183 6865930 6896263 6932287 6849396 6874334 6896263 6932287 6889818 6932475 6932481 6841183 6885383 6896263 6841183 6865930 6896263 6932287 6865930 6874334 6896263 6932287 6889818 6932475 6932481 6849396 6885383 No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No Loaves and Fishes of Contra Costa: Culinary Arts Training Loaves and Fishes of Contra Costa: Culinary Arts Training ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services ECHO Housing: Tenant/Landlord Counseling and Dispute Resolution Services Bay Area Crisis Nursery: Bay Area Crisis Nursery Bay Area Crisis Nursery: Bay Area Crisis Nursery Bay Area Crisis Nursery: Bay Area Crisis Nursery St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul St. Vincent de Paul of Contra Costa: RotaCare Pittsburg Free Medical Clinic at St. Vincent de Paul Community Violence Solutions: CIC Child Sexual Assault Intervention Community Violence Solutions: CIC Child Sexual Assault Intervention Community Violence Solutions: CIC Child Sexual Assault Intervention Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children Court Appointed Special Advocates: Serving All Foster Children SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program SHELTER Inc.: Homeless Prevention Program Community Housing Development Corporation: Housing Instability Counseling Program Community Housing Development Corporation: Housing Instability Counseling Program Community Housing Development Corporation: Housing Instability Counseling Program Housing and Economic Rights Advocates: Financially Stability Legal Services Housing and Economic Rights Advocates: Financially Stability Legal Services Housing and Economic Rights Advocates: Financially Stability Legal Services Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Food Bank of Contra Costa and Solano: Collaborative Food Distribution Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives Loaves and Fishes of Contra Costa: Nourishing Lives Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Community Housing Development Corporation of North Richmond: Multicultural Family/Senior Center Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Monument Crisis Center: Critical Safety Net Resources for Families and Individuals B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN EN 05H 05H 05H 05K 05K 05K 05K 05K 05L 05L 05L 05L 05M 05M 05M 05M 05M 05N 05N 05N 05N 05N 05N 05N 05N 05Q 05Q 05Q 05Q 05Q 05U 05U 05U 05U 05U 05U 05U 05W 05W 05W 05W 05W 05W 05W 05W 05W 05Z 05Z 05Z 05Z 05Z LMC LMC Matrix Code 05H LMC LMC LMC LMC Matrix Code 05K LMC LMC LMC Matrix Code 05L LMC LMC LMC LMC Matrix Code 05M LMC LMC LMC LMC LMC LMC LMC Matrix Code 05N LMC LMC LMC LMC Matrix Code 05Q LMC LMC LMC LMC LMC LMC Matrix Code 05U LMC LMC LMC LMC LMA LMA LMA LMA Matrix Code 05W LMA LMA LMA LMC LMC $6,004.00 $4,000.50 $79,999.69 $16,514.15 $12,754.68 $15,035.23 $17,673.84 $61,977.90 $4,454.25 $4,092.03 $8,453.72 $17,000.00 $6,968.00 $3,510.00 $2,455.00 $5,066.82 $17,999.82 $7,500.00 $3,751.07 $3,748.93 $7,530.41 $3,873.71 $3,296.75 $3,298.84 $32,999.71 $4,615.71 $1,496.09 $10,208.42 $13,189.81 $29,510.03 $14,125.04 $3,461.54 $7,413.42 $5,571.18 $7,097.55 $12,331.26 $49,999.99 $8,687.36 $20,437.46 $8,689.92 $8,685.26 $4,980.00 $5,012.84 $4,006.34 $4,000.45 $64,499.63 $20,717.78 $9,655.51 $9,626.71 $4,250.00 $4,250.00 PR26 - CDBG Financial Summary Report U.S. Department of Housing and Urban Development Office of Community Planning and Development Integrated Disbursement and Information System DATE: TIME: PAGE:7 12:16 09-11-24 Program Year 2023 CONTRA COSTA COUNTY , CA Plan Year IDIS Project IDIS Activity Voucher Number Activity to prevent, prepare for, and respond to Coronavirus Activity Name Grant Number Fund Type Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 Total 10 10 14 14 14 14 24 26 27 27 27 2155 2155 2119 2119 2119 2119 2127 2126 2166 2166 2166 6896263 6932287 6841183 6865930 6896263 6932287 6885383 6932287 6889818 6896263 6932475 No No No No No No No No No No No No Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Monument Crisis Center: Critical Safety Net Resources for Families and Individuals Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa Contra Costa Crisis Service: Crisis / 211 Contra Costa East Bay Center for the Performing Arts: Deep Roots, Wide World Program Mount Diablo Unified School District: CARES After School Enrichment Program RYSE Inc.: RYSE Career Pathway Program RYSE Inc.: RYSE Career Pathway Program RYSE Inc.: RYSE Career Pathway Program Activity to prevent, prepare for, and respond to Coronavirus B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 B23UC060002 EN EN EN EN EN EN EN EN EN EN EN 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z 05Z LMC LMC LMC LMC LMC LMC LMA LMA LMA LMA LMA Matrix Code 05Z $4,093.75 $4,406.25 $4,500.13 $4,499.77 $4,499.91 $4,500.19 $15,000.00 $10,000.00 $20,000.15 $10,034.53 $9,964.33 $139,999.01 $804,952.20 $804,952.20 LINE 37 DETAIL: ACTIVITIES INCLUDED IN THE COMPUTATION OF LINE 37 Plan Year IDIS Project IDIS Activity Voucher Number Activity Name Matrix Code National Objective Drawn Amount 2023 2023 2023 2023 2023 2023 2023 2023 2023 2023 Total 49 49 49 49 49 49 29 29 29 29 2161 2161 2161 2161 2161 2161 2129 2129 2129 2129 6840572 6862152 6888292 6896135 6926603 6933579 6849396 6874334 6896263 6932287 CDBG Administration CDBG Administration CDBG Administration CDBG Administration CDBG Administration CDBG Administration ECHO Housing: Fair Housing Services ECHO Housing: Fair Housing Services ECHO Housing: Fair Housing Services ECHO Housing: Fair Housing Services 21A 21A 21A 21A 21A 21A 21A 21D 21D 21D 21D 21D Matrix Code 21A Matrix Code 21D $293,291.04 $171,237.46 $229,617.91 $9,138.29 $337,626.16 $8,702.22 $1,049,613.08 $10,957.43 $12,093.73 $7,886.27 $8,709.69 $39,647.12 $1,089,260.20 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2997 Name: Status:Type:Consent Item Agenda Ready File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Community Housing Development Corporation to extend the term to September 1, 2027 with no change to the payment limit of $505,336 for the Heritage Point Commercial Project in North Richmond, as recommended by Supervisor Gioia. (100% Livable Communities Trust funds, District I portion) Attachments:1. HPGS - Amendment CCC Livable Communities Trust Fund Contract, 2. Heritage Point Comm. Amended Contract BO Action ByDate Action ResultVer.Tally To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Livable Communities Trust Contract Amendment with Community Housing Development Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Department of Conservation and Development, or designee, to execute a second contract amendment with Community Housing Development Corporation (CHDC) to extend the term through September 1, 2027, with no change to the payment limit of $505,336 for the Heritage Point Commercial Project in North Richmond, as recommended by Supervisor Gioia. FISCAL IMPACT: 100% Livable Communities Trust, District I portion. No impact to the General Fund. BACKGROUND: On September 22, 2020, the Board of Supervisors approved the allocation of $505,336 from the Livable Community Trust (District 1 portion) to support the development of ground-floor commercial space at Heritage Point Apartments, an affordable housing project in North Richmond. The residential portion, consisting of 42 new affordable rental units, was completed and occupied the same year. The County provided approximately $6.3 million in Housing Successor Low Moderate Income Housing Funds and Community Development Block Grant Funds to CHDC for the project, along with a $927,494 grant from the Livable Communities Trust for the apartments' development. Included in the commercial space development at Heritage Point is a grocery store planned for the corner of Chesley Ave and Fred Jackson Way. This grocery store aims to provide North Richmond residents and workers with a high-quality, affordable, and walkable option for fresh produce, limited bakery and dairy items, and CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.35 File #:24-2997,Version:1 essential household goods, enhancing the community's quality of life. On October 18, 2022, the Board of Supervisors approved an extension of the contract for the Heritage Point Grocery Store project through April 2025. However, due to a persistent funding gap, CHDC requested another extension to secure additional funds and finalize the selection of a grocery store operator. Supervisor Gioia recommended extending the contract’s term from April 1, 2025, to September 1, 2027. CHDC is expected to secure sufficient financing by October 1, 2025, and begin construction by April 1, 2026. The project must be completed within one year from the start of construction, with the contract closing by September 1, 2027. In line with this timeline, CHDC has been working diligently to secure financing for the grocery store, the final phase of the Heritage Point development. Progress has been made, including the onboarding of a capital campaign consultant in October 2023. A significant milestone was reached in March 2024 with a Congressional allocation of $500,000, followed by a request for an additional $2,500,000 in congressional funding in April 2024. The selection of the grocery store operator is expected to be finalized by the end of September 2024, with CHDC notifying the Supervisorial District 1 Office and the Department of Conservation and Development by the end of October 2024. Fundraising efforts continue to support the project. Heritage Point Commercial continues to Support Smart Growth goal number four: to promote economic revitalization and urban fill. CONSEQUENCE OF NEGATIVE ACTION: If the extension is not approved, the Community Housing Development Corporation would be unable to select a grocery store operator or secure the necessary funding for the grocery store. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1535-A FRED JACKSON WAY RICHMOND, CA 94801 TELEPHONE: 510-412-9290 FAX: 510-215-9276 EMAIL: INFO@COMMUNITYHDC.ORG April 23, 2024 RE: Request for Livable Community Trust Funds Contract Amendment for Heritage Point Grocery Store (C47058) Community Housing Development Corporation has made continuous efforts to secure financing sources for construction of the Heritage Point Grocery Store. Despite our best efforts, a funding gap remains. We request an amendment to the Livable Communities Trust Fund Contract to allow more time to fundraise for the project. Here is a summary of CHDC’s request: (1) extend the termination date from April 1, 2025, to April 1, 2026; (2) extend the milestone Demonstrate that sufficient financing/funding sources exist to complete the project by October 1, 2023, to October 1, 2025, and; (3) extend the milestone construction must start by April 1, 2024 to April 1, 2026. We have attached the following documentation for your review and consideration to support CHDC’s request for amendment:  Budget as of April 2024  Description  Timeline  Development Updates If you have any questions or need additional information regarding this request please contact Joanna Griffith, CHDC’s Director of Real Estate Development, at (510) 221-2511 jgriffith@communityhdc.org Sincerely, Joanna Griffith Director of Real Estate Development Community Housing Development Corporation Heritage Point Grocery Store Budget 2024 Uses Sources Acquisition/Land Costs $80,000.00 Contra Costa County Livable Communities Trust Fund $505,336.00 New Construction $2,805,726.00 Housing Development Funds $516,168.00 Architectural/Design $174,152.00 Chevron Donation $15,000.00 Legal $65,000.00 Community Vision Freshworks $50,000.00 Construction Interest & Fees $85,343.00 Whole Foods Market’s Community Giving Program $1,817.00 Reserves $596,946.00 Congressional Funding $500,000.00 Construction Contingency (7%) $202,375.00 Total Sources $1,588,321.00 Soft Cost Contingency (5%) $25,708.00 Other Costs $195,000.00 Pending Sources Developer Costs $403,816.00 City of Richmond ECIA Grant $50,000.00 Total Uses $4,634,066.00 Kaiser Permanente Community Health Grant $25,000.00 William G Irwin Foundation Grant $250,000.00 Congressional Funding $2,500,000.00 Projected Sources Wayne and Gladys Valley Foundation TBD The Harry and Jeanette Weinberg Foundation TBD Assembly Member/Senator Funding $2,500,000.00 Capital Campaign Proceeds TBD Heritage Point Grocery Store Description HERITAGE GROCERY STORE Vision: A high quality, affordable, and walkable neighborhood grocery in the heart of North Richmond. The first and only grocery store of this magnitude, offering fresh produce and a variety of other grocery staples in the community. Community Housing Development Corporation (CHDC) is an experienced developer of affordable housing and community development services in the Bay Area. For 30 years, CHDC has made significant investments in the North Richmond community, and we are excited about this new endeavor. The Heritage Point Commercial (HPC) building (corner of Fred Jackson Way and Chesley Ave) will house the proposed new neighborhood grocery store. For decades, North Richmond has been categorized as a “food desert”, because the neighborhood does not have any grocery stores that provide a selection of food staples. The range of economic problems plaguing the North Richmond community includes the highest rates of poverty and unemployment in Contra Costa County. There are very few stores and restaurants in the vicinity to provide critical goods and services to local households. No chains or franchise stores can be found within the one-mile market area. A high quality, affordable, and walkable neighborhood grocery in the heart of the North Richmond community will dramatically improve the quality of life for residents. The proposed grocer will accept WIC and EBT forms of payment, and plans are also underway to install an ATM inside the grocery store. The sell of tobacco products and alcohol beverages will be prohibited. The Heritage Grocery Store is part of a larger development concept that includes affordable housing, a community resource center, and a neighborhood grocery store. The 42-unit, Heritage Point Apartments was completed in 2019. The affordable housing development provides decent, quality housing for very low and low-income households. In June of 2022, the community resource center officially opened. The final component to this comprehensive development concept is completion of the Heritage Grocery Store. Completion of the grocery store is anticipated in 2027. Heritage Point Grocery Store Timeline Milestone Time Frame Status Select Architect Completed Select Operator September 2023-June 2024 In progress Select General Contractor February 2025-April 2025 In progress Obtain Funding Sources 2020-October 1, 2025 In progress Capital Campaign/Fundraising November 2023 - December 2024 In progress Construction April 2026-April 2027 Proposed Construction Close Out May 2027-August 2027 Proposed Heritage Point Grocery Store Development Updates  Capital Campaign Consultant identified and brought on project. (October 2023)  Received $1,817 from Whole Foods Market’s Community Giving Program (November 2023)  Received Congressional allocation of $500,000 for the Heritage Point Grocery Store (March 2024)  Submitted an additional request of congressional funding in the amount of $2,500,000 (April 2024)  Grocery Store Operator selection process to be completed by June 1, 2024  Fundraising efforts ongoing RECOMMENDATION(S): APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Community Housing Development Corporation (CHDC) to extend the term through April 1, 2025, with no change to the payment limit of $505,336 from the Livable Communities Trust (District I portion) for the Heritage Point Commercial Project in North Richmond, as recommended by Supervisor Gioia. FISCAL IMPACT: No impact to the General Fund. BACKGROUND: On September 22, 2020, the Board of Supervisors approved allocating $505,336 from the Livable Community Trust (District 1 portion) to help build out ground floor commercial space at Heritage Point Apartments, an affordable housing development in North Richmond. The grocery store site is next to the apartments on the corner lot of Chesley Ave and Fred Jackson Way. The goal is to build a high quality, affordable, and walkable neighborhood grocery in the heart of North Richmond that will improve the quality of life of residents. The neighborhood grocery store will cater to North Richmond residents and workers. The store will provide fresh local affordable produce, limited bakery/milk case merchandise, and household products. The residential portion of Heritage Point located in North Richmond completed construction and occupied in 2020 with 42 units of new affordable rental units. The County loaned approx. $6.3 million of the combination of Housing Successor Low Moderate Income Housing Funds and Community Development Block Grant Funds to CHDC. In addition, $927,494 in Livable Communities Trust funds was provided as grant to CHDC for the development of the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 10/11/2022 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kristin Sherk 925-655-2889 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: October 11, 2022 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 47 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:October 11, 2022 Contra Costa County Subject:Livable Communities Trust Contract Amendment with Community Housing Development Corporation apartments. As recommended by Supervisor Gioia, the term of the contract will be amended to extend the termination date from April 1, 2023 to April 1, 2025, with the expectation that CHDC will demonstrate that sufficient financing/funding sources have been secured to complete the project by October 1, 2023, and construction must start by April 1, 2024. CHDC will have one year to complete construction with a termination date on the contract of April 1, 2025. BACKGROUND: (CONT'D) Heritage Point Commercial continues to support Smart Growth goal number four: To promote economic revitalization and urban infill communities. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2998 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Conservation and Development Director, a purchase order with ECS Imaging, Inc., in an amount not to exceed $19,561 for the renewal of license and support/maintenance of the department's document imaging system, for the period October 22, 2024 through October 21, 2025. (100% Land development fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Purchase Order with ECS Imaging, Inc. for License Renewal ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Department of Conservation and Development, a purchase order with ECS Imaging, Inc. in an amount not to exceed $19,560.80 for the renewal of license and support/maintenance, for the period October 22, 2024 to October 21, 2025. FISCAL IMPACT: No impact to the County General Fund, costs will be fully paid for with Land Development Fees. BACKGROUND: The Department of Conservation and Development (DCD) contracted with ECS Imaging, Inc., to provide licensing and support/maintenance for our existing Imaging system, Laserfiche. DCD’s imaging systems contains all historical documents for the department. DCD’s imaging system is integrated with its permitting system, which allows for the public to apply for permits online and upload any required documents to their application. The recommended licensing and maintenance is required to continue our current business practices and access to our digital files. ECS Imaging’s Software End User License Agreement and Gold Priority Support Agreement include the following provisions: -Limitation of Liability: Client must provide ECS with notice of claims of damage, improper service, or lawsuit within thirty (30) days of service. ECS shall not be liable for performance delays or for nonperformance due to causes beyond its reasonable control. For any material breach of this Support Agreement by ECS, Client's remedy and ECS's liability shall be limited to a refund of related maintenance/support fees paid during the period of breach, up to a maximum of twelve (12) months. The remedies provided herein are Client's sole and exclusive remedies. In no event will ECS be liable CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ File #:24-2998,Version:1 for special, punitive, incidental, or consequential damages, whether based in contract, tort, or otherwise, including, without limitation, claims for loss or corruption of data or lost profit. -Limitations On Damages: To the maximum extent permitted by applicable law, in no event will the aggregate cumulative liability of Laserfiche for any and all damages suffered by licensee, any user, and anyone else, whether arising from or relating to this eula, the Laserfiche product, any services, or the performance or non-performance of the Laserfiche product or any services, whether based on a breach of contract or warranty, or negligence, misrepresentation or other tort, or on any other legal or equitable theory, exceed the total dollar amount that is actually paid to Laserfiche for the defective software component within the 12 month period immediately preceding the date that licensee provides Laserfiche written notice of an existing or potential claim or suit against it. The End User License Agreement and Gold Priority Support Agreement provisions have been reviewed and approved by County Counsel’s Office. CONSEQUENCE OF NEGATIVE ACTION: DCD will not be able to continue to use and support the existing document imaging system, Laserfiche. The department would not be able to continue processing permits digitally and provide records research to staff and to the public. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-2999 Name: Status:Type:Consent Item Passed File created:In control:8/23/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE a phased implementation of a 22.76% solid waste collection rate increase, with a 12.76% rate increase effective October 1, 2024, and a 10% rate increase effective August 1, 2025, for residential and commercial customers served by Allied Waste Systems, Inc., under its franchise agreement with the County, as recommended by the Conservation and Development Director. (100% Solid waste collection fees, no General Fund impact) Attachments:1. Exhibit A - 2024 Base Year Rate Review Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Solid waste collection rate increase for residential and commercial customers in the unincorporated areas served by Allied Waste / Republic Services under County Franchise Agreement ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1. ACCEPT report from consultant Crowe, LLP (Crowe), dated August 29, 2024, summarizing the results of its review of the rate application submitted by Allied Waste Systems, Inc. (Allied), attached as Exhibit A. 2. APPROVE phased implementation of a 22.76% solid waste collection rate increase for residential and commercial customers served by Allied under its franchise agreement with the County, with a 12.76% rate increase effective October 1, 2024, and a 10% rate increase effective August 1, 2025, pending an extension of the existing franchise agreement. FISCAL IMPACT: There is no impact to the County General Fund. The costs for County staff time spent and any related consulting services focused on administering the County’s Franchise Agreement with Allied, including the rate setting process, are covered by solid waste/recycling collection franchise fees. BACKGROUND: The Franchise Agreement between the County and Allied (owned by Republic Services) grants Allied the exclusive privilege and duty to collect solid waste, recyclables and organics routinely generated by residential and commercial customers within the designated Allied service area (also known as the “Franchise Area”). The Allied Franchise Area covers the following ten (10) unincorporated areas: CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 5 powered by Legistar™ C.37 File #:24-2999,Version:1 1. Alhambra Valley (portion) - District I & V 2. Canyon - District II 3. Antioch, Unincorporated - District III 4. Marsh Creek / Morgan Territory - District III & IV 5. Concord, Unincorporated (portion) - District IV 6. Clayton, Unincorporated - District IV 7. Pleasant Hill, Unincorporated - District V 8. Pacheco / Vine Hill / Martinez, Unincorporated - District V 9. Bay Point (eastern portion) / Clyde - District V 10. Cummings Skyway (portion) - District V County Rate Regulation: The County establishes and regulates collection rates that Allied can charge for residential and commercial collection services provided in their Franchise Area. These rates are established in accordance with the adopted rate setting methodology (Rate Manual) approved by the County in 1998 for use in setting rates for the County's Franchise Agreement with Allied. The Rate Manual provides for recovery of the reasonable costs that Allied will incur in performing services under the Franchise Agreement, plus allowable profit. When there are proposed rate changes that do not involve any proposed change in services, the Rate Manual establishes a process with the following components: ·Every four (4) years: Base Year rate reviews. Such reviews rely upon data submitted in detailed rate applications and accompanying audited financial statements; and ·Intervening years between Base Years (Interim Years): The Franchisee may request no change, or a change based on one of the following options. One, a rate change which does not exceed the annual change in Consumer Price Index (CPI) (no Board approval required). The hauler is not required to submit audited financial data with the interim year rate application. Therefore, the Interim Year Rate Review is less rigorous than that carried out in a Base Year Rate Review. ·The other component is to address special extraordinary circumstances, where either the County or franchise hauler may initiate an extraordinary rate adjustment process. Generally, this is due to the hauler experiencing significant changes in costs or revenues not under its control, in which case, a rate application and appropriate documentation can be submitted for staff review and Board approval. History of Solid Waste Collection Rate Adjustments Since 2016: There have been various rate adjustments in the Allied Franchise Area since 1998 when the County adopted a Rate Manual. Below is a summary of rate review and subsequent allowable rate adjustments since 2016. ·2016: Base Year Rate Review - The 2016 Base Year Rate Review was phased in over a two-year period. For the first year a 14.28% increase was needed to cover the costs of the hauler’s operations. There were various factors that contributed to this increase, including CPI adjustments, as well as new service enhancements that increased the number of community clean-up boxes provided each year, increase in franchise fees paid to the County, on-call removal of illegal dumping from the right-of-way, and the elimination of a separate recycling charge for commercial customers. Republic also implemented on- call bulky item collection in conjunction with the base year rate change that took effect in 2017. For the second year there was a 4.99% base year rate pass through as described below. ·2017: Interim Year - An increase of 8.5% was implemented, which was comprised of a 4.99% phased in 2016 base year increase and a 3.51% CPI adjustment. This increase was implemented in conjunction with a franchise fee increase, and service enhancement (second annual On-Call Residential Bagged Pick -Up & On-Call Right-of-way Clean-up). ·2018: Interim Year - CPI increase of 4.3% CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 5 powered by Legistar™ File #:24-2999,Version:1 ·2019: Interim Year - CPI increase of 2.7% ·2020: Base Year Rate Review resulted in no increase to rates ·2021: Interim Year - CPI increase of 1.59% ·2022: Extraordinary Circumstances Year - An increase of 11.8% to implement new services for compliance with SB 1383 regulations (moved from every other week collection to weekly collection of recycling and organics, adding food waste/scraps to be placed in organics cart for composting and route monitoring for container contamination). ·2023: Interim Year - CPI increase of 5.69% 2024 Base Year Rate Review: Allied requested an increase of 32.15% in the rate application based on projected costs for existing services, and without any new or additional services. Crowe reviewed the rate application submitted by Allied for consistency with the Rate Manual, County policies, and waste management industry practices. In reviewing the audited financials submitted by Allied, Crowe worked with the company to analyze their operational costs, compared those against industry standards and determined the actual operational costs with allowable profit margins. Based on Crowe’s review, the recommended rate increase for residential and commercial customers is 22.76% in accordance with the Rate Manual. To lessen the impact of this rate increase on customers, Allied has agreed to split this rate increase over two years, starting with a 12.76% rate increase this year, effective October 1. Next year’s rate increase will be the remaining 10% (plus the allowed CPI for that year), pending an extension to the franchise agreement. Although there are no new services included with this rate increase, there are multiple factors contributing to the changes in the projected costs and revenue which drive the recommended rate adjustment. Some of these are routine factors associated with existing services. These include labor costs (increased wages and benefits), operational costs (trucking, equipment, and maintenance) and post collection processing costs (disposal, recycling, and composting). These costs have increased significantly over the past few years. Another factor contributing to this rate increase is the actual cost of the collection service changes that occurred in 2022. On January 1, 2022, The County (and all California jurisdictions) were subject to compliance with the State’s SB 1383 regulations (Short Lived Climate Pollutant Reduction Strategy). In order to comply with the new state regulations, County staff requested Republic submit an extraordinary circumstances rate application that would include new collection services. The new services included having customers start putting food waste/food scraps/food soiled paper into the organics container so it could be composted, which also required increasing the collection frequency of organics containers by going to weekly collection (previously every other week collection). Additionally, staff requested Allied include costs associated with going to weekly collection of recycling containers. Other SB 1383 regulation requirements that staff requested Allied include for compliance was route reviews involving inspection of trash, recycling and organics containers for contamination (lid flipping). To provide these new services, the Board approved an 11.8% rate increase in 2022. That rate increase was an estimation of costs associated with SB 1383 compliant services and did not require audited financials be submitted to accurately show the actual costs of trucking, labor, operations, etc. because it was not a base year. It was considered an extraordinary circumstances rate review. Crowe reviewed the rate application, relying upon information provided to Crowe without investigation. The information in their analysis was based on estimates, assumptions and other data developed by Crowe from information provided by Allied, knowledge of and participation in other studies, and other sources deemed to be reliable at the time. Allied having provided the necessary audited financials for this Base Year rate review now shows the actual costs of all the new services that were implemented two years ago. The true costs implementing SB 1383 regulation compliance are now reflected in this recommended rate increase. The 2024 Base Year rate review did also include a standardization of rates for commercial customers. For CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 5 powered by Legistar™ File #:24-2999,Version:1 decades, Allied had multiple different rate structures for commercial customers in eight of the unincorporated County communities they service. These differing rate structures were carried over from when these areas were served under multiple different franchise agreements. To remedy these discrepancies, staff requested Allied adjust this approach and consolidate the commercial rates as part of the rate review process, consistent with other County franchise areas, so each commercial customer has the same rate regardless of where the business is located. Although the 12.76% rate increase will raise the rates of all commercial customers, some customers may not see the full impact and only receive closer to 11-12% increase. In taking this rate consolidation approach, only one rate notice to commercial customers will need to be generated, rather than eight notices as was done previously. Table 1 below shows the existing residential customer monthly rates based on cart size, the change in dollar amount with the 12.76% increase, and the new monthly rate that will take effect October 1, 2024. The 32- gallon cart size is the most popular cart size for this Franchise Area. Table 1 - Residential Rates Size Current Monthly Rates Monthly Rate Increase (12.76%) New 2024 Monthly Rates (eff 10/1/24) 20-gal cart $20.72 $2.64 $23.36 32-gal cart $27.12 $3.46 $30.58 64-gal cart $40.43 $5.16 $45.59 95-gal cart $52.44 $6.69 $59.13 Table 2 below is a rate comparison table reflecting the 12.76% rate increase against other unincorporated County communities and cities. It shows the mean and median pricing for all of the jurisdictions listed, and the difference from the mean for the new residential Allied rates. Increasing the rate by 12.76%, these customers are still paying 30-40% less than the average resident around the County. CONTRA COSTA COUNTY Printed on 9/26/2024Page 4 of 5 powered by Legistar™ File #:24-2999,Version:1 Table 2 - Residential Rate Comparison Table D-1 in the attached rate review report (Exhibit A) provides a rate comparison table for the monthly cost of the four different cart sizes in surrounding jurisdictions but at the full 22.76% rate increase. Even with the full 22.76% rate increase, these customers will be paying 20-30% less than surrounding communities. CONSEQUENCE OF NEGATIVE ACTION: If the Board of Supervisors does not approve the recommended phased implementation of the 22.76% rate increase, with a 12.76% rate increase effective October 1, 2024, and a 10% rate increase next year, the collection rates would remain the same. Allied will not have the means to collect an adequate amount of revenue from the customers in the County Franchise Area to cover the company’s costs for providing collection services to said customers as required in the County’s Rate Manual and Franchise Agreement. CONTRA COSTA COUNTY Printed on 9/26/2024Page 5 of 5 powered by Legistar™ Crowe LLP Independent Member Crowe International 575 Market Street, Suite 3300 San Francisco, California 94105-5829 Tel 415.576.1100 Fax 415.576.1110 www.crowe.com August 29, 2024 Ms. Deidra Dingman Conservation Programs Manager Contra Costa County Department of Conservation and Community Development 30 Muir Road Martinez, California 94553-4601 Subject: Analysis of 2024 Base Year Rate Request by Allied Waste Systems, Inc. (a division of Republic Services, Inc.) Dear Ms. Dingman: This report provides the results of Crowe LLP’s (Crowe) analysis of the base year rate application (Application) submitted by Allied Waste Systems, Inc. (AWS, a subsidiary of Republic Services, Inc., and also referred to as Republic Services of Contra Costa County) to Contra Costa County (County). AWS provides refuse, organics, and recycling collection services in unincorporated Contra Costa County. This letter report is organized into ten (10) sections as follows: A. Purpose of Analysis B. Summary Results of Analysis C. Background of Analysis D. Goals and Objectives of Analysis E. Scope of Analysis F. History of Collection Rates G. Base Year Rate Application H. Results of Analysis I. Comparative Rate Survey J. Commercial Rate Structure Realignment. There are five (5) attachments to this report, as follows: A. Rate Application B. Adjusted SB 1383 Rate Model C. Applicable Consumer Price Index Data D. Residential and Commercial Rate Survey E. Commercial Rate Alignment Model. A. Purpose of Analysis The purpose of this analysis of the base year rate request submitted by AWS (Analysis) is to assist the County with establishing rates for refuse, recycling, and organics collection services. We conducted this Analysis in accordance with the County’s Rate Setting Process and Methodology Manual for Residential Solid Waste Charges (Manual), dated July 2019. In the course of preparing this Analysis, we have not conducted an audit, review, or compilation of any financial or supplemental data used in the accompanying Analysis. We have made certain projections Ms. Deidra Dingman Page 2 August 29, 2024 which may vary from actual results because events and circumstances frequently do not occur as expected and such variances may be material. We have no responsibility to update this Analysis for events or circumstances occurring after the date above. Our procedures and work product are intended for the benefit and use of the County. This engagement was not planned or conducted in contemplation of reliance by any other party or with respect to any specific transaction and is not intended to benefit or influence any other party. Therefore, items of possible interest to a third party may not be specifically addressed or matters may exist that could be assessed differently by a third party. This Analysis is substantially different from an audit, examination, or review in accordance with Generally Accepted Auditing Standards, the objective of which is to express an opinion regarding AWS financial statements. Accordingly, we do not express such an opinion. Crowe’s services and work product were performed in accordance with the Standards for Consulting Services established by the American Institute of Certified Public Accountants (“AICPA”) and do not constitute an audit, examination, or review in accordance with standards established by the AICPA. In the preparation of this Analysis, Crowe relied upon the information provided to Crowe without verification or investigation. The information in this Analysis is based on estimates, assumptions and other data developed by Crowe from information provided by AWS, knowledge of and participation in other studies, data supplied by the County, and other sources deemed to be reliable. Crowe worked at the direction of the County in providing our services and preparing this Analysis. The County determined and approved the scope included within Crowe’s work. The County will review this report and will determine to accept this Analysis and how to implement the results of Crowe’s services. The consulting services did not contemplate obtaining the understanding of AWS internal controls or assessing control risks, tests of accounting records and responses to inquiries by obtaining corroborating evidential matter, and certain other procedures ordinarily performed during an audit, examination, or review. Thus, this engagement was not intended to provide assurance that we would become aware of significant matters that would be disclosed in an audit, examination, or review. The County agreed to be responsible to make all management decisions and perform all management functions; designate an individual who possesses suitable skill, knowledge, and/or experience, preferably within senior management to oversee these services; evaluated the adequacy and results of the services performed; and accepted responsibility for the results of the services. Crowe’s fees are not dependent upon the outcome of this report and Crowe is independent with respect to any other economic interests. B. Summary In its Application, AWS requested a rate increase of 32.15 percent. Based on the analysis of the Application, and applying the methodology contained in the Manual, we calculated a rate increase of 22.76 percent for 2024. The calculated rate increase would provide AWS with the target profit level allowed by the Manual for 2024. Table 1 below shows the rate increase for typical residential customer service levels. For residential customers, this rate increase ranges between $4.72 and $11.94 per customer, per month, depending on the residential service level. Tables 2a through 2f show the calculated rate increases for typical commercial customers, depending on the commercial service level, by service area. For this base year, the County and AWS worked to align rates by commercial rate category to remove variability between County service areas. The support for this realignment is provided in Section J and Attachment E of this report. Ms. Deidra Dingman Page 3 August 29, 2024 Table 1 Allied Waste Systems, Inc. 2025 Residential Rates, by Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change 20 Gallon $20.72 $25.44 $4.72 32 Gallon $27.12 $33.29 $6.17 64 Gallon $40.43 $49.63 $9.20 96 Gallon $52.44 $64.38 $11.94 Table 2a Allied Waste Systems, Inc. 2025 Alhambra Valley Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $187.43 $238.02 $50.59 27% 2 yd. 1x per week $288.65 $332.72 $44.07 15% Table 2b Allied Waste Systems, Inc. 2025 Bay Point Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $207.81 $238.02 $30.21 15% 2 yd. 1x per week $269.79 $332.72 $62.92 23% Table 2c Allied Waste Systems, Inc. 2025 Clyde/Central Sanitary Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $194.65 $238.02 $43.37 22% 2 yd. 1x per week $264.92 $332.72 $67.80 26% Table 2d Allied Waste Systems, Inc. 2025 Concord Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $187.43 $238.02 $50.59 27% 2 yd. 1x per week $288.63 $332.72 $44.09 15% Ms. Deidra Dingman Page 4 August 29, 2024 Table 2e Allied Waste Systems, Inc. 2025 Morgan Territory Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $187.43 $238.02 $50.59 27% 2 yd. 1x per week $288.63 $332.72 $44.09 15% Table 2f Allied Waste Systems, Inc. 2025 Pacheco Commercial Rates, by Selected Service Level (Per Customer, Per Month) Service Level 2024 Rate 2025 Rate Rate Change % Change 1 yd. 1x per week $194.65 $238.02 $43.37 22% 2 yd. 1x per week $264.92 $332.72 $67.80 26% C. Background of Analysis On February 1, 2024, AWS submitted a base year rate application to the County for 2024. AWS operates under an exclusive franchise with the County to collect, and remove for disposal and recycling, residential, commercial, and light industrial solid waste, recyclable materials, and green waste (organics). On August 1, 1995, the County signed a twenty (20) year franchise agreement with Pleasant Hill Bayshore Disposal (PHBD), a predecessor company to AWS. The County then approved an assignment of this franchise agreement from PHBD to Allied Waste Industries, Inc. (now a Republic Services company) on February 2, 1999. The Franchise Agreement extended for twenty (20) years through July 31, 2015. On July 21, 2015, the County approved the First Amendment to the Franchise Agreement which extended the franchise term another ten (10) years through July 31, 2025. The AWS franchise includes the following ten (10) service areas in unincorporated Contra Costa County (Exhibit 1 on the following page shows locations of these service areas): 1. Alhambra Valley 2. Canyon 3. Antioch – Unincorporated areas 4. Morgan Territory 5. Concord – Unincorporated areas 6. Clayton – Unincorporated areas 7. Pleasant Hill – Unincorporated areas 8. Martinez Unincorporated/Pacheco/Vine Hill 9. Bay Point, Eastern 10. Cummings Skyway. Ms. Deidra Dingman Page 5 August 29, 2024 Exhibit 1 Unincorporated Contra Costa County Map of Allied Waste Systems, Inc. Service Areas AWS consolidates refuse collected from unincorporated County areas at the Contra Costa Transfer & Recovery Station in Martinez, California (CCTRS) and transports refuse to Keller Canyon Landfill (located in unincorporated Contra Costa County) for disposal. Recyclables are long-hauled to the Newby Island Recyclery in San Jose, which is owned by Republic Services. Organics are hauled to the Golden Bear Transfer Station in Richmond, which is owned by Republic Services. D. Goals and Objectives of Analysis On July 9, 2019, the City adopted the Rate Setting Process and Methodology Manual for Solid Waste Collection Charges (Manual). The Manual specifies that the primary goal of the rate setting process and methodology is to determine fair and equitable refuse collection charges that provide a reasonable profit level to AWS. Fairness is demonstrated through an evaluation of AWS’s actual revenues and expenses. Charges also must be justifiable and reasonable. Every four (4) years, during base years, the hauler submits a Base Year Rate Application. This document is evaluated to determine whether a rate change is necessary. Interim years follow a more streamlined process. Interim years occur during each of the three (3) years between base years when the hauler submits an Interim Year Rate Change Application. In interim years, rates are adjusted based on a formula that adds (1) the prior change in the San Francisco-Oakland- Hayward Consumer Price Index (CPI), All Items, for All Urban Consumers to all costs other than tipping fees plus (2) separately projected changes in tipping fees. The CPI is published by the U.S. Department of Labor, Bureau of Labor Statistics. As specified in the Manual, base year analyses involve an assessment of revenues and costs, including actual costs, estimated costs (based on year-to-date results), and projection year costs (entirely projected based on assumptions about revenue and cost escalation). During base year studies, County rates are Ms. Deidra Dingman Page 6 August 29, 2024 established to cover a revenue requirement (which includes allowable costs, a specific regulated profit level, and pass-through costs). Rate setting is prospective. The County sets rates in advance of when actual results occur. The County must therefore base rates on well documented and supported projections. The County and AWS have no formal, or conceptual, balancing account whereby projected revenues and costs are subsequently “balanced” with actual revenues and costs. Once base year results are approved by the Board, the County does not examine actual AWS financial results until the next base year, or four years later. The County uses the Operating Ratio1 (OR) method to project the profit level allowed to AWS in a base year. To set the base year OR, the County assesses trends in prior, current, and projected revenues, costs, and profits. The actual OR received by AWS in a base year, and in subsequent interim years, is not trued up to actual results. E. Scope of Analysis The scope of work for this project is based on the Manual’s requirements for a base year rate analysis. As part of this Analysis, we performed the following activities: • Assessed actual and projected revenue requirements • Assessed actual and projected revenues • Assessed and verify the operating ratio • Compared year-to-year changes in revenues and costs with the change in Consumer Price Index (CPI) • Assessed transactions with affiliates • Assessed operating and performance data • Determined components of the requested change in rates • Identified adjustments to the rate application • Determined the impact of the adjustments on the requested change in rates (if applicable). • Conducted a survey of rates in other neighboring communities. Crowe submitted formal request to AWS on May 6 and June 7, 2024 and received final responses during mid-June 2024. F. History of Collection Rates Over the 26 years since the County implemented the Manual (1998 to 2023), County rate increases (shown in Table 3) averaged approximately 2.82 percent on a compounded basis (including rate increases for new programs). During this same timeframe the applicable CPI increased by approximately 2.88 percent on a compounded basis. 1 The operating ratio is a profit term defined as a company's operating expenses as a percentage of revenue. Ms. Deidra Dingman Page 7 August 29, 2024 Table 3 Unincorporated Contra Costa County Historical Allied Waste Service Residential Refuse Collection Rate Changes (1998 to 2023) Year Percent Change in Rate 1998 + 2.5 to 14.5 percent depending on the service level (base year) 2001 + 3.3 percent (interim year) 2003 - 5.0 percent (base year) 2004 + 2.6 percent (interim year) 2005 +1.7 percent (interim year) 2006 + 3.3 percent (interim year) 2007 +5.5 percent (interim year) 2008 0.0 percent (base year) 2009 New variable rate structure (interim year) 2010 to 2015 No rate changes 2016 +15.0 percent (base year) 2017 +15.05 percent (interim year)2 2018 +3.0 percent (interim year) 2019 +4.27 percent (interim year) 2020 No rate change (base year) 2021 +1.59 percent (interim year) 2022 +11.80 percent (interim year plus SB 1383) 2023 +5.69 percent (interim year) G. Base Year Rate Application The County received AWS’s Base Year Rate Change Application (Application) on February 1, 2024. A copy of the Application is provided in Attachment A, at the end of this report. AWS used year-to-date information to estimate 2023 financial results. Year 2024 results were entirely projected in the Application. AWS requested a 32.15 percent rate increase effective for 2024. This request corresponds to a $8.72 per customer, per month, increase in the 32-gallon residential rate, the most common service level in this County franchise area. 2 The 2016 base year rate increase recommendation was 28.8%, which provided funding for nine new/enhanced services requested by the County. This increase was implemented over two years as a 15% increase in 2016 and a 12% increase in 2017. The additional 3.05% increase in 2017 was a CPI increase for interim year 2017. Ms. Deidra Dingman Page 8 August 29, 2024 H. Results of Analysis This section provides detailed findings from Crowe’s analysis of AWS’s Application. Crowe analyzed the Application for consistency with the Manual, County policies, and waste management industry practices. We identify the impact of each our adjustments in terms of a dollar value increase or a decrease for each revenue and cost category shown in the Application. Our adjusted rate model is provided in Attachment B. Revenue Requirement The revenue requirement is the amount of revenue that AWS needs to collect, through rates charged to customers, to cover the costs of providing the service, plus a reasonable financial return. Increasing the revenue requirement results in an increase in rates and decreasing the revenue requirement results in a decrease in rates. The revenue requirement is equal to the sum of the following: • Total allowable costs • Allowable operating profits • Total pass through costs. AWS’s requested County revenue requirement, as submitted in the Application, was $5,886,942. This figure is shown on line 30 of the Application in Attachment A. Our analysis of the Application resulted in an overall decrease of $391,021 to AWS’s requested revenue requirement resulting in an adjusted 2024 revenue requirement of $5,495,921, as shown in Table 3. Table 3 Allied Waste Service, Inc. Adjusted 2024 Revenue Requirement Revenue Requirement Component Projected 2024 Crowe Adjustments Adjusted 2024 Total Allowable Costs $3,915,572 $(200,776) $3,714,796 Allowable Operating Profits 391,557 21,198 412,755 Total Pass Through Costs 1,579,812 (211,443) 1,368,369 Total Revenue Requirement $5,886,942 $(391,021) $5,495,921 Revenues Residential Revenues AWS projected a 2.8 percent increase in residential revenues between 2023 and 2024. We adjusted AWS’s projected 2024 allowance for uncollectible revenues from $8,221 to $0 based on the expectation that the bad debt is reflected within AWS’s G&A expenses. • Net Impact: $8,221 increase in projected 2024 residential revenues. Commercial and Light Industrial Revenues AWS projected a 2.8 percent increase in commercial and light industrial revenues between 2023 and 2024. We adjusted AWS’s projected 2024 allowance for uncollectible revenues from $14,163 to $0 based on the expectation that the bad debt is reflected within AWS’s G&A expenses. • Net Impact: $14,163 increase in projected 2024 commercial and light industrial revenues. Ms. Deidra Dingman Page 9 August 29, 2024 Recycling Revenues In the Application, AWS projected $0 in recycling revenues for 2024. Due to the fact that existing recycling revenues are netted from recycled material processing costs (resulting in an overall net cost which is captured in the tipping fee portion of the analysis), Crowe did not adjust AWS’s projected recycling revenues for 2024. • Net Impact: None. Allowable Costs In its Application, AWS generally projected its 2024 allowable costs by accounting for the following factor: 1. CPI Escalation: AWS utilized the CPI for the San Francisco-Oakland-San Jose area (all items, all urban consumers) from August 2022 to August 2023. The CPI change from August 2022 to August 2023 was 3.41 percent (340.094 – 328.871)/ 328.871). In the remainder of this subsection, we identify and explain our adjustments to AWS’s 2024 projected costs. Direct Labor AWS’s projected 2024 direct labor costs totaled $1,528,077, which reflects: • Increases in wage and benefit rates required by union labor agreements (e.g., 4 percent escalation year over year). • Increases in driver costs required to serve the County resulting from a combination of requirement to pay guaranteed hours (i.e., 8 hours per day x 40 hours per week) for each driver even if the route takes less than 8 hours, reassignment work provisions (requiring time and one-half pay for employees reassigned to cover open routes), and additional pooled drivers. All of these labor cost increases have been necessitated by AWS in an effort to target higher quality delivery of services (e.g., less missed routes). • Net Impact: No change in projected 2024 direct labor costs. Tipping Fees (Profit Allowed) AWS’s projected 2024 tipping fees (profit allowed) costs totaled $658,582, which is based on: • Actual 2022 MSW (municipal solid waste), green waste, and recycling tonnage • Estimated 2023 MSW, green waste, recycling tonnages • Projected 2024 increase to 2023 recycling tonnage of 28 percent. • Projected 2024 increase to 2023 organics tonnage of 46 percent. Tipping fees charged to County ratepayers reflect costs of operating the CCTRS and the costs of disposal at the Keller Canyon Landfill. According to the Manual, tipping fees are allowed with a profit and capped at $43.08 per ton. Amounts above $43.08 per ton are treated as a pass-through expense. We adjusted AWS’s projected 2024 tipping fee (profit allowed) costs by adjusting the Application’s recycling and organics tonnage projections. We assumed that projected reductions in 2024 MSW tonnage from 2023 levels (380.66 tons) would be offset by an equal overall increase in tonnage for recycling (178.88 tons) and organics (201.79 tons) as customers shift use of the MSW containers for materials that can be put in recycling/organics containers. This resulted in a combined reduction in 2024 total tonnage (MSW plus recycling plus organics) of 1,525.23 tons from that projected in the Application. • Net Impact: $65,707 decrease in projected 2024 tipping fees (profit allowed) costs. Ms. Deidra Dingman Page 10 August 29, 2024 Corporate and Local General and Administrative Costs AWS’s projected 2024 corporate and local general and administrative (G&A) costs totaled $656,606, which reflects: • A 3.41 percent increase to its 2023 estimated G&A costs of $634,955, equating to $656,606. We reduced AWS’s projected 2024 corporate and local general and administrative costs based on averaging two years of general and administrative costs for 2022 ($494,681) and 2023 ($634,955) and escalating this two-year average by the prior change in CPI (3.41%). This is based on our understanding that in 2023 there were some one-time larger than typical legal expenses. • Net Impact: $72,528 decrease in projected 2024 corporate and local G&A costs. Trucking and Equipment Costs AWS’s projected 2022 trucking and equipment costs totaled $664,542, which reflects: • A 3.41 percent increase to its 2023 estimated trucking and equipment costs of $642,628, equating to $664,542. Crowe obtained AWS documentation to support its projected fuel and maintenance costs. We adjusted AWS’s trucking and equipment costs by averaging the last two years (2022 and 2023) of parts and materials, repair, towing, shop labor, tires, oil/lubricants, and licenses. This is based on some larger than typical costs over the past year associated with supplier limitations and delays in receiving trucks and parts (post Covid). • Net Impact: $62,541 decrease in projected 2024 trucking and equipment costs. Depreciation and Other Operating Costs AWS’s projected 2022 depreciation and other operating costs totaled $392,031, which reflects: • A 3.41 percent increase to its 2023 estimated costs of depreciation and other operating costs of $379,103 equating to $392,031. • Net Impact: No change in projected 2024 depreciation and other operating costs. Pass Through Costs Tipping Fees (Pass-Through) AWS’s projected 2024 tipping fees (pass-through) costs totaled $1,167,726, which reflects: • Projected total MSW disposal and recycling processing costs ($113.54 per ton) less tipping fees (profit allowed) costs ($43.08 per ton), plus • Projected total recyclables processing costs ($134.99 per ton) less tipping fees (profit allowed) costs ($43.08 per ton). • Projected total organics processing costs ($138.75 per ton) less tipping fees (profit allowed) costs ($43.08 per ton). We made the following adjustments (some of which are referenced in the discussion of tonnage in the Tipping Fees (Profit Allowed) section above: • Projected total recyclables processing costs ($117.35 per ton) less tipping fees (profit allowed) costs ($43.08 per ton) and 2,557.33 tons of recyclables versus 3,038.98 tons in the Application. Ms. Deidra Dingman Page 11 August 29, 2024 • Projected total organics processing costs ($115.00 per ton) less tipping fees (profit allowed) costs ($43.08 per ton) and 2,884.86 tons of recyclables versus 3,928.44 tons in the Application. • Net Impact: $184,071 decrease in projected 2024 tipping fees (pass through) costs. Franchise Fees The County franchise agreement with AWS specifies that the County can establish an amount equal to “a percentage of Contractor’s [AWS’s] Gross Annual Revenues” with the “amount, time and frequency of payment of such fees established by the County.” The franchise fee paid by AWS to the County is currently equal to seven (7) percent of gross revenues. Gross revenues include all residential, commercial, and light industrial refuse and recycling revenue. Franchise fees are a pass-through expense, which do not earn profit. We adjusted AWS’s projected 2024 franchise fees from $412,086 to $384,714 based on our adjustments to AWS’s projected 2024 total costs noted above. • Net Impact: $27,371 decrease in projected 2024 franchise fees. Allowable Operating Profit AWS’s projected 2024 allowable operating profit totaled $391,557, which reflects: • An 90 percent operating ratio, and • Projected $3,915,572 total allowable costs. The Manual specifies AWS’s projected operating ratio should fall between 88 percent and 92 percent. In accordance with the Manual, we used a projected operating ratio of 90 percent to rebase the projected allowable profit. The company also calculated the operating profit incorrectly by using a 10% profit figure applied to allowable costs which is as shown in the Projected 2024 column in the table below. This resulted in a net increase to AWS’s projected 2024 operating profit from $391,557 to $412,755 based on our adjustment to AWS’s projected 2024 total allowable costs (from $3,915,752 to $3,714,796) and use of the correct operating ratio calculation, shown in Table 4. • Net Impact: $21,198 increase in projected 2024 allowable operating profit. Table 4 Allowable Operating Profit Calculation Description Projected 2024 Crowe Adjustment Adjusted 2024 Total Allowable Costs (line 7) $3,915,572 $(200,776) $3,714,796 Operating Ratio (line 8) 90.0% 0% 90.0% Total Allowable Costs / Operating Ratio 4,127,551 Less Total Allowable Costs (line 7) 3,714,796 Equals Total Allowable Operating Profit $391,557 3 $21,198 $412,755 3 Incorrectly calculated by multiplying (100%-90% x $3,915,572). Ms. Deidra Dingman Page 12 August 29, 2024 With the company’s profit level rebased, and the overall adjustments detailed within this subsection, we calculate a rate increase of 22.76 percent. This is shown in the Adjusted Base Year 2024 column of Attachment B. I. Comparative Rate Survey Attachment D provides results of a survey of rates of neighboring jurisdictions. Attachment D-1 provides the comparison of residential rates with 29 jurisdictions. This shows that for all service levels, with the calculated rate increase of 22.76 percent, unincorporated residential County rates are between 23 and 33 below the average. Attachment D-2 provides the comparison of selected commercial rates with 27 jurisdictions. This shows that for all service levels, with the calculated rate increase of 22.76 percent, selected unincorporated County commercial rates are 2 percent above average for the 2 yard bin collected once weekly and between 6 and 23 below the average of the three other service levels surveyed. J. Commercial Rate Structure Realignment The County requested that AWS provide a proposal to realign the commercial rates in order to remove the variability in rates charged for similar services between unincorporated County areas. The commercial rate realignment model is provided in Attachment E. This model shows each service commercial service level and the current rate for that service level by County location. As an example, for the 2 yard bin collected once weekly, the current rates charged by AWS (shown in column A) include $264.92, $269.79, $288.63, and $288.65 per month depending on the unincorporated County area. In column G, the model provides the proposed monthly rates, with a 22.76 percent rate increase, derived based on a weighted average of all rates charged. For the example of the 2 yard bin, collected once weekly, the proposed new rate for all unincorporated County areas would be $332.72 per month. The model also shows that the projected revenue (shown in column H) at the proposed combined rate generates the equivalent revenue as would be generated at the existing rate (shown in column E). * * * * * If you have any questions regarding this Analysis, or any of the contents of this letter report, please do not hesitate to contact Erik Nylund at (415) 230-4963. Very truly yours, Crowe LLP Ms. Deidra Dingman Page 13 August 29, 2024 Attachment A: 2024 Base Year Rate Application Ms. Deidra Dingman Page 14 August 29, 2024 Attachment A includes the 2024 (Application) submitted by AWS to the County. In the Application, AWS proposed to increase unincorporated County collection rates by 32.15 percent in 2024. The Application included the following forms: • Financial information • Revenue summary • Single family residential revenues summary (including current rates and accounts) • Operating information • Rate change requested (including current and proposed rates). Ms. Deidra Dingman Page 15 August 29, 2024 Financial Information Projected Current Year Base Year Year 1 Year 2 Year 3 Year 4 Year 5 2020 2021 2022 2023 2024 16.44%16.69%18.04%3.41% 1.Direct Labor (includes Op, Office & Admin Staff)921,359 1,072,795 1,251,817 1,477,688 1,528,077 2.Tipping Fees (Profit Allowed) 502,240 520,683 551,111 592,875 658,582 3.Corporate, Local General and Administrative Costs 300,256 344,519 494,681 634,955 656,606 4.Trucking and Equipment 362,799 404,683 534,573 642,628 664,542 5.Depreciation and Other Operating Costs 345,352 310,855 356,696 379,103 392,031 6.Services Provided to City 13,670 13,887 14,396 15,215 15,734 7.Total Allowable Costs (Lines 1+2+3+4+5+6)2,445,676 2,667,423 3,203,274 3,742,464 3,915,572 8.Operating Ratio 95.9%96.8%104.5%114.3%90.0% 9.Allowable Operating Profit [(Line 7 / Line 8) - Line 7]99,643 84,511 (144,974) (535,515) 391,557 10.Administrative Fee - - 34,000 - - 11.Tipping Fees (Pass Through)605,835 641,841 739,862 939,942 1,167,726 12.Total Pass Through costs (without Franchise Fees) (Lines 10+11)605,835 641,841 773,862 939,942 1,167,726 Section IV - Revenue Requirement without Franchise Fees 13.Total Allowable Costs (Line 7) plus Allowable Operating Profit (Line 9) plus Total Pass Through Costs (without Franchise Fees) (Line 12)3,151,155 3,393,775 3,832,162 4,146,891 5,474,856 14.Residential Revenue 1,644,284 15. Less Allowance for Uncollectible Residential Accounts 8,221 16.Total Residential Revenue (without Rate Change in Base Year)1,261,720 1,391,128 1,482,416 1,599,276 1,636,063 17.Commercial and Light Industrial Revenue 2,832,687 18.Less Allowance for Uncollectible Commercial and Light Industrial Accounts 14,163 19.Total Commercial/Light Industrial Revenue (without Rate Change in Base Year)2,153,272 2,282,161 2,588,765 2,755,264 2,818,524 20.Recycled Material Sales - - - - - 21.Total Revenue (Lines 16+19+20)3,414,992 3,673,288 4,071,181 4,354,540 4,454,586 22.Net Shortfall (Surplus) without Franchise Fees (Line 13 - Line 21)1,020,270 23.Residential/Commercial/Light Industrial Franchise Fees (see calculation below)224,345 247,645 278,298 295,233 412,086 24.Net Shortfall (Surplus) with Franchise Fees (Line 22 + 23)1,432,356 25.Total Residential/Commercial/Light Industrial Revenue Prior to Rate Change (Lines 16 +19)4,454,586 26.Percent Change in Existing Residential/Commercial/Light Industrial Rates (Line 24 / Line 25)32.15% Equation 1) Line 13 X .10 = X 2024 27.Total Allowable Costs (Line 7)3,915,572 Equation 2) Line 13 + X 28.Allowable Operating Profits (Line 9)391,557 X = (Line 13 x 0.10) / 0.90 412,086 29.Total Pass Through Costs (with Franchise Fees) (Line12+23)1,579,812 30.2022 Revenue Requirement (Lines 27+28+29)5,886,942 Franchise Fee Rate 7.00% Actual Section 1 - Allowable Costs Section II - Allowable Operating Profit Section III - Pass Through Costs without Franchise Fees Historical Years Section VII - Percent Change in Rates Franchise Fee Calculation Summary Revenue Requirement Section V - Revenue without Rate Change in Base Year Section VI - Net Shortfall (Surplus) Ms. Deidra Dingman Page 16 August 29, 2024 Cost Summary for Year 2022 Non-CCCSWA Audited and Non-CCCSWA AWSCCC Allocation Description of Cost County County Areas Financial Bases(s) Labor - Regular (Includes Benefits & Taxes)1,251,817 13,220,463 18,317,907 32,790,187 Labor Hours Labor - Overtime (Includes Benefits & Taxes)Labor Hours Benefits Labor Hours Payroll Taxes Labor Hours 31.Total Direct Labor 1,251,817 13,220,463 18,317,907 32,790,187 Labor Hours 32.Total Tipping Fees (Profit Allowed) 551,111 13,792,240 12,036,858 26,380,209 Tonnage Accounting 494,681 5,641,816 7,767,109 13,903,606 Tonnage Computer Services Tonnage Dues and Subscriptions Tonnage Insurance Tonnage Laundry Tonnage Legal Tonnage Management Fees (Corporate/Region OH)Tonnage Miscellaneous and Other Tonnage Non-Deductible Tonnage Office Expense Tonnage Operating Supplies Tonnage Outside Services Tonnage Public Relations and Promotion Tonnage Taxes and Licenses Tonnage Telephone Tonnage Travel Tonnage Utilities Tonnage 33.Total Corporate and Local G&A Costs 494,681 5,641,816 7,767,109 13,903,606 Tonnage Equipment Rental Tonnage Gas & Oil Tonnage Insurance Tonnage Parts Tonnage Repair and Maintenance Tonnage Tires Tonnage Other 534,573 6,517,199 8,925,595 15,977,367 Tonnage 34.Total Trucking and Equipment 534,573 6,517,199 8,925,595 15,977,367 Tonnage Depreciation - Buildings Tonnage Depreciation - Vehicles Tonnage Depreciation - Containers Tonnage Other Operating Costs 606,621 5,789,989 8,631,331 15,027,941 Tonnage 35.Total Depreciation and Other Operating Costs 606,621 5,789,989 8,631,331 15,027,941 Tonnage 36.Total Services Provided to City 13,670 - - 13,670 Direct 37.Total Allowable Costs (Lines 31+32+33+34+35+36)3,452,474 44,961,707 55,678,800 104,092,980 N/A 38.Total City Administrative Fee 34,000 34,000 Direct 39.Total Tipping Fees (Pass Through)739,862 739,862 Direct 40.Total Residential/Commercial/Light Industrial Franchise Fees 278,298 7,330,029 15,255,947 22,864,274 Direct 41.Total Pass Through Costs (Lines 38+39+40)1,052,160 7,330,029 15,255,947 23,638,136 N/A 42.Total Costs (Lines 37 + 41)4,504,633 52,291,736 70,934,747 127,731,116 N/A Section VIII - Base Year Cost Allocation Ms. Deidra Dingman Page 17 August 29, 2024 Revenue Summary Projected Current Year Base Year Year 1 Year 2 Year 3 Year 4 Year 5 2020 2021 2022 2023 2024 Single Family Residential Service 43.Single Family Residential Revenue (Base Year from Page 4 of 6)1,261,720 1,391,128 1,482,416 1,599,276 1,644,284 Multiunit Residential Service (all contained within the Single Family Service) 44.Number of Accounts 45.Multi-unit Residential Revenue 46.Residential Revenue (w/o Allowance for Uncollectible Accounts)(Line 43+45)1,261,720 1,391,128 1,482,416 1,599,276 1,644,284 47.Allowance for Uncollectible Accounts 26,496 29,214 31,131 33,585 34,530 48.Total Residential Revenue (Line 46 + Line 47)1,235,224 1,361,914 1,451,285 1,565,691 1,609,754 Commercial and Light Industrial Can Service 49.Number of Accounts 104 103 320 338 338 50.Commercial and Light Industrial Can Revenues 475,339 489,648 489,946 554,084 554,084 Commercial and Light Industrial Bin Service 51.Number of Accounts 180 176 162 164 164 52.Commercial and Light Industrial Bin Revenues 1,677,933 1,290,617 1,565,381 1,687,155 1,687,155 Commercial and Light Industrial Drop Box Service 53.Number of Accounts 35 42 42 47 47 54.Commercial and Light Industrial Drop Box Service 434,698 501,896 533,438 514,025 514,025 55.Commercial and Light Industrial Revenue (w/o Allowance for Uncollectible Accounts) (Lines 50+52+54)2,587,970 2,282,161 2,588,765 2,755,264 2,755,264 56.Allowance for Uncollectible Commercial and Light Industrial Accounts 12,940 11,411 12,944 13,776 13,776 57.Total Commercial and Light Industrial Revenue (Line 55 + Line 56)2,575,030 2,270,750 2,575,821 2,741,488 2,741,488 58.Recycled Material Sales - - - - - 59.Total Revenue (Lines 48+ 57+58)3,810,254 3,632,664 4,027,106 4,307,179 4,351,242 Section IX - Revenue Actual Historical Years Ms. Deidra Dingman Page 18 August 29, 2024 Single Family Residential Summary Projected Base Year 2024 Single Family Residential Revenue (without Rate Change in Base Year) Current Projected x Size x x Contract x x x x x Rate/Month x Accounts x Total 20 GALLON CART B 18 ALHAMBRA VALLEY R20 20.71$ 37 9,195.24$ 20 GALLON CART D 2 BAY POINT R20 20.71$ 193 47,964.36$ 20 GALLON CART H 14 CENTRAL SANITARY R20 20.71$ 22 5,467.44$ 20 GALLON CART J 3 CONCORD R20 20.71$ 2 497.04$ 20 GALLON CART M 19 MORGAN TERRITORY R20 20.71$ 11 2,733.72$ 20 GALLON CART O 5 PACHECO R20 20.71$ 119 29,573.88$ 20 GALLON CART PLEASANT HILL UNINCORPORATED R20 20.71$ 8 1,988.16$ Subtotal 392 97,419.84$ 32 GALLON CART ALHAMBRA VALLEY R32 27.12$ 111 36,123.84$ 32 GALLON CART BAY POINT R32 27.12$ 668 217,393.92$ 32 GALLON CART CANYON R32 33.10$ 41 16,285.20$ 32 GALLON CART CENTRAL SANITARY R32 27.12$ 86 27,987.84$ 32 GALLON CART CONCORD R32 27.12$ 7 2,278.08$ 32 GALLON CART MORGAN TERRITORY R32 27.12$ 48 15,621.12$ 32 GALLON CART PACHECO R32 27.12$ 290 94,377.60$ 32 GALLON CART PLEASANT HILL UNINCORPORATED R32 27.12$ 18 5,857.92$ 32 GALLON CART / EXTRA YARDWASTE CART ALHAMBRA VALLEY R67 35.65$ 1 427.80$ Subtotal 1,270 416,353.32$ 2 - 32 GALLON CARTS / 4 EXTRA YARD WASTE CARTS ALHAMBRA VALLEY R57 52.71$ 1 632.52$ Subtotal 1 632.52$ 3 - 32 GALLON CARTS ALHAMBRA VALLEY 57.52$ - -$ Subtotal - -$ 64 GALLON CART ALHAMBRA VALLEY R64 40.42$ 107 51,899.28$ 64 GALLON CART BAY POINT R64 40.42$ 679 329,342.16$ 64 GALLON CART CANYON R64 38.51$ 8 3,696.96$ 64 GALLON CART CENTRAL SANITARY R64 40.42$ 91 44,138.64$ 64 GALLON CART CONCORD R64 40.42$ 12 5,820.48$ 64 GALLON CART MORGAN TERRITORY R64 40.42$ 77 37,348.08$ 64 GALLON CART PACHECO R64 40.42$ 241 116,894.64$ 64 GALLON CART PLEASANT HILL UNINCORPORATED R64 40.42$ 23 11,155.92$ Subtotal 1,238 600,296.16$ 2-64 GALLON CARTS ALHAMBRA VALLEY R60 68.91$ 3 2,480.76$ 2-64 GALLON CARTS MORGAN TERRITORY R56 68.91$ 2 1,653.84$ 1 ADDITIONAL 64 GAL TRASH CART CONCORD Z64 28.49$ 2 683.76$ Subtotal 7 4,818.36$ 96 GALLON CART ALHAMBRA VALLEY R96 52.44$ 54 33,981.12$ 96 GALLON CART BAY POINT R96 52.44$ 448 281,917.44$ 96 GALLON CART CANYON R96 43.92$ 1 527.04$ 96 GALLON CART CENTRAL SANITARY R96 52.44$ 51 32,093.28$ 96 GALLON CART CONCORD R96 52.44$ 15 9,439.20$ 96 GALLON CART MORGAN TERRITORY R96 52.44$ 71 44,678.88$ 96 GALLON CART PACHECO R96 52.44$ 82 51,600.96$ 96 GALLON CART PLEASANT HILL UNINCORPORATED R96 52.44$ 13 8,180.64$ Subtotal 735 462,418.56$ Section X - Single Family Residential Revenue Ms. Deidra Dingman Page 19 August 29, 2024 Single Family Residential Summary Projected Base Year 2024 Single Family Residential Revenue (without Rate Change in Base Year) Current Projected x Size x x Contract x x x x x Rate/Month x Accounts x Total 96 GALLON CART / EXTRA YARDWASTE CART ALHAMBRA VALLEY R56 60.97$ 1 731.64$ 96 GALLON CART / EXTRA YARDWASTE CART MORGAN TERRITORY R55 60.97$ 2 1,463.28$ Subtotal 3 2,194.92$ 96 GALLON CART / EXTRA RECYCLING CART ALHAMBRA VALLEY R68 55.83$ 1 669.96$ Subtotal 1 669.96$ 2-96 GALLON CARTS ALHAMBRA VALLEY R61 92.96$ 8 8,924.16$ 2-96 GALLON CARTS BAY POINT 92.96$ -$ 2-96 GALLON CARTS CENTRAL SANITARY 92.96$ -$ 2-96 GALLON CARTS CONCORD 92.96$ -$ 2-96 GALLON CARTS MORGAN TERRITORY R57 92.96$ 3 3,346.56$ 2-96 GALLON CARTS PACHECO 92.96$ -$ 1 ADDITIONAL 96 GAL CART BAY POINT Z96 40.52$ 2.00 972.48$ 1 ADDITIONAL 96 GAL CART CENTRAL SANITARY ZAM 52.44$ 23.00 14,473.44$ 1 ADDITIONAL 96 GAL TRASH CART CONCORD Z96 26.52$ 3 954.72$ 2-96 GALLON CARTS / EXTRA RECYCLING MORGAN TERRITORY R58 96.34$ 5 5,780.40$ 2-96 GALLON CARTS / EXTRA RECYCLING / EXTRA YARD CENTRAL SANITARY -$ Subtotal 44 34,451.76$ 3-96 GALLON CARTS BAY POINT -$ 3-96 GALLON CARTS MORGAN TERRITORY R68 157.32$ 1 1,887.84$ 3-96 GALLON CARTS / 2 EXTRA RECYCLING 2 EXTRA YARCONCORD -$ Subtotal 1 1,887.84$ 4-96 GALLON CARTS BAY POINT -$ 4-96 GALLON CARTS MORGAN TERRITORY -$ Subtotal - -$ EXTRA YARDWASTE CARTS ALHAMBRA VALLEY ZAY 8.53$ 42 4,299.12$ EXTRA YARDWASTE CARTS BAY POINT ZAY 8.53$ 10 1,023.60$ EXTRA YARDWASTE CARTS CENTRAL SANITARY ZAY 8.53$ 3 307.08$ EXTRA YARDWASTE CARTS CONCORD ZAY 8.53$ 12 1,228.32$ EXTRA YARDWASTE CARTS PACHECO ZAY 8.53$ 4 409.44$ EXTRA YARDWASTE CARTS MORGAN TERRITORY ZAY 8.53$ 11 1,125.96$ EXTRA YARDWASTE CARTS PLEASANT HILL UNINCORPORATED ZAY 8.53$ 1 102.36$ Subtotal 83 8,495.88$ EXTRA RECYCLING CARTS ALHAMBRA VALLEY ZAR 3.39$ 303 12,326.04$ EXTRA RECYCLING CARTS BAY POINT ZAR 3.39$ 26 1,057.68$ EXTRA RECYCLING CARTS CENTRAL SANITARY ZAR 3.39$ 3 122.04$ EXTRA RECYCLING CARTS CONCORD ZAR 3.39$ 2 81.36$ EXTRA RECYCLING CARTS MORGAN TERRITORY ZAR 3.39$ 12 488.16$ EXTRA RECYCLING CARTS PACHECO ZAR / ZAM 3.39$ 14 569.52$ Subtotal 360 14,644.80$ 60.Total Base Year Single Family Residential 4,135 1,644,283.92$ Section X - Single Family Residential Revenue Ms. Deidra Dingman Page 20 August 29, 2024 Commercial Summary Increased Rate Projected Base Year Base Year 2023 32.15%2024 Commercial Revenue (without Rate Change in Base Year) Current Projected x Service level Frequency Contract x x Rate/Month x Accounts x Total x x x x 32 GALLON CART 1 ALHAMBRA VALLEY -$ -$ -$ 32 GALLON CART 1 BAY POINT 39.99$ 76 36,470.88$ 11,727.08$ 48,197.96$ 32 GALLON CART 1 CANYON 32.65$ 1 391.80$ 125.98$ 517.78$ 32 GALLON CART 1 CENTRAL SANITARY 32.99$ 2 791.76$ 254.59$ 1,046.35$ 32 GALLON CART 1 CONCORD 32.99$ 1 395.88$ 127.29$ 523.17$ 32 GALLON CART 1 MORGAN TERRITORY 32.99$ 1 395.88$ 127.29$ 523.17$ 32 GALLON CART 1 PACHECO 32.99$ 372 147,267.36$ 47,353.27$ 194,620.63$ 32 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 453 185,713.56$ 2 - 32 GALLON CARTS 1 PACHECO 65.98$ 3 2,375.28$ 763.76$ 3,139.04$ 3 - 32 GALLON CARTS 1 BAY POINT 119.97$ 1 1,439.64$ 462.91$ 1,902.55$ 4 - 32 GALLON CARTS 1 BAY POINT 159.96$ 1 1,919.52$ 617.21$ 2,536.73$ 8 - 32 GALLON CARTS 1 BAY POINT 319.92$ 1 3,839.04$ 1,234.43$ 5,073.47$ 9 - 32 GALLON CARTS 1 BAY POINT 359.91$ 1 4,318.92$ 1,388.73$ 5,707.65$ 11 - 32 GALLON CARTS 1 BAY POINT 439.89$ 1 5,278.68$ 1,697.34$ 6,976.02$ 13 - 32 GALLON CARTS 1 BAY POINT -$ -$ -$ 17 - 32 GALLON CARTS 1 BAY POINT -$ -$ -$ 40 - 32 GALLON CARTS 1 BAY POINT 1,599.60$ 1 19,195.20$ 6,172.15$ 25,367.35$ 156 - 32 GALLON CARTS 1 PACHECO 5,146.44$ 1 61,757.28$ 19,857.82$ 81,615.10$ 218 - 32 GALLON CARTS 1 PACHECO 7,191.82$ 1 86,301.84$ 27,750.04$ 114,051.88$ 218 - 32 GALLON CARTS 1 CENTRAL SANITARY -$ -$ -$ Subtotal 11 186,425.40$ 64 GALLON CART 1 ALHAMBRA VALLEY 52.55$ 1 630.60$ 202.77$ 833.37$ 64 GALLON CART 1 BAY POINT 58.20$ 12 8,380.80$ 2,694.82$ 11,075.62$ 64 GALLON CART 1 CANYON -$ -$ -$ 64 GALLON CART 1 CENTRAL SANITARY 58.20$ 1 698.40$ 224.57$ 922.97$ 64 GALLON CART 1 CONCORD -$ -$ -$ 64 GALLON CART 1 MORGAN TERRITORY -$ -$ -$ 64 GALLON CART 1 PACHECO 58.20$ 125 87,300.00$ 28,070.99$ 115,370.99$ 64 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ 2-64 GALLON CARTS 1 BAY POINT -$ -$ -$ 2-64 GALLON CARTS 1 PACHECO 116.40$ 4 5,587.20$ 1,796.54$ 7,383.74$ 3-64 GALLON CARTS 1 BAY POINT 174.60$ 1 2,095.20$ 673.70$ 2,768.90$ 4-64 GALLON CARTS 1 BAY POINT 232.80$ 1 2,793.60$ 898.27$ 3,691.87$ 4-64 GALLON CARTS 1 PACHECO 232.80$ 1 2,793.60$ 898.27$ 3,691.87$ 7-64 GALLON CARTS 1 PACHECO 407.40$ 1 4,888.80$ 1,571.98$ 6,460.78$ 9-64 GALLON CARTS 1 BAY POINT 523.80$ - -$ -$ -$ 94-64 GALLON CARTS 1 BAY POINT 5,470.80$ 1 65,649.60$ 21,109.38$ 86,758.98$ Subtotal 148 180,817.80$ 96 GALLON CART 1 ALHAMBRA VALLEY 77.79$ 1 933.48$ 300.16$ 1,233.64$ 96 GALLON CART 1 BAY POINT 86.20$ 10 10,344.00$ 3,326.07$ 13,670.07$ 96 GALLON CART 1 CANYON 95.13$ 1 1,141.56$ 367.06$ 1,508.62$ 96 GALLON CART 1 CENTRAL SANITARY 77.79$ 3 2,800.44$ 900.47$ 3,700.91$ 96 GALLON CART 1 CONCORD 86.20$ 2 2,068.80$ 665.21$ 2,734.01$ 96 GALLON CART 1 MORGAN TERRITORY 77.79$ 2 1,866.96$ 600.31$ 2,467.27$ 96 GALLON CART 1 PACHECO 77.79$ 22 20,536.56$ 6,603.45$ 27,140.01$ 96 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 41 39,691.80$ Commercial Revenue Ms. Deidra Dingman Page 21 August 29, 2024 Commercial Summary Increased Rate Projected Base Year Base Year 2023 32.15%2024 Commercial Revenue (without Rate Change in Base Year) Current Projected Service level Frequency Contract x x Rate/Month x Accounts x Total x x x x 2 -96 GALLON CART 1 ALHAMBRA VALLEY -$ -$ -$ 2 -96 GALLON CART 1 BAY POINT 172.40$ 5 10,344.00$ 3,326.07$ 13,670.07$ 2 -96 GALLON CART 1 CANYON -$ -$ -$ 2 -96 GALLON CART 1 CENTRAL SANITARY -$ -$ -$ 2 -96 GALLON CART 1 CONCORD -$ -$ -$ 2 -96 GALLON CART 1 MORGAN TERRITORY -$ -$ -$ 2 -96 GALLON CART 1 PACHECO 155.58$ 2 3,733.92$ 1,200.63$ 4,934.55$ 2 -96 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 7 14,077.92$ 3 -96 GALLON CART 1 ALHAMBRA VALLEY -$ -$ -$ 3 -96 GALLON CART 1 BAY POINT 258.60$ 2 6,206.40$ 1,995.64$ 8,202.04$ 3 -96 GALLON CART 1 CANYON -$ -$ -$ 3 -96 GALLON CART 1 CENTRAL SANITARY -$ -$ -$ 3 -96 GALLON CART 1 CONCORD 258.60$ 1 3,103.20$ 997.82$ 4,101.02$ 3 -96 GALLON CART 1 MORGAN TERRITORY 262.62$ 1 3,151.44$ 1,013.33$ 4,164.77$ 3 -96 GALLON CART 1 PACHECO 233.37$ 1 2,800.44$ 900.47$ 3,700.91$ 3 -96 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 5 15,261.48$ 4 -96 GALLON CART 1 ALHAMBRA VALLEY -$ -$ -$ 4 -96 GALLON CART 1 BAY POINT 344.80$ 1 4,137.60$ 1,330.43$ 5,468.03$ 4 -96 GALLON CART 1 CANYON -$ -$ -$ 4 -96 GALLON CART 1 CENTRAL SANITARY -$ -$ -$ 4 -96 GALLON CART 1 CONCORD -$ -$ -$ 4 -96 GALLON CART 1 MORGAN TERRITORY -$ -$ -$ 4 -96 GALLON CART 1 PACHECO - -$ -$ -$ 4 -96 GALLON CART 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 1 4,137.60$ 5 -96 GALLON CART 1 PACHECO 388.95$ 1 4,667.40$ 1,500.79$ 6,168.19$ 6 -96 GALLON CART 1 BAY POINT 517.20$ 1 6,206.40$ 1,995.64$ 8,202.04$ 4 -96 GALLON CART 2 BAY POINT 689.32$ 1 8,271.84$ 2,659.78$ 10,931.62$ Subtotal 3 19,145.64$ 1 Yard 1 ALHAMBRA VALLEY 187.43$ 1 2,249.16$ 723.21$ 2,972.37$ 1 Yard 1 BAY POINT 207.81$ 2 4,987.44$ 1,603.69$ 6,591.13$ 1 Yard 1 CANYON -$ -$ -$ 1 Yard 1 CENTRAL SANITARY 194.65$ 4 9,343.20$ 3,004.27$ 12,347.47$ 1 Yard 1 CONCORD 187.43$ 3 6,747.48$ 2,169.63$ 8,917.11$ 1 Yard 1 MORGAN TERRITORY 187.43$ 4 8,996.64$ 2,892.84$ 11,889.48$ 1 Yard 1 PACHECO 194.65$ 10 23,358.00$ 7,510.68$ 30,868.68$ 1 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 30 55,681.92$ 1 Yard 2 PACHECO 316.03$ 1 3,792.36$ 1,219.42$ 5,011.78$ Subtotal 1 3,792.36$ 2 Yard 1 ALHAMBRA VALLEY 288.65$ 1 3,463.80$ 1,113.77$ 4,577.57$ 2 Yard 1 BAY POINT 269.79$ 18 58,274.64$ 18,737.99$ 77,012.63$ 2 Yard 1 CANYON -$ -$ -$ 2 Yard 1 CENTRAL SANITARY 264.92$ 12 38,148.48$ 12,266.50$ 50,414.98$ 2 Yard 1 CONCORD 288.63$ 4 13,854.24$ 4,454.78$ 18,309.02$ 2 Yard 1 MORGAN TERRITORY 288.63$ 7 24,244.92$ 7,795.86$ 32,040.78$ 2 Yard 1 PACHECO 264.92$ 16 50,864.64$ 16,355.34$ 67,219.98$ 2 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 58 188,850.72$ 2 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 2 Yard 2 BAY POINT 539.62$ 1 6,475.44$ 2,082.15$ 8,557.59$ 2 Yard 2 CANYON -$ -$ -$ 2 Yard 2 CENTRAL SANITARY -$ -$ -$ 2 Yard 2 CONCORD 577.25$ 1 6,927.00$ 2,227.35$ 9,154.35$ 2 Yard 2 MORGAN TERRITORY -$ -$ -$ 2 Yard 2 PACHECO -$ -$ -$ 2 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 13,402.44$ 2- 2 Yard 1 CENTRAL SANITARY -$ -$ -$ 2- 2 Yard 1 MORGAN TERRITORY 577.26$ 1 6,927.12$ 2,227.39$ 9,154.51$ Subtotal 1 6,927.12$ 3- 2 Yard 1 BAY POINT 809.37$ -$ -$ -$ 3- 2 Yard 1 PACHECO -$ -$ -$ Subtotal - -$ 2 Yard Compactor 2 BAY POINT -$ -$ -$ Subtotal - -$ 3 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 3 Yard 1 BAY POINT 395.61$ 3 14,241.96$ 4,579.45$ 18,821.41$ 3 Yard 1 CANYON -$ -$ -$ 3 Yard 1 CENTRAL SANITARY 391.34$ 3 14,088.24$ 4,530.02$ 18,618.26$ 3 Yard 1 CONCORD 391.33$ 6 28,175.76$ 9,059.81$ 37,235.57$ 3 Yard 1 MORGAN TERRITORY -$ -$ -$ 3 Yard 1 PACHECO 391.34$ 10 46,960.80$ 15,100.07$ 62,060.87$ 3 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 22 103,466.76$ Commercial Revenue Ms. Deidra Dingman Page 22 August 29, 2024 Commercial Summary Increased Rate Projected Base Year Base Year 2023 32.15%2024 Commercial Revenue (without Rate Change in Base Year) Current Projected Service level Frequency Contract x x Rate/Month x Accounts x Total x x x x 2- 3 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 2- 3 Yard 1 BAY POINT 791.15$ 2 18,987.60$ 6,105.39$ 25,092.99$ 2- 3 Yard 1 CANYON -$ -$ -$ 2- 3 Yard 1 CENTRAL SANITARY -$ -$ -$ 2- 3 Yard 1 CONCORD -$ -$ -$ 2- 3 Yard 1 MORGAN TERRITORY -$ -$ -$ 2- 3 Yard 1 PACHECO -$ -$ -$ 2- 3 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 18,987.60$ 3 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 3 Yard 2 BAY POINT 791.15$ 2 18,987.60$ 6,105.39$ 25,092.99$ 3 Yard 2 CANYON -$ -$ -$ 3 Yard 2 CENTRAL SANITARY -$ -$ -$ 3 Yard 2 CONCORD -$ -$ -$ 3 Yard 2 MORGAN TERRITORY -$ -$ -$ 3 Yard 2 PACHECO 782.81$ 2 18,787.44$ 6,041.03$ 24,828.47$ 3 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 37,775.04$ 2- 3 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 2- 3 Yard 2 BAY POINT 1,582.30$ 1 18,987.60$ 6,105.39$ 25,092.99$ 2- 3 Yard 2 CANYON -$ -$ -$ 2- 3 Yard 2 CENTRAL SANITARY -$ -$ -$ 2- 3 Yard 2 CONCORD -$ -$ -$ 2- 3 Yard 2 MORGAN TERRITORY -$ -$ -$ 2- 3 Yard 2 PACHECO 1,565.62$ 1 18,787.44$ 6,041.03$ 24,828.47$ 2- 3 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 37,775.04$ 3- 3 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 3- 3 Yard 2 BAY POINT -$ -$ -$ 3- 3 Yard 2 CANYON -$ -$ -$ 3- 3 Yard 2 CENTRAL SANITARY -$ -$ -$ 3- 3 Yard 2 CONCORD -$ -$ -$ 3- 3 Yard 2 MORGAN TERRITORY -$ -$ -$ 3- 3 Yard 2 PACHECO -$ -$ -$ 3- 3 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal - -$ 3 Yard 3 ALHAMBRA VALLEY -$ -$ -$ 3 Yard 3 BAY POINT 1,186.77$ 3 42,723.72$ 13,737.65$ 56,461.37$ 3 Yard 3 CANYON -$ -$ -$ 3 Yard 3 CENTRAL SANITARY -$ -$ -$ 3 Yard 3 CONCORD -$ -$ -$ 3 Yard 3 MORGAN TERRITORY -$ -$ -$ 3 Yard 3 PACHECO -$ -$ -$ 3 Yard 3 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 42,723.72$ 3 Yard 4 PACHECO 1,565.47$ 1 18,785.64$ 6,040.45$ 24,826.09$ Subtotal 18,785.64$ 7-3 Yard 5 BAY POINT 13,845.44$ 1 166,145.28$ 53,423.40$ 219,568.68$ Subtotal 166,145.28$ 4 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 4 Yard 1 BAY POINT 527.44$ 2 12,658.56$ 4,070.31$ 16,728.87$ 4 Yard 1 CANYON -$ -$ -$ 4 Yard 1 CENTRAL SANITARY 515.93$ 1 6,191.16$ 1,990.74$ 8,181.90$ 4 Yard 1 CONCORD 577.26$ 3 20,781.36$ 6,682.17$ 27,463.53$ 4 Yard 1 MORGAN TERRITORY -$ -$ -$ 4 Yard 1 PACHECO 515.93$ 7 43,338.12$ 13,935.21$ 57,273.33$ 4 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 13 82,969.20$ 4 Yard 1 BAY POINT -$ -$ -$ Commercial Revenue Ms. Deidra Dingman Page 23 August 29, 2024 Commercial Summary Increased Rate Projected Base Year Base Year 2023 32.15%2024 Commercial Revenue (without Rate Change in Base Year) Current Projected Service level Frequency Contract x x Rate/Month x Accounts x Total x x x x Subtotal - -$ 2- 4 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 2- 4 Yard 1 BAY POINT 1,054.88$ 1 12,658.56$ 4,070.31$ 16,728.87$ 2- 4 Yard 1 CANYON -$ -$ -$ 2- 4 Yard 1 CENTRAL SANITARY -$ -$ -$ 2- 4 Yard 1 CONCORD -$ -$ -$ 2- 4 Yard 1 MORGAN TERRITORY -$ -$ -$ 2- 4 Yard 1 PACHECO 1,031.86$ 1 12,382.32$ 3,981.49$ 16,363.81$ 2- 4 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 25,040.88$ 3- 4 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 3- 4 Yard 1 BAY POINT -$ -$ -$ 3- 4 Yard 1 CANYON -$ -$ -$ 3- 4 Yard 1 CENTRAL SANITARY 1,547.79$ 1 18,573.48$ 5,972.23$ 24,545.71$ 3- 4 Yard 1 CONCORD -$ -$ -$ 3- 4 Yard 1 MORGAN TERRITORY -$ -$ -$ 3- 4 Yard 1 PACHECO -$ -$ -$ 3- 4 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 1 18,573.48$ 4- 4 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 4- 4 Yard 1 BAY POINT 2,109.76$ 1 25,317.12$ 8,140.63$ 33,457.75$ 4- 4 Yard 1 CANYON -$ -$ -$ 4- 4 Yard 1 CENTRAL SANITARY -$ -$ -$ 4- 4 Yard 1 CONCORD -$ -$ -$ 4- 4 Yard 1 MORGAN TERRITORY -$ -$ -$ 4- 4 Yard 1 PACHECO -$ -$ -$ 4- 4 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 1 25,317.12$ 4 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 4 Yard 2 BAY POINT 1,054.90$ 6 75,952.80$ 24,422.34$ 100,375.14$ 4 Yard 2 CANYON -$ -$ -$ 4 Yard 2 CENTRAL SANITARY 1,031.60$ 2 24,758.40$ 7,960.97$ 32,719.37$ 4 Yard 2 CONCORD 1,154.55$ 1 13,854.60$ 4,454.90$ 18,309.50$ 4 Yard 2 MORGAN TERRITORY -$ -$ -$ 4 Yard 2 PACHECO 1,031.60$ 4 49,516.80$ 15,921.94$ 65,438.74$ 4 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 13 164,082.60$ 2- 4 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 2- 4 Yard 2 BAY POINT 2,109.80$ 1 25,317.60$ 8,140.78$ 33,458.38$ 2- 4 Yard 2 CANYON -$ -$ -$ 2- 4 Yard 2 CENTRAL SANITARY -$ -$ -$ 2- 4 Yard 2 CONCORD -$ -$ -$ 2- 4 Yard 2 MORGAN TERRITORY -$ -$ -$ 2- 4 Yard 2 PACHECO 2,063.20$ 1 24,758.40$ 7,960.97$ 32,719.37$ 2- 4 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 50,076.00$ 4 Yard 3 ALHAMBRA VALLEY -$ -$ -$ 4 Yard 3 BAY POINT 1,582.32$ 1 18,987.84$ 6,105.47$ 25,093.31$ 4 Yard 3 CANYON -$ -$ -$ 4 Yard 3 CENTRAL SANITARY -$ -$ -$ 4 Yard 3 CONCORD -$ -$ -$ 4 Yard 3 MORGAN TERRITORY -$ -$ -$ 4 Yard 3 PACHECO 1,547.51$ 1 18,570.12$ 5,971.15$ 24,541.27$ 4 Yard 3 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 2 37,557.96$ 3- 4 Yard 3 ALHAMBRA VALLEY -$ -$ -$ 3- 4 Yard 3 BAY POINT -$ -$ -$ 3- 4 Yard 3 CANYON -$ -$ -$ 3- 4 Yard 3 CENTRAL SANITARY -$ -$ -$ 3- 4 Yard 3 CONCORD -$ -$ -$ 3- 4 Yard 3 MORGAN TERRITORY -$ -$ -$ 3- 4 Yard 3 PACHECO -$ -$ -$ 3- 4 Yard 3 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal - -$ 4- 4 Yard 3 ALHAMBRA VALLEY -$ -$ -$ 4- 4 Yard 3 BAY POINT 6,329.28$ 1 75,951.36$ 24,421.88$ 100,373.24$ 4- 4 Yard 3 CANYON -$ -$ -$ 4- 4 Yard 3 CENTRAL SANITARY -$ -$ -$ 4- 4 Yard 3 CONCORD -$ -$ -$ 4- 4 Yard 3 MORGAN TERRITORY -$ -$ -$ 4- 4 Yard 3 PACHECO -$ -$ -$ 4- 4 Yard 3 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 1 75,951.36$ 5- 4 Yard 3 BAY POINT 7,911.60$ 1 94,939.20$ 30,527.35$ 125,466.55$ Subtotal 2 94,939.20$ 4 Yard 5 ALHAMBRA VALLEY -$ -$ -$ 4 Yard 5 BAY POINT -$ -$ -$ 4 Yard 5 CANYON -$ -$ -$ 4 Yard 5 CENTRAL SANITARY 2,579.07$ 1 30,948.84$ 9,951.48$ 40,900.32$ 4 Yard 5 CONCORD -$ -$ -$ 4 Yard 5 MORGAN TERRITORY -$ -$ -$ 4 Yard 5 PACHECO -$ -$ -$ 4 Yard 5 PLEASANT HILL UNINCORPORATED -$ -$ -$ Commercial Revenue Ms. Deidra Dingman Page 24 August 29, 2024 Commercial Summary Increased Rate Projected Base Year Base Year 2023 32.15%2024 Commercial Revenue (without Rate Change in Base Year) Current Projected Service level Frequency Contract x x Rate/Month x Accounts x Total x x x x Subtotal 1 30,948.84$ 5 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 5 Yard 1 BAY POINT 652.79$ 1 7,833.48$ 2,518.83$ 10,352.31$ 5 Yard 1 CANYON -$ -$ -$ 5 Yard 1 CENTRAL SANITARY -$ -$ -$ 5 Yard 1 CONCORD -$ -$ -$ 5 Yard 1 MORGAN TERRITORY -$ -$ -$ 5 Yard 1 PACHECO 630.91$ 2 15,141.84$ 4,868.80$ 20,010.64$ 5 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 3 22,975.32$ 5 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 5 Yard 2 BAY POINT -$ -$ -$ 5 Yard 2 CANYON -$ -$ -$ 5 Yard 2 CENTRAL SANITARY -$ -$ -$ 5 Yard 2 CONCORD -$ -$ -$ 5 Yard 2 MORGAN TERRITORY -$ -$ -$ 5 Yard 2 PACHECO -$ -$ -$ 5 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal - -$ 6 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 6 Yard 1 BAY POINT 737.64$ 2 17,703.36$ 5,692.45$ 23,395.81$ 6 Yard 1 CANYON -$ -$ -$ 6 Yard 1 CENTRAL SANITARY 757.67$ 1 9,092.04$ 2,923.51$ 12,015.55$ 6 Yard 1 CONCORD -$ -$ -$ 6 Yard 1 MORGAN TERRITORY -$ -$ -$ 6 Yard 1 PACHECO 757.67$ 5 45,460.20$ 14,617.56$ 60,077.76$ 6 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 8 72,255.60$ 6 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 6 Yard 2 BAY POINT 1,475.24$ 2 35,405.76$ 11,384.59$ 46,790.35$ 6 Yard 2 CANYON -$ -$ -$ 6 Yard 2 CENTRAL SANITARY -$ -$ -$ 6 Yard 2 CONCORD -$ -$ -$ 6 Yard 2 MORGAN TERRITORY -$ -$ -$ 6 Yard 2 PACHECO 1,514.20$ 1 18,170.40$ 5,842.62$ 24,013.02$ 6 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 3 53,576.16$ 6 Yard 5 ALHAMBRA VALLEY -$ -$ -$ 6 Yard 5 BAY POINT -$ -$ -$ 6 Yard 5 CANYON -$ -$ -$ 6 Yard 5 CENTRAL SANITARY 3,785.43$ 1 45,425.16$ 14,606.29$ 60,031.45$ 6 Yard 5 CONCORD -$ -$ -$ 6 Yard 5 MORGAN TERRITORY -$ -$ -$ 6 Yard 5 PACHECO -$ -$ -$ 6 Yard 5 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 1 45,425.16$ 8 Yard 1 ALHAMBRA VALLEY -$ -$ -$ 8 Yard 1 BAY POINT 922.58$ 1 11,070.96$ 3,559.83$ 14,630.79$ 8 Yard 1 CANYON -$ -$ -$ 8 Yard 1 CENTRAL SANITARY 1,009.49$ 1 12,113.88$ 3,895.17$ 16,009.05$ 8 Yard 1 CONCORD 1,009.49$ 1 12,113.88$ 3,895.17$ 16,009.05$ 8 Yard 1 MORGAN TERRITORY -$ -$ -$ 8 Yard 1 PACHECO 1,009.49$ 1 12,113.88$ 3,895.17$ 16,009.05$ 8 Yard 1 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 4 47,412.60$ 8 Yard 2 ALHAMBRA VALLEY -$ -$ -$ 8 Yard 2 BAY POINT -$ -$ -$ 8 Yard 2 CANYON -$ -$ -$ 8 Yard 2 CENTRAL SANITARY 2,019.02$ 2 48,456.48$ 15,581.00$ 64,037.48$ 8 Yard 2 CONCORD -$ -$ -$ 8 Yard 2 MORGAN TERRITORY -$ -$ -$ 8 Yard 2 PACHECO 2,019.02$ 1 24,228.24$ 7,790.50$ 32,018.74$ 8 Yard 2 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal 3 72,684.72$ 8 Yard 3 ALHAMBRA VALLEY -$ -$ -$ 8 Yard 3 BAY POINT -$ -$ -$ 8 Yard 3 CANYON -$ -$ -$ 8 Yard 3 CENTRAL SANITARY -$ -$ -$ 8 Yard 3 CONCORD -$ -$ -$ 8 Yard 3 MORGAN TERRITORY -$ -$ -$ 8 Yard 3 PACHECO -$ -$ -$ 8 Yard 3 PLEASANT HILL UNINCORPORATED -$ -$ -$ Subtotal - -$ 8 Yard 4 BAY POINT 3,690.33$ 1 44,283.96$ 14,239.34$ 58,523.30$ Subtotal 1 44,283.96$ 60.Total Base Year Commercial 842 2,303,655.00$ 740,731.69$ 3,044,386.69$ Commercial Revenue Ms. Deidra Dingman Page 25 August 29, 2024 Operating Information Historical Historical Historical Current Year Base Year Unaudited Percent Unaudited Percent Audited Percent Estimated Percent Projected Information Change Information Change Information Change Information Change Information Year 1 Yr 1 to 2 Year 2 Yr 2 to 3 Year 3 Yr 3 to 4 Year 4 Yr 4 to 5 Year 5 2020 2021 2022 2023 2024 Accounts 61.Residential 3,718 0.0%3,719 0.1%3,724 0.9%3,758 0.0%3,758 62.Commercial 317 -2.8%308 0.0%308 0.3%309 0.0%309 63.Light Industrial 35 20.0%42 0.0%42 11.9%47 0.0%47 64.Total Accounts 4,070 0.0%4,069 0.1%4,074 1.0%4,114 0.0%4,114 Waste Tonnage 65.Residential 3,933.5 2.4%4,027.3 -6.6%3,759.6 -3.9%3,612.4 0.0%3,612.4 66.Commercial 2,851.8 5.5%3,007.7 4.4%3,139.6 -7.1%2,915.2 0.0%2,915.2 67.Light Industrial 2,377.5 1.7%2,418.4 -9.0%2,199.6 -1.2%2,173.0 0.0%2,173.0 68.Total Tons 9,162.7 3.2%9,453.3 -3.8%9,098.8 -4.4%8,700.7 0.0%8,700.7 Recyclable Tonnage 69.Residential 1,737.9 2.0%1,772.5 48.5%2,632.2 43.3%3,772.4 0.0%3,772.4 70.Commercial 716.9 13.8%815.6 5.1%856.9 29.1%1,106.5 0.0%1,106.5 71.Light Industrial 40.8 10.3%45.0 355.3%204.9 -10.8%182.7 0.0%182.7 72.Total Tons 2,495.6 5.5%2,633.1 40.3%3,694.0 37.0%5,061.5 0.0%5,061.5 City Services 73.City Bins - 0.0%- 0.0%- 0.0%- 0.0%- 74.City Drop Boxes - 0.0%- 0.0%- 0.0%- 0.0%- 75.3 Yd. Bin - 1X per week 312.66 5.9%331.19 11.8%370.27 5.7%391.34 0.0%391.34 76.2 Yd. Bin - 1X per week 211.65 5.9%224.20 11.8%250.66 5.7%264.92 0.0%264.92 77.20 Yd. Box - per pick up 471.11 5.9%499.04 11.8%557.93 5.7%589.68 0.0%589.68 Section XI - Operating Data Section XII - Change in Commercial Rates Ms. Deidra Dingman Page 26 August 29, 2024 Unincorporated Area: All Residential (Excluding Canyon) 78.Rate Change Requested 32.15% Abbreviated New Rate Schedule Current Rate Increased Rate Adjustments Rate 20g MSW / 64g RECY / 96g YW 20.71 27.37 27.37 32g MSW / 64g RECY / 96g YW 27.12 35.84 35.84 64g MSW / 64g RECY / 96g YW 40.42 53.42 53.42 96g MSW / 64g RECY / 96g YW 52.44 69.30 69.30 - - 96-GAL MSW (2) / 64-GAL RECY / 96-GAL YW 92.96 122.85 122.85 96-GAL MSW (3) / 64-GAL RECY / 96-GAL YW 133.48 176.40 176.40 96-GAL MSW (4) / 64-GAL RECY / 96-GAL YW 174.00 229.95 229.95 - - 20g MSW / 96g RECY / 96g YW 20.71 27.37 27.37 32g MSW / 96g RECY / 96g YW 27.12 35.84 35.84 64g MSW / 96g RECY / 96g YW 40.42 53.42 53.42 96g MSW / 96g RECY / 96g YW 52.44 69.30 69.30 - - 96g MSW (2) / 96g RECY / 96g YW 92.96 122.85 122.85 96g MSW (3) / 96g RECY / 96g YW 133.48 176.40 176.40 96g MSW (4) / 96g RECY / 96g YW 174.00 229.95 229.95 32g MSW / 64g RECY / 96g YW (2)35.65 47.11 47.11 96g MSW / 64g RECY / 96g YW (2)60.97 80.57 80.57 96g MSW / 64g RECY / 96g YW (3)69.50 91.85 91.85 Extra 32g Trash 15.20 20.09 20.09 Extra 64g Trash 28.50 37.66 37.66 Extra 96g Trash 40.52 53.55 53.55 Extra Recycling 3.39 4.48 4.48 Extra Organics 8.53 11.27 11.27 - - - - 79.Multi-unit Residential Rate increases of 32.15%will be applied to all rates in each structure with each rate rounded up to the nearest $0.05. Rate Change Rate Schedule Ms. Deidra Dingman Page 27 August 29, 2024 Unincorporated Area: Canyon 78.Rate Change Requested 32.15% Abbreviated New Rate Schedule Current Rate Increased Rate Adjustments Rate 32-GAL MSW 33.10 43.74 43.74 64-GAL MSW 38.51 50.89 50.89 96-GAL MSW 43.92 58.04 58.04 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 79.Multi-unit Residential Rate increases of 32.15%will be applied to all rates in each structure with each rate rounded up to the nearest $0.05. To the best of my knowledge, the data and information in this application is complete, accurate, and consistent with the instructions provided by Contra Costa County. Rate Change Rate Schedule Certificate Ms. Deidra Dingman Page 28 August 29, 2024 Attachment B: Adjusted Rate Model Ms. Deidra Dingman Page 29 August 29, 2024 Allowable Operating Expenses Direct Labor 1,528,077$ 1,528,077$ -$ Tipping Fees (Profit Allowed @ $51.24 / ton)658,582 592,875 (65,707) Corporate and Local General and Administrative Costs 656,606 584,078 (72,528) Trucking and Equipment 664,542 602,001 (62,541) Depreciation and Other Operating Costs 392,031 392,031 - Services Provided to County 15,734 15,734 - Total Allowable Operating Expenses 3,915,572$ 3,714,796$ (200,776)$ Allowable Profit Operating Ratio 90%90%0% Total Allowable Operating Profit 391,557$ 412,755$ 21,198$ Pass Through Costs without Franchise Fees Administrative Fee -$ -$ -$ Tipping Fees (Pass Through)1,167,726 983,655$ (184,071)$ Total Pass Through Costs 1,167,726$ 983,655$ (184,071)$ Revenue Requirement Without Franchise Fees 5,474,856$ 5,111,206$ (363,649)$ Revenues Total Residential Revenues (without Rate Change in Base Yea 1,636,063$ 1,644,284$ 8,221$ Total Commercial and Industrial Revenues 2,818,524 2,832,687 14,163 Total Recycled Material Sales - - -$ Total Revenues 4,454,586$ 4,476,971$ 22,385$ Net Shortfall (Surplus) without Franchise Fees 1,020,270$ 634,235$ (386,034)$ Residential, Commercial, and Industrial Franchise Fees 412,086$ 384,714$ (27,371)$ Net Shortfall (Surplus) with Franchise Fees 1,432,355$ 1,018,950$ (413,406)$ Total Residential, Commercial, and Industrial Revenues Prior to Rate Change 4,454,586$ 4,476,971$ 22,385$ Percent Change in Existing Residential/Commercial/Industrial Rates 32.15%22.76%-9.39% Base Year 2025 Base Year Adjusted 2025 Base Year Adjustment Amount Ms. Deidra Dingman Page 30 August 29, 2024 Attachment C: Applicable Consumer Price Index Data Ms. Deidra Dingman Page 31 August 29, 2024 Series Id: Series Title: Area: Item: Base Period: Years: Year Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annual HALF1 HALF2 2013 242.677 244.675 245.935 246.072 246.617 245.711 245.023 243.894 246.152 2014 248.615 251.495 253.317 253.354 254.503 252.273 251.985 250.507 253.463 2015 254.910 257.622 259.117 259.917 261.019 260.289 258.572 256.723 260.421 2016 262.600 264.565 266.041 267.853 270.306 269.483 266.344 263.911 268.777 2017 271.626 274.589 275.304 275.893 277.570 277.414 274.924 273.306 276.542 2018 281.308 283.422 286.062 287.664 289.673 289.896 285.550 282.666 288.435 2019 291.227 294.801 295.259 295.490 298.443 297.007 295.004 293.150 296.859 2020 299.690 298.074 300.032 300.182 301.736 302.948 300.084 299.109 301.059 2021 304.387 309.419 309.497 311.167 313.265 315.805 309.721 306.724 312.718 2022 320.195 324.878 330.539 328.871 332.062 331.222 327.060 323.408 330.711 2023 337.173 338.496 340.056 340.094 337.689 Change in PI 3.41% All items in San Francisco-Oakland-Hayward, CA, all San Francisco-Oakland-Hayward, CA All items 1982-84=100 2013 to 2023 CPI for All Urban Consumers (CPI-U) Original Data Value CUURS49BSA0,CUUSS49BSA0 Not Seasonally Adjusted Ms. Deidra Dingman Page 32 August 29, 2024 Attachment D: Residential and Commercial Rate Survey Ms. Deidra Dingman Page 33 August 29, 2024 Table D-1, Residential Rate Comparison No.Jurisdiction 20 Gallon 32/35 Gallon 64 Gallon 96 Gallon 1 Antioch $29.23 $34.35 $55.44 $65.11 2 Brentwood N/A $32.50 $44.76 $58.99 3 Clayton $37.34 $39.52 $57.47 $62.61 4 Concord N/A $48.24 $65.22 $79.98 5 Crockett (County)$36.82 $43.65 $57.65 N/A 6 Danville (RecycleSmart)$34.55 $38.30 $65.14 $96.70 7 Discovery Bay (County)$39.16 $48.85 $56.67 $67.42 8 El Cerrito $49.89 $65.31 $129.67 N/A 9 El Sobrante (County)$35.02 $43.34 $82.89 $123.54 10 Fairfield N/A $27.64 $31.59 $36.01 11 Hercules $38.82 $46.17 $81.56 $118.10 12 Kensington (KCSD)$55.78 $59.78 $119.46 $179.21 13 Lafayette (RecycleSmart)$39.14 $44.71 $84.37 $126.54 14 Moraga (RecycleSmart)$40.43 $46.69 $93.38 $140.04 15 Mt. View (MVSD)$32.95 $42.61 $49.09 $81.33 16 Oakley N/A $43.58 $51.34 $71.79 17 Orinda (RecycleSmart)$54.54 $62.32 $116.91 $175.50 18 Pacheco (County)$20.72 $27.12 $40.43 $52.44 19 Pinole $35.35 $42.84 $76.40 $111.15 20 Pittsburg N/A $54.54 $61.51 $69.06 21 Pleasant Hill $30.21 $34.75 $46.94 $69.82 22 Richmond $38.90 $47.66 $90.25 $134.13 23 Rodeo (RSD)$40.07 $42.86 $51.87 $70.62 24 San Pablo $30.86 $38.34 $74.17 $111.19 25 San Ramon $41.55 $50.78 $83.61 $133.17 26 Uninc County (Tassajara)$37.02 $45.95 $77.19 $120.96 27 Vacaville N/A $31.79 N/A $35.95 28 Vallejo N/A $45.35 $73.57 $101.80 29 Walnut Creek $25.06 $29.59 $55.89 $83.48 Mean $37.43 $43.42 $70.52 $95.43 Median $37.18 $43.58 $65.18 $83.48 Contra Costa County (w/22.76% increase)$25.44 $33.29 $49.63 $64.38 Difference from the Mean (After Rate Change)-$11.99 -$10.13 -$20.89 -$31.05 % Difference from Mean (After Rate Change)-32.0%-23.3%-29.6%-32.5% Ms. Deidra Dingman Page 34 August 29, 2024 Table D-2, Commercial Rate Comparison No. Jurisdiction 2 Yd/1X 3 Yd/1X 2 Yd/2X 3 Yd/2X 1 Antioch $219.57 $330.36 $439.19 $640.89 2 Brentwood $268.11 $407.12 $550.30 $828.31 3 Concord $435.00 $625.40 $826.05 $1,184.90 4 Crockett (County) $267.00 N/A $403.40 N/A 5 Danville (RecycleSmart) $432.92 $694.40 $865.89 $1,298.79 6 Discovery Bay (County) $388.22 $542.25 $776.44 $1,084.50 7 El Cerrito $847.93 N/A N/A N/A 8 El Sobrante (County) $463.79 $634.75 $849.39 $1,181.91 9 Fairfield $299.38 $420.37 $554.13 $775.02 10 Hercules $541.58 $744.31 $991.76 $1,386.58 11 Kensington (KCSD) $569.82 N/A $1,139.64 N/A 12 Lafayette (RecycleSmart) $546.12 $806.93 $1,092.23 $1,613.87 13 Moraga (RecycleSmart) $541.48 $812.25 $1,082.96 $1,624.47 14 Oakley $405.95 $581.95 $771.30 $1,103.00 15 Orinda (RecycleSmart) $725.26 $1,087.87 $1,450.45 $2,175.73 16 Pacheco (County) $264.92 $391.34 17 Pinole $517.62 $715.81 $953.57 $1,340.31 18 Pittsburg $405.95 $581.95 $771.30 $1,103.00 19 Pleasant Hill $304.05 $455.49 $607.26 $911.19 20 Richmond $517.33 $710.45 $950.03 $1,326.61 21 Rodeo (RSD) $265.58 $359.31 $531.10 $718.58 22 San Pablo $466.37 $643.72 $857.56 $1,203.21 23 San Ramon $463.17 $641.25 $926.36 $1,282.54 24 Uninc County (Tassajara) $416.39 $624.53 $832.74 $1,249.11 25 Vacaville $370.83 $523.59 $680.71 $959.89 26 Vallejo $770.52 $1,095.47 $1,358.36 $1,925.48 27 Walnut Creek $289.98 $474.86 $633.14 $949.71 Mean $444.62 $621.07 $835.81 $1,211.63 Median $432.92 $624.97 $832.74 $1,184.90 County (w/22.76% increase, Most Common) $454.59 $582.82 $775.02 $932.10 Difference from the Mean (After Rate Change) $9.97 -$38.26 -$60.79 -$279.53 % Difference from Mean (After Rate Change) 2.2% -6.2% -7.3% -23.1% Ms. Deidra Dingman Page 35 August 29, 2024 Attachment E: Commercial Rate Realignment Model Ms. Deidra Dingman Page 36 August 29, 2024 Ms. Deidra Dingman Page 37 August 29, 2024 Ms. Deidra Dingman Page 38 August 29, 2024 Ms. Deidra Dingman Page 39 August 29, 2024 Ms. Deidra Dingman Page 40 August 29, 2024 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 328 Name: Status:Type:Consent Resolution Passed File created:In control:8/7/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-328 approving a side letter of agreement modifying the memorandum of understanding ("MOU") between Contra Costa County and the Deputy Sheriffs Association ("DSA") Probation and Probation Supervisors Units, to reconcile the MOU with the Probation Department's reorganization of the Juvenile Institution Officer and Deputy Probation Officer classification series. Attachments:1. Side Letter of Agreement DSA Probation and Probation Supervisors Units JIO DPO Reorganization Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Resolution approving a Side Letter of Agreement between Contra Costa County and the Deputy Sheriffs Association, Probation and Probation Supervisors Units. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a Resolution approving a side letter of agreement between Contra Costa County and the Deputy Sheriffs Association Probation and Probation Supervisors Unit (“DSA”) modifying the Memorandum of Understanding (“MOU”) to reconcile the MOU with the Probation Department’s reorganization of the Juvenile Institution Officer and Deputy Probation Officer classification series. FISCAL IMPACT: None. The reorganization will be effectuated by a separate Board Resolution. BACKGROUND: The Probation Department’s Deputy Probation Officer and Juvenile Institution Officer classification series consist of three tiers, as follows: Deputy Probation Officer I Juvenile Institution Officer I Deputy Probation Officer II Juvenile Institution Officer II Deputy Probation Officer III Juvenile Institution Officer III The present, three-tiered classification structure no longer meets the Probation Department’s need to appropriately capture distinctions in work performed by classifications across these series. Further, the DSA CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ C.38 File #:RES 2024-328,Version:1 expressed an interest in reorganizing these classification series into a two-tiered classification structure. To reconcile these interests, the DSA and the County on June 24, 2024, tentatively agreed to reorganize the Deputy Probation Officer classification series and the Juvenile Institution Officer classification series to consist of two tiers, as follows: Deputy Probation Officer I Juvenile Institution Officer I Deputy Probation Officer II Juvenile Institution Officer II The MOU between the parties contains numerous references to specific classifications within the Deputy Probation Officer and Juvenile Institution Officer Series. This side letter of agreement reconciles the language in the MOU to conform with the Probation Department’s new organizational structure. CONSEQUENCE OF NEGATIVE ACTION: The MOU between the County and the DSA Probation and Probation Supervisors Units will contain references to classifications which no longer exist, specifically the Deputy Probation Officer III and Juvenile Institution Officer III classifications. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-328,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF the side letter of agreement between Contra Costa County and the Deputy Sheriffs Association, Probation and Probation Supervisors Unit (“DSA”) modifying the Memorandum of Understanding (“MOU”) to reconcile the MOU with the Probation Department’s reorganization of the Juvenile Institution Officer and Deputy Probation Officer classification series. The Contra Costa County Board of Supervisors acting in its capacity as the governing board of the County of Contra Costa RESOLVES THAT: Effective the first day of the month following adoption by the Board of Supervisors, the Side Letter of Agreement between Contra Costa County and the DSA be ADOPTED. CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ Jeremie Orion Jenkins 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 329 Name: Status:Type:Consent Resolution Passed File created:In control:9/18/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-328 approving side letters between Contra Costa County and Public Employees Union AFSCME, Local One, Community Services Bureau Unit and Site Supervisor Unit regarding salary reallocations and flexible staffing for teacher classifications. Attachments:1. Complete_with_Docusign_2024917_Community_S, 2. Fully Executed - Final Community Services Bureau Unit- Site Supervisor- Side Letter Agreement Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:CSB Teacher Salary Reallocation and Flexible Staffing ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution approving side letters between Contra Costa County and Public Employees Union AFSCME, Local One, Community Services Bureau Unit and Site Supervisor Unit regarding salary reallocations and flexible staffing for teacher classifications. FISCAL IMPACT: The salary reallocations listed in the side letters represent an approximately $2.8 million-dollar annual increase for the program. This amount will be paid out of Federal and State funds already budgeted for the 24/25 year. BACKGROUND: The County's Head Start program is currently unable to expand student enrollment due to a shortage of teaching staff. To address this, the Department purposes to change its staffing and hiring structures to attract and retain the quality educators necessary to increase enrollment and meet the needs of children and families in Contra Costa County. Under the Side Letters negotiated with our labor partners, the maximum salary step for each classification will be increased by one thousand dollars ($1,000) per month, totaling an additional twelve thousand dollars ($12,000) annually. The lower salary steps will also be increased proportionately, maintaining the existing percentage differential between steps. These salary adjustments will make County positions more competitive in the current job market, enabling us to attract the qualified staff needed to grow student enrollment. During CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 3 powered by Legistar™ C.39 File #:RES 2024-329,Version:1 the recruitment process, the County may employ non-employee contractors to fill roles until full staffing is achieved. Additionally, the Side Letters will convert the current teaching positions into three (3) flexibly staffed series. In flexibly staffed positions, incumbents can be promoted throughout the series as they achieve the minimum qualification and competitive requirements for the next position without the need for a separate recruitment, classification study, or distinct Position Control Number. By designating the positions as flexibly staffed, the Department gains the ability seamlessly administer promotions for incumbents and reallocate vacant positions at different levels in the series as needed. This approach provides greater flexibility in managing workforce needs while creating more defined career advancement opportunities for incumbents, resulting in improved retention rates and long-term organizational stability. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to recruit and retain the qualified staff necessary to increase student enrollment. 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 Agreements between the Contra Costa County and AFSCME, Local 1 on behalf of its Community Services Bureau Unit and Community Services Bureau Site Supervisors Unit, providing salary reallocations and flexible staffing for teacher classifications. The Contra Costa County Board of Supervisors acting in its capacity as the governing board of the County of Contra Costa RESOLVES THAT: Effective the first day of the month following adoption by the Board of Supervisors, the Side Letters of Agreement dated September 18, 2024, between Contra Costa County and AFSCME, Local 1 on behalf of its Community Services Bureau Unit and Community Services Bureau Site Supervisors Unit, regarding salary reallocations and flexible staffing for specified staff, be ADOPTED. CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-329,Version:1 CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 3 powered by Legistar™ Page 1 of 2 SIDE LETTER AGREEMENT BETWEEN CONTRA COSTA COUNTY & PEU AFSCME, LOCAL ONE This Side Letter is by and between Public Employees Union AFSCME, Local One, on behalf of its Community Services Bureau Unit and Contra Costa County (County) and is effective the first day of the month following approval of the Board of Supervisors. The Parties agree to the following terms for the listed eligible Unit classifications regarding a salary reallocation and designation of flexibly staffed positions within an occupational series as defined below: A. Salary Reallocation: The maximum salary step for each classification listed below will be increased by one thousand dollars ($1,000) per month, totaling an additional twelve thousand dollars ($12,000) annually. In addition to this increase to the top step of each classification, the lower salary steps in each classification will be increased proportionately in amounts necessary to preserve the existing percentage differential between each step. This salary reallocation will be effective the first day of the month following approval of the Board of Supervisors. Classifications: I. Associate Teacher -Project (CJW1) II. Teacher -Project (CJN1) III. Master Teacher -Project (CJT1) IV. Infant Toddler Associate Teacher-Project (CJW2) V. Infant Toddler Teacher-Project (CJN2) VI. Infant Toddler Master Teacher-Project (CJT2) B. Flexibly Staffed classification Series: The classifications listed below will be designated as flexibly staffed positions within an occupational series. Incumbents who meet the minimum qualifications for the next higher level and have met appropriate competitive requirements may be promoted at the discretion of the appointing authority to the next higher classification within the job series without a classification study, notwithstanding any other provisions of the MOU. A promotion to the next level in a flexibly staffed classification series is not automatic upon meeting the requirements for the higher level but is subject to department needs and approval. Flexibly Staffed Positions- Teacher Series I. Associate Teacher -Project (CJW1) II. Teacher -Project (CJN1) III. Master Teacher -Project (CJT1) Flexibly Staffed Positions- Infant Toddler Teacher Series I. Infant Toddler Associate Teacher-Project (CJW2) Docusign Envelope ID: D8E1D78B-1EC6-4835-B1D0-6C28956914A9 Page 2 of 2 II. Infant Toddler Teacher-Project (CJN2) III. Infant Toddler Master Teacher-Project (CJT2) C. Contracting Out: In the interest of achieving and maintaining full enrollment in the Community Services Bureau, the Union agrees that the County may employ non - employee contractors to perform the work of the classifications listed in Section (A) above for the duration of this Side Letter. Except as specifically amended or excluded by this Side Letter, all other terms and conditions of the Memoranda of Understanding between Contra Costa County and PEU AFSCME, Local One (July 1, 2022 - June 30, 2026) remain unchanged by this Side Letter. Date: _________________________ Contra Costa County: PEU AFSCME, Local One: (Signature/Printed Name) (Signature/Printed Name) _________________/______________ ______________/________________ _________________/______________ ______________/________________ _________________/______________ ______________/________________ _________________/______________ ______________/________________ Docusign Envelope ID: D8E1D78B-1EC6-4835-B1D0-6C28956914A9 Aimee Pratali Yolanda Williams Kristin Owen 9/18/2024 David Sanford Page 1 of 2 SIDE LETTER AGREEMENT BETWEEN CONTRA COSTA COUNTY & PEU AFSCME, LOCAL ONE, SITE SUPERVISOR UNIT This Side Letter is by and between Public Employees Union AFSCME, Local One Community Services Bureau Site Supervisor Unit and Contra Costa County (County) and is effective the first day of the month following approval of the Board of Supervisors. The Parties agree to the following terms for the listed eligible Unit classifications regarding a salary reallocation and designation of flexibly staffed positions within an occupational series as defined below: A. Salary Reallocation: The maximum salary step for each classification listed below will be increased by one thousand dollars ($1,000) per month, totaling an additional twelve thousand dollars ($12,000) annually. In addition to this increase to the top step of each classification, the lower salary steps in each classification will be increased proportionately in amounts necessary to preserve the existing percentage differential between each step. This salary reallocation will be effective the first day of the month following approval of the Board of Supervisors. Classifications: I. Site Supervisor I – Project (CJH2) II. Site Supervisor II – Project (CJG1) III. Site Supervisor III – Project (CJF1) B. Flexibly Staffed classification Series: The classifications listed below will be designated as flexibly staffed positions within an occupational series. Incumbents who meet the minimum qualifications for the next higher level and have met appropriate competitive requirements may be promoted at the discretion of the appointing authority to the next higher classification within the job series without a classification study, notwithstanding any other provisions of the MOU. A promotion to the next level in a flexibly staffed classification series is not automatic upon meeting the requirements for the higher level but is subject to department needs and approval. Flexibly Staffed Positions- Site Supervisor Series I. Site Supervisor I – Project (CJH2) II. Site Supervisor II – Project (CJG1) III. Site Supervisor III – Project (CJF1) C. Contracting Out: In the interest of achieving and maintaining full enrollment in the Community Services Bureau, the Union agrees that the County may employ non - employee contractors to perform the work of the classifications listed in Section (A) above for the duration of this Side Letter. The County will employ contractors only in instances where there is an active recruitment in a classification listed in Section (A). Page 2 of 2 Except as specifically amended or excluded by this Side Letter, all other terms and conditions of the Memoranda of Understanding between Contra Costa County and PEU AFSCME, Local One Community Services Bureau Site Supervisor Unit (July 1, 2022 - June 30, 2026) remain unchanged by this Side Letter. Date: _________________________ PEU AFSCME, Local One, CSB Site Contra Costa County: Supervisor Unit: (Signature/Printed Name) (Signature/Printed Name) _________________/______________ ______________/________________ _________________/______________ ______________/________________ _________________/______________ ______________/________________ _________________/______________ ______________/________________ Jeff Apkarian 9/18/2024 David Sanford Kristin Owen 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 334 Name: Status:Type:Consent Resolution Passed File created:In control:8/26/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-434 adopting the Fiscal Year 2024-2025 Adopted Budget as Finally Determined, as recommended by the County Administrator. Attachments:1. Attachment A - County Appropriation Adjustments, 2. Attachment B - FY24-25 County Schedules ABC, 3. Attachment C - Special Districts Appropriation Adjustments, 4. Attachment D - FY24-25 Special Districts Schedules ABC Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Fiscal Year 2024-2025 Adopted Budget as Finally Determined RECOMMENDATIONS: ADOPT Resolution No. 2024/434 adopting the Fiscal Year 2024-2025 Adopted Budget as Finally Determined, including: a. Final changes to close out the 2023-2024 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 2024-2025 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 2023-2024 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 2024-2025 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 FY23-24 appropriations and revenues to CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 5 powered by Legistar™ C.40 File #:RES 2024-334,Version:1 balance budgeted figures to actual experience; and for FY24-25, includes fund balances, reserves, designations and all estimated revenue and appropriation line-item changes to correspond to the latest information. BACKGROUND: On April 23, 2024, the Board of Supervisors adopted the State Controller's Office Fiscal Year 2024-2025 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 FY24-25 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during the public hearings. On May 21, 2024, the Board of Supervisors requested that the Auditor-Controller make adjustments to the FY23-24 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 FY23-24 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 21, 2024, the Board of Supervisors authorized the Auditor-Controller to make technical adjustments to the FY24-25 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 FY24-25 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; CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 5 powered by Legistar™ File #:RES 2024-334,Version:1 ·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. The final figures in Schedule A are updated per previous actions of the Board. For the General Fund: ·$660,639 is restricted for the East Bay Regional Communication System (EBRCS) ·$2,972,973 is restricted for the CCTV’s Public, Educational, and Governmental Fund ·$26,395,266 is restricted for Medicare Part D ·$20,000,000 is assigned for litigation and audit exceptions ·$585,000 is assigned for Law and Justice Information Systems ·$583,626 is assigned for Dependent Care Assistance Plan (DCAP) ·$1,023,581is assigned for Health Care Spending Account (HCSA) ·$2,937,964 is assigned for Facility Improvements For Juvenile Hall ·$2,464,157 is assigned for Vehicle Theft Prevention ·$2,413,118 is assigned for Elections Capital Replacement Surcharge ·$1,099,418 is assigned for Office of Restorative Justice Planning & Implementation ·$150,000 is assigned for the Reber Trust ·$37,644,395 is assigned for the COVID-19 FEMA Reserve ·$23,635,887 is assigned for an increase to the Capital Reserve, as required by the General Fund Reserve Policy ·$20,000,000 is assigned for the Measure X reserve; and ·$141,167,383 is assigned for an increase to the General Fund Designated Reserve Specific to the $37,644,395 related to the COVID-19 FEMA Reserve, this amount is composed of General Fund balance available at the conclusion of FY23-24 following the use of two American Rescue Plan Act (ARPA) funding sources for governmental purposes; $37,544,395 related to the remaining balance of Coronavirus State and Local Fiscal Recovery Funds (CSLFRF) and $100,000 related to the Local Assistance and Tribal Consistency Fund (LATCF). On April 22, 2024, the Board of Supervisors directed the County Administrator’s Office to claim the remaining CSLFRF balance against General Fund expenditures related to the subsidy of the Hospital Enterprise Fund and establish an “Assigned” fund balance designation at fiscal year end in a like amount. Later, on June 4, 2024, the Board of Supervisors took the same action for the remainder of LATCF funds allowing both grant programs to be fully expended as of the end of FY23-24 (June 30, 2024). CONTRA COSTA COUNTY Printed on 9/26/2024Page 3 of 5 powered by Legistar™ File #:RES 2024-334,Version:1 As part of the proposal to expend the remaining ARPA funds, the County Administrator’s Office requested that the Board direct staff to return at least annually to report on the status of outstanding COVID-19 FEMA claims to assess whether a portion of the “Assigned” fund balance amount should be reduced at which time the Board could provide direction as to the use of those funds. At this time, the County Administrator’s Office is not recommending a reduction in the “Assigned” fund balance amount of $37,644,395 because the amount of COVID-19 FEMA claims outstanding as of June 30, 2024 is $46,241,340 (i.e. claims in which the County has not yet received payment), which exceeds the COVID FEMA Reserve amount by $8,596,945. The County Administrator’s Office will continue tracking this figure and conduct a similar assessment at the conclusion of FY24-25. Included in these annual materials are several items of note, specifically Schedule C in Attachment B totals $211.55M. Of this amount, $82,548,734 are non-General funds and restricted. The balance of $129,006,126 are for General Fund appropriation carryforwards and adjustments that fall into five general categories as detailed below: ·Measure X assigned funds total $97.6M or 88% of the total carryforwards, plus $17.5M use of fund balance for FY24-25 one-time allocations directed by the Board on May 22; ·Restricted funds total $3.2M or 3%; ·Information technology costs total $3.1M or 5%; ·Capital project costs total $4.5M or 4%; ·And $2.5M are for program related costs, such as $1.1M Contra Costa County Futures, $428k related to Rodeo Unocal Return to Source, and other appropriations. Attachment B (Schedule B) includes encumbrances of $67.0M, of which $56.6M 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 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: CONTRA COSTA COUNTY Printed on 9/26/2024Page 4 of 5 powered by Legistar™ File #:RES 2024-334,Version:1I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: Monica Nino, County Administrator and Clerk of the Board of Supervisors By: THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Adopting the Fiscal Year 2024-2025 Adopted Budget as finally determined and Closing-out the FY23-24 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 FY23-24 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 FY24-25 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 FY23-24 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 FY24-25 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); CONTRA COSTA COUNTY Printed on 9/26/2024Page 5 of 5 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 1 of 12 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00370 Amendment Date 06/30/2024 Description 0450 (PH) 23/24 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 2023-24 Year (FY2023-24 Operating Budget) 3570:CONTRIB TO ENTERPRISE FND 5761 PH ADMIN & MANAGEMENT (Home Org) 0465 HLTH SVS- HOSPITAL SUBSIDY 100300 GENERA L $599,398.00 $0.00 Contribution to Enterprise Fund - PH 0450 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $9,656.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9922:SALE OF EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $2.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9895:MISC CURRENT SERVICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $1,060,949.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9851:INTERFUND REV - GOV/GOV 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $95,000.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 2 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9776:LABORATORY SERVICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $129,986.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9775:MISC HEALTH FEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $29,422.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9773:PATIENT FEES-T.B. TESTING 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $6,243.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9772:PATIENT FEES-IMMUNIZATION 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $84,270.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9763:PATIENT FEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $32,292.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9745:RECORDING FEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $89,556.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9595:MISC GOVT AGENCIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $5,242,183.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9499:MISC FED HEALTH PROJECTS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $6,954,288.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9494:FED W.I.C. PROGRAM 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $368,625.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 3 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9491:FED HLTH ADMIN(MCH&314D)5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $741,040.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9435:MISCELLANEOUS STATE AID 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $434,279.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9429:ST AID MANDATED EXPNDTRES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $314,950.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9325:MISC ST AID FOR HEALTH 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $6,474,844.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9283:STATE C.H.D.P. PROGRAM 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $32,329.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9281:ADMIN-STATE HEALTH MISC 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $1,475,745.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9150:VEHICLE CODE FINES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $1,539.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9140:OTHER LICENSES & PERMITS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $2,667.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $1,026,651.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 4 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $269,677.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4971:CAPITALIZED SOFTWARE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $50,355.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $45,517.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4381:025-PUB HLTH TRAILER 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $7,500.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 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 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4331:025-DSGN/EST RPLC STRCTRS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $645.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4948:MISCELLANEOUS EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $17,849.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 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 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $58.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 5 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2490:MISC SERVICES & SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $64,961.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $3,548,916.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2477:ED SUPPLIES AND COURSES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $8,250.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2470:ROAD/CONSTRUCTN MATERIALS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $6,000.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2467:TRAINING & REGISTRATIONS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $66,805.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2463:AUDIO-VISUAL SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $300.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2360:INSURANCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $362,000.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2340:OTHER INTRDPTMNTL CHARGES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $3,779,354.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2335:OTHER TELECOM CHARGES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $39,499.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 6 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2331:GSD COURIER SERVICE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $4,124.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2330:OTHER GEN SVCS CHARGES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $157,809.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2328:ADMINISTRATIVE SERVICE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $999,918.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2326:INFORMATION SECURITY CHG 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $58,121.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2320:OUTSIDE MEDICAL SERVICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $146,000.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2316:DATA PROCESSING SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $194,703.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2315:DATA PROCESSING SERVICE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $133,942.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2314:CONTRACTED TEMPORARY HELP 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $929.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $6,560,972.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 7 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2303:OTHER TRAVEL EMPLOYEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $85,847.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2302:USE OF CO VEHICLE/EQUIP 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $596.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2301:AUTO MILEAGE EMPLOYEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $195,501.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2300:TRANSPORTATION AND TRAVEL 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $5,991.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2286:NON-CAP IMPS-MTCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $1,007.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $772,761.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2281:MAINTENANCE OF BUILDINGS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $2,795.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2270:MAINTENANCE -EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $15,317.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 8 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2262:BLDG OCCUPANCY COSTS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $145,837.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2260:RENTS & LEASES -PROPERTY 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $32,356.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $1,399,055.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2250:RENTS & LEASES -EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $117,969.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2200:MEMBERSHIPS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $47,290.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2190:PUBLICATNS & LEGL NOTICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $10,614.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2170:HOUSEHOLD EXPENSE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $1,546.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2160:CLOTHING & PERSONAL SUPPL 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $200.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2150:FOOD 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $26,670.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 9 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2141:PHARMACEUTICAL SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $1,389,000.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2140:MEDICAL & LAB SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $219,964.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2132:MINOR COMPUTER EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $234,518.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $79,205.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2130:SMALL TOOLS & INSTRUMENTS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $42,141.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2120:UTILITIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $21,923.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2111:TELEPHONE EXCHNGE SERVICE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $12,734.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $996,168.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2103:POSTAGE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $91,046.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 10 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2102:BOOKS-PERIODICLS-SUBSCRPT 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $2,829.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $125,958.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $270,721.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $50,577.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1061:RETIREE HEALTH INSURANCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $86,868.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $448,260.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $1,683,089.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1043:RET EXP-PRE 1997 RETIREES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $132,200.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $882,906.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 11 of 12 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1019:COMP & S D I RECOVERIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $98,716.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1018:PERM PHYS ADDNL DUTY PAY 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $421.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1017:PERM PHYSICIANS SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $228,006.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1016:HOURLY PHYSICIAN SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $30,708.00 $0.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $240,900.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $286,526.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $395,475.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERA L $0.00 $17,162,037.00 0450 (PH) 23/24 YE Appropriation Adjustment Warning : - 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 07/25/2024 11:49:08 AM 07/26/2024 Christine Austin 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00370 09:41 AM 08/27/2024 Page 12 of 12 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/25/2024 12:00:55 PM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Added Approvers Sent Back 07/26/2024 01:18:58 PM Xia Zhang (Budget Specialist (Auditor Office)) 1 Send Back Reason from Xia Zhang: send back per Dept's request Budget Amendment Event Budget Amendment Event Submitted 07/26/2024 02:44:20 PM 07/26/2024 Christine Austin 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 02:45:39 PM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 04:59:56 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 04:59:56 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:47:21 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:49:16 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00373 09:39 AM 08/27/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00373 Amendment Date 06/30/2024 Description MH 0467 - FY23/24 year-end adjustments 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 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5735 MHSA OLDER ADULT SERVICES 100300 GENERAL $0.00 $1,100,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4099:VARIOUS LAND ACQUISITIONS 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5725 MHSA HOUSING SERVICES 100300 GENERAL $1,190,000.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4019:LAND&BLDG AQUISITION 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5725 MHSA HOUSING SERVICES 100300 GENERAL $2,265,000.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1017:PERM PHYSICIANS SALARIES 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5721 MHSA ADMINISTRATION 100300 GENERAL $0.00 $989,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5912 MH-MEASURE X- COMM CRISIS 100300 GENERAL $500,000.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00373 09:39 AM 08/27/2024 Page 2 of 2 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5721 MHSA ADMINISTRATION 100300 GENERAL $0.00 $66,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5912 MH-MEASURE X- COMM CRISIS 100300 GENERAL $0.00 $500,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5999 BEHAVIORAL HEALTH ADMIN (Home Org) 5899 MHSA INNOVATION 100300 GENERAL $0.00 $1,300,000.00 Warning : - 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 07/26/2024 12:05:42 PM 07/27/2024 Hiu Tung Mah 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 12:26:46 PM Faye Ny (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/03/2024 11:47:28 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/03/2024 11:47:28 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:46:43 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:50:00 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00379 09:02 AM 08/27/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00379 Amendment Date 06/30/2024 Description Assigned Appropriation for Zero Tolerance from FY 22/23-Domestic Violence 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 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 5101 ADMINISTRATION (Home Org) 0586 ZERO TOLRNCE-DOM VIOLENCE 112700 ZERO TOLRNCE-DOM VIOLENCE $0.00 $783,346.00 Assigned Appropriation for Zero Tolerance from FY 22/23 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 5101 ADMINISTRATION (Home Org) 0586 ZERO TOLRNCE-DOM VIOLENCE 112700 ZERO TOLRNCE-DOM VIOLENCE $783,346.00 $0.00 Assigned Appropriation for Zero Tolerance from FY 22/23 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org RE_ Alliance (0586) Rollover.msg File Name RE_ Alliance (0586) Rollover.msg Content Type application/octet-stream Updated By Christopher Dunn Upload Date 07/23/2024 02:54:54 PM Comment Email.pdf File Name Email.pdf Content Type application/pdf Updated By Analiza Pinlac Upload Date 08/22/2024 10:52:20 AM Comment Process History View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00379 09:02 AM 08/27/2024 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 07/23/2024 02:54:54 PM 07/24/2024 Christopher Dunn 1 Budget Amendment Event Review Budget Amendment Approved 07/23/2024 02:55:36 PM 07/24/2024 Christopher Dunn (Initiator) 1 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/23/2024 03:02:14 PM Keng Koh (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Sent Back 08/07/2024 02:23:18 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Send Back Reason from Yesenia Campos: For dept to make updates Budget Amendment Event Budget Amendment Event Submitted 08/07/2024 02:56:42 PM 07/24/2024 Christopher Dunn 1 Budget Amendment Event Review Budget Amendment Not Required 07/24/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/07/2024 02:58:24 PM Navdeep Singh (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 12:15:23 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:52:21 AM 07/24/2024 Analiza Pinlac (Budget Manager) 1 Analiza Pinlac: BOS 9/24/2024 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/24/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/24/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/24/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00380 09:26 AM 08/27/2024 Page 1 of 4 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00380 Amendment Date 06/30/2024 Description FY23-24 Year end Budget Amendment -Detention 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 2023-24 Year (FY2023-24 Operating Budget) 3570:CONTRIB TO ENTERPRISE FND 5700 MARTZ DETENTION INFIRMARY (Home Org) 0465 HLTH SVS- HOSPITAL SUBSIDY 100300 GENERA L $0.00 $1,028,863.00 Increase in NCC Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $236.00 Decrease Misc Non-Taxable Revenue Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9785:M/H SVCS-MEDI-CAL 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $64,995.00 Decrease M/H Svcs-Medi-Cal Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9263:ST AID RELGNMT-SALES TAX 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $46,970.00 Decrease State Aid Realign. - Sales Tx. Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9259:ST AID REALIGNMENT-VLF 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $1,742.00 Decrease State Aid Realign. - VLF Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00380 09:26 AM 08/27/2024 Page 2 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $52,197.00 $0.00 Increase Intrafund-Trans-Services Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $3,827.00 Decrease Reimb Gov/Gov (Cnty Vehicles) Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $182,560.00 Decrease Medical & Lab Equipment Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $10,495.00 $0.00 Increase Office Equip & Furniture Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $62,883.00 Decrease Interfund Exp - Gov/Gov Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2321:COUNTY HOSPITAL SERVICES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $2,146,116.00 Decrease County Hospital Svcs.Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $4,767,285.00 $0.00 Increase Professional/Speclzd Svcs.Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2141:PHARMACEUTICAL SUPPLIES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $225,614.00 $0.00 Increase Pharmaceuticals Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $24,358.00 $0.00 Increase Workers Comp. Insurance Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00380 09:26 AM 08/27/2024 Page 3 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $2,503.00 $0.00 Increase Unemployment Insurance Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1061:RETIREE HEALTH INSURANCE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $161,425.00 Decrease Retiree Health Insurance Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $846,176.00 Decrease Employee Group Insurance Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $1,178,281.00 Decrease Retirement Expense Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $41,517.00 $0.00 Increase F.I.C.A.Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1019:COMP & S D I RECOVERIES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $7,200.00 Decrease Comp Ins. Recoveries Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1018:PERM PHYS ADDNL DUTY PAY 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $44,279.00 $0.00 Increase Perm Phys Addnl Duty Pay Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1017:PERM PHYSICIANS SALARIES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $464,668.00 $0.00 Decrease Perm Phys Salaries Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $110,712.00 Decrease Deferred Compensation Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00380 09:26 AM 08/27/2024 Page 4 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $1,364,869.00 $0.00 Increase Permanent Overtime Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $2,907,496.00 $0.00 Increase Temporary Salaries Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5700 MARTZ DETENTION INFIRMARY (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERA L $0.00 $4,063,295.00 Decrease Permanent Salaries Warning : - 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 07/25/2024 11:52:01 AM 07/26/2024 Lydia Ngero 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/25/2024 12:00:46 PM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:04:20 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:04:20 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:53:29 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:46:33 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 1 of 7 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00383 Amendment Date 06/30/2024 Description To adjust estimated revenues & expenditures for fiscal year 2023/24 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 2023-24 Year (FY2023-24 Operating Budget) 8336:INTEREST EARNINGS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $5,311,271.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8313:REALIGNMENT VLF REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $792,797.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8283:CHG TO OTHER COUNTY DEPTS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $172,281.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8278:CHGS TO PUBLIC HEALTH 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $4,000,000.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 2 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 8276:CHG TO A/DA/MENTAL HEALTH 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $10,410,969.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8239:MISCEL HOSPITAL REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $22,106,402.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8234:CAFETERIA RECEIPTS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $289,679.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8233:EDUCATION & TRAINING CHGS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $132.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8232:MEDICAL RECORDS CHGS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $36,545.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8231:OCCUPANCY & RENTAL CHGS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $22,590.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8337:ST AID REALIGNMNT-HTH-ENT 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $968,073.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 3 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 8226:SB1732-MCAL CRRP REIMB 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $397,005.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8277:CHGS TO ENVIRONMNTL HLTH 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $214,316.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8220:GRANTS & DONATIONS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $8,920,868.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2851:OTHR PURCH SVC-AUDITOR 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $25,268.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8161:INTERDEPT RHS/IP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $1,705,474.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8141:COMMERCIAL RHS/IP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $7,731,834.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8131:HLTH PLAN RHS/IP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $85,301,047.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 4 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 8121:MEDI-CAL RHS/IP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $37,216,313.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8111:MEDICARE RHS/IP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $10,741,389.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $80,000.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2891:TRAVEL-COUNTY EQUIPMENT 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $51,317.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2890:TRAVEL - CAD APPROVED 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $2,687,401.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2872:DEPREC&AMORT-BLDG&IMPROVE 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $1,139,392.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2853:OTHR PURCH SVC-PERSONNEL 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $4,383,000.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 5 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2845:CLEANING SUPPLIES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $792,194.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2841:OTHER MED CARE MTL & SUPP 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $2,723,818.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2838:PHARMACEUTICALS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $1,765,129.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2832:SUTURES&SURGICAL NEEDLES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $125,195.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2826:MED FEES-PHYSICN-CLIN SVC 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $1,635,598.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2822:CONSULTNG&MANAGEMENT FEES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $4,625,350.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2821:MED FEES-THERAPIST&OTHER 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $1,729,729.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 6 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2802:REGISTRY 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $7,757,014.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $1,083,230.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $3,508,101.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $3,620,367.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1017:PERM PHYSICIANS SALARIES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $1,067,989.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $357,693.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $720,172.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00383 09:51 AM 08/27/2024 Page 7 of 7 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $10,668,764.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 6567 GENERAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $14,832,692.00 $0.00 To adjust estimated revenues & expenditures for fiscal year 2023/24 Warning : - 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 07/25/2024 01:31:49 PM 07/26/2024 Xiaofan Xie 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/25/2024 02:18:19 PM Linh Huynh (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:02:49 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:02:49 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:50:25 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:46:55 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 Page 1 of 6 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00385 Amendment Date 06/30/2024 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 2023-24 Year (FY2023-24 Operating Budget) 4541:201-REPLACE CART WASHER 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $452,966.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4538:550-REPLACE COOLING TOWER 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $536,804.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4537:201-LAB AUTOMATION 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $733,276.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4536:201-RPLC COOLING TOWERS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $594,257.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4534:201-SITE FOR CT TRAILER 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $199,737.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 Page 2 of 6 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4533:201-RPLC PHRM DISP UNITS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $101,258.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4514:550-UPDATE 4 ELEVATORS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $582,279.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4532:201-PHARMACY CLEAN ROOM 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $9,540.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4562:201-MEASURE X PLANNING 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $760,717.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4507:555-MODERNIZE ELEVATORS MAIN HOSPITAL 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $7,883.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4381:025-PUB HLTH TRAILER 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $7,456.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4331:025-DSGN/EST RPLC STRCTRS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $645.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4518:749-WCHC CLINIC EXPANSION 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $9,761.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8239:MISCEL HOSPITAL REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $725,304.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 Page 3 of 6 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 8226:SB1732-MCAL CRRP REIMB 6567 GENERAL ACCOUNTING (Home Org) 6992 CAPITAL LEASE OBLIGATION 145000 HOSPITAL ENTERPRISE $3,678,978.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8239:MISCEL HOSPITAL REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6992 CAPITAL LEASE OBLIGATION 145000 HOSPITAL ENTERPRISE $0.00 $3,678,978.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8239:MISCEL HOSPITAL REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6979 CAP EQUIP-MGNT & ADM DIV 145000 HOSPITAL ENTERPRISE $1,159,159.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8239:MISCEL HOSPITAL REVENUE 6567 GENERAL ACCOUNTING (Home Org) 6977 CAP EQUIP-MED CARE DIV 145000 HOSPITAL ENTERPRISE $0.00 $206,380.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 6567 GENERAL ACCOUNTING (Home Org) 6979 CAP EQUIP-MGNT & ADM DIV 145000 HOSPITAL ENTERPRISE $0.00 $1,504,201.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3515:INT ON OTH LONG TERM DEBT 6567 GENERAL ACCOUNTING (Home Org) 6979 CAP EQUIP-MGNT & ADM DIV 145000 HOSPITAL ENTERPRISE $17,913.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 6567 GENERAL ACCOUNTING (Home Org) 6979 CAP EQUIP-MGNT & ADM DIV 145000 HOSPITAL ENTERPRISE $327,129.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 6567 GENERAL ACCOUNTING (Home Org) 6977 CAP EQUIP-MED CARE DIV 145000 HOSPITAL ENTERPRISE $206,380.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $119,994.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 Page 4 of 6 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4578:550-RECOAT BUILDING 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $8,463.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4577:265-RENOVATE STE 300 300A 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $22,862.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4576:201-REPLACE CHILLERS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $113,731.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4574:201-INSTL BACKUP GENERATR 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $11,091.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4573:903-INSTALL RED OUTLETS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $63,960.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4572:201-CONVERT 5D MED ROOM 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $38,835.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4569:201-HUGS SYSTEM UPGRADE 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $1,814.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4567:699-INSTALL ELCTRC WASHER 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $85,346.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4565:201-UPGRD EXTERIOR LIGHTS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $3,121.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 Page 5 of 6 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4552:733-ADDITION/GENERATOR 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $132,598.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4549:201-SEGREGATE SEWER LINES 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $310,924.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4545:201-REPLC SURGICAL LIGHTS 6567 GENERAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $240,916.00 $0.00 Warning : - 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 07/25/2024 01:39:15 PM 07/26/2024 Ka Weng Leong 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/25/2024 02:18:02 PM Linh Huynh (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Sent Back 08/12/2024 09:22:54 AM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Send Back Reason from Yesenia Campos: For dept to make updates- BDA transactions will cause a negative remaining budget at dept/obj lvl. Budget Amendment Event Budget Amendment Event Submitted 08/13/2024 03:36:45 PM 07/26/2024 Ka Weng Leong 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/13/2024 03:44:18 PM Chengfang Zhao (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 04:59:13 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00385 09:40 AM 08/27/2024 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) Approved 08/15/2024 04:59:13 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:46:59 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:49:47 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00387 09:07 AM 08/27/2024 Page 1 of 3 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00387 Amendment Date 06/30/2024 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 2023-24 Year (FY2023-24 Operating Budget) 3570:CONTRIB TO ENTERPRISE FND 5900 ADMIN (Home Org) 0465 HLTH SVS- HOSPITAL SUBSIDY 100300 GENERA L $237,460.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $1,115,625.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9770:DRINKING DRIVER PGM FEES 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $6,850.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9495:FEDERAL DRUG ABUSE 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $190,422.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9194:RENT OF OFFICE SPACE 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $23,853.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00387 09:07 AM 08/27/2024 Page 2 of 3 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9161:GENERAL FINES 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $6,464.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $544,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4952:INSTITUTIONL EQUIP & FURN 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $161.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $591.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2320:OUTSIDE MEDICAL SERVICES 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $4,133,725.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5900 ADMIN (Home Org) 5900 ADMIN 100300 GENERA L $0.00 $2,876,991.00 Warning : - 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 07/25/2024 11:56:25 AM 07/26/2024 Danelyn Razon 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/25/2024 12:00:34 PM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:03:43 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00387 09:07 AM 08/27/2024 Page 3 of 3 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:03:43 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:53:34 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:46:14 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00408 09:50 AM 08/27/2024 Page 1 of 4 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00408 Amendment Date 06/30/2024 Description Overall Balancing ASD Year-End FY 23/24 Budget 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 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $6,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $8,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $9,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1019:COMP & S D I RECOVERIES 3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $9,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9935:SALE OF ANIMALS 3345 ADMISSIONS AND ADOPTIONS (Home Org) 3345 ADMISSIONS AND ADOPTIONS 100300 GENERAL $20.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9725:MISC HUMANE SERVICES 3345 ADMISSIONS AND ADOPTIONS (Home Org) 3345 ADMISSIONS AND ADOPTIONS 100300 GENERAL $10.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00408 09:50 AM 08/27/2024 Page 2 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 3348 MARKETING (Home Org) 3348 MARKETING 100300 GENERAL $2,400.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 3348 MARKETING (Home Org) 3348 MARKETING 100300 GENERAL $31,000.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2316:DATA PROCESSING SUPPLIES 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $140.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $1,520.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $740.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $160.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $125.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $10.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $170.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00408 09:50 AM 08/27/2024 Page 3 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.3347 COMMUNITY EDUCATION (Home Org) 3347 COMMUNITY EDUCATION 100300 GENERAL $45.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 3346 VOLUNTEER PROGRAM (Home Org) 3346 VOLUNTEER PROGRAM 100300 GENERAL $850.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2335:OTHER TELECOM CHARGES 3346 VOLUNTEER PROGRAM (Home Org) 3346 VOLUNTEER PROGRAM 100300 GENERAL $135.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2316:DATA PROCESSING SUPPLIES 3346 VOLUNTEER PROGRAM (Home Org) 3346 VOLUNTEER PROGRAM 100300 GENERAL $140.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 3335 SHELTER SERVICES (Home Org) 3335 SHELTER SERVICES 100300 GENERAL $0.00 $1,710.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2315:DATA PROCESSING SERVICE 3346 VOLUNTEER PROGRAM (Home Org) 3346 VOLUNTEER PROGRAM 100300 GENERAL $7,200.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2326:INFORMATION SECURITY CHG 3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $3,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 3346 VOLUNTEER PROGRAM (Home Org) 3346 VOLUNTEER PROGRAM 100300 GENERAL $45.00 $0.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2315:DATA PROCESSING SERVICE 3331 FIELD OPERATIONS (Home Org) 3331 FIELD OPERATIONS 100300 GENERAL $0.00 $8,000.00 Overall Balancing ASD Year-End FY 23/24 Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org Process History View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00408 09:50 AM 08/27/2024 Page 4 of 4 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 07/25/2024 10:28:27 PM 07/26/2024 Kara Galindo 1 Budget Amendment Event Review Budget Amendment Not Required 07/26/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 09:58:06 AM Benjamin Winkleblack (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:02:29 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:02:29 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:50:02 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:56:54 AM 07/26/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/26/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/26/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/26/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00410 09:49 AM 08/27/2024 Page 1 of 4 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00410 Amendment Date 06/30/2024 Description Conservatorship Guardianship FY23/24 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 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $405,851.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $39,507.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $11,462.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $9,692.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $31,046.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00410 09:49 AM 08/27/2024 Page 2 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1043:RET EXP-PRE 1997 RETIREES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $2,349.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1061:RETIREE HEALTH INSURANCE 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $8,301.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $104,743.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $88,470.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $707.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $19,813.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $41,715.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2320:OUTSIDE MEDICAL SERVICES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $164,297.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2340:OTHER INTRDPTMNTL CHARGES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $400,504.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00410 09:49 AM 08/27/2024 Page 3 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9281:ADMIN-STATE HEALTH MISC 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $183,981.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9690:ESTATE FEES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $45,877.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9771:CLIENT FEES 5900 ADMIN (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $0.00 $27,377.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY2324 CONS Appro Adjustments 7.16.24.pdf File Name FY2324 CONS Appro Adjustments 7.16.24.pdf Content Type application/pdf Updated By Nicholas Carofanello Upload Date 07/26/2024 10:48:12 AM Comment Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 07/26/2024 10:48:13 AM 07/27/2024 Nicholas Carofanello 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 10:51:27 AM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:02:12 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:02:12 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:49:51 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:47:38 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00410 09:49 AM 08/27/2024 Page 4 of 4 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 1 of 13 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00411 Amendment Date 06/30/2024 Description 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 2023-24 Year (FY2023-24 Operating Budget) 2170:HOUSEHOLD EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $500.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2250:RENTS & LEASES -EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $671.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2340:OTHER INTRDPTMNTL CHARGES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $14,325.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2326:INFORMATION SECURITY CHG 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $3,233.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $4,670.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 2 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $4,753.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1043:RET EXP-PRE 1997 RETIREES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $23,659.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2331:GSD COURIER SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,062.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $17,273.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $38,540.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2102:BOOKS-PERIODICLS-SUBSCRPT 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $4,382.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2103:POSTAGE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $11,186.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $15,332.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2490:MISC SERVICES & SUPPLIES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $3,745.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 3 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2467:TRAINING & REGISTRATIONS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $6,755.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2200:MEMBERSHIPS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $7,874.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2276:MNTN RADIO-ELECTRON EQUIP 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,352.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $174,115.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2335:OTHER TELECOM CHARGES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,742.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2340:OTHER INTRDPTMNTL CHARGES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $5,884.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,474.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1019:COMP & S D I RECOVERIES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $18,122.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2467:TRAINING & REGISTRATIONS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $5,719.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 4 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1061:RETIREE HEALTH INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $12,796.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2140:MEDICAL & LAB SUPPLIES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $1,431.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2130:SMALL TOOLS & INSTRUMENTS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $2,000.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $6,829.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2262:BLDG OCCUPANCY COSTS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $29,449.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2111:TELEPHONE EXCHNGE SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $3,952.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2270:MAINTENANCE -EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $1,194.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $23,404.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2490:MISC SERVICES & SUPPLIES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,249.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 5 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $199,752.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2302:USE OF CO VEHICLE/EQUIP 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $17.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $63.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3612:INTERFUND EXP - GOV/ENT 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $1,463.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $131,867.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $676.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2170:HOUSEHOLD EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $8,804.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2160:CLOTHING & PERSONAL SUPPL 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $4,463.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2150:FOOD 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $7,583.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 6 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2300:TRANSPORTATION AND TRAVEL 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $25,734.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $19,322.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $7,636.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2102:BOOKS-PERIODICLS-SUBSCRPT 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,010.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2103:POSTAGE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $988.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $4,890.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $820,871.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2250:RENTS & LEASES -EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $6,252.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $1,321,561.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 7 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2190:PUBLICATNS & LEGL NOTICES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $1,500.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $28,697.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2200:MEMBERSHIPS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $4,149.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $54,084.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $36,706.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2111:TELEPHONE EXCHNGE SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,751.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $97,483.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $13,614.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $38,400.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 8 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1014:PERMANENT OVERTIME 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $53,557.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $86,948.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2276:MNTN RADIO-ELECTRON EQUIP 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $5,000.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2262:BLDG OCCUPANCY COSTS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $10,978.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2270:MAINTENANCE -EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $5,000.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3570:CONTRIB TO ENTERPRISE FND 5870 GENERAL PROG- ADMIN (Home Org) 0465 HLTH SVS- HOSPITAL SUBSIDY 100300 GENERA L $5,828.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2130:SMALL TOOLS & INSTRUMENTS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $657.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $12,607.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1043:RET EXP-PRE 1997 RETIREES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $23,658.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 9 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $100,000.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $317,223.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1061:RETIREE HEALTH INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $12,796.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 3612:INTERFUND EXP - GOV/ENT 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $1,462.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $209,228.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $7,693.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2301:AUTO MILEAGE EMPLOYEES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $11,672.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2303:OTHER TRAVEL EMPLOYEES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $31,762.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2150:FOOD 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $8,493.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 10 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $18,529.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2160:CLOTHING & PERSONAL SUPPL 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $19,613.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2301:AUTO MILEAGE EMPLOYEES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $10,053.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2303:OTHER TRAVEL EMPLOYEES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $21,157.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $114,398.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9761:HEALTH INSPECTION FEES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $2,264,207.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2320:OUTSIDE MEDICAL SERVICES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $1,483.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2326:INFORMATION SECURITY CHG 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $11,198.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2315:DATA PROCESSING SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $8,925.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 11 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2314:CONTRACTED TEMPORARY HELP 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $19,900.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2140:MEDICAL & LAB SUPPLIES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $1,353.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2190:PUBLICATNS & LEGL NOTICES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $2,444.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2314:CONTRACTED TEMPORARY HELP 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $20,000.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2300:TRANSPORTATION AND TRAVEL 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $15,786.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $8,172.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2315:DATA PROCESSING SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $0.00 $25,644.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2320:OUTSIDE MEDICAL SERVICES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $1,638.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1070:WORKERS COMPENSATION INS 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $22,980.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 12 of 13 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1063:UNEMPLOYMENT INSURANCE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $2,133.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2331:GSD COURIER SERVICE 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $2,062.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2335:OTHER TELECOM CHARGES 5870 GENERAL PROG- ADMIN (Home Org) 5889 ENVIRONMENTAL HLTH- ADMIN 100300 GENERA L $0.00 $13,195.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9761:HEALTH INSPECTION FEES 5870 GENERAL PROG- ADMIN (Home Org) 5879 HAZ MAT - ADMIN 100300 GENERA L $1,292,100.00 $0.00 Warning : - 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 07/26/2024 11:15:07 AM 07/27/2024 Tsegu Wolde-Michael 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 11:21:22 AM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:01:51 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:01:51 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:49:24 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:47:56 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00411 09:48 AM 08/27/2024 Page 13 of 13 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00412 09:46 AM 08/27/2024 Page 1 of 4 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00412 Amendment Date 06/30/2024 Description To adjust Probation, CalAim and HHIP funding from/to intrafund account (5022) to/from revenue accounts as well as to align all other budgeted expenses/revenues to the YTD June projections for Health, Housing and Homeless (H3) Division, ORG#0463 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 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $290,985.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9951:REIMBURSEMENTS - GOV/GOV 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $163,174.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9595:MISC GOVT AGENCIES 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $1,562,878.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9499:MISC FED HEALTH PROJECTS 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $13,568.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9435:MISCELLANEOUS STATE AID 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $2,962,395.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00412 09:46 AM 08/27/2024 Page 2 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2110:COMMUNICATIONS 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $101,662.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9281:ADMIN-STATE HEALTH MISC 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $161,467.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $46,379.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $203,682.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9191:RENT ON REAL ESTATE 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $19,992.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $1,487,927.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $27,255.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4099:VARIOUS LAND ACQUISITIONS 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $2,000,000.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4019:LAND&BLDG AQUISITION 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $3,344,033.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00412 09:46 AM 08/27/2024 Page 3 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4948:MISCELLANEOUS EQUIPMENT 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $65,000.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $181,452.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2340:OTHER INTRDPTMNTL CHARGES 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $3,284,419.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2330:OTHER GEN SVCS CHARGES 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $105,170.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $139,455.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $0.00 $350,581.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2262:BLDG OCCUPANCY COSTS 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $177,881.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2250:RENTS & LEASES -EQUIPMENT 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $179,174.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2170:HOUSEHOLD EXPENSE 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $129,622.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00412 09:46 AM 08/27/2024 Page 4 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2150:FOOD 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $191,527.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 5731 ADMINISTRATION (Home Org) 5731 ADMINISTRATION 100300 GENERA L $127,436.00 $0.00 Warning : - 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 07/26/2024 11:33:46 AM 07/27/2024 Teresita Foster 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 11:38:32 AM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:01:31 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:01:31 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:49:03 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:48:13 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00413 09:43 AM 08/27/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00413 Amendment Date 06/30/2024 Description Fund 146000 Budget Amendment FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 3580:CONTRIB TO OTHER AGENCIES 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $456,997,817.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2861:MEDICAL-PURCHASED SERVICE 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $561,591,172.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8220:GRANTS & DONATIONS 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $0.00 $10,904,674.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8336:INTEREST EARNINGS 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $0.00 $23,136,660.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $0.00 $12,576,131.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00413 09:43 AM 08/27/2024 Page 2 of 2 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 8312:PHP/MEDI-CAL PREMIUMS 6100 CC HEALTH PLAN REVENUE (Home Org) 6258 CCHP/CCRM C AFDC 146000 HMO ENTERPRISE $0.00 $971,971,524.00 Recommended Budget Warning : - 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 07/26/2024 11:53:39 AM 07/27/2024 Renato Peregrino 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 01:10:52 PM Paralee Purviance (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:00:19 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:00:19 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:47:25 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:49:00 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00414 09:45 AM 08/27/2024 Page 1 of 4 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00414 Amendment Date 06/30/2024 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 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $436,046.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2314:CONTRACTED TEMPORARY HELP 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $111,938.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2335:OTHER TELECOM CHARGES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $109,359.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2477:ED SUPPLIES AND COURSES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $1,003,988.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4948:MISCELLANEOUS EQUIPMENT 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $416,231.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9295:ST AID FOR CRIPPLED CHILD 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $249,027.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00414 09:45 AM 08/27/2024 Page 2 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9296:CCS MEDICAL CASES MGMT 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $111,472.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9763:PATIENT FEES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $4,400.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9895:MISC CURRENT SERVICES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $170.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $4,337.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $288,700.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1013:TEMPORARY SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $28,506.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1015:DEFERRED COMP CTY CONTRB 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $8,423.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1017:PERM PHYSICIANS SALARIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $31,066.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1042:F.I.C.A.5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $21,107.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00414 09:45 AM 08/27/2024 Page 3 of 4 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1044:RETIREMENT EXPENSE 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $162,070.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $7,930.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2140:MEDICAL & LAB SUPPLIES 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $1,478.00 $0.00 Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2300:TRANSPORTATION AND TRAVEL 5761 PH ADMIN & MANAGEMENT (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $0.00 $27,612.00 Warning : - 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 07/26/2024 12:00:40 PM 07/27/2024 Durae Jackson 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 12:15:32 PM Bud DeCesare [C] (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 08/15/2024 05:01:12 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:01:12 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:48:07 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:48:33 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00414 09:45 AM 08/27/2024 Page 4 of 4 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00415 09:44 AM 08/27/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00415 Amendment Date 06/30/2024 Description 146100 Appropriations Adj for FY2023/2024 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 2023-24 Year (FY2023-24 Operating Budget) 8317:C C HEALTH PLAN PREMIUMS 6100 CC HEALTH PLAN REVENUE (Home Org) 6269 CCHP/CCRM C EMP PLN A/PERS 146100 HMO ENTERPRISE-COMM PLAN $0.00 $2,373,086.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2861:MEDICAL-PURCHASED SERVICE 6100 CC HEALTH PLAN REVENUE (Home Org) 6269 CCHP/CCRM C EMP PLN A/PERS 146100 HMO ENTERPRISE-COMM PLAN $6,970,902.00 $0.00 Recommended Budget Warning : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 8330:OTHER EXTERNAL PLAN REV 6100 CC HEALTH PLAN REVENUE (Home Org) 6269 CCHP/CCRM C EMP PLN A/PERS 146100 HMO ENTERPRISE-COMM PLAN $0.00 $4,597,816.00 Recommended Budget Warning : - 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 07/26/2024 12:05:43 PM 07/27/2024 Renato Peregrino 1 Budget Amendment Event Review Budget Amendment Not Required 07/27/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 07/26/2024 01:10:38 PM Paralee Purviance (Department Approver – Budget Amendment) 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00415 09:44 AM 08/27/2024 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 08/15/2024 05:00:50 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 08/15/2024 05:00:50 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Approved 08/21/2024 04:47:55 PM Paul Reyes 1 Budget Amendment Event Review Budget Amendment Approved 08/22/2024 10:48:44 AM 07/27/2024 Analiza Pinlac (Budget Manager) 1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 07/27/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 07/27/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 07/27/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 1 of 23 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00500 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0505 EHSD-COUNTY CHILDRENS 132800 COUNTY CHILDRENS $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1583 CDBG SPECIAL PROJECTS 100300 GENERAL $20,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5456 WFS CALFRESH ELIGIBILITY 100300 GENERAL $0.00 $3,300,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1583 CDBG SPECIAL PROJECTS 100300 GENERAL $0.00 $95,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1583 CDBG SPECIAL PROJECTS 100300 GENERAL $75,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5278 ADULT SVCS AGNG BASE PRG 100300 GENERAL $0.00 $300,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0561 HOME INCOME INVSTMT ACCT 116100 HOME INVSTMT PRTNRSHP ACT $0.00 $180,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 2 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3313:COUNTY AID BASIC 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5274 ADULT SVCS GA ASSISTANCE 100300 GENERAL $300,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0479 L/M HSG ASSET FD- LMIHAF 115900 L/M HSG ASSET FD-LMIHAF $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5450 EHS WORKFORCE SVCS ADMIN 100300 GENERAL $5,700,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0561 HOME INCOME INVSTMT ACCT 116100 HOME INVSTMT PRTNRSHP ACT $0.00 $720,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5450 EHS WORKFORCE SVCS ADMIN 100300 GENERAL $0.00 $2,400,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5016:TRANSFERS - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0561 HOME INCOME INVSTMT ACCT 116100 HOME INVSTMT PRTNRSHP ACT $900,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $8,130,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0370 LIVABLE COMMUNITIES 133700 LIVABLE COMMUNITIES FUND $0.00 $95,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $0.00 $4,700,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5214 CFS FOSTER CARE ELIG 100300 GENERAL $0.00 $806,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0479 L/M HSG ASSET FD- LMIHAF 115900 L/M HSG ASSET FD-LMIHAF $0.00 $25,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 3 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3313:COUNTY AID BASIC 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5251 CFS FC ASSISTANCE PMTS 100300 GENERAL $50,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0370 LIVABLE COMMUNITIES 133700 LIVABLE COMMUNITIES FUND $95,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $315,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3622:GEN SVC-OTHER GS CHARGES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0285 ENERGY EFFICIENCY PROGS 112000 CONSERVATION & DEVELOPMEN $0.00 $2,500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $0.00 $315,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2100:OFFICE EXPENSE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0285 ENERGY EFFICIENCY PROGS 112000 CONSERVATION & DEVELOPMEN $2,500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0351 USED OIL RECYCLING GRANT 111900 USED OIL RECYCLING GRANT $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $0.00 $2,674,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0351 USED OIL RECYCLING GRANT 111900 USED OIL RECYCLING GRANT $0.00 $500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9951:REIMBURSEMENTS - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $0.00 $34,218,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2636 CDBG 112000 CONSERVATION & DEVELOPMEN $4,500,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 4 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $39,400,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2636 CDBG 112000 CONSERVATION & DEVELOPMEN $0.00 $4,500,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0019 ASSMT LITIGATION SVCS 100300 GENERAL $719,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0284 SB1383 LOCAL ASST GRANT 112000 CONSERVATION & DEVELOPMEN $0.00 $40,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1600 ASSESSOR - ADMINISTRATION 100300 GENERAL $0.00 $719,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0284 SB1383 LOCAL ASST GRANT 112000 CONSERVATION & DEVELOPMEN $40,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $210,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $818,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $20,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $0.00 $6,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $0.00 $20,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 5 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0586 ZERO TOLRNCE-DOM VIOLENCE 112700 ZERO TOLRNCE-DOM VIOLENCE $30,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0251 DA ENVIRON/OSHA 113000 DA ENVIRON/OSHA $0.00 $75,269.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0585 DOM VIOLENCE VICTIM ASIST 112500 DOM VIOLENCE VICTIM ASIST $0.00 $65,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3560:DEPRECIATION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4284 VEHICLE REPLACEMENT 150100 FLEET ISF $0.00 $3,091,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1802 OPERATION/CSPP-FD 111600 CHILD DEVELOPMENT FUND $0.00 $2,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2909 PUB DEFEND ADULT CRIMINAL 100300 GENERAL $0.00 $140,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1802 OPERATION/CSPP-FD 111600 CHILD DEVELOPMENT FUND $2,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0247 DA CONSUMER PROTECTION 112400 DA CONSUMER PROTECTION $0.00 $64,300.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0246 DISPUTE RESOLUTION PROG 112600 DISPUTE RESOLUTION PROG $3,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2909 PUB DEFEND ADULT CRIMINAL 100300 GENERAL $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0246 DISPUTE RESOLUTION PROG 112600 DISPUTE RESOLUTION PROG $70,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 6 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2314:CONTRACTED TEMPORARY HELP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2909 PUB DEFEND ADULT CRIMINAL 100300 GENERAL $139,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0586 ZERO TOLRNCE-DOM VIOLENCE 112700 ZERO TOLRNCE-DOM VIOLENCE $8,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2800 DISTRICT ATTORNEY ADMIN 100300 GENERAL $0.00 $183,200.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 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 $38,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2895 D A WELFARE FRAUD 100300 GENERAL $183,200.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1454 LIHEAP WEATHERIZATION 100300 GENERAL $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0247 DA CONSUMER PROTECTION 112400 DA CONSUMER PROTECTION $62,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1454 LIHEAP WEATHERIZATION 100300 GENERAL $0.00 $1,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0247 DA CONSUMER PROTECTION 112400 DA CONSUMER PROTECTION $2,300.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0505 EHSD-COUNTY CHILDRENS 132800 COUNTY CHILDRENS $0.00 $10,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0251 DA ENVIRON/OSHA 113000 DA ENVIRON/OSHA $75,269.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 7 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0585 DOM VIOLENCE VICTIM ASIST 112500 DOM VIOLENCE VICTIM ASIST $65,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0233 R/ESTATE FRAUD PROSECUTE 113300 R/ESTATE FRAUD PROSECUTE $0.00 $100.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5561 ZERO TOLERANCE CENTRALIZE 100300 GENERAL $0.00 $25,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 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 $0.00 $200,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5560 GRANTS ENCOURAGE ARRESTS 100300 GENERAL $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1780 CCC CHILD SPPRT SVCS-OPS 113400 CCC DEPT CHILD SPPRT SVCS $100,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5610 SLINGSHOT 100300 GENERAL $300,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2300:TRANSPORTATION AND TRAVEL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0233 R/ESTATE FRAUD PROSECUTE 113300 R/ESTATE FRAUD PROSECUTE $100.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5610 SLINGSHOT 100300 GENERAL $0.00 $300,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 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 $100,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0508 EHSD-IHSS PUBLIC AUTHORIT 115500 IHSS PUBLIC AUTHORITY $40,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 8 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0595 PRIVATE ACTIVITY BONDS 111100 PRIVATE ACTIVITY BOND $6,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0508 EHSD-IHSS PUBLIC AUTHORIT 115500 IHSS PUBLIC AUTHORITY $0.00 $160,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0595 PRIVATE ACTIVITY BONDS 111100 PRIVATE ACTIVITY BOND $0.00 $200,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0508 EHSD-IHSS PUBLIC AUTHORIT 115500 IHSS PUBLIC AUTHORITY $60,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0595 PRIVATE ACTIVITY BONDS 111100 PRIVATE ACTIVITY BOND $0.00 $3,006,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0508 EHSD-IHSS PUBLIC AUTHORIT 115500 IHSS PUBLIC AUTHORITY $60,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0595 PRIVATE ACTIVITY BONDS 111100 PRIVATE ACTIVITY BOND $3,200,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1280 RODEO UNOCAL 100300 GENERAL $0.00 $500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2553 BASIC ACADEMY 142000 SHERIFF LAW ENF TRNG CNTR $0.00 $100,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2262:BLDG OCCUPANCY COSTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0059 COMMUNITY ACCESS TV 100300 GENERAL $218.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2553 BASIC ACADEMY 142000 SHERIFF LAW ENF TRNG CNTR $250,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 9 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2553 BASIC ACADEMY 142000 SHERIFF LAW ENF TRNG CNTR $100,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1200 GENERAL ADMINISTRATION 100300 GENERAL $100.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1200 GENERAL ADMINISTRATION 100300 GENERAL $205,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1225 COMMUNICATION & MEDIA 100300 GENERAL $0.00 $218.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2500 SHERIFF CENTRAL ADMIN 100300 GENERAL $1,700,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1225 COMMUNICATION & MEDIA 100300 GENERAL $91,717.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4952:INSTITUTIONL EQUIP & FURN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2500 SHERIFF CENTRAL ADMIN 100300 GENERAL $0.00 $2,800,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0002 CLERK OF THE BOARD 100300 GENERAL $36,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0002 CLERK OF THE BOARD 100300 GENERAL $0.00 $2,600.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3620:GEN SVC-REQUESTED MNTCE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3754 PLEASANT HILL 120600 COUNTY LIBRARY $500,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1200 GENERAL ADMINISTRATION 100300 GENERAL $0.00 $205,100.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 10 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9595:MISC GOVT AGENCIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0002 CLERK OF THE BOARD 100300 GENERAL $0.00 $32,312.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3754 PLEASANT HILL 120600 COUNTY LIBRARY $0.00 $500,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9569:OTHER FEDERAL AID 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1566 PANDEMIC FEDERAL REVENUE 100300 GENERAL $0.00 $53,440,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1566 PANDEMIC FEDERAL REVENUE 100300 GENERAL $53,440,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3620:GEN SVC-REQUESTED MNTCE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3702 ADMINISTRATIVE SERVICES 120600 COUNTY LIBRARY $300,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3702 ADMINISTRATIVE SERVICES 120600 COUNTY LIBRARY $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0002 CLERK OF THE BOARD 100300 GENERAL $5,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $0.00 $3,833,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1696 RETIREE HEALTH BENEFITS 100300 GENERAL $45,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3702 ADMINISTRATIVE SERVICES 120600 COUNTY LIBRARY $0.00 $325,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1696 RETIREE HEALTH BENEFITS 100300 GENERAL $0.00 $45,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 11 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4664:BFA AIP28 ARFF TRMNL CNST 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $7,700,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9967:CONTRIB FROM OTHER FUNDS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0791 RETIREMENT UAAL BOND FUND 135000 RETIREMENT UAAL BOND FUND $0.00 $256,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9552:FED AID COMM SVCS ADMIN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $0.00 $3,900,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3510:INTEREST ON BONDS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0791 RETIREMENT UAAL BOND FUND 135000 RETIREMENT UAAL BOND FUND $256,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4841 BUCHANAN FIELD OPERATIONS 140100 AIRPORT ENTERPRISE $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0036 PERSONNEL MERIT BOARD 100300 GENERAL $50,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $33,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0682 ROAD IMPRVMNT FEE 139200 ROAD IMPRVMNT FEE $46,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0478 NO RICH WST&RCVY MTGN FEE 115800 NO RICH WST&RCVY MTGN FND $45,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4841 BUCHANAN FIELD OPERATIONS 140100 AIRPORT ENTERPRISE $0.00 $25,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 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 $0.00 $45,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 12 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0313 YOUTH FUND 114900 CARE OF WARDS FUND $23,605.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1000 AUD-ADMIN 100300 GENERAL $0.00 $500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3622 COMMUNITY WARNING SYSTEM 100300 GENERAL $0.00 $700,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1300 ADMINISTRATIVE SVC UNIT 100300 GENERAL $490,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0359 CORONER 100300 GENERAL $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $0.00 $210,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2490:MISC SERVICES & SUPPLIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3000 ADMINISTRATION 100300 GENERAL $0.00 $23,605.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1000 AUD-ADMIN 100300 GENERAL $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3622 COMMUNITY WARNING SYSTEM 100300 GENERAL $0.00 $1,144,500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9875:DATA PROCESSING SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1065 SYSTEMS & PROGRAMMING 100300 GENERAL $0.00 $6,427,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERAL $0.00 $120,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 13 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1050 ADMINISTRATION 100300 GENERAL $0.00 $235,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4952:INSTITUTIONL EQUIP & FURN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERAL $0.00 $950,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1300 ADMINISTRATIVE SVC UNIT 100300 GENERAL $0.00 $490,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0359 CORONER 100300 GENERAL $475,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1050 ADMINISTRATION 100300 GENERAL $10,511,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0359 CORONER 100300 GENERAL $650,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1075 WAN SERVICES 100300 GENERAL $0.00 $308,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERAL $0.00 $150,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1065 SYSTEMS & PROGRAMMING 100300 GENERAL $0.00 $3,060,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2284:REQUESTED MAINTENANCE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERAL $4,800,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1065 SYSTEMS & PROGRAMMING 100300 GENERAL $0.00 $615,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 14 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERAL $0.00 $6,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4955:RADIO & COMMUNICATN EQUIP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $648,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2592 PERIMETER SECURITY SVCS 100300 GENERAL $550,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $850,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2592 PERIMETER SECURITY SVCS 100300 GENERAL $0.00 $4,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9620:COMMUNICATION SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $1,249,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2592 PERIMETER SECURITY SVCS 100300 GENERAL $0.00 $12,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $2,309,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2592 PERIMETER SECURITY SVCS 100300 GENERAL $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1094 ACCJIN-PACIFIC BELL 100300 GENERAL $2,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2553 BASIC ACADEMY 142000 SHERIFF LAW ENF TRNG CNTR $0.00 $230,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 15 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1094 ACCJIN-PACIFIC BELL 100300 GENERAL $0.00 $2,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2553 BASIC ACADEMY 142000 SHERIFF LAW ENF TRNG CNTR $0.00 $20,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $370,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0263 SLESF-FRONT LINE ENF-CO 114300 SUPPLEMENTAL LAW ENF SVCS $0.00 $4,200,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $95,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0263 SLESF-FRONT LINE ENF-CO 114300 SUPPLEMENTAL LAW ENF SVCS $4,200,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1280 RODEO UNOCAL 100300 GENERAL $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2353 ELECTION SERVICES 100300 GENERAL $0.00 $2,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2353 ELECTION SERVICES 100300 GENERAL $2,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0642 SOUTH CO AREA OF BENEFIT 127000 SOUTH CO AREA OF BENEFIT $6,300.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0642 SOUTH CO AREA OF BENEFIT 127000 SOUTH CO AREA OF BENEFIT $30,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 16 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0641 ALAMO AREA OF BENEFIT 126000 ALAMO AREA OF BENEFIT $740,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0641 ALAMO AREA OF BENEFIT 126000 ALAMO AREA OF BENEFIT $0.00 $740,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2500 SHERIFF CENTRAL ADMIN 100300 GENERAL $7,500,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2500 SHERIFF CENTRAL ADMIN 100300 GENERAL $0.00 $800,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0355 RECORDER 100300 GENERAL $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2500 SHERIFF CENTRAL ADMIN 100300 GENERAL $1,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0355 RECORDER 100300 GENERAL $0.00 $10,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0275 DNA IDENTIFICATION FUND 115600 DNA IDENTIFICATION FUND $120,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0275 DNA IDENTIFICATION FUND 115600 DNA IDENTIFICATION FUND $0.00 $120,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0264 SLESF-FRONT LINE ENF-CITY 114300 SUPPLEMENTAL LAW ENF SVCS $140,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0264 SLESF-FRONT LINE ENF-CITY 114300 SUPPLEMENTAL LAW ENF SVCS $0.00 $300,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 17 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2560 AUTOMATED FINGERPRINT ID 114000 PUB PROTECT-SPEC REV FND $5,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0264 SLESF-FRONT LINE ENF-CITY 114300 SUPPLEMENTAL LAW ENF SVCS $160,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0246 DISPUTE RESOLUTION PROG 112600 DISPUTE RESOLUTION PROG $0.00 $73,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2560 AUTOMATED FINGERPRINT ID 114000 PUB PROTECT-SPEC REV FND $0.00 $5,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0634 NORTH RICHMOND AOB 123400 NORTH RICHMOND AOB $0.00 $1,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0682 ROAD IMPRVMNT FEE 139200 ROAD IMPRVMNT FEE $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1100 BD SUPERVISORS GEN ADMIN 100300 GENERAL $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1100 BD SUPERVISORS GEN ADMIN 100300 GENERAL $0.00 $6,588.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9752:ROAD DEVELOPMENT FEES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0680 RD DVLPMNT DISCOVERY BAY 139000 RD DVLPMNT DISCOVERY BAY $0.00 $8,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0036 PERSONNEL MERIT BOARD 100300 GENERAL $0.00 $48,880.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0682 ROAD IMPRVMNT FEE 139200 ROAD IMPRVMNT FEE $0.00 $47,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 18 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0036 PERSONNEL MERIT BOARD 100300 GENERAL $0.00 $1,120.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0674 MISCEL PROPERTY- ROAD FUND 110800 ROAD $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0636 BRIONES AREA OF BENEFIT 124100 BRIONES AREA OF BENEFIT $23,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0680 RD DVLPMNT DISCOVERY BAY 139000 RD DVLPMNT DISCOVERY BAY $8,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0635 MARTINEZ AREA OF BENEFIT 124000 MARTINEZ AREA OF BENEFIT $0.00 $1,031,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0672 ROAD MAINTENANCE -RD FUND 110800 ROAD $235,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0005 REVENUE - GENERAL COUNTY 100300 GENERAL $0.00 $350,717.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0674 MISCEL PROPERTY- ROAD FUND 110800 ROAD $0.00 $1,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0636 BRIONES AREA OF BENEFIT 124100 BRIONES AREA OF BENEFIT $0.00 $23,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0664 WALDEN GREEN MAINTENANCE 113200 WALDEN GREEN MAINTENANCE $75,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0672 ROAD MAINTENANCE -RD FUND 110800 ROAD $0.00 $235,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 19 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0635 MARTINEZ AREA OF BENEFIT 124000 MARTINEZ AREA OF BENEFIT $1,031,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0664 WALDEN GREEN MAINTENANCE 113200 WALDEN GREEN MAINTENANCE $0.00 $75,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0634 NORTH RICHMOND AOB 123400 NORTH RICHMOND AOB $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0642 SOUTH CO AREA OF BENEFIT 127000 SOUTH CO AREA OF BENEFIT $0.00 $36,300.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4660 NON-CTY ROAD CONSTRUCTION 100300 GENERAL $0.00 $1,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4730 LNDFL SURCHARGE RECYCLING 100300 GENERAL $50,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4660 NON-CTY ROAD CONSTRUCTION 100300 GENERAL $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4730 LNDFL SURCHARGE RECYCLING 100300 GENERAL $0.00 $50,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0660 BAILEY RD MNTC. SURCHARGE 116000 BAILEY RD MNTC. SURCHARGE $0.00 $30,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0632 WEST COUNTY AREA OF BENEF 123200 WEST COUNTY AREA OF BENEF $0.00 $11,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0660 BAILEY RD MNTC. SURCHARGE 116000 BAILEY RD MNTC. SURCHARGE $30,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 20 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0632 WEST COUNTY AREA OF BENEF 123200 WEST COUNTY AREA OF BENEF $11,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0651 PUB WKS-LAND DEVELOPMENT 110300 LAND DEVELOPMENT FUND $0.00 $40,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0330 CO DRAINAGE MAINTENANCE 100300 GENERAL $0.00 $1,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0651 PUB WKS-LAND DEVELOPMENT 110300 LAND DEVELOPMENT FUND $56,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0330 CO DRAINAGE MAINTENANCE 100300 GENERAL $0.00 $96,200.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4500 PUBLIC WORKS ADMIN 100300 GENERAL $4,600,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0330 CO DRAINAGE MAINTENANCE 100300 GENERAL $0.00 $247,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0651 PUB WKS-LAND DEVELOPMENT 110300 LAND DEVELOPMENT FUND $0.00 $16,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0330 CO DRAINAGE MAINTENANCE 100300 GENERAL $514,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4500 PUBLIC WORKS ADMIN 100300 GENERAL $0.00 $6,100,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4500 PUBLIC WORKS ADMIN 100300 GENERAL $1,500,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 21 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9881:MICROFILM & REPRDCTN SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $0.00 $712,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $259,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $748,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $7,890,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $692,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $0.00 $130,800.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $457,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0120 DA 9 111000 DRAINAGE AREA 9 $0.00 $50.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9879:BLDG MTCE SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $4,564,100.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $0.00 $282,900.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0120 DA 9 111000 DRAINAGE AREA 9 $50.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 22 of 23 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2271:VEHICLE REPAIRS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4283 DIRECT COSTS 150100 FLEET ISF $3,091,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4284 VEHICLE REPLACEMENT 150100 FLEET ISF $0.00 $645,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9975:MISC NON-TAXABLE REVENUE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4309 CONSDTD COURTS- NON COUNTY 100300 GENERAL $0.00 $1,744,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4309 CONSDTD COURTS- NON COUNTY 100300 GENERAL $1,875,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $14,340,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $2,999,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4301 BLDG COST-MISC SERVICES 100300 GENERAL $0.00 $560,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4283 DIRECT COSTS 150100 FLEET ISF $645,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4309 CONSDTD COURTS- NON COUNTY 100300 GENERAL $0.00 $160,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4301 BLDG COST-MISC SERVICES 100300 GENERAL $1,020,000.00 $0.00 FY23-24 Year-End County Clean-up Process History View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00500 04:41 PM 09/18/2024 Page 23 of 23 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 08/23/2024 04:19:33 PM 08/24/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load)1 Budget Amendment Event Review Budget Amendment Not Required 08/24/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/23/2024 04:51:33 PM Robert Campbell (Department Approver – Budget Amendment)1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/24/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/23/2024 05:41:19 PM 08/24/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/24/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/24/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/24/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 1 of 11 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00503 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5900 ADMIN 100300 GENERAL $2,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5900 ADMIN 100300 GENERAL $0.00 $2,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0465 HLTH SVS-HOSPITAL SUBSIDY 100300 GENERAL $200,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0465 HLTH SVS-HOSPITAL SUBSIDY 100300 GENERAL $0.00 $200,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5501 RAPID RESOLUTION 100300 GENERAL $1,600,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5501 RAPID RESOLUTION 100300 GENERAL $500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4019:LAND&BLDG AQUISITION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5501 RAPID RESOLUTION 100300 GENERAL $0.00 $200,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 2 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5501 RAPID RESOLUTION 100300 GENERAL $0.00 $1,400,500.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4948:MISCELLANEOUS EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $22,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $55,100.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5890 CAL CHILD SVCS-ADMIN 100300 GENERAL $2,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0454 PUBLIC ADMINISTRATOR 100300 GENERAL $21,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0454 PUBLIC ADMINISTRATOR 100300 GENERAL $100.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5870 GENERAL PROG- ADMIN 100300 GENERAL $42,500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5870 GENERAL PROG- ADMIN 100300 GENERAL $3,500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $5,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0451 CONSERVATOR/GUARDIANSHIP 100300 GENERAL $78,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 3 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERAL $7,800.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERAL $32,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERAL $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERAL $709,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5700 MARTZ DETENTION INFIRMARY 100300 GENERAL $4,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERAL $0.00 $1,017,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9951:REIMBURSEMENTS - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $0.00 $21,641,356.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9348:ST AID-DETENTION PROJ 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $0.00 $16,483,281.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $0.00 $6,017,914.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4429:000-EAST COUNTY SVC CNTR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ-UNDESIGNATED 100300 GENERAL $1,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4428:000-CENTRAL CNTY SVC CNTR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ-UNDESIGNATED 100300 GENERAL $506,302.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 4 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2330:OTHER GEN SVCS CHARGES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ-UNDESIGNATED 100300 GENERAL $30,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4113:102-SALE PH LIBRY PROPRTY 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4433 PLANT ACQ-LIBRARIES G FND 100300 GENERAL $908.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4357:227-MODERNIZE ELEVATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4423 PLANT ACQ-SOCIAL SERVICE 100300 GENERAL $371.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4432:000-DESIGN 2523 EL PORTAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $105,479.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4403:387-BUILD DOG PARK 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $216,911.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4402:722-BUILD DOG PARK 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $161,953.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4380:036-CRISIS HUB 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $705,947.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4366:949-DSGN/DVLP SUPPORT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $110,800.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4332:733-CRISIS STBLZTN UNIT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4419 PLANT ACQ-HLTH SVCS G FND 100300 GENERAL $114.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4418:044-UPDATE SECURITY CAMS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4413 PLANT ACQ-PROBATION 100300 GENERAL $115.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2289:NON-CAP IMPS-BETTERMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4413 PLANT ACQ-PROBATION 100300 GENERAL $94,397.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 5 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4324:010-RPLC SECURITY CAMERAS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $0.00 $25,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4307:390-PERIM SECURITY SYSTEM 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $13,305.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4114:182-TRAINING STRUCTURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $25,407.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4105:390-FACILITY EXTERIOR COATING AND SEAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $183,153.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4427:760-KEYCARD ACCESS GATE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4407 PLANT ACQ SHERIFF- CORONER 100300 GENERAL $263,168.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4176:390-WCDF JAIL EXPANSION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4407 PLANT ACQ SHERIFF- CORONER 100300 GENERAL $16,893,222.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4407 PLANT ACQ SHERIFF- CORONER 100300 GENERAL $376,439.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $0.00 $2,816,526.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4421:724-SECURITY FENCING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4385:000-EV CHARGERS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $3,414,643.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4356:001-651 PINE DEMO 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4405 PLANT ACQ-OFFICE BLDGS 100300 GENERAL $22,856,443.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 6 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4419:000-BAY PNT LIBRY ARCHTCT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS-LIBRARY FUND 120600 COUNTY LIBRARY $10,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4105:390-FACILITY EXTERIOR COATING AND SEAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $20,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4104:390-BLDG 6 INTERIOR REBUILD 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4103:390-TROUGH DRAINS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4102:390-BLDG 6 FOUNDATION SEAL AND WATERPROOFING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $25,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4101:390-WCDF ADA UPGRADES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4411 PLANT ACQ-DTNTN FACILITS 100300 GENERAL $50,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $0.00 $10,115,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0251 DA ENVIRON/OSHA 113000 DA ENVIRON/OSHA $0.00 $13,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0251 DA ENVIRON/OSHA 113000 DA ENVIRON/OSHA $12,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0251 DA ENVIRON/OSHA 113000 DA ENVIRON/OSHA $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2895 D A WELFARE FRAUD 100300 GENERAL $175,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 7 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2800 DISTRICT ATTORNEY ADMIN 100300 GENERAL $0.00 $175,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $2,295.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $240,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $547,200.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $0.00 $747,700.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4730:FS90-DESIGN & CONSTRUCTN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $4,200.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4729:FS94-DESIGN & CONSTRUCTN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $8,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4716:FS 81-UPGRADE GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $90,200.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4664:BFA AIP28 ARFF TRMNL CNST 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $50.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4574:201-INSTL BACKUP GENERATR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4572:201-CONVERT 5D MED ROOM 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $2,200.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 8 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4433:465-ELECTRIC UPGRADES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $6,500.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4427:760-KEYCARD ACCESS GATE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $97,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4425:451-REPLACE ROOF - MSR X 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $273,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4424:004-FLIP UPG ELVTR CNTRLS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $1,020.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4421:724-SECURITY FENCING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $32,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4419:000-BAY PNT LIBRY ARCHTCT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $62,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4403:387-BUILD DOG PARK 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $25.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4385:000-EV CHARGERS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $875,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4366:949-DSGN/DVLP SUPPORT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $85,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $43,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1501 LOCAL HOUSING TRUST 100300 GENERAL $726,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 9 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1501 LOCAL HOUSING TRUST 100300 GENERAL $0.00 $726,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9362:ST AID CRIME CONTROL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0477 CCPIF 115700 COMM CORR PRFMC INCNTV FD $0.00 $561,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0477 CCPIF 115700 COMM CORR PRFMC INCNTV FD $561,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9375:ST AID FOR DISASTER-OTHER 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0274 AB 879 136000 CENTRAL IDENTIFY BUREAU $0.00 $260,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0274 AB 879 136000 CENTRAL IDENTIFY BUREAU $260,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0262 SLESF-JAIL CONSTR & OPS 114300 SUPPLEMENTAL LAW ENF SVCS $4,130,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 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 $4,130,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3313:COUNTY AID BASIC 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5251 CFS FC ASSISTANCE PMTS 100300 GENERAL $44,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $0.00 $14,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $0.00 $30,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1075 WAN SERVICES 100300 GENERAL $63,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 10 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1065 SYSTEMS & PROGRAMMING 100300 GENERAL $0.00 $63,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $1,287,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $356,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2251:COMPUTER SOFTWARE COST 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $931,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9010:PROP TAXES-CURRNT SECRD 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0005 REVENUE - GENERAL COUNTY 100300 GENERAL $0.00 $43,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 8141:COMMERCIAL RHS/IP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $0.00 $17,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2855:OTHER 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $15,500,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6200 MEDICAL SERVICES-OTHER 145000 HOSPITAL ENTERPRISE $1,500,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0480 LOS MEDANOS COMM HC 113800 LOS MEDANOS COMM HC REV $5,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0480 LOS MEDANOS COMM HC 113800 LOS MEDANOS COMM HC REV $10,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0480 LOS MEDANOS COMM HC 113800 LOS MEDANOS COMM HC REV $0.00 $15,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00503 04:48 PM 09/18/2024 Page 11 of 11 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9435:MISCELLANEOUS STATE AID 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0475 PROP 63 MH SVCS ACT 114600 PROP 63 MH SVCS ACT $0.00 $10,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0475 PROP 63 MH SVCS ACT 114600 PROP 63 MH SVCS ACT $10,000,000.00 $0.00 FY23-24 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 08/28/2024 02:26:42 PM 08/29/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load)1 Budget Amendment Event Review Budget Amendment Not Required 08/29/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/28/2024 02:39:39 PM Harjit Nahal (Department Approver – Budget Amendment)1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/29/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/28/2024 03:04:35 PM 08/29/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/29/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/29/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/29/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 1 of 8 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00504 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4070 COUNTY BUILDINGS COSTS 100300 GENERAL $200,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9010:PROP TAXES-CURRNT SECRD 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0005 REVENUE - GENERAL COUNTY 100300 GENERAL $0.00 $200,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2281:MAINTENANCE OF BUILDINGS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4242 COPY CENTER - MARTINEZ 100300 GENERAL $150,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4242 COPY CENTER - MARTINEZ 100300 GENERAL $0.00 $150,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1050 ADMINISTRATION 100300 GENERAL $3,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2328:ADMINISTRATIVE SERVICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 1050 ADMINISTRATION 100300 GENERAL $0.00 $3,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2900 PUBLIC DEFENDER ADMIN 100300 GENERAL $64,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 2 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 2900 PUBLIC DEFENDER ADMIN 100300 GENERAL $0.00 $64,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2822:CONSULTNG&MANAGEMENT FEES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6123 OTHER ADMINISTRAT COSTS 146000 HMO ENTERPRISE $22,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6123 OTHER ADMINISTRAT COSTS 146000 HMO ENTERPRISE $2,116,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6123 OTHER ADMINISTRAT COSTS 146000 HMO ENTERPRISE $0.00 $24,116,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $184,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4577:265-RENOVATE STE 300 300A 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $11,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4575:521-ADD EXAM ROOMS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $115,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4574:201-INSTL BACKUP GENERATR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $1,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4567:699-INSTALL ELCTRC WASHER 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $8,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4552:733-ADDITION/GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $4,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4549:201-SEGREGATE SEWER LINES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $4,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 3 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4545:201-REPLC SURGICAL LIGHTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $16,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4537:201-LAB AUTOMATION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $17,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4536:201-RPLC COOLING TOWERS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $576,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4504:699-EXPANSION OF WCHC MAMMO ROOM 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $530.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 6971 BLDGS BLDG IMPROVEMENTS 145000 HOSPITAL ENTERPRISE $0.00 $936,530.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4666:BFA AIP32 CCR GATES PRJ#2 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $783,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4665:BFA AIP32 CCR GATES PRJ#1 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $1,970,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4660:BFA AIP24 ARFF BLD DESIGN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $84,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $0.00 $65,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4664:BFA AIP28 ARFF TRMNL CNST 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $0.00 $1,800,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4658:AIP #13 AIRFIELD EHNCMNTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4853 BUCHANAN FLD CAPITAL ASSETS 140100 AIRPORT ENTERPRISE $0.00 $972,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 4 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5220 EHS CH & FMLY SVCS ADMIN 100300 GENERAL $0.00 $44,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5101 ADMINISTRATION 100300 GENERAL $44,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4971:CAPITALIZED SOFTWARE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5725 MHSA HOUSING SERVICES 100300 GENERAL $1,820.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4019:LAND&BLDG AQUISITION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5725 MHSA HOUSING SERVICES 100300 GENERAL $0.00 $62.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4099:VARIOUS LAND ACQUISITIONS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5725 MHSA HOUSING SERVICES 100300 GENERAL $0.00 $1,758.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5875 OCCUPAT HLTH/EMERG RESPSE 100300 GENERAL $27,547.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5875 OCCUPAT HLTH/EMERG RESPSE 100300 GENERAL $256,967.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4955:RADIO & COMMUNICATN EQUIP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5875 OCCUPAT HLTH/EMERG RESPSE 100300 GENERAL $0.00 $38,414.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4949:SPECIAL ASSISTIVE DEVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5875 OCCUPAT HLTH/EMERG RESPSE 100300 GENERAL $0.00 $246,100.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERAL $243,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 5750 PH DIVISION SUMMARY 100300 GENERAL $0.00 $243,000.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 5 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3335 SHELTER SERVICES 100300 GENERAL $6,600.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4951:OFFICE EQUIP & FURNITURE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3335 SHELTER SERVICES 100300 GENERAL $0.00 $6,600.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 6201:GENERAL INVENTORY CLEAR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $600.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $0.00 $600.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4956:TOOLS & SUNDRY EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $155.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 3300 AGRICULTR- WGTS/MEAS ADMIN 100300 GENERAL $0.00 $155.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4433:465-ELECTRIC UPGRADES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $112,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4426:459-NEW HVAC UNIT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $68,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4425:451-REPLACE ROOF - MSR X 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $685,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4407:465-HVAC REPLACEMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $57,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4406:451-HVAC REPLACEMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $150.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 6 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4405:465-ROOF REPLACEMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $43,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4100:451-ELECTRICAL AND LIGHTING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $33,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4419:000-BAY PNT LIBRY ARCHTCT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0113 PLANT ACQUIS- LIBRARY FUND 120600 COUNTY LIBRARY $0.00 $998,150.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4421:724-SECURITY FENCING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $160.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $420.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $460.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $2,271.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4265:VARIOUS IMPROVEMNTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $1,231.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $240,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4956:TOOLS & SUNDRY EQUIPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4010 BLDG SERVICES ADMIN 100300 GENERAL $0.00 $240,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $6,000.00 $0.00 FY23-24 Year-End County Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 7 of 8 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4280 TELECOMMUNICATIONS 100300 GENERAL $0.00 $6,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9010:PROP TAXES-CURRNT SECRD 1025 AUD- SPECIAL ACCOUNTING (Home Org) 0005 REVENUE - GENERAL COUNTY 100300 GENERAL $0.00 $2,244,087.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4356:001-651 PINE DEMO 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ- UNDESIGNATED 100300 GENERAL $2,022,640.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4328:012-PAINT & FLOORING 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ- UNDESIGNATED 100300 GENERAL $221,447.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4434:615-MSR X REPLACE HVAC 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $30,290.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4411:245-MXR X ELECTRIC PANEL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $161.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4410:274-MSR X RPLC GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $38,621.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4409:272-MSR X UPGRD GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $34,532.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4101:390-WCDF ADA UPGRADES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $50,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4110 FLIP 100300 GENERAL $0.00 $153,604.00 FY23-24 Year-End County Clean-up Process History View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00504 04:49 PM 09/18/2024 Page 8 of 8 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 08/30/2024 12:27:21 PM 08/31/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load)1 Budget Amendment Event Review Budget Amendment Not Required 08/31/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/30/2024 12:57:54 PM Harjit Nahal (Department Approver – Budget Amendment)1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/31/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/30/2024 04:47:31 PM 08/31/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/31/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/31/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/31/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00509 04:49 PM 09/18/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00509 Amendment Date 06/30/2024 Description FY2023-24 COUNTY & SD 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 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $0.00 $150,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4210 ADMINISTRATION 100300 GENERAL $150,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4470:UNDESIGNATED CAP PROJECTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ- UNDESIGNATED 100300 GENERAL $0.00 $6,000,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4435 PLANT ACQ- UNDESIGNATED 100300 GENERAL $6,000,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4282 OPERATIONS 150100 FLEET ISF $0.00 $98,000.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 4282 OPERATIONS 150100 FLEET ISF $98,000.00 $0.00 FY23-24 Year-End County Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4955:RADIO & COMMUNICATN EQUIP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPOR T FUND $0.00 $4,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00509 04:49 PM 09/18/2024 Page 2 of 2 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPOR T FUND $4,000.00 $0.00 FY23-24 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 09/05/2024 02:57:48 PM 09/06/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load) 1 Budget Amendment Event Review Budget Amendment Not Required 09/06/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 09/06/2024 10:44:40 AM Harjit Nahal (Department Approver – Budget Amendment)1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 09/06/2024 0 Budget Amendment Event Review Budget Amendment Approved 09/06/2024 10:45:51 AM 09/06/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 09/06/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 09/06/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 09/06/2024 0 OBLIGATED TOTAL FUND BALANCE OBLIGATED AS OF CANCELLATIONS INCREASES FUND BALANCE FUND 6/30/2024 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR 1003 NONSPENDABLE -INVENTORIES 4,304,335 4,304,335 1003 NONSPENDABLE -DEPARTMENTAL PETTY CASH 296,210 296,210 1003 NONSPENDABLE -PREPAID EXPENSE 17,465,441 17,465,441 1003 RESTRICTED - EBRCS INVESTMENTS 660,639 660,639 1003 RESTRICTED-CCTV/PEG 3,064,690 91,717 91,717 2,972,973 1003 RESTRICTED - MEDICARE PART D 24,468,662 1,926,604 1,926,604 26,395,266 1003 ASSIGNED -EQUIPMENT REPLACEMENT 7,809,001 7,809,001 1003 ASSIGNED -LITIGATION & AUDIT EXCEPTIONS 20,000,000 20,000,000 1003 ASSIGNED -MEASURE X-RESERVE 20,000,000 17,502,400 17,502,400 17,502,400 17,502,400 20,000,000 1003 ASSIGNED - LJIS RESERVE 585,000 585,000 1003 ASSIGNED - DEPENDENT CARE ASSISTANCE PLAN (DCAP)507,864 75,762 75,762 583,626 1003 ASSIGNED - HEALTH CARE SPENDING ACCOUNT (HCSA)964,701 58,880 58,880 1,023,581 1003 ASSIGNED - FACILITY IMPROVEMENTS FOR JUVENILE HALL 2,937,964 2,937,964 1003 ASSIGNED - VEHICLE THEFT PREVENTION 2,419,457 44,700 44,700 2,464,157 1003 ASSIGNED - ELECTIONS CAPITAL REPLACEMENT SURCHARGE 2,049,509 363,609 363,609 2,413,118 1003 ASSIGNED - ORJ PLANNING & IMPLEMENTATION 1,106,367 6,949 6,949 1,099,418 1003 ASSIGNED - REBER TRUST 0 150,000 150,000 150,000 1003 ASSIGNED - COVID-19 FEMA RESERVE 0 37,644,395 37,644,395 37,644,395 1003 ASSIGNED -GENERAL FUND CAPITAL RESERVE 114,142,436 23,635,887 23,635,887 137,778,323 1003 ASSIGNED -GENERAL FUND RESERVE 541,437,151 141,167,383 141,167,383 682,604,534 SUBTOTAL GENERAL FUND 764,219,427 17,601,066 17,601,066 222,569,620 222,569,620 969,187,981 1041 ASSIGNED - CO SERVICE AREA REV RESERVE 100,000 100,000 1102 ASSIGNED FUND BALANCE 780,109 79,777 79,777 0 700,332 1103 ASSIGNED FUND BALANCE 59,407 430,167 430,167 489,574 1104 ASSIGNED -EQUIP REPL (CRIMINALISTICS LAB)14,299 0 4,333 4,333 18,632 1104 ASSIGNED FUND BALANCE 211,564 0 211,564 1105 ASSIGNED FUND BALANCE 42,121 41,164 41,164 0 957 1106 ASSIGNED FUND BALANCE 0 728,150 728,150 728,150 1107 ASSIGNED FUND BALANCE 477,904 4,223,102 4,223,102 4,701,006 1108 NONSPENDABLE -PREPAID EXP (ROAD)27,245 27,245 1108 ASSIGNED -EQUIPMENT REPLACEMENT (ROAD)7,625,728 4,162,665 4,162,665 11,788,393 1108 ASSIGNED FUND BALANCE 12,385,825 0 12,385,825 1109 ASSIGNED FUND BALANCE 9,896 9,896 9,896 0 0 1110 ASSIGNED FUND BALANCE 0 522 522 522 1111 ASSIGNED - PRIVATE ACTIVITY BOND 2,189,652 0 6,107,616 6,107,616 8,297,268 SCHEDULE A CONTRA COSTA COUNTY DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS OBLIGATED TOTAL FUND BALANCE OBLIGATED AS OF CANCELLATIONS INCREASES FUND BALANCE FUND 6/30/2024 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR SCHEDULE A CONTRA COSTA COUNTY DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS 1113 ASSIGNED -AFFORDABLE HOUSING 13,015,860 1,052,522 1,052,522 14,068,382 1115 ASSIGNED -TOSCO/SOLANO TRANS MITIGATION 5,839,519 67,085 67,085 5,906,604 1116 NONSPENDABLE- PREPAID EXP (CHILD DEVLPMT)453,971 0 453,971 1116 ASSIGNED FUND BALANCE 2,485,365 35,219 35,219 2,520,584 1118 ASSIGNED FUND BALANCE 453,984 17,542 17,542 471,526 1119 ASSIGNED FUND BALANCE 45,792 1,178 1,178 0 44,614 1120 ASSIGNED -DEPT CONSERVATION & DEVLPMNT 39,697,886 8,974,858 8,974,858 48,672,744 1120 ASSIGNED -EQUIP REPL (DCD)860,692 860,692 1121 ASSIGNED FUND BALANCE 78,275 39,144 39,144 0 39,131 1123 ASSIGNED FUND BALANCE 184,874 14,520 14,520 199,394 1124 ASSIGNED FUND BALANCE 1,213,964 535,909 535,909 0 678,055 1126 ASSIGNED -DISPUTE RESOLUTION PROG 212,557 56,629 56,629 269,186 1127 ASSIGNED FUND BALANCE 783,346 505,472 505,472 0 277,874 1129 ASSIGNED FUND BALANCE 787,380 2,424 2,424 0 784,956 1130 ASSIGNED FUND BALANCE 2,389,098 465,180 465,180 0 1,923,918 1131 NONSPENDABLE -PETTY CASH (DA FORFEITURE-FED)3,500 3,500 1132 ASSIGNED FUND BALANCE 0 6,011 6,011 6,011 1133 ASSIGNED FUND BALANCE 343,259 343,259 343,259 0 0 1134 NONSPENDABLE -PETTY CASH (DCSS)100 100 1134 ASSIGNED -EQUIP REPLACEMENT (DCSS)57,045 57,045 1134 ASSIGNED FUND BALANCE 0 1,664,851 1,664,851 1,664,851 1135 ASSIGNED FUND BALANCE 1,011,460 307,394 307,394 1,318,854 1137 ASSIGNED FUND BALANCE 30 1 1 31 1138 NONSPENDABLE -PREPAID EXPENSE (LOS MEDANOS COMM HC REV)11,670 11,670 1138 ASSIGNED FUND BALANCE 598,557 884,554 884,554 1,483,111 1140 ASSIGNED FUND BALANCE 328,986 127,791 127,791 456,777 1141 ASSIGNED FUND BALANCE 386,932 19,216 19,216 406,148 1142 ASSIGNED FUND BALANCE 468,838 19,873 19,873 488,711 1145 ASSIGNED FUND BALANCE 595,023 2,963 2,963 597,986 1146 ASSIGNED -PROP 63 85,519,842 0 16,708,094 16,708,094 102,227,936 1147 ASSIGNED FUND BALANCE 3,294,722 0 466,157 466,157 3,760,879 1149 ASSIGNED FUND BALANCE 20,973 20,973 20,973 0 0 1150 ASSIGNED -AUTOMATED SYSTEMS DEVELOPMENT 2,410,311 81,624 81,624 2,328,687 1151 ASSIGNED FUND BALANCE 110,878 0 150,275 150,275 261,153 OBLIGATED TOTAL FUND BALANCE OBLIGATED AS OF CANCELLATIONS INCREASES FUND BALANCE FUND 6/30/2024 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR SCHEDULE A CONTRA COSTA COUNTY DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS 1153 ASSIGNED -CTY LOCAL REV FUND 2011 110,077,106 0 45,549,673 45,549,673 155,626,779 1154 ASSIGNED FUND BALANCE 5,443 0 0 5,443 1155 NONSPENDABLE -PREPAID EXPENSE (IHSS PUBLIC)64,784 0 64,784 1155 ASSIGNED FUND BALANCE 78,374 72,891 72,891 151,265 1156 ASSIGNED FUND BALANCE 285,459 148,833 148,833 0 136,626 1157 ASSIGNED - COMM CORR PRFMC INCNTV RSRV 13,366,288 3,375,766 3,375,766 9,990,522 1158 ASSIGNED FUND BALANCE 1,416,149 239,846 239,846 1,655,995 1159 RESTRICTED - L/M HSG ASSET FD-LMIHAF 14,944,003 47,838 47,838 0 14,896,165 1160 ASSIGNED FUND BALANCE 207,631 207,631 207,631 0 0 1161 ASSIGNED FUND BALANCE 3,360,209 445,442 445,442 0 2,914,767 1162 ASSIGNED FUND BALANCE 126,883 20,944 20,944 147,827 1206 ASSIGNED -LIBRARY AUTOMATION 9,000,000 678,000 678,000 8,322,000 1206 ASSIGNED -LIBRARY FACILITIES 18,000,000 12,000,000 12,000,000 6,000,000 1206 ASSIGNED -LIBRARY BRANCH OPERATIONS 13,000,000 215,717 215,717 12,784,283 1206 ASSIGNED -EQUIPMENT REPLACEMENT (LIBRARY)119,409 119,409 1206 NONSPENDABLE -PETTY CASH (LIBRARY)2,710 2,710 1206 NONSPENDABLE -PREPAID EXP (LIBRARY)68,959 68,959 1231 ASSIGNED -HERCUL/RODEO/CROCK AREA OF BENEFIT 35,407 33,169 33,169 68,576 1232 ASSIGNED -WEST COUNTY AREA OF BENEFIT 141,904 0 16,967 16,967 158,871 1234 ASSIGNED -NORTH RICHMOND AOB 5,394,698 0 147,361 147,361 5,542,059 1240 ASSIGNED -MARTINEZ AREA OF BENEFIT 1,605,310 6,988 6,988 0 1,598,322 1241 ASSIGNED -BRIONES AREA OF BENEFIT 520,718 0 892 892 521,610 1242 ASSIGNED -CENTRAL COUNTY AREA OF BENEFIT 5,393,889 0 298,840 298,840 5,692,729 1243 ASSIGNED -SO WC AREA OF BENEFIT 133,718 0 0 133,718 1260 ASSIGNED -ALAMO AREA OF BENEFIT 483,218 99,157 99,157 582,375 1270 ASSIGNED -SOUTH COUNTY AREA OF BENEFIT 2,793,535 0 6,206 6,206 2,799,741 1282 ASSIGNED -EAST COUNTY AREA OF BENEFIT 4,362,067 68,608 68,608 0 4,293,459 1290 ASSIGNED -BETHEL ISLAND AREA OF BENEFIT 304,512 0 18,900 18,900 323,412 1328 ASSIGNED FUND BALANCE 202,031 1,319 1,319 0 200,712 1332 ASSIGNED FUND BALANCE 57,619 0 232,482 232,482 290,101 1334 ASSIGNED FUND BALANCE 656,347 0 10,277 10,277 666,624 1337 ASSIGNED -LIVABLE COMMUNITIES 5,035,649 127,861 127,861 4,907,788 1347 ASSIGNED FUND BALANCE 0 0 178,951 178,951 178,951 1349 ASSIGNED FUND BALANCE 315,239 122,510 122,510 0 192,729 1360 ASSIGNED FUND BALANCE 1,346,432 893,285 893,285 2,239,717 OBLIGATED TOTAL FUND BALANCE OBLIGATED AS OF CANCELLATIONS INCREASES FUND BALANCE FUND 6/30/2024 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR SCHEDULE A CONTRA COSTA COUNTY DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS 1388 ASSIGNED FUND BALANCE 749,521 633,542 633,542 0 115,979 1390 ASSIGNED -ROAD DEVLPMNT DISCOVERY BAY 167,844 0 352,058 352,058 519,902 1392 ASSIGNED -ROAD IMPROVEMENT FEE 21,865,193 4,417,290 4,417,290 0 17,447,903 1394 ASSIGNED -ROAD DEVLPMNT RICH/EL SOBRANTE 366,993 40,544 40,544 0 326,449 1395 ASSIGNED -ROAD DEVLPMNT BAY POINT AREA 3,212,616 141,763 141,763 0 3,070,853 1399 ASSIGNED -ROAD DEVLPMNT PACHECO AREA 574,618 0 1,379 1,379 575,997 TOTAL GENERAL COUNTY FUNDS 1,191,650,351 42,406,718 42,406,718 316,975,008 316,975,008 1,466,218,641 FUND BALANCE PER AUDITOR AS OF FUND BALANCE FUND 6/30/2024 ENCUMBRANCES ASSIGNED AVAILABLE 1003 GENERAL 1,154,831,561 56,637,454 52,094,864 917,093,117 129,006,126 1041 COUNTY SERVICE AREA ADVANCES 100,000 0 100,000 0 1056 LAW ENFORCEMENT - EQUIP REPLACE 4,006,697 0 4,006,697 1100 RECORDER MODERNIZATION 7,517,266 0 0 7,517,266 1101 COURT/CLERK AUTOMATION 78 0 78 1102 FISH & GAME 700,332 0 700,332 0 1103 LAND DEVELOPMENT FUND 489,574 0 489,574 0 1104 CRIMINALISTICS LABORATORY 230,196 0 230,196 0 1105 SURVEY MONUMENT PRESERVATION 414,078 0 957 413,121 1106 CRIMINAL JUSTICE CONSTRUCTION 853,772 0 728,150 125,622 1107 COURTHOUSE CONSTRUCTION 4,257,627 0 4,701,006 (443,379) 1108 ROAD 34,662,147 0 27,245 24,174,218 10,460,684 1109 TRANSPORTATION IMPROVEMENT 0 0 0 0 1110 DRAINAGE AREA 9 338,522 0 522 338,000 1111 PRIVATE ACTIVITY BOND 8,297,268 0 0 8,297,268 0 1113 AFFORDABLE HOUSING 14,068,382 0 14,068,382 0 1114 NAVY TRANSPORTATION MITIGATION 5,174,523 0 5,174,523 1115 TOSCO/SOLANO TRANSPORTATION MITIGATION 5,907,604 0 5,906,604 1,000 1116 CHILD DEVELOPMENT 2,961,066 0 453,971 2,520,584 (13,489) 1118 HUD NSP 471,526 0 471,526 0 1119 USED OIL RECYCLING GRANT 44,614 0 44,614 0 1120 CONSERVATION AND DEVELOPMENT 49,486,691 0 0 49,533,436 (46,745) 1121 CDD/PWD JOINT REVIEW FEE 306,406 0 39,131 267,275 1122 DRAINAGE DEFICIENCY 2,743,535 0 2,743,535 1123 PUBLIC WORKS TRUST 586,814 0 199,394 387,420 1124 D.A. CONSUMER PROTECTION 678,055 0 678,055 0 1125 DOM. VIOLENCE VICTIM ASSIST.(196,247)0 (196,247) 1126 DISPUTE RESOLUTION PROG.269,186 0 269,186 0 1127 ZERO TOLERANCE-DOM VIOLENCE 279,152 0 0 277,874 1,278 1129 D.A. REVENUE NARCOTICS 784,956 0 0 784,956 0 1130 D.A. ENVIRON/OSHA 1,923,918 0 1,923,918 0 1131 D.A. FORFEITURE-FED-DOJ 3,493 0 3,500 (7) NONSPENDABLE, RESTRICTED & COMMITTED SCHEDULE B CONTRA COSTA COUNTY FUND BALANCE AVAILABLE LESS: OBLIGATED FUND BALANCES FUND BALANCE PER AUDITOR AS OF FUND BALANCE FUND 6/30/2024 ENCUMBRANCES ASSIGNED AVAILABLENONSPENDABLE, RESTRICTED & COMMITTED SCHEDULE B CONTRA COSTA COUNTY FUND BALANCE AVAILABLE LESS: OBLIGATED FUND BALANCES 1132 WALDEN GREEN MAINTENANCE 83,938 0 6,011 77,927 1133 R/ESTATE FRAUD PROSECUTE 99,430 0 0 99,430 1134 CHILD SUPPORT SERVICES 1,726,901 4,905 100 1,721,896 0 1135 EMERGENCY MED SVCS FUND 1,318,854 0 1,318,854 0 1136 PROP 36-SUB ABUSE CP ACT (1,235)0 0 (1,235) 1137 HLT SVC - CHIP/AB75 TOBACCO 31 0 31 0 1138 LOS MEDANOS COMM HC REV 1,494,833 52 11,670 1,483,111 0 1139 TRAFFIC SAFETY 407,438 0 407,438 1140 PUB PROTECT-SPEC REV FND 1,302,919 0 0 456,777 846,142 1141 SHERIFF NARCOTICS FORFEIT-ST/LOCAL 406,148 0 406,148 0 1142 SHERIFF NARCOTICS FORFEIT-FEDERAL 488,711 0 488,711 0 1143 SUP LAW ENFORCEMENT SVCS 14,705,324 0 14,705,324 1145 SHERIFF FORFEIT-FEDERAL DEPT OF TREASURY 597,986 0 597,986 0 1146 PROP 63 MH SVCS ACT 102,227,936 0 102,227,936 0 1147 PRISONERS WELFARE FUND 3,760,879 0 0 3,760,879 0 1149 PROBATION OFFICERS SPEC 1 2,633 0 (2,632) 1150 AUTOMATED SYSTEMS DEVELOPMENT 2,513,687 0 2,328,687 185,000 1151 PROPERTY TAX ADMIN PROGRAM 3,438,908 0 261,153 3,177,755 1153 CTY LOCAL REV FUND 2011 156,727,951 0 155,626,779 1,101,172 1154 OBSCENE MATTER-MINORS 5,443 0 5,443 0 1155 IHSS PUBLIC AUTHORITY 143,159 12,297 64,784 151,265 (85,187) 1156 DNA IDENTIFICATION 136,626 0 136,626 0 1157 COMM CORR PRFMC INCNTV FD 14,466,522 0 9,990,522 4,476,000 1158 NO RICH WST&RCVY MTGN FD 1,655,995 0 1,655,995 0 1159 L/M HSG ASSET FD-LMIHAF 14,896,165 0 14,896,165 0 1160 BAILEY RD MNTC SURCHARGE 3,766,633 0 0 3,766,633 1161 HOME INVSTMT PRTNRSHP ACT 2,914,767 0 2,914,767 0 1162 CASP CERT & TRAINING FUND 147,827 0 147,827 0 1206 LIBRARY 50,514,595 10,366,280 71,669 27,225,692 12,850,954 1207 CASEY LIBRARY GIFT TRUST 267,635 0 267,635 1231 HERCUL/RODEO/CROCK AREA OF BENEFIT 63,576 0 68,576 (5,000) 1232 WEST COUNTY AREA OF BENEFIT 148,871 0 158,871 (10,000) 1234 NORTH RICHMOND AREA OF BENEFIT 6,138,059 0 5,542,059 596,000 FUND BALANCE PER AUDITOR AS OF FUND BALANCE FUND 6/30/2024 ENCUMBRANCES ASSIGNED AVAILABLENONSPENDABLE, RESTRICTED & COMMITTED SCHEDULE B CONTRA COSTA COUNTY FUND BALANCE AVAILABLE LESS: OBLIGATED FUND BALANCES 1240 MARTINEZ AREA OF BENEFIT 1,668,822 0 1,598,322 70,500 1241 BRIONES AREA OF BENEFIT 525,610 0 521,610 4,000 1242 CENTRAL COUNTY AREA OF BENEFIT 5,593,729 0 5,692,729 (99,000) 1243 SOUTH WALNUT CREEK AREA OF BENEFIT 133,718 0 133,718 0 1260 ALAMO AREA OF BENEFIT 568,375 0 582,375 (14,000) 1270 SOUTH COUNTY AREA OF BENEFIT 2,790,741 0 2,799,741 (9,000) 1282 EAST COUNTY AREA OF BENEFIT 5,134,459 0 4,293,459 841,000 1290 BETHEL ISLAND AREA OF BENEFIT 318,412 0 323,412 (5,000) 1328 COUNTY CHILDRENS 200,712 0 200,712 0 1332 ANIMAL BENEFIT 570,101 0 290,101 280,000 1334 CO-WIDE GANG & DRUG 666,624 0 666,624 0 1337 LIVABLE COMMUNITIES FUND 6,604,290 0 4,907,788 1,696,502 1347 CDBG SM BUS&MICROENT LOAN 178,951 0 178,951 0 1349 HUD BLDG INSP NPP 192,729 0 192,729 0 1352 RET LITGTN STLMNT DBT SVC (1,406,503)0 (1,406,503) 1360 CENTRAL IDENTIFY BUREAU 2,239,717 0 2,239,717 0 1388 SOUTHERN PACIFIC RIGHT OF WAY 4,876,600 0 115,979 4,760,621 1390 ROAD DEVELOPMENT DISCOVERY BAY 495,902 0 519,902 (24,000) 1392 ROAD IMPROVEMENT FEE 20,547,903 0 17,447,903 3,100,000 1394 ROAD DEVELOPMENT RICHMOND/EL SOBRANTE 372,483 0 326,449 46,034 1395 ROAD DEVELOPMENT BAY POINT AREA 3,183,445 0 3,070,853 112,592 1399 ROAD DEVELOPMENT PACHECO AREA 580,997 0 575,997 5,000 TOTAL GENERAL COUNTY FUNDS 1,744,797,122 67,023,621 67,623,968 1,398,594,673 211,554,860 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT 1003 GENERAL FUND 0 17,502,400 129,006,126 111,503,726 5,033,219 0463 -2340 1,400,000 0467 -2320 20,998,302 0467 -2340 1,368,205 0003-2310 1,193,613 0003-2479 428,455 0004-2479 1,803,461 0007-2479 300,000 0010-2479 200,000 0010-4951 250,000 0015-2310 265,000 0015-2479 2,000,000 0025-2479 200,000 0030-2132 369,000 0030-2479 715,500 0043-2479 3,602,260 0085-4470 250,000 0111-4356 3,515,646 0111-4470 136,855 0135-2310 4,369 0135-2479 2,487,872 0136-2479 250,000 0147-2251 250,000 0235-2310 55,000 0238-2132 616,404 0243-2479 181,346 0243-4951 849,903 0255-2131 442,008 0300-4952 1,817,600 0308-2479 LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 1003 GENERAL FUND (CONTINUE)96,545 0309-1011 50,000 0355-2310 150,000 0355-2479 750,000 0366-2310 800,000 0501-2479 51,000 0503-2310 2,564,109 0503-2479 870,332 0504-1011 59,505 0504-2310 7,000 0579-2467 25,500 0579-2479 2,448,943 0580-2479 23,553,877 0583-2310 4,473,032 0583-2479 21,971,848 0599-2479 2,648,017 0650-2479 1056 CO LAW ENF CMPTR CAP PROJ 0 0 4,006,697 4,006,697 525,855 0126-5011 1,253,596 0129-5011 2,227,246 0131-5011 1100 RECORDER MODERNIZATION 9,256,773 9,256,773 7,517,266 (1,739,507)(1,739,507)0353-2479 1101 COURT/CLERK AUTOMATION 0 0 78 78 78 0236-2479 1102 FISH & GAME 0 0 0 0 0 1103 LAND DEVELOPMENT FUND 0 0 0 0 0 1104 CRIMINALISTICS LABORATORY 0 0 0 0 0 1105 SURVEY MONUMENT PRESERVATION 413,121 413,121 413,121 0 0 1106 CRIMINAL JUSTICE CONSTRUCTION 125,622 125,622 125,622 0 0 1107 COURTHOUSE CONSTRUCTION (443,379)(443,379)(443,379)0 0 1108 ROAD 10,460,684 10,460,684 10,460,684 0 0 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 1109 TRANSPORTATION IMPROVEMENT 0 0 0 0 0 1110 DRAINAGE AREA 9 338,000 338,000 338,000 0 0 1114 NAVY TRANS MITIGATION 4,984,711 4,984,711 5,174,523 189,812 189,812 0697-5011 1115 TOSCO/SOLANO TRANS MTGTN 1,000 1,000 1,000 0 0 1116 CHILD DEVELOPMENT (13,489)(13,489)(13,489)0 0 1118 HUD NSP 0 0 0 0 0 1119 USED OIL RECYCLING GRANT 0 0 0 0 0 1120 CONSERVATION & DEVELOPMENT (46,745)(46,745)(46,745)0 0 1121 CDD/PWD JOINT REVIEW FEE 267,275 267,275 267,275 0 0 1122 DRAINAGE DEFICIENCY 2,750,000 2,750,000 2,743,535 (6,465)(6,465)0648-2479 1123 PUBLIC WORKS TRUST 387,420 387,420 387,420 0 0 1124 DA CONSUMER PROTECTION 0 0 0 0 0 1125 DOM. VIOLENCE VICTIM ASSIST 0 0 (196,247)(196,247)(196,247)0585-2479 1126 DISPUTE RESOLUTION PROG 0 0 0 0 0 1127 ZERO TOLERANCE-DOM VIOLENCE 1,278 1,278 1,278 0 0 1129 D.A. REVENUE NARCOTICS 0 0 0 0 0 1130 D.A. ENVIRON/OSHA 0 0 0 0 0 1131 D.A. FORFEITURE-FED-DOJ 0 0 (7)(7)(7)0234-2479 1132 WALDEN GREEN MAINTENANCE 77,927 77,927 77,927 0 0 1133 RE FRAUD PROSECUTE 200,000 200,000 99,430 (100,570)(100,570)0233-5011 1134 CCC DEPT CHILD SUPPORT SVCS 0 0 0 0 0 1135 EMERGENCY MED SVCS FUND 0 0 0 0 0 1136 PROP 36-SUB ABUSE CP ACT 0 0 (1,235)(1,235)(1,235)0470-3611 1137 HLTH SVC-CHIP/AB75 TOBACCO 0 0 0 0 0 1138 LOS MEDANOS COMM HC REV 0 0 0 0 0 1139 TRAFFIC SAFETY 0 0 407,438 407,438 407,438 0368-2479 1140 PUBLIC PROTECTION-SPEC, REV 846,142 846,142 846,142 0 0 1141 SHER NARC FORFEIT-ST/LOCAL 0 0 0 0 0 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 1142 SHER NARC FORFEIT-FEDERAL 0 0 0 0 0 1143 SUP LAW ENFORCEMENT SVCS 929,064 929,064 14,705,324 13,776,260 2,048,418 0241-5011 (4,107,228)0262-5011 1,238,991 0263-5011 (123,832)0264-5011 14,719,911 0311-5011 1145 SHERIFF FORFEIT-FED TREASURY 0 0 0 0 0 1146 PROP 63 MH SVCS ACT 0 0 0 0 0 1147 PRISONERS WELFARE FUND 0 0 0 0 0 1149 PROBATION OFFICERS SPEC 0 0 (2,632)(2,632)(2,632)0313-2479 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 1,101,172 1,101,172 1,101,172 0 0 1154 OBSCENE MATTER-MINORS 0 0 0 0 0 1155 IHSS PUBLIC AUTHORITY (85,187)(85,187)(85,187)0 0 1156 DNA IDENTIFICATION FUND 0 0 0 0 0 1157 COMM CORR PRFMC INCNTV FD 4,476,000 4,476,000 4,476,000 0 0 1158 NO RICH WST&RCVY MTGN FD 0 0 0 0 0 1159 L/M HSG ASSET FD-LMIHAF 0 0 0 0 0 1160 BAILEY RD MNTC SURCHARGE 3,801,629 3,801,629 3,766,633 (34,996)(34,996)0660-3611 1161 HOME INVSTMT PRTNRSHP ACT 0 0 0 0 0 1162 CASP CERT & TRAINING FUND 0 0 0 0 0 1206 LIBRARY 0 0 12,850,954 12,850,954 2,558,513 0620-2490 475,000 0620-4953 250,000 0620-1011 489,250 0620-2310 30,000 0620-3620 92,000 0620-4951 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 1206 LIBRARY (CONTINUE)4,547,558 0620-2102 215,717 0620-2479 226,000 0621-1011 1,074,916 0621-2490 107,000 0621-3620 785,000 0621-2310 2,000,000 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 (10,000)(10,000)(10,000)0 0 1234 NORTH RICHMOND AREA OF BENEFIT 596,000 596,000 596,000 0 0 1240 MARTINEZ AREA OF BENEFIT 70,500 70,500 70,500 0 0 1241 BRIONES AREA OF BENEFIT 4,000 4,000 4,000 0 0 1242 CENTRAL CO AREA/BENEFIT (99,000)(99,000)(99,000)0 0 1243 SO WAL CRK AREA OF BENEFIT 0 0 0 0 0 1260 ALAMO AREA OF BENEFIT (14,000)(14,000)(14,000)0 0 1270 SOUTH CO AREA OF BENEFIT (9,000)(9,000)(9,000)0 0 1282 EAST COUNTY AREA OF BENEFIT 841,000 841,000 841,000 0 0 1290 BETHEL ISL AREA OF BENEFIT (5,000)(5,000)(5,000)0 0 1328 COUNTY CHILDRENS 0 0 0 0 0 1332 ANIMAL BENEFIT 280,000 280,000 280,000 0 0 1334 CO-WIDE GANG & DRUG 0 0 0 0 0 1337 LIVABLE COMMUNITIES FUND 1,696,502 1,696,502 1,696,502 0 0 1347 CDBG SM BUS&MICROENT LOAN 0 0 0 0 0 1349 HUD BLDG INSP NPP 0 0 0 0 0 1352 RET LITGTN STLMNT DBT SVC 0 0 (1,406,503)(1,406,503)(1,406,503)0793-3611 1360 CENTRAL IDENTIFY BUREAU 0 0 0 0 0 1388 SOUTHERN PACIFIC RIGHT OF WAY 4,760,621 4,760,621 4,760,621 0 0 2024-25 2024-25 RECOMMENDED FINAL FINAL BUDGET BUDGET YEAR-END FUND FUND FUND FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT LINE ITEM CHANGES SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-25 FINAL BUDGET RECOMMENDED 1390 ROAD DEVELOPMENT DISCOVERY BAY (24,000)(24,000)(24,000)0 0 1392 ROAD IMPROVEMENT FEE 3,100,000 3,100,000 3,100,000 0 0 1394 RD DEVELOPMENT RICH/EL SOBRANTE 46,034 46,034 46,034 0 0 1395 RD DEVELOPMENT BAY POINT 112,592 112,592 112,592 0 0 1399 ROAD DEVELOPMENT PACHECO AREA 5,000 5,000 5,000 0 0 TOTAL GENERAL COUNTY FUNDS 54,538,022 72,040,422 211,554,860 139,514,438 139,514,438 THE RECOMMENDED LINE ITEM CHANGE RESULTS FROM THE CHANGE IN FUND BALANCE AND THE NET CHANGES DURING FINAL BUDGET HEARINGS. View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 1 of 17 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00501 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 2 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7988 SVC AREA P6 ZONE 1204 278800 SVC AREA P6 ZONE 1204 $0.00 $500.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7988 SVC AREA P6 ZONE 1204 278800 SVC AREA P6 ZONE 1204 $500.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 3 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 4 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 5 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 6 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 7 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 8 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 9 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 10 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 11 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 12 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 13 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7612 SVC AREA P6 ZONE 2502 261200 SVC AREA P6 ZONE 2502 $0.00 $300.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 14 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 15 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $8,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 16 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00501 04:47 PM 09/18/2024 Page 17 of 17 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 FY23-24 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 08/23/2024 04:24:42 PM 08/24/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load) 1 Budget Amendment Event Review Budget Amendment Not Required 08/24/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/23/2024 04:51:43 PM Robert Campbell (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/24/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/23/2024 05:41:05 PM 08/24/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/24/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/24/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/24/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 1 of 34 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00502 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7518 STORMWATER UTIL A-18 OKLY 251800 STORMWATER UTIL A-18 OKLY $15,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7518 STORMWATER UTIL A-18 OKLY 251800 STORMWATER UTIL A-18 OKLY $0.00 $15,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7517 SUA-17 251700 STORMWATER UTIL A-17 CNTY $400,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7517 SUA-17 251700 STORMWATER UTIL A-17 CNTY $100,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7517 SUA-17 251700 STORMWATER UTIL A-17 CNTY $0.00 $500,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 2 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7515 STORMWATER UTIL A-15 S RM 251500 STORMWATER UTIL A-15 S RM $40,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7515 STORMWATER UTIL A-15 S RM 251500 STORMWATER UTIL A-15 S RM $0.00 $40,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7514 STORMWATER UTIL A-14 S PB 251400 STORMWATER UTIL A-14 S PB $20,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7514 STORMWATER UTIL A-14 S PB 251400 STORMWATER UTIL A-14 S PB $0.00 $20,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7513 STORMWATER UTIL A-13 PL H 251300 STORMWATER UTIL A-13 PL H $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7513 STORMWATER UTIL A-13 PL H 251300 STORMWATER UTIL A-13 PL H $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7512 STORMWATER UTIL A-12 PITT 251200 STORMWATER UTIL A-12 PITT $10,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7512 STORMWATER UTIL A-12 PITT 251200 STORMWATER UTIL A-12 PITT $0.00 $10,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7511 STORMWATER UTIL A-11 PINL 251100 STORMWATER UTIL A-11 PINL $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 3 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7511 STORMWATER UTIL A-11 PINL 251100 STORMWATER UTIL A-11 PINL $0.00 $2,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7510 STORMWATER UTIL A-10 ORIN 251000 STORMWATER UTIL A-10 ORIN $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7510 STORMWATER UTIL A-10 ORIN 251000 STORMWATER UTIL A-10 ORIN $0.00 $5,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7509 STORMWATER UTIL A-9 MRGA 250900 STORMWATER UTIL A-9 MRGA $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7509 STORMWATER UTIL A-9 MRGA 250900 STORMWATER UTIL A-9 MRGA $0.00 $5,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7508 STORMWATER UTIL A-8 MRTZ 250800 STORMWATER UTIL A-8 MRTZ $12,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7508 STORMWATER UTIL A-8 MRTZ 250800 STORMWATER UTIL A-8 MRTZ $0.00 $12,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7507 STORMWATER UTIL A-7 LAF 250700 STORMWATER UTIL A-7 LAF $4,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7507 STORMWATER UTIL A-7 LAF 250700 STORMWATER UTIL A-7 LAF $0.00 $4,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 4 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7484 CFD 2001-1 248400 CCC CFD 2007-1 STORMWATER $45,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7484 CFD 2001-1 248400 CCC CFD 2007-1 STORMWATER $0.00 $45,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $52,927.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $0.00 $9,627.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $0.00 $46,980.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $109,534.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9029:TOTAL CURRENT PROP TAXES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $0.00 $2,172,200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5016:TRANSFERS - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $2,168,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $4,100.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 5 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3505:RETIRE OTH LONG TERM DEBT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7135 WCC HLTHCARE DIST 213500 WCC HLTHCARE DIST $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7135 WCC HLTHCARE DIST 213500 WCC HLTHCARE DIST $33,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7135 WCC HLTHCARE DIST 213500 WCC HLTHCARE DIST $0.00 $38,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7584 DA 52D 258400 DRAINAGE AREA 52D $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7584 DA 52D 258400 DRAINAGE AREA 52D $0.00 $5,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7583 DA 16 258300 DRAINAGE AREA 16 $500.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7583 DA 16 258300 DRAINAGE AREA 16 $0.00 $500.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7569 DA 29H 256900 DRAINAGE AREA 29H $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 6 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7569 DA 29H 256900 DRAINAGE AREA 29H $0.00 $2,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7568 DA 29G 256800 DRAINAGE AREA 29G $20,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7568 DA 29G 256800 DRAINAGE AREA 29G $0.00 $20,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7563 DA 127 256300 DRAINAGE AREA 127 $8,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7563 DA 127 256300 DRAINAGE AREA 127 $0.00 $8,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7561 DA 33C 256100 DRAINAGE AREA 33C $2,900.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7561 DA 33C 256100 DRAINAGE AREA 33C $0.00 $2,900.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7554 DA 10 255400 DRAINAGE AREA 10 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7554 DA 10 255400 DRAINAGE AREA 10 $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 7 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7552 DA 13 255200 DRAINAGE AREA 13 $25,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7552 DA 13 255200 DRAINAGE AREA 13 $500.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7552 DA 13 255200 DRAINAGE AREA 13 $0.00 $25,500.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7546 DA 30B 254600 DRAINAGE AREA 30B $55,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7546 DA 30B 254600 DRAINAGE AREA 30B $0.00 $55,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7538 DA 57 253800 DRAINAGE AREA 57 $100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7538 DA 57 253800 DRAINAGE AREA 57 $0.00 $100.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7535 DA 33A 253500 DRAINAGE AREA 33A $4,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7535 DA 33A 253500 DRAINAGE AREA 33A $0.00 $4,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 8 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7532 FCZ 9 253200 FCZ 9 - PINOLE CREEK $0.00 $1,118.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7532 FCZ 9 253200 FCZ 9 - PINOLE CREEK $43,812.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7532 FCZ 9 253200 FCZ 9 - PINOLE CREEK $0.00 $125.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7532 FCZ 9 253200 FCZ 9 - PINOLE CREEK $0.00 $42,569.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7531 FCZ 8A 253100 FCZ 8A - LWR RODEO CREEK $0.00 $31,400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7531 FCZ 8A 253100 FCZ 8A - LWR RODEO CREEK $0.00 $136,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7531 FCZ 8A 253100 FCZ 8A - LWR RODEO CREEK $146,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7531 FCZ 8A 253100 FCZ 8A - LWR RODEO CREEK $400.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7531 FCZ 8A 253100 FCZ 8A - LWR RODEO CREEK $21,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 9 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7521 FCZ 1 252100 FCZ 1 - MARSH CREEK $350,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7521 FCZ 1 252100 FCZ 1 - MARSH CREEK $0.00 $350,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7505 FCD 250500 FLOOD CTL & WTR CONS DIST $850,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7505 FCD 250500 FLOOD CTL & WTR CONS DIST $0.00 $850,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4957:HEAVY CONSTRUCTION EQUIP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $96,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $11,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4952:INSTITUTIONL EQUIP & FURN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $102,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4727:FS81-BATHROOM ADDITION 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $79,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4726:FS85-INSTALL DRIVEWAY 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $68,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 10 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4723:FS87-REPAIR CONCRETE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $58,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4716:FS 81-UPGRADE GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $342,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4715:FS 2-UPGRADE GENERATOR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $11,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 6201:GENERAL INVENTORY CLEAR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4722:FS14-REPAIR CONCRETE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $269,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $2,120,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5016:TRANSFERS - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $791,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $1,400,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $970,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 11 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9971:MELLO-ROOS/SPEC DIST ONLY 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7043 CCCFPD CFD 2020-1 OAKLEY 203500 CCC FIRE PROTECTION-CFD $0.00 $800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7045 CCCFPD CFD 2004-1 CYPRESS LAKES 203500 CCC FIRE PROTECTION-CFD $800.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9971:MELLO-ROOS/SPEC DIST ONLY 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7042 CCCFPD CFD 2020-1 BRENTWOOD 203500 CCC FIRE PROTECTION-CFD $0.00 $350.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7042 CCCFPD CFD 2020-1 BRENTWOOD 203500 CCC FIRE PROTECTION-CFD $350.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $2,600,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4952:INSTITUTIONL EQUIP & FURN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $6,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $1,370,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $46,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $303,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 12 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4725:REMODEL CCCFPD COMM CNTR 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $0.00 $4,006,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $0.00 $319,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7028 CROCKETT CAR FIRE PROT 202800 CROCKETT CAR FIRE PROT $0.00 $139,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7028 CROCKETT CAR FIRE PROT 202800 CROCKETT CAR FIRE PROT $214,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7028 CROCKETT CAR FIRE PROT 202800 CROCKETT CAR FIRE PROT $0.00 $75,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4730:FS90-DESIGN & CONSTRUCTN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $614,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4729:FS94-DESIGN & CONSTRUCTN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $707,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4728:FS9-DESIGN & CONSTRUCTN 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $128,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4706:FS86-NEW FIRE STN BAY PNT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $94,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 13 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2150:FOOD 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $150.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4704:FS70-NEW FIRE STATION SP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7025 CCCFPD CAPTL CONSTRUCTION 202500 CCCFPD CAPTL CONSTRUCTION $0.00 $1,543,150.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7825 C C CO WATER AGENCY 282500 C C CO WATER AGENCY $13,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7825 C C CO WATER AGENCY 282500 C C CO WATER AGENCY $0.00 $13,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4721:CSA R7 LIVORNA PLYGD LDSC 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7758 SERV AREA R-7 ZONE A 275800 SERV AREA R-7 ZONE A $45,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7758 SERV AREA R-7 ZONE A 275800 SERV AREA R-7 ZONE A $236,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 4755:PARK DEVELOPMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7758 SERV AREA R-7 ZONE A 275800 SERV AREA R-7 ZONE A $0.00 $281,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7757 SERV AREA R-9 EL SOBRANTE 275700 SERV AREA R-9 EL SOBRANTE $3,100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7757 SERV AREA R-9 EL SOBRANTE 275700 SERV AREA R-9 EL SOBRANTE $0.00 $3,100.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 14 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $825.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7751 SERV AREA R-4 MORAGA 275100 SERV AREA R-4 MORAGA $0.00 $825.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7492 SERV AREA M-20 RODEO 249200 SERV AREA M-20 RODEO $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7492 SERV AREA M-20 RODEO 249200 SERV AREA M-20 RODEO $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7489 SERV AREA M-17 MONTALVIN 248900 SERV AREA M-17 MONTALVIN $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7489 SERV AREA M-17 MONTALVIN 248900 SERV AREA M-17 MONTALVIN $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7488 SERV AREA M-16 CLYDE AREA 248800 SERV AREA M-16 CLYDE AREA $20,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7488 SERV AREA M-16 CLYDE AREA 248800 SERV AREA M-16 CLYDE AREA $0.00 $20,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7486 BART TRNSIT VLG CFD2008-1 248600 BART TRNSIT VLG CFD2008-1 $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 15 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7486 BART TRNSIT VLG CFD2008-1 248600 BART TRNSIT VLG CFD2008-1 $0.00 $5,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7483 CCC CFD 2022-1 248300 CCC CFD 2022-1 $0.00 $50,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7483 CCC CFD 2022-1 248300 CCC CFD 2022-1 $14,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7483 CCC CFD 2022-1 248300 CCC CFD 2022-1 $4,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7483 CCC CFD 2022-1 248300 CCC CFD 2022-1 $32,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7473 CSA M-28 247300 CSA M-28 $41,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7473 CSA M-28 247300 CSA M-28 $0.00 $41,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7470 SERV AREA M-1 247000 SERV AREA M-1 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7470 SERV AREA M-1 247000 SERV AREA M-1 $0.00 $2,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 16 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $1,800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7995 SVC AREA P6 ZONE 3007 279500 SVC AREA P6 ZONE 3007 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7995 SVC AREA P6 ZONE 3007 279500 SVC AREA P6 ZONE 3007 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7989 SVC AREA P6 ZONE 0214 278900 SVC AREA P6 ZONE 0214 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7989 SVC AREA P6 ZONE 0214 278900 SVC AREA P6 ZONE 0214 $0.00 $300.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7988 SVC AREA P6 ZONE 1204 278800 SVC AREA P6 ZONE 1204 $0.00 $600.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7988 SVC AREA P6 ZONE 1204 278800 SVC AREA P6 ZONE 1204 $800.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7988 SVC AREA P6 ZONE 1204 278800 SVC AREA P6 ZONE 1204 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $400.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 17 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7776 SVC AREA P6 ZONE 2904 267600 SVC AREA P6 ZONE 2904 $0.00 $400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7774 SVC AREA P6 ZONE 0506 277400 SVC AREA P6 ZONE 0506 $0.00 $105.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7774 SVC AREA P6 ZONE 0506 277400 SVC AREA P6 ZONE 0506 $255.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7774 SVC AREA P6 ZONE 0506 277400 SVC AREA P6 ZONE 0506 $0.00 $150.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7742 SVC AREA P6 ZONE 2605 277800 SVC AREA P6 ZONE 2605 $0.00 $1,570.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7742 SVC AREA P6 ZONE 2605 277800 SVC AREA P6 ZONE 2605 $2,545.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7742 SVC AREA P6 ZONE 2605 277800 SVC AREA P6 ZONE 2605 $0.00 $975.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7739 SVC AREA P6 ZONE 2704 271900 SVC AREA P6 ZONE 2704 $1,100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7739 SVC AREA P6 ZONE 2704 271900 SVC AREA P6 ZONE 2704 $0.00 $1,100.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 18 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7738 SVC AREA P6 ZONE 1802 271800 SVC AREA P6 ZONE 1802 $6,930.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7738 SVC AREA P6 ZONE 1802 271800 SVC AREA P6 ZONE 1802 $0.00 $6,930.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7737 SVC AREA P6 ZONE 1616 271700 SVC AREA P6 ZONE 1616 $0.00 $300.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7737 SVC AREA P6 ZONE 1616 271700 SVC AREA P6 ZONE 1616 $1,100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7737 SVC AREA P6 ZONE 1616 271700 SVC AREA P6 ZONE 1616 $0.00 $800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7736 SVC AREA P6 ZONE 1608 271600 SVC AREA P6 ZONE 1608 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7730 SVC AREA P6 ZONE 3112 278500 SVC AREA P6 ZONE 3112 $1,050.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7730 SVC AREA P6 ZONE 3112 278500 SVC AREA P6 ZONE 3112 $0.00 $1,050.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 19 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7729 SVC AREA P6 ZONE 2703 274500 SVC AREA P6 ZONE 2703 $200.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7729 SVC AREA P6 ZONE 2703 274500 SVC AREA P6 ZONE 2703 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7727 SVC AREA P6 ZONE 1004 274300 SVC AREA P6 ZONE 1004 $200.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7727 SVC AREA P6 ZONE 1004 274300 SVC AREA P6 ZONE 1004 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $6,400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7726 SVC AREA P6 ZONE 0301 274200 SVC AREA P6 ZONE 0301 $6,400.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $4,830.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7724 SVC AREA P6 ZONE 2202 274000 SVC AREA P6 ZONE 2202 $130.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7724 SVC AREA P6 ZONE 2202 274000 SVC AREA P6 ZONE 2202 $4,700.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 20 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $2,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7723 SVC AREA P6 ZONE 0504 273700 SVC AREA P6 ZONE 0504 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7722 SVC AREA P6 ZONE 3104 273900 SVC AREA P6 ZONE 3104 $1,700.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7722 SVC AREA P6 ZONE 3104 273900 SVC AREA P6 ZONE 3104 $0.00 $1,700.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7721 SVC AREA P6 ZONE 3102 273800 SVC AREA P6 ZONE 3102 $800.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7721 SVC AREA P6 ZONE 3102 273800 SVC AREA P6 ZONE 3102 $0.00 $800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7720 SVC AREA P6 ZONE 3001 273600 SVC AREA P6 ZONE 3001 $0.00 $2,800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7720 SVC AREA P6 ZONE 3001 273600 SVC AREA P6 ZONE 3001 $5,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7720 SVC AREA P6 ZONE 3001 273600 SVC AREA P6 ZONE 3001 $0.00 $2,200.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 21 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $900.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7719 SVC AREA P6 ZONE 2203 273500 SVC AREA P6 ZONE 2203 $1,900.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7719 SVC AREA P6 ZONE 2203 273500 SVC AREA P6 ZONE 2203 $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7715 SVC AREA P6 ZONE 2602 273100 SVC AREA P6 ZONE 2602 $1,600.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7715 SVC AREA P6 ZONE 2602 273100 SVC AREA P6 ZONE 2602 $0.00 $1,600.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7714 SVC AREA P6 ZONE 1002 273000 SVC AREA P6 ZONE 1002 $400.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7714 SVC AREA P6 ZONE 1002 273000 SVC AREA P6 ZONE 1002 $0.00 $400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7709 SVC AREA P6 ZONE 0203 272800 SVC AREA P6 ZONE 0203 $0.00 $700.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7709 SVC AREA P6 ZONE 0203 272800 SVC AREA P6 ZONE 0203 $700.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 22 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7708 SVC AREA P6 ZONE 1510 272700 SVC AREA P6 ZONE 1510 $100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7708 SVC AREA P6 ZONE 1510 272700 SVC AREA P6 ZONE 1510 $0.00 $100.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7707 SVC AREA P6 ZONE 1511 272600 SVC AREA P6 ZONE 1511 $100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7707 SVC AREA P6 ZONE 1511 272600 SVC AREA P6 ZONE 1511 $0.00 $100.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7701 SVC AREA P6 ZONE 3103 272100 SVC AREA P6 ZONE 3103 $200.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7701 SVC AREA P6 ZONE 3103 272100 SVC AREA P6 ZONE 3103 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $8,200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7700 SVC AREA P6 ZONE 0503 272000 SVC AREA P6 ZONE 0503 $8,200.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7699 SVC AREA P6 ZONE 3000 269900 SVC AREA P6 ZONE 3000 $0.00 $1,600.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 23 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7699 SVC AREA P6 ZONE 3000 269900 SVC AREA P6 ZONE 3000 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7699 SVC AREA P6 ZONE 3000 269900 SVC AREA P6 ZONE 3000 $0.00 $400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7696 SVC AREA P6 ZONE 2701 269600 SVC AREA P6 ZONE 2701 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7696 SVC AREA P6 ZONE 2701 269600 SVC AREA P6 ZONE 2701 $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7694 SVC AREA P6 ZONE 1800 269400 SVC AREA P6 ZONE 1800 $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7694 SVC AREA P6 ZONE 1800 269400 SVC AREA P6 ZONE 1800 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7693 SVC AREA P6 ZONE 1602 269300 SVC AREA P6 ZONE 1602 $0.00 $950.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7693 SVC AREA P6 ZONE 1602 269300 SVC AREA P6 ZONE 1602 $600.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7693 SVC AREA P6 ZONE 1602 269300 SVC AREA P6 ZONE 1602 $350.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 24 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 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 $850.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7685 SVC AREA P6 ZONE 1000 268500 SVC AREA P6 ZONE 1000 $1,650.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7685 SVC AREA P6 ZONE 1000 268500 SVC AREA P6 ZONE 1000 $0.00 $800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $4,500.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7684 SVC AREA P6 ZONE 0500 268400 SVC AREA P6 ZONE 0500 $4,500.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7682 SVC AREA P6 ZONE 1600 268200 SVC AREA P6 ZONE 1600 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7681 SVC AREA P6 ZONE 1100 268100 SVC AREA P6 ZONE 1100 $2,700.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7681 SVC AREA P6 ZONE 1100 268100 SVC AREA P6 ZONE 1100 $0.00 $2,700.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 25 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7680 SVC AREA P6 ZONE 0700 268000 SVC AREA P6 ZONE 0700 $1,900.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7680 SVC AREA P6 ZONE 0700 268000 SVC AREA P6 ZONE 0700 $0.00 $1,900.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $7,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7674 SVC AREA P6 ZONE 0201 267400 SVC AREA P6 ZONE 0201 $7,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7673 SVC AREA P6 ZONE 1005 267300 SVC AREA P6 ZONE 1005 $400.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7669 SVC AREA P6 ZONE 1516 266900 SVC AREA P6 ZONE 1516 $0.00 $800.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7669 SVC AREA P6 ZONE 1516 266900 SVC AREA P6 ZONE 1516 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7669 SVC AREA P6 ZONE 1516 266900 SVC AREA P6 ZONE 1516 $500.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 26 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7668 SVC AREA P6 ZONE 1007 266800 SVC AREA P6 ZONE 1007 $800.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7668 SVC AREA P6 ZONE 1007 266800 SVC AREA P6 ZONE 1007 $0.00 $1,100.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7666 SVC AREA P6 ZONE 2607 266600 SVC AREA P6 ZONE 2607 $0.00 $300.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7666 SVC AREA P6 ZONE 2607 266600 SVC AREA P6 ZONE 2607 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7663 SVC AREA P6 ZONE 2504 266300 SVC AREA P6 ZONE 2504 $530.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7663 SVC AREA P6 ZONE 2504 266300 SVC AREA P6 ZONE 2504 $0.00 $530.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7662 SVC AREA P6 ZONE 0212 266200 SVC AREA P6 ZONE 0212 $0.00 $400.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7662 SVC AREA P6 ZONE 0212 266200 SVC AREA P6 ZONE 0212 $1,600.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 27 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7662 SVC AREA P6 ZONE 0212 266200 SVC AREA P6 ZONE 0212 $0.00 $1,200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7661 SVC AREA P6 ZONE 0200 266100 SVC AREA P6 ZONE 0200 $0.00 $600.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7661 SVC AREA P6 ZONE 0200 266100 SVC AREA P6 ZONE 0200 $1,300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7661 SVC AREA P6 ZONE 0200 266100 SVC AREA P6 ZONE 0200 $0.00 $700.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7659 SVC AREA P6 ZONE 0207 265900 SVC AREA P6 ZONE 0207 $900.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7659 SVC AREA P6 ZONE 0207 265900 SVC AREA P6 ZONE 0207 $0.00 $900.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7657 SERV AREA P-2 ZONE B 265700 SERV AREA P-2 ZONE B $0.00 $36,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7657 SERV AREA P-2 ZONE B 265700 SERV AREA P-2 ZONE B $66,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $30,000.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 28 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9990:APPROPRIATED FUND BAL 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7656 SERV AREA PL6 265600 SERV AREA PL6 $0.00 $300,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7656 SERV AREA PL6 265600 SERV AREA PL6 $300,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7655 POLICE AREA 5 RND HILL 265500 SERV AREA PL5 RND HILL $30,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $30,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7654 SVC AREA P6 ZONE 2902 265400 SVC AREA P6 ZONE 2902 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7648 SVC AREA P6 ZONE 1603 264800 SVC AREA P6 ZONE 1603 $10.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7648 SVC AREA P6 ZONE 1603 264800 SVC AREA P6 ZONE 1603 $0.00 $10.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7647 SVC AREA P6 ZONE 2901 264700 SVC AREA P6 ZONE 2901 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 29 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-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 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7643 SVC AREA P6 ZONE 0202 264300 SVC AREA P6 ZONE 0202 $0.00 $600.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7643 SVC AREA P6 ZONE 0202 264300 SVC AREA P6 ZONE 0202 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7643 SVC AREA P6 ZONE 0202 264300 SVC AREA P6 ZONE 0202 $300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7640 SVC AREA P6 ZONE 3100 264000 SVC AREA P6 ZONE 3100 $0.00 $1,410.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7640 SVC AREA P6 ZONE 3100 264000 SVC AREA P6 ZONE 3100 $1,010.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7640 SVC AREA P6 ZONE 3100 264000 SVC AREA P6 ZONE 3100 $400.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7628 SVC AREA P6 ZONE 1001 262800 SVC AREA P6 ZONE 1001 $100.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7628 SVC AREA P6 ZONE 1001 262800 SVC AREA P6 ZONE 1001 $0.00 $100.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 30 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7625 SVC AREA P6 ZONE 2903 262500 SVC AREA P6 ZONE 2903 $1,300.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7625 SVC AREA P6 ZONE 2903 262500 SVC AREA P6 ZONE 2903 $0.00 $1,300.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $5,165.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7623 SVC AREA P6 ZONE 1700 262300 SVC AREA P6 ZONE 1700 $1,635.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7623 SVC AREA P6 ZONE 1700 262300 SVC AREA P6 ZONE 1700 $3,530.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7622 SVC AREA P6 ZONE 1803 262200 SVC AREA P6 ZONE 1803 $0.00 $115.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7622 SVC AREA P6 ZONE 1803 262200 SVC AREA P6 ZONE 1803 $338.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7622 SVC AREA P6 ZONE 1803 262200 SVC AREA P6 ZONE 1803 $0.00 $223.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7618 SVC AREA P6 ZONE 2501 261800 SVC AREA P6 ZONE 2501 $0.00 $680.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 31 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7618 SVC AREA P6 ZONE 2501 261800 SVC AREA P6 ZONE 2501 $900.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7618 SVC AREA P6 ZONE 2501 261800 SVC AREA P6 ZONE 2501 $0.00 $220.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7616 SVC AREA P6 ZONE 1611 261600 SVC AREA P6 ZONE 1611 $0.00 $530.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7616 SVC AREA P6 ZONE 1611 261600 SVC AREA P6 ZONE 1611 $2,730.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7616 SVC AREA P6 ZONE 1611 261600 SVC AREA P6 ZONE 1611 $0.00 $2,200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7613 SVC AREA P6 ZONE 2801 261300 SVC AREA P6 ZONE 2801 $0.00 $570.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7613 SVC AREA P6 ZONE 2801 261300 SVC AREA P6 ZONE 2801 $1,420.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7613 SVC AREA P6 ZONE 2801 261300 SVC AREA P6 ZONE 2801 $0.00 $850.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7612 SVC AREA P6 ZONE 2502 261200 SVC AREA P6 ZONE 2502 $1,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 32 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7612 SVC AREA P6 ZONE 2502 261200 SVC AREA P6 ZONE 2502 $0.00 $1,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $2,125.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7609 SVC AREA P6 ZONE 0501 260900 SVC AREA P6 ZONE 0501 $1,350.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7609 SVC AREA P6 ZONE 0501 260900 SVC AREA P6 ZONE 0501 $975.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7609 SVC AREA P6 ZONE 0501 260900 SVC AREA P6 ZONE 0501 $0.00 $200.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $1,340.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7608 SVC AREA P6 ZONE 2201 260800 SVC AREA P6 ZONE 2201 $1,940.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7608 SVC AREA P6 ZONE 2201 260800 SVC AREA P6 ZONE 2201 $0.00 $600.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7606 SVC AREA P6 ZONE 1614 260600 SVC AREA P6 ZONE 1614 $50.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 33 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7606 SVC AREA P6 ZONE 1614 260600 SVC AREA P6 ZONE 1614 $0.00 $50.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 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 $6,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7603 SVC AREA P6 ZONE 0502 260300 SVC AREA P6 ZONE 0502 $19,700.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7603 SVC AREA P6 ZONE 0502 260300 SVC AREA P6 ZONE 0502 $0.00 $13,700.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9066:SPECIAL TAX-FIRE/POLICE 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7294 SVC AREA P6 ZONE 1518 279400 SVC AREA P6 ZONE 1518 $0.00 $500.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3530:TAXES & ASSESSMENTS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7294 SVC AREA P6 ZONE 1518 279400 SVC AREA P6 ZONE 1518 $500.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7596 STORMWATER UTIL A-6 HERC 252400 STORMWATER UTIL A-6 HERC $10,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7596 STORMWATER UTIL A-6 HERC 252400 STORMWATER UTIL A-6 HERC $0.00 $10,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7525 STORMWATER UTIL A-5 EL C 252500 STORMWATER UTIL A-5 EL C $10,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00502 04:48 PM 09/18/2024 Page 34 of 34 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7525 STORMWATER UTIL A-5 EL C 252500 STORMWATER UTIL A-5 EL C $0.00 $10,000.00 FY23-24 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 08/28/2024 02:08:36 PM 08/29/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load) 1 Budget Amendment Event Review Budget Amendment Not Required 08/29/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/28/2024 02:39:48 PM Harjit Nahal (Department Approver – Budget Amendment)1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/29/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/28/2024 03:04:13 PM 08/29/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/29/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/29/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/29/2024 0 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00505 04:49 PM 09/18/2024 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-24-00505 Amendment Date 06/30/2024 Description FY2023-24 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 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7661 SVC AREA P6 ZONE 0200 266100 SVC AREA P6 ZONE 0200 $2,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7661 SVC AREA P6 ZONE 0200 266100 SVC AREA P6 ZONE 0200 $0.00 $2,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7595 DA 109 259500 DRAINAGE AREA 109 $78,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 9140:OTHER LICENSES & PERMITS 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7595 DA 109 259500 DRAINAGE AREA 109 $0.00 $78,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $342,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 06/30/2024 : BDA-24-00505 04:49 PM 09/18/2024 Page 2 of 2 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $342,000.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 3611:INTERFUND EXP - GOV/GOV 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $4,000.00 $0.00 FY23-24 Year-End Special Districts Clean-up FY 2023-24 Year (FY2023-24 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 1025 AUD- SPECIAL ACCOUNTING (Home Org) 7136 WCCHCD DEBT SVC 213600 WCCHCD DEBT SVC $0.00 $4,000.00 FY23-24 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 08/30/2024 12:31:15 PM 08/31/2024 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load) 1 Budget Amendment Event Review Budget Amendment Not Required 08/31/2024 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 08/30/2024 12:57:04 PM Harjit Nahal (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Not Required 08/31/2024 0 Budget Amendment Event Review Budget Amendment Approved 08/30/2024 04:47:38 PM 08/31/2024 Peter Karumbi (Budget Manager)1 Budget Amendment Event Approval by Sponsored Programs Manager Not Required 08/31/2024 0 Budget Amendment Event Approval by Project Hierarchy Manager Not Required 08/31/2024 0 Budget Amendment Event To Do: Project Budget Amended. Update Financial Budget? Not Required 08/31/2024 0 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 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 53,389,683 0 55,816,561 55,816,561 109,206,244 202000 NONSPENDABLE-INVENTORIES 1,167,633 0 1,167,633 202000 NONSPENDABLE-PREPAID EXPENSE 0 0 202200 ASSIGNED-FUND BALANCE 4,135 0 4,135 202200 NONSPENDABLE-PREPAID EXPENSE 0 0 202400 ASSIGNED-FUND BALANCE 27,410,810 29,000 29,000 0 27,381,810 202500 ASSIGNED-FUND BALANCE 12,149,328 208,898 208,898 12,358,226 202800 NONSPENDABLE-PREPAID EXPENSE 0 0 202800 ASSIGNED-FUND BALANCE 826,036 286,758 286,758 0 539,278 203100 ASSIGNED-FUND BALANCE 221,151 94,306 94,306 315,457 203400 ASSIGNED-FUND BALANCE 8,833,864 433,152 433,152 9,267,016 203500 ASSIGNED-FUND BALANCE 1,449,612 1,845,841 1,845,841 3,295,453 203600 ASSIGNED-FUND BALANCE 30,436 76,234 76,234 106,670 203800 ASSIGNED-FUND BALANCE 1,480 2,962 2,962 4,442 204000 ASSIGNED-FUND BALANCE 68,155,986 2,129,152 2,129,152 0 66,026,834 204000 NONSPENDABLE-PREPAID EXPENSE 621,148 621,148 TOTAL FIRE PROTECTION 174,261,801 2,444,910 2,444,910 58,477,954 58,477,954 230,294,846 FLOOD CONTROL CCC FLOOD CTL WTR CONS 250500 ASSIGNED-FUND BALANCE 776,469 776,469 776,469 0 0 250500 ASSIGNED-EQUIP REPLACEMENT 1,176,361 0 1,176,361 250500 NONSPENDABLE-ADV TO OTHER FUNDS 2,686,000 0 2,686,000 FLOOD CNTL 3B WALNUT CREEK 252000 ASSIGNED-FUND BALANCE 586,472 586,472 586,472 0 0 252000 NONSPENDABLE-ADV TO OTHER FUNDS 1,540,000 0 1,540,000 FLOOD CNTL Z 1 MARSH CR 0 0 252100 ASSIGNED-FUND BALANCE 502,763 502,763 502,763 0 0 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR 252100 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CONTROL ZONE #6A 252600 ASSIGNED-FUND BALANCE 4,808 4,808 4,808 FLOOD CNTL Z 7 WILDCAT CREEK 252700 ASSIGNED-FUND BALANCE 31,334 31,334 31,334 0 0 FLOOD CNTL Z 8 RODEO CREEK 253000 ASSIGNED-FUND BALANCE 1,266 1,266 1,266 0 0 FLOOD CONTROL ZONE #8A 253100 ASSIGNED-FUND BALANCE 49,445 49,445 49,445 FLOOD CNTL Z 9 PINOLE CREEK 253200 ASSIGNED-FUND BALANCE 2,359 17,000 17,000 19,359 FLOOD CONTROL DRAINAGE 37A 253400 ASSIGNED-FUND BALANCE 207 207 207 FLOOD CNTRL DRAINAGE 33A 253500 ASSIGNED-FUND BALANCE 33 33 33 0 0 253500 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CONTROL DRAINAGE 75A 253600 ASSIGNED-FUND BALANCE 112,984 112,984 112,984 FLOOD CNTRL DRAINAGE 57 253800 ASSIGNED-FUND BALANCE 1,100 1,100 1,100 0 0 FLOOD CNTRL DRNG AREA 67 0 0 253900 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 253900 ASSIGNED-FUND BALANCE 3,176 6,842 6,842 10,018 FLOOD CNTRL DRNG AREA 33B 254100 ASSIGNED-FUND BALANCE 6,800 6,800 6,800 0 0 FLOOD CNTRL DRNG AREA 76 254200 ASSIGNED-FUND BALANCE 290,227 19,075 19,075 309,302 FLOOD CONTROL DRAINAGE 72 254400 ASSIGNED-FUND BALANCE 5,097 5,097 5,097 FLOOD CNTRL DRNG AREA 62 254300 ASSIGNED-FUND BALANCE 4,818 4,818 4,818 0 0 FLOOD CNTRL DRNG AREA 44B 254700 ASSIGNED-FUND BALANCE 91,196 90,552 90,552 0 644 FLOOD CNTRL DRNG AREA 29E SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR 254800 ASSIGNED-FUND BALANCE 13,486 12,801 12,801 0 685 FLOOD CNTRL DRNG AREA 52B 254900 ASSIGNED-FUND BALANCE 6,490 6,490 6,490 0 0 FLOOD CNTRL DRNG AREA13 0 0 255200 ASSIGNED-FUND BALANCE 7,010 28,774 28,774 35,784 FLOOD CNTRL DRNG AREA 52A 0 0 255300 ASSIGNED-FUND BALANCE 4,848 4,848 4,848 0 0 FLOOD CNTRL DRNG AREA 10 0 0 255400 ASSIGNED-FUND BALANCE 29,682 24,329 24,329 0 5,353 255400 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CNTRL DRNG AREA29C 255500 ASSIGNED-FUND BALANCE 5,251 4,702 4,702 0 549 255500 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CNTRL DRNG AREA 30A 255700 ASSIGNED-FUND BALANCE 11,093 11,093 11,093 0 0 FLOOD CNTRL DRNG AREA 15A 0 255900 ASSIGNED-FUND BALANCE 3,296 3,296 3,296 0 0 255900 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CNTRL DRNG AREA 910 0 256000 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 256000 ASSIGNED-FUND BALANCE 9,123 9,123 9,123 FLOOD CNTRL DRNG AREA 130 0 256200 ASSIGNED-FUND BALANCE 2,048,690 1,626,240 1,626,240 0 422,450 256200 NONSPENDABLE-PREPAID EXPENSE 0 0 FLOOD CNTRL DRNG AREA 127 256300 ASSIGNED-FUND BALANCE 21,211 21,211 21,211 0 0 FLOOD CONTROL DRAINAGE 40A 256500 ASSIGNED-FUND BALANCE 818 818 818 FLOOD CNTRL DRNG AREA 56 0 256600 ASSIGNED-FUND BALANCE 597,472 597,472 597,472 0 0 256600 NONSPENDABLE-ADV TO OTHER FUNDS 350,000 0 350,000 FLOOD CONTROL DRAINAGE 29G 256800 ASSIGNED-FUND BALANCE 302,312 302,312 302,312 FLOOD CNTRL DRNG AREA 29J 0 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR 257000 ASSIGNED-FUND BALANCE 7,633 7,633 7,633 0 0 FLOOD CNTRL DRNG AREA 52C 257100 ASSIGNED-FUND BALANCE 28,452 28,452 28,452 FLOOD CNTRL DRNG AREA 48C 257200 ASSIGNED-FUND BALANCE 4,357 4,357 4,357 0 0 FLOOD CNTRL DRNG AREA 48D 0 257300 ASSIGNED-FUND BALANCE 13,637 11,665 11,665 0 1,972 FLOOD CNTRL DRNG AREA 67A 0 257500 ASSIGNED-FUND BALANCE 7,264 10,771 10,771 18,035 FLOOD CNTRL DRNG AREA 46 0 257800 ASSIGNED-FUND BALANCE 31,458 936 936 32,394 257800 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CNTRL DRNG AREA 55 0 257900 ASSIGNED-FUND BALANCE 7,456 7,456 7,456 0 0 257900 NONSPENDABLE-DEPOSIT W/OTHERS 0 0 257900 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FL00D CNTRL DRNGE AREA 1010 0 258000 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 258000 ASSIGNED-FUND BALANCE 15,081 15,081 15,081 FL00D CNTRL DRNG AREA 101A 0 258100 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 258100 ASSIGNED-FUND BALANCE 729 729 729 FLOOD CNTRL DRNG AREA 16 0 258300 ASSIGNED-FUND BALANCE 25,538 957 957 0 24,581 258300 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 FLOOD CNTRL DRNG AREA 52D 0 258400 ASSIGNED-FUND BALANCE 4,717 4,717 4,717 0 0 FLOOD CNTRL DRNG AREA 52D 258500 ASSIGNED-FUND BALANCE 516 516 516 FLOOD CNTRL DRNG AREA 87 258700 ASSIGNED-FUND BALANCE 3,934 49,188 49,188 53,122 FLOOD CNTRL DRNG AREA 22 0 258800 ASSIGNED-FUND BALANCE 1,203 1,203 1,203 0 0 258800 NONSPENDABLE-ADV TO OTHER FUNDS 0 0 0 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR FLOOD CNTRL DRNG AREA 109 259500 ASSIGNED-FUND BALANCE 244,418 244,418 244,418 FLOOD CNTRL DRNG AREA 47 0 259700 ASSIGNED-FUND BALANCE 2,636 885 885 0 1,751 TOTAL FLOOD CONTROL 10,908,736 4,352,962 4,352,962 906,576 906,576 7,462,350 STORMWATER UTILITY DISTRICTS STORMWTR UTIL A-1 ANT 250100 ASSIGNED-FUND BALANCE 2,181 3,006 3,006 5,187 STORMWTR UTIL A-2 CLYN 250200 ASSIGNED-FUND BALANCE 2,416 813 813 0 1,603 STORMWTR UTIL A-3 CONC 250300 ASSIGNED-FUND BALANCE 6,778 26,438 26,438 33,216 STORMWTR UTIL A-4 DANV 250400 ASSIGNED-FUND BALANCE 14,307 3,640 3,640 0 10,667 STORMWTR UTIL A-7 LAF 250700 ASSIGNED-FUND BALANCE 6,352 5,024 5,024 0 1,328 STORMWTR UTIL A-8 MRTZ 250800 ASSIGNED-FUND BALANCE 6,482 5,097 5,097 0 1,385 STORMWTR UTIL A-9 MRGA 250900 ASSIGNED-FUND BALANCE 3,238 902 902 0 2,336 STORMWTR UTIL A-10 ORIN 251000 ASSIGNED-FUND BALANCE 205,289 303,872 303,872 509,161 STORMWTR UTIL A-11 PINL 251100 ASSIGNED-FUND BALANCE 1,328 3,095 3,095 4,423 STORMWTR UTIL A-12 PITT 251200 ASSIGNED-FUND BALANCE 10,835 1,481 1,481 0 9,354 STORMWTR UTIL A-13 PI H 251300 ASSIGNED-FUND BALANCE 1,290 600 600 0 690 STORMWTR UTIL A-14 S PB 251400 ASSIGNED-FUND BALANCE 2,297 2,297 2,297 0 0 STORMWTR UTIL A-15 S RM 251500 ASSIGNED-FUND BALANCE 6,767 2,209 2,209 8,976 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR STORMWTR UTIL A-16 W Ck 251600 ASSIGNED-FUND BALANCE 17,848 17,848 17,848 STORMWTR UTIL A-18 OKLY 251800 ASSIGNED-FUND BALANCE 8,060 8,060 8,060 0 0 STORMWTR UTIL ADMIN 251900 NONSPENDABLE-PREPAID EXPENSE 0 0 251900 ASSIGNED-FUND BALANCE 2,003 2,003 2,003 STORMWTR UTIL A-19 Rich 252300 ASSIGNED-FUND BALANCE 7,594 7,594 7,594 STORMWTR UTIL A-5 El C 252500 ASSIGNED-FUND BALANCE 12,652 12,652 12,652 STORMWTR UTIL A-20 Brnt 253300 ASSIGNED-FUND BALANCE 109,304 109,304 109,304 STORMWTR UTIL A-6 Herc 252400 ASSIGNED-FUND BALANCE 1,434 1,434 1,434 TOTAL STORMWATER UTILITY 277,620 27,914 27,914 489,458 489,458 739,164 SERVICE AREA POLICE SERV AREA P-6 ZONE 502 260300 ASSIGNED-FUND BALANCE 5,975 700 700 6,675 SERV AREA P-6 ZONE 1508 260500 ASSIGNED-FUND BALANCE 700 0 700 SERV AREA P-6 ZONE 1614 260600 ASSIGNED-FUND BALANCE 1,547 700 700 2,247 SERV AREA P-6 ZONE 1804 260700 ASSIGNED-FUND BALANCE 2,140 700 700 2,840 SERV AREA P-6 ZONE 2201 260800 ASSIGNED-FUND BALANCE 1,915 700 700 2,615 SERV AREA P-6 ZONE 501 260900 ASSIGNED-FUND BALANCE 700 700 700 SERV AREA P-6 ZONE 1613 261000 ASSIGNED-FUND BALANCE 2,164 700 700 2,864 SERV AREA P-6 ZONE 2200 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR 261100 ASSIGNED-FUND BALANCE 1,572 700 700 2,272 SERV AREA P-6 ZONE 2502 261200 ASSIGNED-FUND BALANCE 1,717 700 700 2,417 SERV AREA P-6 ZONE 2801 261300 ASSIGNED-FUND BALANCE 1,744 700 700 2,444 SERV AREA P-6 ZONE 1609 261400 ASSIGNED-FUND BALANCE 1,401 700 700 2,101 SERV AREA P-6 ZONE 1610 261500 ASSIGNED-FUND BALANCE 1,763 700 700 2,463 SERV AREA P-6 ZONE 1611 261600 ASSIGNED-FUND BALANCE 2,128 700 700 2,828 SERV AREA P-6 ZONE 1612 261700 ASSIGNED-FUND BALANCE 1,813 700 700 2,513 SERV AREA P-6 ZONE 2501 261800 ASSIGNED-FUND BALANCE 3,582 700 700 4,282 SERV AREA P-6 ZONE 2800 261900 ASSIGNED-FUND BALANCE 1,609 700 700 2,309 SERV AREA P-6 ZONE 1514 262000 ASSIGNED-FUND BALANCE 1,399 700 700 2,099 SERV AREA P-6 ZONE 1101 262100 ASSIGNED-FUND BALANCE 2,626 700 700 3,326 SERV AREA P-6 ZONE 1803 262200 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 1700 262300 ASSIGNED-FUND BALANCE 5,551 700 700 6,251 SERV AREA P-6 ZONE 2903 262500 ASSIGNED-FUND BALANCE 1,448 700 700 2,148 SERV AREA P-6 ZONE 2000 262400 ASSIGNED-FUND BALANCE 2,111 700 700 2,811 SERV AREA P-6 ZONE 1505 262600 ASSIGNED-FUND BALANCE 2,333 700 700 3,033 SERV AREA P-6 ZONE 1506 262700 ASSIGNED-FUND BALANCE 2,021 700 700 2,721 SERV AREA P-6 ZONE 1001 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR 262800 ASSIGNED-FUND BALANCE 2,190 700 700 2,890 P-6 CENTRAL ADMIN BASE 262900 ASSIGNED-FUND BALANCE 1,281,527 968,964 968,964 2,250,491 262900 ASSIGNED-EQUIP REPLACEMENT 0 0 0 SERV AREA P-6 ZONE 1607 263000 ASSIGNED-FUND BALANCE 3,051 700 700 3,751 SERV AREA P-6 ZONE 1504 263100 ASSIGNED-FUND BALANCE 2,021 700 700 2,721 SERV AREA P-6 ZONE 2702 263200 ASSIGNED-FUND BALANCE 2,624 700 700 3,324 CSA P-1 POLICE 0 265000 NONSPENDABLE-PREPAID EXPENSE 0 0 SERV AREA P-2 ZONE A 0 265300 ASSIGNED-EQUIP REPLACEMENT 36,151 0 36,151 265300 NONSPENDABLE-PREPAID EXPENSE 33,819 0 33,819 265300 ASSIGNED-GENERAL RESERVE 172,211 172,211 172,211 POLICE AREA 5 RND HILL 0 265500 ASSIGNED-GENERAL RESERVE 512,820 130,389 130,389 643,209 265500 NONSPENDABLE-PREPAID EXPENSE 0 0 265500 ASSIGNED-EQUIP REPLACEMENT 0 0 SERV AREA P-2 ZONE B 0 265700 ASSIGNED-FUND BALANCE 352,624 105,384 105,384 458,008 265700 NONSPENDABLE-PREPAID EXPENSE 0 0 265700 ASSIGNED-EQUIP REPLACEMENT 5,055 0 5,055 SERV AREA P-6 ZONE 2703 274500 ASSIGNED-FUND BALANCE 1,711 700 700 2,411 SERV AREA P-6 ZONE 1606 263300 ASSIGNED-FUND BALANCE 1,238 700 700 1,938 SERV AREA P-6 ZONE 1605 263400 ASSIGNED-FUND BALANCE 1,993 700 700 2,693 SERV AREA P-6 ZONE 1503 263600 ASSIGNED-FUND BALANCE 3,020 700 700 3,720 SERV AREA P-6 ZONE 400 263700 ASSIGNED-FUND BALANCE 3,228 700 700 3,928 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 702 263800 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 1502 263900 ASSIGNED-FUND BALANCE 1,263 700 700 1,963 SERV AREA P-6 ZONE 3100 264000 ASSIGNED-FUND BALANCE 2,033 700 700 2,733 SERV AREA P-6 ZONE 2500 264100 ASSIGNED-FUND BALANCE 2,467 700 700 3,167 SERV AREA P-6 ZONE 701 264200 ASSIGNED-FUND BALANCE 2,947 700 700 3,647 SERV AREA P-6 ZONE 202 264300 ASSIGNED-FUND BALANCE 2,455 700 700 3,155 SERV AREA P-6 ZONE 1501 264400 ASSIGNED-FUND BALANCE 2,389 700 700 3,089 SERV AREA P-6 ZONE 1604 264500 ASSIGNED-FUND BALANCE 2,368 700 700 3,068 SERV AREA P-6 ZONE 1801 264600 ASSIGNED-FUND BALANCE 2,232 700 700 2,932 SERV AREA P-6 ZONE 2901 264700 ASSIGNED-FUND BALANCE 904 700 700 1,604 SERV AREA P-6 ZONE 1603 264800 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 1200 264900 ASSIGNED-FUND BALANCE 2,075 700 700 2,775 SERV AREA P-6 ZONE POLICE AREA 2 DANVILLE 265200 ASSIGNED-FUND BALANCE 648 822 822 1,470 SERV AREA P-6 ZONE 2902 265400 ASSIGNED-FUND BALANCE 1,801 700 700 2,501 SERVICE AREA PL6 265600 ASSIGNED-FUND BALANCE 6,916,427 5,668,578 5,668,578 0 1,247,849 SERV AREA P-6 ZONE 206 265800 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 207 265900 ASSIGNED-FUND BALANCE 1,903 700 700 2,603 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 200 266100 ASSIGNED-FUND BALANCE 3,140 700 700 3,840 SERV AREA P-6 ZONE 212 266200 ASSIGNED-FUND BALANCE 6,370 700 700 7,070 SERV AREA P-6 ZONE 2504 266300 ASSIGNED-FUND BALANCE 2,345 700 700 3,045 SERV AREA P-6 ZONE 1203 266500 ASSIGNED-FUND BALANCE 805 0 805 SERV AREA P-6 ZONE 505 266700 ASSIGNED-FUND BALANCE 496 700 700 1,196 SERV AREA P-6 ZONE 1007 266800 ASSIGNED-FUND BALANCE 2,366 700 700 3,066 SERV AREA P-6 ZONE 3113 267000 ASSIGNED-FUND BALANCE 112 700 700 812 SERV AREA P-6 ZONE 209 267100 ASSIGNED-FUND BALANCE 1,701 700 700 2,401 SERV AREA P-6 ZONE 211 267200 ASSIGNED-FUND BALANCE 1,996 700 700 2,696 SERV AREA P-6 ZONE 1005 267300 ASSIGNED-FUND BALANCE 1,851 700 700 2,551 SERV AREA P-6 ZONE P-7 201 267400 ASSIGNED-FUND BALANCE 6,888 700 700 7,588 SERV AREA P-6 ZONE 2700 267500 ASSIGNED-FUND BALANCE 2,313 700 700 3,013 SERV AREA P-6 ZONE 2904 267600 ASSIGNED-FUND BALANCE 981 894 894 1,875 SERV AREA P-6 ZONE 2905 267700 ASSIGNED-FUND BALANCE 1,045 945 945 1,990 SERV AREA P-6 ZONE 700 268000 ASSIGNED-FUND BALANCE 700 700 700 1,400 SERV AREA P-6 ZONE 1100 268100 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 1600 268200 ASSIGNED-FUND BALANCE 1,681 700 700 2,381 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 2601 268300 ASSIGNED-FUND BALANCE 2,462 700 700 3,162 SERV AREA P-6 ZONE 500 268400 ASSIGNED-FUND BALANCE 4,403 700 700 5,103 SERV AREA P-6 ZONE 1000 268500 ASSIGNED-FUND BALANCE 1,399 700 700 2,099 SERV AREA P-6 ZONE 2900 268700 ASSIGNED-FUND BALANCE 1,399 700 700 2,099 SERV AREA P-6 ZONE 1006 268800 ASSIGNED-FUND BALANCE 2,204 700 700 2,904 SERV AREA P-6 ZONE 1601 268900 ASSIGNED-FUND BALANCE 2,407 700 700 3,107 SERV AREA P-6 ZONE 2300 269000 ASSIGNED-FUND BALANCE 2,265 700 700 2,965 SERV AREA P-6 ZONE 1602 269300 ASSIGNED-FUND BALANCE 2,877 700 700 3,577 SERV AREA P-6 ZONE 1800 269400 ASSIGNED-FUND BALANCE 3,115 700 700 3,815 SERV AREA P-6 ZONE 2600 269500 ASSIGNED-FUND BALANCE 3,297 700 700 3,997 SERV AREA P-6 ZONE 2701 269600 ASSIGNED-FUND BALANCE 1,756 700 700 2,456 SERV AREA P-6 ZONE 1500 269700 ASSIGNED-FUND BALANCE 1,257 700 700 1,957 SERV AREA P-6 ZONE 3000 269900 ASSIGNED-FUND BALANCE 3,089 700 700 3,789 SERV AREA P-6 ZONE 503 272000 ASSIGNED-FUND BALANCE 9,473 700 700 10,173 SERV AREA P-6 ZONE 3103 272100 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 900 272200 ASSIGNED-FUND BALANCE 3,390 700 700 4,090 SERV AREA P-6 ZONE 1509 272300 ASSIGNED-FUND BALANCE 2,196 700 700 2,896 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 3101 272400 ASSIGNED-FUND BALANCE 2,529 700 700 3,229 SERV AREA P-6 ZONE 1615 272500 ASSIGNED-FUND BALANCE 1,863 700 700 2,563 SERV AREA P-6 ZONE 1511 272600 ASSIGNED-FUND BALANCE 2,267 700 700 2,967 SERV AREA P-6 ZONE 1510 272700 ASSIGNED-FUND BALANCE 2,065 700 700 2,765 SERV AREA P-6 ZONE 203 272800 ASSIGNED-FUND BALANCE 1,565 700 700 2,265 SERV AREA P-6 ZONE 1002 273000 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 2602 273100 ASSIGNED-FUND BALANCE 1,277 700 700 1,977 SERV AREA P-6 ZONE 204 273200 ASSIGNED-FUND BALANCE 2,183 700 700 2,883 SERV AREA P-6 ZONE 1003 273300 ASSIGNED-FUND BALANCE 2,144 700 700 2,844 SERV AREA P-6 ZONE 1201 273400 ASSIGNED-FUND BALANCE 2,690 700 700 3,390 SERV AREA P-6 ZONE 2203 273500 ASSIGNED-FUND BALANCE 8,298 700 700 8,998 SERV AREA P-6 ZONE 3001 273600 ASSIGNED-FUND BALANCE 3,646 700 700 4,346 SERV AREA P-6 ZONE 3102 273800 ASSIGNED-FUND BALANCE 1,531 700 700 2,231 SERV AREA P-6 ZONE 3104 273900 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 504 273700 ASSIGNED-FUND BALANCE 2,362 700 700 3,062 SERV AREA P-6 ZONE 2202 274000 ASSIGNED-FUND BALANCE 5,090 700 700 5,790 SERV AREA P-6 ZONE 205 274100 ASSIGNED-FUND BALANCE 1,410 700 700 2,110 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 301 274200 ASSIGNED-FUND BALANCE 4,119 700 700 4,819 SERV AREA P-6 ZONE 1004 274300 ASSIGNED-FUND BALANCE 1,400 700 700 2,100 SERV AREA P-6 ZONE 2603 274400 ASSIGNED-FUND BALANCE 2,930 700 700 3,630 SERV AREA P-6 ZONE 3002 274600 ASSIGNED-FUND BALANCE 3,422 700 700 4,122 SERV AREA P-6 ZONE 3105 274700 ASSIGNED-FUND BALANCE 840 700 700 1,540 SERV AREA P-6 ZONE 3106 274800 ASSIGNED-FUND BALANCE 848 700 700 1,548 SERV AREA P-6 ZONE 3107 274900 ASSIGNED-FUND BALANCE 2,227 700 700 2,927 SERV AREA P-6 ZONE 0210 277500 ASSIGNED-FUND BALANCE 2,431 700 700 3,131 SERV AREA P-6 ZONE 1513 277600 ASSIGNED-FUND BALANCE 2,231 700 700 2,931 SERV AREA P-6 ZONE 2604 277700 ASSIGNED-FUND BALANCE 3,000 700 700 3,700 SERV AREA P-6 ZONE 2605 277800 ASSIGNED-FUND BALANCE 13,230 700 700 13,930 SERV AREA P-6 ZONE 3003 277900 ASSIGNED-FUND BALANCE 2,865 700 700 3,565 SERV AREA P-6 ZONE 3004 278000 ASSIGNED-FUND BALANCE 1,176 700 700 1,876 SERV AREA P-6 ZONE 3108 278100 ASSIGNED-FUND BALANCE 1,099 0 1,099 SERV AREA P-6 ZONE 3109 278200 ASSIGNED-FUND BALANCE 2,285 700 700 2,985 SERV AREA P-6 ZONE 3110 278300 ASSIGNED-FUND BALANCE 2,722 700 700 3,422 SERV AREA P-6 ZONE 3112 278500 ASSIGNED-FUND BALANCE 3,167 700 700 3,867 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA P-6 ZONE 2606 278700 ASSIGNED-FUND BALANCE 625 700 700 1,325 SERV AREA P-6 ZONE 1214 278800 ASSIGNED-FUND BALANCE 1,424 700 700 2,124 SERV AREA P-6 ZONE 3005 279300 ASSIGNED-FUND BALANCE 428 700 700 1,128 SERV AREA P-6 ZONE 3007 279500 ASSIGNED-FUND BALANCE 2,542 700 700 3,242 SERV AREA P-6 ZONE 1512 271500 ASSIGNED-FUND BALANCE 700 700 700 1,400 SERV AREA P-6 ZONE 1608 271600 ASSIGNED-FUND BALANCE 741 0 741 SERV AREA P-6 ZONE 1616 271700 ASSIGNED-FUND BALANCE 2,001 700 700 2,701 SERV AREA P-6 ZONE 1802 271800 ASSIGNED-FUND BALANCE 700 700 700 1,400 SERV AREA P-6 ZONE 2704 271900 ASSIGNED-FUND BALANCE 2,463 700 700 3,163 TOTAL SERVICE AREA POLICE 9,429,757 5,668,578 5,668,578 1,462,904 1,462,904 5,224,083 SERVICE AREA-DRAINAGE Area D-2,Walnut Creek 260200 ASSIGNED-FUND BALANCE 8,317 8,317 8,317 TOTAL SERVICE AREA-DRAINAGE 0 0 0 8,317 8,317 8,317 MISCELLANEOUS DISTRICTS DISCOVERY BAY WEST PARKING 277100 ASSIGNED-FUND BALANCE 563 135 135 698 CONTRA COSTA WATER AGENCY 282500 ASSIGNED-FUND BALANCE 3,302,848 116,891 116,891 3,419,739 TOTAL MISCELLANEOUS DISTRICT 3,303,411 0 0 117,026 117,026 3,420,437 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR TOTAL PUBLIC PROTECTION 198,181,326 12,494,364 12,494,364 61,462,234 61,462,234 247,149,196 HEALTH AND SANITATION EMERGENCY MEDICAL SERVICES WCC HLTHCARE DIST 213500 ASSIGNED-FUND BALANCE 5,929,353 4,560,987 4,560,987 10,490,340 WCCHCD DEBT SVC 213600 ASSIGNED-FUND BALANCE 7,148,536 2,680,676 2,680,676 9,829,212 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 2,198,386 320,988 320,988 2,519,374 240600 NONSPENDABLE-PREPAID EXPENSE 31,466 0 31,466 TOTAL EMERGENCY MEDICAL SRVCES 15,328,560 0 0 7,562,651 7,562,651 22,891,212 TOTAL HEALTH AND SANITATION 15,328,560 0 0 7,562,651 7,562,651 22,891,212 EDUCATION SERVICE AREA-LIBRARY SERV AREA LIB-2,EL SOBRANTE 270200 ASSIGNED-FUND BALANCE 214,467 162,793 162,793 377,260 SERV AREA LIB-10,PINOLE 271000 ASSIGNED-FUND BALANCE 3,085 1,576 1,576 4,661 SERV AREA LIB-12,MORAGA 271200 ASSIGNED-FUND BALANCE 23,190 13,519 13,519 36,709 SERV AREA LIB-13,YGNACIO 271300 ASSIGNED-FUND BALANCE 274,519 204,218 204,218 478,737 TOTAL SERVICE AREA-LIBRARY 515,261 0 0 382,105 382,105 897,366 TOTAL EDUCATION 515,261 0 0 382,105 382,105 897,366 PUBLIC WAYS & FACILITIES SERVICE AREA-LIGHTING SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR SERV AREA L-100, COUNTYWIDE 240100 ASSIGNED-FUND BALANCE 242,225 267,353 267,353 509,578 CCC CFD 2010-1 ST LIGHTNG 248700 ASSIGNED-FUND BALANCE 6,094 4,473 4,473 0 1,621 TOTAL SERVICE AREA-LIGHTING 248,319 4,473 4,473 267,353 267,353 511,199 SERVICE AREA MISCELLANEOUS SERV AREA M-1,DELTA FERRY 247000 ASSIGNED-FUND BALANCE 1,584 207 207 0 1,377 CSA M-28 247300 ASSIGNED-FUND BALANCE 39,821 1,342 1,342 0 38,479 SERV AREA M-29, DOUGHERTY VALLEY 247500 ASSIGNED-FUND BALANCE 10,216,729 5,233,984 5,233,984 0 4,982,745 SERV AREA M-31, PH BART 247600 ASSIGNED-FUND BALANCE 119,602 119,602 119,602 CSA T-1 DANVILLE 248000 ASSIGNED-FUND BALANCE 33,019 33,019 33,019 NO RCHMD MTCE CFD 2006-1 248500 ASSIGNED-FUND BALANCE 4,484 4,484 4,484 0 0 BART TRNSIT VLG CFD 2008-1 248600 ASSIGNED-FUND BALANCE 10,329 5,029 5,029 0 5,300 SERV AREA M-16,CLYDE 248800 ASSIGNED-FUND BALANCE 74,020 74,020 74,020 0 0 SERV AREA M-17 MONTALVIN 248900 ASSIGNED-FUND BALANCE 17,315 17,315 17,315 0 0 248900 NONSPENDABLE-PETTY CASH 5,000 0 5,000 SERV AREA M-20,RODEO 249200 ASSIGNED-FUND BALANCE 4,673 4,673 4,673 0 0 SERV AREA M-23,BLACKHAWK 249600 ASSIGNED-FUND BALANCE 57,361 57,361 57,361 0 0 SERV AREA M-30,DANVILLE 249900 ASSIGNED-FUND BALANCE 4,593 4,593 4,593 0 0 SCHEDULE A DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES FOR FISCAL YEAR 2024-2025 FINAL BUDGETS County Special Districts 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 6/30/2024 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR TOTAL SERVICE AREA MISCELLANEOUS 10,435,909 5,403,008 5,403,008 152,621 152,621 5,185,522 SERVICE AREA-ROAD MAINTENANCE SERV AREA RD-4, BETHEL ISLAND 249400 ASSIGNED-FUND BALANCE 5,671 5,535 5,535 0 136 TOTAL SERVICE AREA-ROAD MAINTENANCE 5,671 5,535 5,535 0 0 136 TOTAL PUBLIC WAYS & FACILITIES 10,689,899 5,413,016 5,413,016 419,974 419,974 5,696,857 RECREATION & CULTURAL SVC SERVICE AREA RECREATION SERV AREA R-4 MORAGA 275100 ASSIGNED-FUND BALANCE 2 25 25 27 SERV AREA R-9, EL SOBRANTE 275700 ASSIGNED-FUND BALANCE 3,000 1,567 1,567 0 1,433 SERV AREA R-7 ZONE A 275800 ASSIGNED-FUND BALANCE 143,467 143,467 143,467 0 0 275800 NONSPENDABLE-PETTY CASH 5,000 5,000 275800 NONSPENDABLE-PREPAID EXPENSE 1,600 1,600 SERV AREA R-10 RODEO 276000 ASSIGNED-FUND BALANCE 1,117 0 1,117 276000 NONSPENDABLE-PETTY CASH 3,000 3,000 TOTAL SERVICE AREA RECREATION 157,186 145,034 145,034 25 25 12,177 TOTAL RECREATION & CULTURAL SVC 157,186 145,034 145,034 25 25 12,177 TOTAL OBLIGATED FUND BALANCES 224,872,232 18,052,414 18,052,414 69,826,991 69,826,991 276,646,808 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available PUBLIC PROTECTION FIRE PROTECTION 202000 7300 CCCFPD-Consolidated Fire 111,229,297 854,921 1,168,133 109,206,244 (0) 202200 7022 CCCFPD POB Debt Svc Fund 4,135 0 4,135 0 202400 7024 CCCFPD POB Stabilization Fund 27,381,810 27,381,810 (0) 202500 7025 CCFPD CAPTL Construction 18,387,265 12,358,226 6,029,039 202800 7028 Crockett-Carquinez Fire Dist 539,278 0 539,278 (0) 203100 7031 CCCFPD-Cap Outlay-Consolidated 832,146 315,457 516,689 203300 7033 CCCFPD Developer Fee 0 203400 7034 Riverview Fire Developer Fee 9,267,016 9,267,016 0 203500 7035 CCCFPD Fire Prevention-Consolidated 3,295,453 3,295,453 0 203600 7036 CCCFPD New Devlpmt Pmt Fee FD 1,643,725 106,670 1,537,055 203800 7038 CCCFPD Pittsburg Special FND 13,933 4,442 9,491 204000 7040 CCCFPD EMS Transport Fund 67,794,838 1,146,857 621,148 66,026,834 (0) TOTAL FIRE PROTECTION 240,388,897 2,001,778 1,789,280 228,505,565 8,092,273 FLOOD CONTROL 250500 7505 Flood Control & Wtr Conserv 13,895,044 493,663 2,686,000 1,176,361 9,539,020 252000 7520 Flood Control Zone #3B 47,837,390 1,540,000 0 46,297,390 252100 7521 Flood Control Zone #1 13,496,994 0 0 13,496,994 252200 7522 Flood Control Zone #2 400 400 252600 7526 Flood Control Zone #6A 21,808 4,808 17,000 252700 7527 Flood Control Zone #7 215,167 0 215,167 253000 7530 Flood Control Zone #8 147,147 0 147,147 253100 7531 Flood Control Zone #8A 54,445 49,445 5,000 253200 7532 Flood Control Zone #9 24,359 19,359 5,000 253400 7534 Flood Control Drainage 37A 5,207 207 5,000 253500 7535 Flood Control Drainage 33A 227,319 0 0 227,319 253600 7536 Flood Control Drainage 75A 352,984 112,984 240,000 253700 7537 Flood Control Drainage 128 74,976 74,976 253800 7538 Flood Control Drainage 57 195,240 0 195,240 253900 7539 Flood Control Drainage 67 60,018 0 10,018 50,000 254000 7540 Flood Control Drainage 19A 604,006 604,006 254100 7541 Flood Control Drainage 33B 103,733 0 103,733 254200 7542 Flood Control Drainage 76 419,302 309,302 110,000 254300 7543 Flood Control Drainage 62 275,566 0 275,566 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 254400 7544 Flood Control Drainage 72 60,097 5,097 55,000 254500 7545 Flood Control Drainage 78 40,093 40,093 254600 7546 Flood Control Drainage 30B 2,096,528 2,096,528 254700 7547 Flood Control Drainage 44B 635,644 644 635,000 254800 7548 Flood Control Drainage 29E 50,685 685 50,000 254900 7549 Flood Control Drainage 52B 108,490 0 108,490 255000 7550 Flood Control Drainage 290 38,814 38,814 255100 7551 Flood Control Drainage 300 109,479 109,479 255200 7552 Flood Control Drainage 13 7,635,784 35,784 7,600,000 255300 7553 Flood Control Drainage 52A 623,467 0 623,467 255400 7554 Flood Control Drainage 10 8,305,353 0 5,353 8,300,000 255500 7555 Flood Control Drainage 29C 490,549 0 549 490,000 255600 7556 Flood Control Drainage 29D 115,680 115,680 255700 7557 Flood Control Drainage 30A 68,033 0 68,033 255800 7558 Flood Control Drainage 30C 3,776,529 3,776,529 255900 7559 Flood Control Drainage 15A 165,122 0 0 165,122 256000 7560 Flood Control Drainage 910 186,123 0 9,123 177,000 256100 7561 Flood Control Drainage 33C 1,508 1,508 256200 7562 Flood Control Drainage 130 12,922,450 0 422,450 12,500,000 256300 7563 Flood Control Drainage 127 25,159 0 25,159 256500 7565 Flood Control Drainage 40A 400,818 818 400,000 256600 7566 Flood Control Drainage 56 12,255,141 350,000 0 11,905,141 256700 7567 Flood Control Drainage 73 234,027 234,027 256800 7568 Flood Control Drainage 29G 437,312 302,312 135,000 256900 7569 Flood Control Drainage 29H 1,796,150 1,796,150 257000 7570 Flood Control Drainage 29J 53,566 0 53,566 257100 7571 Flood Control Drainage 52C 4,728,452 28,452 4,700,000 257200 7572 Flood Control Drainage 48C 708,193 0 708,193 257300 7573 Flood Control Drainage 48D 21,972 1,972 20,000 257400 7574 Flood Control Drainage 48B 106,740 106,740 257500 7575 Flood Control Drainage 67A 468,035 18,035 450,000 257600 7576 Flood Control Drainage 76A 393,897 393,897 257700 7577 Flood Control Drainage 520 301,628 301,628 257800 7578 Flood Control Drainage 46 1,982,394 0 32,394 1,950,000 257900 7579 Flood Control Drainage 55 15,950 0 0 15,950 258000 7580 Flood Control Drainage 1010 1,137,081 0 15,081 1,122,000 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 258100 7581 Flood Control Drainage 101A 1,035,729 0 729 1,035,000.00 258200 7582 Flood Control Drainage 1010A 386,816 386,816 258300 7583 Flood Control Drainage 16 2,424,581 0 24,581 2,400,000 258400 7584 Flood Control Drainage 52D 18,409 0 18,409 258500 7585 Flood Control Drainage 87 50,516 516 50,000 258600 7586 Flood Control Drainage 88 22,751 22,751 258700 7587 Flood Control Drainage 89 197,122 53,122 144,000 258800 7588 Flood Control Drainage 22 189,209 0 0 189,209 259500 7595 Flood Control Drainage 109 270,418 244,418 26,000 259700 7597 Flood Control Drainage 47 285,751 1,751 284,000 TOTAL FLOOD CONTROL 145,389,351 493,663 4,576,000 2,886,350 137,433,338 STORM DRAINAGE DISTRICTS 259400 7594 Storm Drainage Zone #19 1,859 0 1,859 291600 7916 Zone #16-Debt Service 0 0 0 TOTAL STORM DRAINAGE DISTRICTS 1,859 0 0 0 1,859 STORMWATER UTILITY DISTRICTS 248400 7484 CCC CFD 2007-1 Stormwater 55,882 0 55,882 250100 7501 Stormwater Util A-1 Ant 117,316 0 5,187 112,129 250200 7502 Stormwater Util A-2 Clyn 11,506 0 1,603 9,903 250300 7503 Stormwater Util A-3 Conc 132,833 0 33,216 99,617 250400 7504 Stormwater Util A-4 Danv 50,557 0 10,667 39,890 250700 7507 Stormwater Util A-7 Laf 36,719 0 1,328 35,391 250800 7508 Stormwater Util A-8 Mrtz 42,516 0 1,385 41,131 250900 7509 Stormwater Util A-9 Mrga 23,647 0 2,336 21,311 251000 7510 Stormwater Util A-10 Orin 536,249 0 509,161 27,088 251100 7511 Stormwater Util A-11 Pinl 29,066 0 4,423 24,643 251200 7512 Stormwater Util A-12 Pitt 103,495 0 9,354 94,141 251300 7513 Stormwater Util A-13 Pl H 36,174 0 690 35,484 251400 7514 Stormwater Util A-14 S Pb 40,298 0 0 40,298 251500 7515 Stormwater Util A-15 S Rm 61,286 0 8,976 52,310 251600 7516 Stormwater Util A-16 W Ck 60,420 0 17,848 42,572 251700 7517 Stormwater Util A-17 Co 4,556,212 0 4,556,212 251800 7518 Stormwater Util A-18 Okly 32,159 0 0 32,159 251900 7519 Stormwater Util Admin 7,493,186 615 2,003 7,490,568 252300 7523 Stormwater Util A-19 Rich 85,306 0 7,594 77,712 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 252500 7525 Stormwater Util A-5 El C 20,589 0 12,652 7,937 253300 7533 Stormwater Util A-20 Brnt 157,990 0 109,304 48,686 252400 7596 Stormwater Util A-6 Herc 30,576 0 1,434 29,142 TOTAL STORMWATER UTILITY DISTRICTS 13,713,986 615 0 739,164 12,974,207 SERVICE AREA-POLICE 260300 7603 Area P-6 Zone 502 6,675 0 6,675 0 260500 7605 Area P-6 Zone 1508 700 0 700 (0) 260600 7606 Area P-6 Zone 1614 2,247 0 2,247 0 260700 7607 Area P-6 Zone 1804 2,840 0 2,840 0 260800 7608 Area P-6 Zone 2201 2,615 0 2,615 0 260900 7609 Area P-6 Zone 501 700 0 700 0 261000 7610 Area P-6 Zone 1613 2,864 0 2,864 0 261100 7611 Area P-6 Zone 2200 2,272 0 2,272 0 261200 7612 Area P-6 Zone 2502 2,417 0 2,417 0 261300 7613 Area P-6 Zone 2801 2,444 0 2,444 0 261400 7614 Area P-6 Zone 1609 2,101 0 2,101 0 261500 7615 Area P-6 Zone 1610 2,463 0 2,463 0 261600 7616 Area P-6 Zone 1611 2,828 0 2,828 0 261700 7617 Area P-6 Zone 1612 2,513 0 2,513 0 261800 7618 Area P-6 Zone 2501 4,282 0 4,282 0 261900 7619 Area P-6 Zone 2800 2,309 0 2,309 0 262000 7620 Area P-6 Zone 1514 2,099 0 2,099 0 262100 7621 Area P-6 Zone 1101 3,326 0 3,326 0 262200 7622 Area P-6 Zone 1803 2,100 0 2,100 0 262300 7623 Area P-6 Zone 1700 6,251 0 6,251 0 262500 7625 Area P-6 Zone 2903 2,148 0 2,148 0 262400 7624 Area P-6 Zone 2000 2,811 0 2,811 0 262600 7626 Area P-6 Zone 1505 3,033 0 3,033 0 262700 7627 Area P-6 Zone 1506 2,721 0 2,721 0 262800 7628 Area P-6 Zone 1001 2,890 0 2,890 0 262900 7629 P-6 Central Admin Base 15,872,526 0 2,250,491 13,622,035 263000 7630 Area P-6 Zone 1607 3,751 0 3,751 0 263100 7631 Area P-6 Zone 1504 2,721 0 2,721 0 263200 7632 Area P-6 Zone 2702 3,324 0 3,324 0 274500 7729 Area P-6 Zone 2703 2,411 0 2,411 0 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 263300 7633 Area P-6 Zone 1606 1,938 0 1,938 0 263400 7634 Area P-6 Zone 1605 2,693 0 2,693 0 263600 7636 Area P-6 Zone 1503 3,720 0 3,720 0 263700 7637 Area P-6 Zone 400 3,928 0 3,928 0 263800 7638 Area P-6 Zone 702 2,100 0 2,100 0 263900 7639 Area P-6 Zone 1502 1,963 0 1,963 0 264000 7640 Area P-6 Zone 3100 2,733 0 2,733 0 264100 7641 Area P-6 Zone 2500 3,167 0 3,167 0 264200 7642 Area P-6 Zone 701 3,647 0 3,647 0 264300 7643 Area P-6 Zone 202 3,155 0 3,155 0 264400 7644 Area P-6 Zone 1501 3,089 0 3,089 0 264500 7645 Area P-6 Zone 1604 3,068 0 3,068 0 264600 7646 Area P-6 Zone 1801 2,932 0 2,932 0 264700 7647 Area P-6 Zone 2901 1,604 0 1,604 0 264800 7648 Area P-6 Zone 1603 2,100 0 2,100 0 264900 7649 Area P-6 Zone 1200 2,775 0 2,775 0 265000 7650 Police SVC-Crockett Cogen 179,977 0 0 179,977 265200 7652 Police Area 2 Danville 11,724 0 1,470 10,254 265300 7653 Area P-2 Zone A, Blackhawk 443,317 0 33,819 208,361 201,137 265400 7654 Area P-6 Zone 2902 2,501 0 2,501 0 265500 7655 Area P-5, Roundhill Area 687,948 0 0 643,209 44,739 265600 7656 Service Area PL6 8,316,510 0 1,247,849 7,068,661 265700 7657 Area P-2 Zone B, Alamo 564,287 0 0 463,063 101,224 265800 7658 Area P-6 Zone 206 2,100 0 2,100 0 265900 7659 Area P-6 Zone 207 2,603 0 2,603 0 266100 7661 Area P-6 Zone 200 3,840 0 3,840 0 266200 7662 Area P-16 Zone 212 7,070 0 7,070 0 266300 7663 Area P-6 Zone 2504 3,045 0 3,045 0 266500 7665 Area P6 zone 1203 805 0 805 (0) 266700 7667 Area P-6 Zone 505 1,196 0 1,196 0 266800 7668 Area P6 zone 1007 3,066 0 3,066 0 267000 7670 Area P6 zone 3113 812 0 812 0 267100 7671 Area P-6 Zone 209 2,401 0 2,401 0 267200 7372 Area P-6 Zone 211 2,696 0 2,696 0 267300 7673 Area P-6 Zone 1005 2,551 0 2,551 0 267400 7674 Area P-6 Zone 201 7,588 0 7,588 0 267500 7675 Area P-6 Zone 2700 3,013 0 3,013 0 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 267600 7776 Area P-6 Zone 2904 1,875 0 1,875 0 267700 7672 Area P-6 Zone 2905 1,990 0 1,990 0 268000 7680 Area P-6 Zone 700 1,400 0 1,400 0 268100 7681 Area P-6 Zone 1100 2,100 0 2,100 0 268200 7682 Area P-6 Zone 1600 2,381 0 2,381 0 268300 7683 Area P-6 Zone 2601 3,162 0 3,162 0 268400 7684 Area P-6 Zone 500 5,103 0 5,103 0 268500 7685 Area P-6 Zone 1000 2,099 0 2,099 0 268700 7687 Area P-6 Zone 2900 2,099 0 2,099 0 268800 7688 Area P-6 Zone 1006 2,904 0 2,904 0 268900 7689 Area P-6 Zone 1601 3,107 0 3,107 0 269000 7690 Area P-6 Zone 2300 2,965 0 2,965 0 269300 7693 Area P-6 Zone 1602 3,577 0 3,577 0 269400 7694 Area P-6 Zone 1800 3,815 0 3,815 0 269500 7695 Area P-6 Zone 2600 3,997 0 3,997 0 269600 7696 Area P-6 Zone 2701 2,456 0 2,456 0 269700 7697 Area P-6 Zone 1500 1,957 0 1,957 0 269900 7699 Area P-6 Zone 3000 3,789 0 3,789 0 271500 7735 Area P-6 Zone 1512 1,400 0 1,400 0 271600 7736 Area P-6 Zone 1608 741 0 741 0 271700 7737 Area P-6 Zone 1616 2,701 0 2,701 0 271800 7738 Area P-6 Zone 1802 1,400 0 1,400 0 271900 7739 Area P-6 Zone 2704 3,163 0 3,163 0 272000 7700 Area P-6 Zone 503 10,173 0 10,173 0 272100 7701 Area P-6 Zone 3103 2,100 0 2,100 0 272200 7703 Area P-6 Zone 900 4,090 0 4,090 0 272300 7704 Area P-6 Zone 1509 2,896 0 2,896 0 272400 7705 Area P-6 Zone 3101 3,229 0 3,229 0 272500 7706 Area P-6 Zone 1615 2,563 0 2,563 0 272600 7707 Area P-6 Zone 1511 2,967 0 2,967 0 272700 7708 Area P-6 Zone 1510 2,765 0 2,765 0 272800 7709 Area P-6 Zone 203 2,265 0 2,265 0 273000 7714 Area P-6 Zone 1002 2,100 0 2,100 0 273100 7715 Area P-6 Zone 2602 1,977 0 1,977 0 273200 7716 Area P-6 Zone 204 2,883 0 2,883 0 273300 7717 Area P-6 Zone 1003 2,844 0 2,844 0 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available 273400 7718 Area P-6 Zone 1201 3,390 0 3,390 0 273500 7719 Area P-6 Zone 2203 8,998 0 8,998 0 273600 7720 Area P-6 Zone 3001 4,346 0 4,346 0 273700 7723 Area P-6 Zone 504 3,062 0 3,062 0 273800 7721 Area P-6 Zone 3102 2,231 0 2,231 0 273900 7722 Area P-6 Zone 3104 2,100 0 2,100 0 274000 7724 Area P-6 Zone 2202 5,790 0 5,790 0 274100 7725 Area P-6 Zone 205 2,110 0 2,110 0 274200 7726 Area P-6 Zone 301 4,819 0 4,819 0 274300 7727 Area P-6 Zone 1004 2,100 0 2,100 0 274400 7728 Area P-6 Zone 2603 3,630 0 3,630 0 274600 7746 Area P-6 Zone 3002 4,122 0 4,122 0 274700 7747 Area P-6 Zone 3105 1,540 0 1,540 0 274800 7748 Area P-6 Zone 3106 1,548 0 1,548 0 274900 7749 Area P-6 Zone 3107 2,927 0 2,927 0 277500 7745 Area P-6 Zone 0210 3,131 0 3,131 0 277600 7734 Area P-6 Zone 1513 2,931 0 2,931 0 277700 7741 Area P-6 Zone 2604 3,700 0 3,700 0 277800 7742 Area P-6 Zone 2605 13,930 0 13,930 0 277900 7743 Area P-6 Zone 3003 3,565 0 3,565 0 278000 7744 Area P-6 Zone 3004 1,876 0 1,876 0 278100 7731 Area P-6 Zone 3108 1,099 0 1,099 0 278200 7732 Area P-6 Zone 3109 2,985 0 2,985 0 278300 7733 Area P-6 Zone 3110 3,422 0 3,422 0 278500 7730 Area P-6 Zone 3112 3,867 0 3,867 0 278700 7677 Area P-6 Zone 2606 1,325 0 1,325 0 278800 7988 Area P-6 Zone 1214 2,124 0 2,124 0 279300 7993 Area P-6 Zone 3005 1,128 0 1,128 0 279500 7995 Area P-6 Zone 3007 3,242 0 3,242 0 TOTAL SERVICE AREA-POLICE 26,452,110 0 33,819 5,190,265 21,228,026 SERVICE AREA-DRAINAGE 260200 7602 Area D-2,Walnut Creek 478,317 0 8,317 470,000 TOTAL SERVICE AREA-DRAINAGE 478,317 0 8,317 470,000 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available MISCELLANEOUS DISTRICTS 277100 7771 Discovery Bay West Parking 22,256 0 698 21,558 282500 7825 Contra Costa Water Agency 3,419,739 0 3,419,739 0 TOTAL MISCELLANEOUS DISTRICTS 3,441,995 0 3,420,437 21,558 TOTAL PUBLIC PROTECTION 429,866,514 2,496,056 6,399,099 240,750,097 180,221,262 HEALTH AND SANITATION EMERGENCY MEDICAL SERVICES 213500 7135 WCC Hlthcare Dist 12,162,670 0 10,490,340 1,672,330 213600 7136 WCC Debt SVC 9,829,212 9,829,212 0 240500 7405 Area EM-1, Zone A 19,555 0 20,819 (1,264) 240600 7406 Area EM-1, Zone B 3,384,252 0 31,466 2,519,374 833,412 TOTAL EMERGENCY MEDICAL SERVICES 25,395,690 52,285 22,838,926 2,504,478 TOTAL HEALTH AND SANITATION 25,395,690 52,285 22,838,926 2,504,478 EDUCATION SERVICE AREA-LIBRARY 270200 7702 Area LIB-2,El Sobrante 377,260 0 377,260 0 271000 7710 Area LIB-10,Pinole 4,661 0 4,661 0 271200 7712 Area LIB-12,Moraga 36,709 0 36,709 0 271300 7713 Area LIB-13,Ygnacio 478,737 0 478,737 0 TOTAL SERVICE AREA-LIBRARY 897,366 0 897,366 0 TOTAL EDUCATION 897,366 0 897,366 0 PUBLIC WAYS AND FACILITIES SERVICE AREA-LIGHTING 240100 7394 Area L-100, Countywide 9,285,751 0 509,578 8,776,173 248700 7487 CCC CFD 2010-1 St Lightng 194,403 0 1,621 192,782 TOTAL SERVICE AREA-LIGHTING 9,480,154 0 0 511,199 8,968,955 SCHEDULE B 2024-2025 CONTRA COSTA COUNTY SPECIAL DISTRICTS FUND BALANCE AVAILABLE Fund Balance Per Auditor Fund as of Less Obligated Fund Balances Balance District 6/30/2024 Encumbrances Nonspendable, Restricted & Committed Assigned Available SERVICE AREA-MISCELLANEOUS 247000 7470 Area M-1, Delta Ferry 8,566 0 1,377 7,189 247300 7473 247300 - CSA M-28 769,824 0 38,479 731,345 247500 7475 Area M-29, Dougherty Valley 11,175,218 0 4,982,745 6,192,473 247600 7476 Area M-31 PH BART 313,248 0 119,602 193,646 248000 7480 CSA T-1 Danville 3,519,194 0 33,019 3,486,175 248300 7483 CCC CFD 2022-1 30,008 30,008 248500 7485 No Rchmd Mtce CFD 2006-1 732,582 0 0 732,582 248600 7486 Bart Trnsit VLG CFD 2008-1 152,874 0 5,300 147,574 248800 7488 Area M-16, Clyde 153,581 0 153,581 248900 7489 Area M-17, Montalvin Manor 120,165 0 5,000 0 115,165 249200 7492 Area M-20, Rodeo 71,651 0 0 71,651 249600 7496 Area M-23, Blackhawk 226,504 0 0 226,504 249900 7499 Area M-30, Danville 142,641 0 0 142,641 TOTAL SERVICE AREA-MISCELLANEOUS 17,416,055 0 5,000 5,180,522 12,230,533 SERVICE AREA-ROAD MAINTENANCE 249400 7494 Area RD-4, Bethel Island 155,397 0 136 155,261 TOTAL SERVICE AREA-ROAD MAINTENANCE 155,397 0 0 136 155,261 TOTAL PUBLIC WAYS AND FACILITIES 27,051,606 0 5,000 5,691,857 21,354,749 RECREATION/CULTURAL SVCS SERVICE AREA-RECREATION 275100 7751 Service Area R-4 Moraga 27 0 27 0 275700 7757 Service Area R-9, El Sobrante 5,701 0 1,433 4,268 275800 7758 Service Area R-7,Zone A Alamo 5,749,667 0 6,600 0 5,743,067 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 5,759,512 0 9,600 2,577 5,747,334 TOTAL RECREATION/CULTURAL SVCS 5,759,512 0 9,600 2,577 5,747,334 TOTAL COUNTY SPECIAL DISTRICTS 488,970,688 2,496,056 6,465,984 270,180,824 209,827,824 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account FIRE PROTECTION 202000 CCCFPD-Consolidated Fire 0 (0)0 (0) 202200 CCCFPD POB Debt Svc Fund 0 0 0 0 202400 CCCFPD POB Stabilization Fund (29,000)(29,000)(0)29,000 29,000 202500 CCFPD CAPTL Construction 6,029,039 6,029,039 6,029,039 0 0 202800 Crockett-Carquinez Fire Dist 0 (0)(0)(0) 203100 CCCFPD-Cap Outlay-Consolidated 516,689 516,689 516,689 0 0 203300 CCCFPD Developer Fee 0 0 0 0 203400 Riverview Fire Developer Fee 0 0 0 0 203500 CCCFPD Fire Prevention-Consolidated 0 0 0 0 203600 CCCFPD New Devlpmt Pmt Fee FD 1,537,055 1,537,055 1,537,055 0 0 203800 CCCFPD Pittsburg Special Fund 9,491 9,491 9,491 0 0 204000 CCCFPD EMS Transport Fund 0 (0)(0)(0) TOTAL FIRE PROTECTION 8,063,274 8,063,274 8,092,273 28,999 28,999 FLOOD CONTROL 250500 Flood Control & Wtr Conserv 12,500,000 12,500,000 9,539,020 (2,960,980)(2,960,980)7505 2479 252000 Flood Control Zone #3B 50,000,000 50,000,000 46,297,390 (3,702,610)(3,702,610)7520 2479 252100 Flood Control Zone #1 14,000,000 14,000,000 13,496,994 (503,006)(503,006)7521 2479 252200 Flood Control Zone #2 1,000 1,000 400 (600)(600)7522 5011 252600 Flood Control Zone #6A 17,000 17,000 17,000 0 0 252700 Flood Control Zone #7 285,000 285,000 215,167 (69,833)(69,833)7527 2479 253000 Flood Control Zone #8 165,000 165,000 147,147 (17,853)(17,853)7530 2479 253100 Flood Control Zone #8A 5,000 5,000 5,000 0 0 253200 Flood Control Zone #9 5,000 5,000 5,000 0 0 253400 Flood Control Drainage 37A 5,000 5,000 5,000 0 0 253500 Flood Control Drainage 33A 235,000 235,000 227,319 (7,681)(7,681)7535 2479 253600 Flood Control Drainage 75A 240,000 240,000 240,000 0 0 253700 Flood Control Drainage 128 100,000 100,000 74,976 (25,024)(25,024)7537 5011 253800 Flood Control Drainage 57 235,000 235,000 195,240 (39,760)(39,760)7538 2479 253900 Flood Control Drainage 67 50,000 50,000 50,000 0 0 254000 Flood Control Drainage 19A 625,000 625,000 604,006 (20,994)(20,994)7540 2479 254100 Flood Control Drainage 33B 130,000 130,000 103,733 (26,267)(26,267)7541 2479 254200 Flood Control Drainage 76 110,000 110,000 110,000 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 254300 Flood Control Drainage 62 290,000 290,000 275,566 (14,434)(14,434)7543 2479 254400 Flood Control Drainage 72 55,000 55,000 55,000 0 0 254500 Flood Control Drainage 78 108,000 108,000 40,093 (67,907)(67,907)7545 2479 254600 Flood Control Drainage 30B 2,200,000 2,200,000 2,096,528 (103,472)(103,472)7546 2479 254700 Flood Control Drainage 44B 635,000 635,000 635,000 0 0 254800 Flood Control Drainage 29E 50,000 50,000 50,000 0 0 7548 2479 254900 Flood Control Drainage 52B 110,000 110,000 108,490 (1,510)(1,510)7549 2479 255000 Flood Control Drainage 290 40,000 40,000 38,814 (1,186)(1,186)7550 2479 255100 Flood Control Drainage 300 110,000 110,000 109,479 (521)(521)7551 2479 255200 Flood Control Drainage 13 7,600,000 7,600,000 7,600,000 0 0 255300 Flood Control Drainage 52A 625,000 625,000 623,467 (1,533)(1,533)7553 2479 255400 Flood Control Drainage 10 8,300,000 8,300,000 8,300,000 0 0 255500 Flood Control Drainage 29C 490,000 490,000 490,000 (0)(0) 255600 Flood Control Drainage 29D 165,000 165,000 115,680 (49,320)(49,320)7556 2479 255700 Flood Control Drainage 30A 69,000 69,000 68,033 (967)(967)7557 2479 255800 Flood Control Drainage 30C 3,800,000 3,800,000 3,776,529 (23,471)(23,471)7558 2479 255900 Flood Control Drainage 15A 170,000 170,000 165,122 (4,878)(4,878)7559 2479 256000 Flood Control Drainage 910 177,000 177,000 177,000 0 0 256100 Flood Control Drainage 33C 90,000 90,000 1,508 (88,492)(88,492)7561 2479 256200 Flood Control Drainage 130 12,500,000 12,500,000 12,500,000 0 0 256300 Flood Control Drainage 127 27,000 27,000 25,159 (1,841)(1,841)7563 5011 256500 Flood Control Drainage 40A 400,000 400,000 400,000 0 0 256600 Flood Control Drainage 56 12,400,000 12,400,000 11,905,141 (494,859)(494,859)7566 2479 256700 Flood Control Drainage 73 235,000 235,000 234,027 (973)(973)7567 2479 256800 Flood Control Drainage 29G 135,000 135,000 135,000 0 0 256900 Flood Control Drainage 29H 1,900,000 1,900,000 1,796,150 (103,850)(103,850)7569 2479 257000 Flood Control Drainage 29J 55,000 55,000 53,566 (1,434)(1,434)7570 2479 257100 Flood Control Drainage 52C 4,700,000 4,700,000 4,700,000 0 0 257200 Flood Control Drainage 48C 710,000 710,000 708,193 (1,807)(1,807)7572 2479 257300 Flood Control Drainage 48D 20,000 20,000 20,000 (0)(0) 257400 Flood Control Drainage 48B 110,000 110,000 106,740 (3,260)(3,260)7574 2479 257500 Flood Control Drainage 67A 450,000 450,000 450,000 0 0 257600 Flood Control Drainage 76A 410,000 410,000 393,897 (16,103)(16,103)7576 2479 257700 Flood Control Drainage 520 340,000 340,000 301,628 (38,372)(38,372)7577 2479 257800 Flood Control Drainage 46 1,950,000 1,950,000 1,950,000 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 257900 Flood Control Drainage 55 18,000 18,000 15,950 (2,050)(2,050)7579 2479 258000 Flood Control Drainage 1010 1,122,000 1,122,000 1,122,000 0 0 258100 Flood Control Drainage 101A 1,035,000 1,035,000 1,035,000 0 0 258200 Flood Control Drainage 1010A 440,000 440,000 386,816 (53,184)(53,184)7582 2479 258300 Flood Control Drainage 16 2,400,000 2,400,000 2,400,000 0 0 258400 Flood Control Drainage 52D 27,000 27,000 18,409 (8,591)(8,591)7584 2479 258500 Flood Control Drainage 87 50,000 50,000 50,000 0 0 258600 Flood Control Drainage 88 23,000 23,000 22,751 (249)(249)7586 2479 258700 Flood Control Drainage 89 144,000 144,000 144,000 0 0 258800 Flood Control Drainage 22 190,000 190,000 189,209 (791)(791)7588 2479 259500 Flood Control Drainage 109 26,000 26,000 26,000 0 0 259700 Flood Control Drainage 47 284,000 284,000 284,000 (0)(0) TOTAL FLOOD CONTROL 145,893,000 145,893,000 137,433,338 (8,459,662)(8,459,662) STORM DRAINAGE DISTRICTS 259400 Zone #19 2,000 2,000 1,859 (141)(141)7594 2479 291600 Zone #16 0 0 0 0 0 TOTAL STORM DRAINAGE DISTRICTS 2,000 2,000 1,859 (141)(141) STORMWATER UTILITY DISTRICTS 248400 CCC CFD 2007-1 Stormwater 97,000 97,000 55,882 (41,118)(41,118)7484 2479 250100 Stormwater Util A-1 Ant 112,129 112,129 112,129 0 0 250200 Stormwater Util A-2 Clyn 9,903 9,903 9,903 0 0 250300 Stormwater Util A-3 Conc 99,617 99,617 99,617 0 0 250400 Stormwater Util A-4 Danv 39,890 39,890 39,890 0 0 7504 2310 250700 Stormwater Util A-7 Laf 35,391 35,391 35,391 (0)(0) 250800 Stormwater Util A-8 Mrtz 41,131 41,131 41,131 (0)(0)7508 2310 250900 Stormwater Util A-9 Mrga 21,311 21,311 21,311 (0)(0) 251000 Stormwater Util A-10 Orin 27,088 27,088 27,088 0 0 251100 Stormwater Util A-11 Pinl 24,643 24,643 24,643 0 0 251200 Stormwater Util A-12 Pitt 94,141 94,141 94,141 0 0 251300 Stormwater Util A-13 Pl H 35,484 35,484 35,484 0 0 251400 Stormwater Util A-14 S Pb 40,640 40,640 40,298 (342)(342)7514 2310 251500 Stormwater Util A-15 S Rm 52,310 52,310 52,310 0 0 251600 Stormwater Util A-16 W Ck 42,572 42,572 42,572 0 0 251700 Stormwater Util A-17 Co 5,100,000 5,100,000 4,556,212 (543,788)(543,788)7517 2310 251800 Stormwater Util A-18 Okly 36,292 36,292 32,159 (4,133)(4,133)7518 2310 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 251900 Stormwater Util Admin 7,490,568 7,490,568 7,490,568 0 0 252300 Stormwater Util A-19 Rich 77,712 77,712 77,712 0 0 252500 Stormwater Util A-5 El C 7,937 7,937 7,937 0 0 253300 Stormwater Util A-20 Brnt 48,686 48,686 48,686 0 0 252400 Stormwater Util A-6 Herc 29,142 29,142 29,142 0 0 TOTAL STORMWATER UTILITY DISTRICTS 13,563,587 13,563,587 12,974,207 (589,380)(589,380) SERVICE AREA-POLICE 260300 Area P-6 Zone 502 0 0 0 0 0 260500 Area P-6 Zone 1508 0 0 (0)(0)(0) 260600 Area P-6 Zone 1614 0 0 0 0 0 260700 Area P-6 Zone 1804 0 0 0 0 0 260800 Area P-6 Zone 2201 0 0 0 0 0 260900 Area P-6 Zone 501 0 0 0 0 0 261000 Area P-6 Zone 1613 0 0 0 0 0 261100 Area P-6 Zone 2200 0 0 0 0 0 261200 Area P-6 Zone 2502 0 0 0 0 0 261300 Area P-6 Zone 2801 0 0 0 0 0 261400 Area P-6 Zone 1609 0 0 0 0 0 261500 Area P-6 Zone 1610 0 0 0 0 0 261600 Area P-6 Zone 1611 0 0 0 0 0 261700 Area P-6 Zone 1612 0 0 0 0 0 261800 Area P-6 Zone 2501 0 0 0 0 0 261900 Area P-6 Zone 2800 0 0 0 0 0 262000 Area P-6 Zone 1514 0 0 0 0 0 262100 Area P-6 Zone 1101 0 0 0 0 0 262200 Area P-6 Zone 1803 0 0 0 0 0 262300 Area P-6 Zone 1700 0 0 0 0 0 262500 Area P-6 Zone 2903 0 0 0 0 0 262400 Area P-6 Zone 2000 0 0 0 0 0 262600 Area P-6 Zone 1505 0 0 0 0 0 262700 Area P-6 Zone 1506 0 0 0 0 0 262800 Area P-6 Zone 1001 0 0 0 0 0 262900 P-6 Central Admin Base 13,622,035 13,622,035 13,622,035 0 0 263000 Area P-6 Zone 1607 0 0 0 0 0 263100 Area P-6 Zone 1504 0 0 0 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 263200 Area P-6 Zone 2702 0 0 0 0 0 274500 Area P-6 Zone 2703 0 0 0 0 0 263300 Area P-6 Zone 1606 0 0 0 0 0 263400 Area P-6 Zone 1605 0 0 0 0 0 263600 Area P-6 Zone 1503 0 0 0 0 0 263700 Area P-6 Zone 400 0 0 0 0 0 263800 Area P-6 Zone 702 0 0 0 0 0 263900 Area P-6 Zone 1502 0 0 0 0 0 264000 Area P-6 Zone 3100 0 0 0 0 0 264100 Area P-6 Zone 2500 0 0 0 0 0 264200 Area P-6 Zone 701 0 0 0 0 0 264300 Area P-6 Zone 202 0 0 0 0 0 264400 Area P-6 Zone 1501 0 0 0 0 0 264500 Area P-6 Zone 1604 0 0 0 0 0 264600 Area P-6 Zone 1801 0 0 0 0 0 264700 Area P-6 Zone 2901 0 0 0 0 0 264800 Area P-6 Zone 1603 0 0 0 0 0 264900 Area P-6 Zone 1200 0 0 0 0 0 265000 Police SVC- Crockett Cogen 323,440 323,440 179,977 (143,463)(143,463)7650 2160 265200 Police Area 2 Danville 10,254 10,254 10,254 0 0 265300 Area P-2 Zone A, Blackhawk 201,137 201,137 201,137 0 0 265400 Area P-6 Zone 2902 0 0 0 0 0 265500 Area P-5, Roundhill Area 44,739 44,739 44,739 0 0 265600 Service Area PL6 7,068,661 7,068,661 7,068,661 (0)(0) 265700 Area P-2 Zone B, Alamo 101,224 101,224 101,224 0 0 265800 Area P-6 Zone 206 0 0 0 0 0 265900 Area P-6 Zone 207 0 0 0 0 0 266100 Area P-6 Zone 200 0 0 0 0 0 266200 Area P-6 Zone 212 0 0 0 0 0 266300 Area P-6 Zone 2504 0 0 0 0 0 266500 Area P-6 Zone 1203 0 0 (0)(0)(0) 266700 Area P-6 Zone 505 0 0 0 0 0 266800 Area P-6 Zone 1007 0 0 0 0 0 267000 Area P-6 Zone 3113 0 0 0 0 0 267100 Area P-6 Zone 209 0 0 0 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 267200 Area P-6 Zone 211 0 0 0 0 0 267300 Area P-6 Zone 1005 0 0 0 0 0 267400 Area P-6 Zone P-7 201 0 0 0 0 0 267500 Area P-6 Zone 2700 0 0 0 0 0 267600 Area P-6 Zone 2904 0 0 0 0 0 267700 Area P-6 Zone 2905 0 0 0 0 0 268000 Area P-6 Zone 700 0 0 0 0 0 268100 Area P-6 Zone 1100 0 0 0 0 0 268200 Area P-6 Zone 1600 0 0 0 0 0 268300 Area P-6 Zone 2601 0 0 0 0 0 268400 Area P-6 Zone 500 0 0 0 0 0 268500 Area P-6 Zone 1000 0 0 0 0 0 268700 Area P-6 Zone 2900 0 0 0 0 0 268800 Area P-6 Zone 1006 0 0 0 0 0 268900 Area P-6 Zone 1601 0 0 0 0 0 269000 Area P-6 Zone 2300 0 0 0 0 0 269300 Area P-6 Zone 1602 0 0 0 0 0 269400 Area P-6 Zone 1800 0 0 0 0 0 269500 Area P-6 Zone 2600 0 0 0 0 0 269600 Area P-6 Zone 2701 0 0 0 0 0 269700 Area P-6 Zone 1500 0 0 0 0 0 269900 Area P-6 Zone 3000 0 0 0 0 0 272000 Area P-6 Zone 503 0 0 0 0 0 272100 Area P-6 Zone 3103 0 0 0 0 0 272200 Area P-6 Zone 900 0 0 0 0 0 272300 Area P-6 Zone 1509 0 0 0 0 0 272400 Area P-6 Zone 3101 0 0 0 0 0 272500 Area P-6 Zone 1615 0 0 0 0 0 272600 Area P-6 Zone 1511 0 0 0 0 0 272700 Area P-6 Zone 1510 0 0 0 0 0 272800 Area P-6 Zone 203 0 0 0 0 0 273000 Area P-6 Zone 1002 0 0 0 0 0 273100 Area P-6 Zone 2602 0 0 0 0 0 273200 Area P-6 Zone 204 0 0 0 0 0 273300 Area P-6 Zone 1003 0 0 0 0 0 273400 Area P-6 Zone 1201 0 0 0 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account 273500 Area P-6 Zone 2203 0 0 0 0 0 273600 Area P-6 Zone 3001 0 0 0 0 0 273800 Area P-6 Zone 3102 0 0 0 0 0 273900 Area P-6 Zone 3104 0 0 0 0 0 273700 Area P-6 Zone 504 0 0 0 0 0 274000 Area P-6 Zone 2202 0 0 0 0 0 274100 Area P-6 Zone 205 0 0 0 0 0 274200 Area P-6 Zone 301 0 0 0 0 0 274300 Area P-6 Zone 1004 0 0 0 0 0 274400 Area P-6 Zone 2603 0 0 0 0 0 274600 Area P-6 Zone 3002 0 0 0 0 0 274700 Area P-6 Zone 3105 0 0 0 0 0 274800 Area P-6 Zone 3106 0 0 0 0 0 274900 Area P-6 Zone 3107 0 0 0 0 0 277500 Area P-6 Zone 0210 0 0 0 0 0 277600 Area P-6 Zone 1513 0 0 0 0 0 277700 Area P-6 Zone 2604 0 0 0 0 0 277800 Area P-6 Zone 2605 0 0 0 0 0 277900 Area P-6 Zone 3003 0 0 0 0 0 278000 Area P-6 Zone 3004 0 0 0 0 0 278100 Area P-6 Zone 3108 0 0 0 0 0 278200 Area P-6 Zone 3109 0 0 0 0 0 278300 Area P-6 Zone 3110 0 0 0 0 0 278500 Area P-6 Zone 3112 0 0 0 0 0 278700 Area P-6 Zone 2606 0 0 0 0 0 278800 Area P-6 Zone 1214 0 0 0 0 0 279300 Area P-6 Zone 3005 0 0 0 0 0 279500 Area P-6 Zone 3007 0 0 0 0 0 271500 Area P-6 Zone 1512 0 0 0 0 0 271600 Area P-6 Zone 1608 0 0 0 0 0 271700 Area P-6 Zone 1616 0 0 0 0 0 271800 Area P-6 Zone 1802 0 0 0 0 0 271900 Area P-6 Zone 2704 0 0 0 0 0 TOTAL SERVICE AREA-POLICE 21,371,490 21,371,490 21,228,026 (143,464)(143,464) SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account SERVICE AREA-DRAINAGE 260200 Area D-2,Walnut Creek 470,000 470,000 470,000 0 0 TOTAL SERVICE AREA-DRAINAGE 470,000 470,000 470,000 0 0 MISCELLANEOUS DISTRICTS 277100 Discovery Bay West Parking 21,558 21,558 21,558 0 0 282500 Contra Costa Water Agency 0 0 0 0 0 TOTAL MISCELLANEOUS DISTRICTS 21,558 21,558 21,558 0 0 189,384,909 189,384,909 180,221,262 (9,163,647)(9,163,647) EMERGENCY MEDICAL SERVICES 213500 WCC HLTHCARE DIST 1,672,330 1,672,330 1,672,330 0 0 213600 WCCHCD DEBT SVC 0 0 0 0 240500 Area EM-1, Zone A 4,938 4,938 (1,264)(6,202)(6,202)7405 2479 240600 Area EM-1, Zone B 833,412 833,412 833,412 0 0 TOTAL EMERGENCY MEDICAL SERVICES 2,510,680 2,510,680 2,504,478 (6,202)(6,202) SERVICE AREA-LIBRARY 270200 Area LIB-2,El Sobrante 0 0 0 0 271000 Area LIB-10,Pinole 0 0 0 0 271200 Area LIB-12,Moraga 0 0 0 0 271300 Area LIB-13,Ygnacio 0 0 0 0 TOTAL SERVICE AREA-LIBRARY 0 0 0 0 0 0 0 0 0 0 SERVICE AREA-LIGHTING 240100 Area L-100, Countywide 8,776,173 8,776,173 8,776,173 0 0 248700 CCC CFD 2010-1 St Lightng 192,782 192,782 192,782 0 0 TOTAL SERVICE AREA-LIGHTING 8,968,955 8,968,955 8,968,955 0 0 SCHEDULE C RECOMMENDED VS. FINAL BUDGET FUND BALANCE CHANGES APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS FOR 2024-2025 FINAL BUDGET 2024-2025 2024-2025 FINAL RECOMMENDED FINAL YEAR-END BUDGET BUDGET FUND FUND RECOMMENDED FUND FUND BALANCE BALANCE LINE ITEM CHANGES DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT Cost Center Account SERVICE AREA-MISCELLANEOUS 247000 Area M-1, Delta Ferry 7,189 7,189 7,189 0 0 247300 247300 - CSA M-28 731,345 731,345 731,345 0 0 247500 Area M-29, Dougherty Valley 6,192,473 6,192,473 6,192,473 0 0 247600 Area M-31, PH BART 193,646 193,646 193,646 0 0 248000 CSA T-1 Danville 3,486,175 3,486,175 3,486,175 0 0 248300 CCC CFD 2022-1 49,373 49,373 30,008 (19,365)(19,365)7483 5011 248500 No Rchmd Mtce CFD 2006-1 736,230 736,230 732,582 (3,648)(3,648)7485 2479 248600 Bart Trnsit VLG CFD 2008-1 147,574 147,574 147,574 (0)(0) 248800 Area M-16, Clyde 179,021 179,021 153,581 (25,440)(25,440)7488 5011 248900 Area M-17, Montalvin Manor 228,793 228,793 115,165 (113,628)(113,628)7489 2479 249200 Area M-20, Rodeo 76,212 76,212 71,651 (4,561)(4,561)7492 2479 249600 Area M-23, Blackhawk 235,725 235,725 226,504 (9,221)(9,221)7496 5011 249900 Area M-30 Danville 143,934 143,934 142,641 (1,293)(1,293)7499 2479 TOTAL SERVICE AREA-MISCELLANEOUS 12,407,690 12,407,690 12,230,533 (177,157)(177,157) SERVICE AREA-ROAD MAINTENANCE 249400 Area RD-4, Bethel Island 155,261 155,261 155,261 (0)(0) TOTAL SERVICE AREA-ROAD MAINTENANCE 155,261 155,261 155,261 (0)(0) 21,531,906 21,531,906 21,354,749 (177,157)(177,157) SERVICE AREA-RECREATION 275100 Service Area R-4 Moraga 0 0 0 0 0 275700 Area R-9, El Sobrante 4,268 4,268 4,268 (0)(0) 275800 Area R-7,Zone A Alamo 5,801,482 5,801,482 5,743,067 (58,415)(58,415)7758 2310 276000 Area R-10, Rodeo 0 0 (0)(0)(0) 298000 Area R-8 Debt Svc, Walnut Creek 0 0 0 0 0 TOTAL SERVICE AREA-RECREATION 5,805,750 5,805,750 5,747,334 (58,416)(58,416) 5,805,750 5,805,750 5,747,334 (58,416)(58,416) TOTAL COUNTY SPECIAL DISTRICTS 219,233,245 219,233,245 209,827,824 (9,405,421)(9,405,421) File#: Type: File created: On agenda: Title: Attachments: I Date 9/24/2024 To: From: RES 2024- 332 CONTRA COSTA COUNTY Legislation Details (With Text) Version: 1 Name: Consent Resolution Status: Passed 9/3/2024 9/24/2024 In control: Final action: BOARD OF SUPERVISORS 9/24/2024 C.41 1025 ESCOBAR STREET MARTINEZ, CA 94553 ADOPT Resolution No. 2024-332 authorizing the issuance and sale of "Antioch Unified School District, General Obligation Bonds, Election of 2024, Series A" in an amount not to exceed $75,000,000 and "Antioch Unified School District 2024 General Obligation Refunding Bonds (School Facilities Improvement District No. 1 )" in an amount not to exceed $8,000,000 by the Antioch Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.?(c) of the Government Code, as recommended by the County Administrator. 1.District New Money Resolution -Executed.pdf, 2. District Refunding Resolution -Executed.pdf Ver. Action By 1 BOARD OF SUPERVISORS Board of Supervisors Monica Nino, County Administrator Action Result Tally adopted Pass Report Title: Antioch Unified School District -Issuance of 2024 General Obligation Bonds and Refunding Bonds. IZl Recommendation of the County Administrator D Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution authorizing the issuance and sale of "Antioch Unified School District, General Obligation Bonds, Election of 2024, Series A" in an amount not to exceed $75,000,000 and "Antioch Unified School District 2024 General Obligation Refunding Bonds (School Facilities Improvement District No. 1)" in an amount not to exceed $8,000,000 by the Antioch Unified School District on its own behalf pursuant to Sections 15140 and 15146 of the Education Code, as permitted by Section 53508.7(c) of the Government Code. FISCAL IMP ACT: There is no fiscal impact to the County. BACKGROUND: The Antioch Unified School District intends to issue new General Obligation bonds and refund existing General Obligation bonds previously issued to fund capital improvements throughout the District. The District has requested that the Board of Supervisors adopt a resolution authorizing the direct issuance and sale of the bonds by the District on its own behalf as authorized by Section l 5 l 40(b) of the Education Code. CONTRA COSTA COUNTY Page 1 of 5 Printed on 9/26/2024 powered by Legistar TM 4142-7860-6930.6 RESOLUTION NO. #2024-26 RESOLUTION OF THE BOARD OF EDUCATION OF THE BRENTWOOD UNION SCHOOL DISTRICT AUTHORIZING THE ISSUANCE AND SALE OF NOT TO EXCEED $9,000,000 AGGREGATE PRINCIPAL AMOUNT OF BONDS OF THE DISTRICT BY A NEGOTIATED SALE, APPROVING A BOND PURCHASE AGREEMENT, A CONTINUING DISCLOSURE CERTIFICATE AND A FORM OF OFFICIAL STATEMENT FOR THE BONDS, AND AUTHORIZING RELATED ACTIONS WHEREAS, an election was duly called and regularly held in the Brentwood Union School District (the “District”), located in the County of Contra Costa, California (the “County”), on June 7, 2016, at which the following proposition (as abbreviated pursuant to Section 13247 of the California Elections Code) was submitted to the electors of the District (the “Bond Measure”): “To provide Brentwood students with 21st century classrooms, upgrade libraries and science labs, improve school safety and security, expand access to classroom technology for students and teachers, renovate and modernize older schools in the District, build a new elementary school, and replace, acquire, construct and renovate school facilities, shall the Brentwood Union School District issue $158,000,000 in bonds, at legal interest rates, with an independent citizens’ oversight committee and no funds spent on administrators salaries?” and WHEREAS, passage of the Bond Measure required at least a 55% affirmative vote of the votes cast therein, and at least 55% of the votes cast on the Bond Measure were in favor of issuing said bonds; and WHEREAS, on December 28, 2016, pursuant to Resolution No. 2016-21 of the Board of Education of the District (the “Board of Education”), adopted on October 26, 2016, a portion of such bonds, designated the “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2016,” in an aggregate principal amount of $25,000,000, was issued and sold; and WHEREAS, on October 9, 2019, pursuant to Resolution No. 2019-15 of the Board of Education, adopted on September 11, 2019, a portion of such bonds, designated the “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2019,” in an aggregate principal amount of $20,000,000, was issued and sold; and WHEREAS, on October 20, 2022, pursuant to Resolution No. 2022-12 of the Board of Education, adopted on August 17, 2022, a portion of such bonds, designated the “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2022,” in an aggregate principal amount of $50,000,000, was issued and sold, leaving $63,000,000 aggregate principal amount authorized but unissued under the Bond Measure; and 2 4142-7860-6930.6 WHEREAS, at this time, the Board of Education deems it necessary and desirable to authorize and consummate the sale of an additional portion of the bonds, designated the “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2024” (the “Series 2024 Bonds”), with such additional or other series or subseries designations as may be approved as herein provided, in an aggregate principal amount not exceeding $9,000,000, for purposes of financing projects authorized to be financed under the Bond Measure, according to the terms and in the manner hereinafter set forth; and WHEREAS, Sections 53506 et seq. of the California Government Code, including Section 53508.7 thereof, provide that a school district may issue and sell bonds on its own behalf at a private or negotiated sale pursuant to Sections 15140 and 15146 of the California Education Code; and WHEREAS, Section 15140(b) of the California Education Code provides that the board of supervisors of a county may authorize a school district over which the county superintendent of schools has jurisdiction to issue and sell its own bonds without the further action of the board of supervisors or officers of the county if said school district has not received a qualified or negative certification in its most recent interim report; and WHEREAS, the Contra Costa County Superintendent of Schools has jurisdiction over the District and the District has not received a qualified or negative certification in its most recent interim report; and WHEREAS, the Series 2024 Bonds shall be issued and sold by the District on its own behalf at a negotiated sale pursuant to authorization to be obtained from the Board of Supervisors of the County (the “Board of Supervisors”); and WHEREAS, the Board of Education has determined that enhancing the timely payment of the principal of and interest on the Series 2024 Bonds by obtaining a municipal bond insurance policy with respect thereto could be economically advantageous to the District; and WHEREAS, a form of Bond Purchase Agreement (such Bond Purchase Agreement, in the form presented to this meeting, with such changes, insertions and omissions as are made pursuant to this Resolution, being referred to herein as the “Bond Purchase Agreement”) to purchase the Series 2024 Bonds proposed to be entered into with one or more underwriters of the Series 2024 Bonds to be separately selected by the Board of Education as part of a competitive process (collectively, the “Underwriter”) has been prepared; and WHEREAS, Rule 15c2-12 promulgated under the Securities Exchange Act of 1934 (“Rule 15c2-12”) requires that, in order to be able to purchase or sell the Series 2024 Bonds, the Underwriter must have reasonably determined that the District has undertaken in a written agreement or contract for the benefit of the holders of the Series 2024 Bonds to provide disclosure of certain financial and operating information and certain enumerated events on an ongoing basis; and WHEREAS, in order to cause such requirement to be satisfied, the District desires to execute and deliver a Continuing Disclosure Certificate (such Continuing Disclosure Certificate, in the form presented to this meeting, with such changes, insertions and omissions as are made 3 4142-7860-6930.6 pursuant to this Resolution, being referred to herein as the “Continuing Disclosure Certificate”), a form of which has been prepared; and WHEREAS, the Preliminary Official Statement to be distributed in connection with the public offering of the Series 2024 Bonds has been prepared (such Preliminary Official Statement, in the form presented to this meeting, with such changes, insertions and omissions as are made pursuant to this Resolution, being referred to herein as the “Preliminary Official Statement”); and WHEREAS, California Government Code Section 5852.1 and California Education Code Section 15146(b)(1)(D) require that the Board of Education obtain from an underwriter, financial advisor or private lender and disclose, prior to authorization of the issuance of bonds with a term of greater than 13 months, good faith estimates of the following information in a meeting open to the public: (a) the true interest cost of the bonds, (b) the sum of all fees and charges paid to third parties with respect to the bonds (or costs associated with the bonds as required under Section 15146(b)(1)(D) of the California Education Code), (c) the amount of proceeds of the bonds expected to be received net of the fees and charges paid to third parties and any reserves or capitalized interest paid or funded with proceeds of the bonds, and (d) the sum total of all debt service payments on the bonds calculated to the final maturity of the bonds plus the fees and charges paid to third parties not paid with the proceeds of the bonds; and WHEREAS, in compliance with California Government Code Section 5852.1 and California Education Code Section 15146(b)(1)(D), the Board of Education has obtained from KNN Public Finance, LLC, as financial advisor under California Education Code Section 15146(b)(1)(C) and as municipal advisor under Section 15B of the Securities Exchange Act of 1934 (the “Municipal Advisor”), the required good faith estimates, including the costs associated with the Series 2024 Bonds, and such estimates are disclosed and set forth on Exhibit A attached hereto; and WHEREAS, the District has previously adopted a local debt policy (the “Debt Management Policy”) that complies with California Government Code Section 8855(i), and the District’s sale and issuance of the Series 2024 Bonds as contemplated by this Resolution is in compliance with the Debt Management Policy; and WHEREAS, the Board of Education has been presented with the form of each document referred to herein relating to the financing contemplated hereby, and the Board of Education has examined each document and desires to approve, authorize and direct the execution of such documents and the consummation of such financing; and WHEREAS, the District desires that the County levy and collect a tax on all taxable property within the District sufficient to provide for payment of the Series 2024 Bonds, and intends by the adoption of this Resolution to notify the Board of Supervisors of the County, the Auditor- Controller of the County, the Treasurer-Tax Collector of the County and other officials of the County that they should take such actions as shall be necessary to provide for the levy and collection of such a tax and payment of principal of and interest on the Series 2024 Bonds, all pursuant to Sections 15250 and 15251 of the California Education Code; and 4 4142-7860-6930.6 WHEREAS, all acts, conditions and things required by the Constitution and laws of the State of California to exist, to have happened and to have been performed precedent to and in connection with the consummation of the actions authorized hereby do exist, have happened and have been performed in regular and due time, form and manner as required by law, and the District is now duly authorized and empowered, pursuant to each and every requirement of law, to consummate such actions for the purpose, in the manner and upon the terms herein provided; NOW, THEREFORE, BE IT RESOLVED by the Board of Education of the Brentwood Union School District, as follows: Section 1. Recitals. All of the above recitals are true and correct and the Board of Education so finds. Section 2. Definitions. Unless the context clearly otherwise requires, the terms defined in this Section shall, for all purposes of this Resolution, have the meanings specified herein, to be equally applicable to both the singular and plural forms of any of the terms herein defined. “Auditor-Controller”means the Auditor-Controller of the County, or any authorized deputy thereof. “Authorized Officers” means the President of the Board of Education, or such other member of the Board of Education as the President may designate, the Superintendent of the District, the Chief Business Official of the District, including anyone serving as an interim or provisional officer in such positions, or such other officer or employee of the District as the Superintendent may designate. “Board of Education” means the Board of Education of the District. “Board of Supervisors” means the Board of Supervisors of the County. “Bond Purchase Agreement” means the Bond Purchase Agreement relating to the sale of the Series 2024 Bonds by and between the District and the Underwriter in accordance with the provisions hereof. “Bonds” means all bonds, including refunding bonds, of the District heretofore or hereafter issued pursuant to voter-approved measures of the District, including bonds approved by the voters of the District on November 4, 1997, March 4, 2003, and pursuant to the Bond Measure. “Cede & Co.” means Cede & Co., the nominee of DTC, and any successor nominee of DTC with respect to the Series 2024 Bonds. “Code”means the Internal Revenue Code of 1986. “Continuing Disclosure Certificate” means the Continuing Disclosure Certificate executed and delivered by the District relating to the Series 2024 Bonds. “County”means the County of Contra Costa. 5 4142-7860-6930.6 “District” means the Brentwood Union School District. “DTC” means The Depository Trust Company, a limited-purpose trust company organized under the laws of the State of New York, and its successors as securities depository for the Series 2024 Bonds, including any such successor thereto appointed pursuant to Section 9 hereof. “Interest Payment Date” means February 1 and August 1 of each year, commencing on February 1, 2025, or such other dates as may be set forth in the Bond Purchase Agreement. “Investment Agreement” shall have the meaning set forth in Section 15 hereof. “Municipal Advisor” means KNN Public Finance, LLC, as financial advisor to the District under California Education Code Section 15146(b)(1)(C) and as municipal advisor to the District under Section 15B of the Securities Exchange Act of 1934. “Official Statement”means the Official Statement of the District relating to the Series 2024 Bonds. “Opinion of Bond Counsel”means an opinion of counsel of nationally recognized standing in the field of law relating to municipal bonds. “Owner” means, with respect to any Bond, including any Series 2024 Bond, the person whose name appears on the Registration Books as the registered owner thereof. “Paying Agent” means U.S. Bank Trust Company, National Association, or the Treasurer of the County, including his or her designated agents, or any bank, trust company, national banking association or other financial institution, appointed as Paying Agent to act as authenticating agent, bond registrar, transfer agent and paying agent for the Series 2024 Bonds in accordance with Section 8 hereof. “Preliminary Official Statement”means the Preliminary Official Statement of the District relating to the Series 2024 Bonds. “Record Date” means, with respect to any Interest Payment Date for Series 2024 Bonds, the 15th day of the calendar month immediately preceding such Interest Payment Date for such Series 2024 Bonds, whether or not such day is a business day, or such other date or dates as may be set forth in the Bond Purchase Agreement. “Registration Books” means the books for the registration and transfer of the Series 2024 Bonds maintained by the Paying Agent in accordance with Section 8(d) hereof. “Series 2024 Bonds” means the Bonds authorized and issued pursuant to this Resolution, in one or more series or subseries, designated the “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2024,” with such additional or other series or subseries designations as may be approved as herein provided. “State” means the State of California. 6 4142-7860-6930.6 “Tax Certificate” means the Tax Certificate with respect to the Series 2024 Bonds not issued as Taxable Bonds, executed by the District, dated the date of issuance of such Series 2024 Bonds. “Tax-Exempt” means, with respect to interest on any obligations of a state or local government, that such interest is excluded from the gross income of the holders thereof for federal income tax purposes, whether or not such interest is includable as an item of tax preference or otherwise includable directly or indirectly for purposes of calculating other tax liabilities, including any alternative minimum tax or environmental tax under the Code. “Taxable Bonds” means those Series 2024 Bonds the interest on which is not Tax-Exempt. “Treasurer” means the Treasurer-Tax Collector of the County, or any authorized deputy thereof. “Underwriter”means the underwriter or underwriters of the Series 2024 Bonds, as separately selected by the Board of Education as part of a competitive process. Section 3. Authorization and Designation of Bonds. Subject to the authorization of the District by the Board of Supervisors of the County to issue and sell the Series 2024 Bonds without the further action of the Board of Supervisors pursuant to Sections 15140 and 15146 of the California Education Code, as permitted by Section 53508.7 of the California Government Code, which authorization is hereby respectfully requested, the Series 2024 Bonds described herein are being issued pursuant to the authority of Article 4.5 of Chapter 3, of Part 1 of Division 2 of Title 5 of the California Government Code, and other applicable provisions of law, including applicable provisions of the California Education Code. The Board of Education hereby authorizes the issuance and sale, by a negotiated sale, of not to exceed $9,000,000 aggregate principal amount of Series 2024 Bonds. The Series 2024 Bonds may be issued in one or more series or subseries and shall be designated “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2024,” with appropriate additional or other series or subseries designations as approved by an Authorized Officer. The proceeds of the Series 2024 Bonds, exclusive of any premium and accrued interest received by the District, shall be applied to finance projects authorized to be financed under the Bond Measure. Section 4. Form of Bonds; Execution. (a) Form of Series 2024 Bonds. The Series 2024 Bonds shall be issued in fully registered form without coupons. The Series 2024 Bonds, and the certificate of authentication and registration and the form of assignment to appear on each of them, shall be in substantially the form attached hereto as Exhibit B, with necessary or appropriate variations, omissions and insertions as permitted or required by this Resolution. (b)Execution of Bonds. The Series 2024 Bonds shall be signed by the manual or facsimile signatures of the President of the Board of Education, and countersigned by the manual or facsimile signature of the Clerk or Secretary of the Board of Education (or the designee of any of such respective officers if any are unavailable). The Series 2024 Bonds shall be authenticated by a manual signature of a duly authorized signatory of the Paying Agent. (c)Valid Authentication. Only such of the Series 2024 Bonds as shall bear thereon a certificate of authentication and registration as described in subsection (a) of this Section, executed 7 4142-7860-6930.6 by the Paying Agent, shall be valid or obligatory for any purpose or entitled to the benefits of this Resolution, and such certificate of authentication and registration shall be conclusive evidence that the Series 2024 Bonds so authenticated have been duly authenticated and delivered hereunder and are entitled to the benefits of this Resolution. (d)Identifying Number. The Paying Agent shall assign each Series 2024 Bond authenticated and registered by it a distinctive letter, or number, or letter and number, and shall maintain a record thereof at its principal office, which record shall be available to the District and the County for inspection. Section 5. Terms of Bonds. (a) Date of Series 2024 Bonds. The Series 2024 Bonds shall be dated the date of their delivery, or such other date as shall be set forth in the Bond Purchase Agreement. (b)Denominations. The Series 2024 Bonds shall be issued in denominations of $5,000 principal amount or any integral multiple thereof. (c)Maturity. The Series 2024 Bonds shall mature on the date or dates, in each of the years, in the principal amounts and in the aggregate principal amount as shall be set forth in the Bond Purchase Agreement. No Series 2024 Bond shall mature later than the date which is 30 years from the date of the Series 2024 Bonds, to be determined as provided in subsection (a) of this Section. No Series 2024 Bond shall have principal maturing on more than one principal maturity date. (d)Interest; Series 2024 Bonds. The Series 2024 Bonds shall bear interest at an interest rate or rates not to exceed 8.00% per annum, payable on the Interest Payment Dates in each year computed on the basis of a 360-day year of twelve 30-day months. Each Series 2024 Bond shall bear interest from the Interest Payment Date next preceding the date of authentication thereof, unless it is authenticated after the close of business on a Record Date and on or prior to the succeeding Interest Payment Date for such Series 2024 Bond, in which event it shall bear interest from such Interest Payment Date, or unless it is authenticated on or before the Record Date preceding the first Interest Payment Date for such Series 2024 Bond, in which event it shall bear interest from its dated date; provided, however, that if, at the time of authentication of any Series 2024 Bond, interest is in default on any outstanding Series 2024 Bonds, such Series 2024 Bond shall bear interest from the Interest Payment Date to which interest has previously been paid or made available for payment on the outstanding Series 2024 Bonds. (e)Interest; Tax-Exempt or Taxable. Each series or subseries of the Series 2024 Bonds or portion thereof may be issued such that the interest on such series or subseries of Series 2024 Bonds or portion thereof is Tax-Exempt or such that the interest on such series or subseries of Series 2024 Bonds or portion thereof is not Tax-Exempt. The Board of Education hereby finds and determines that, pursuant to Section 5903 of the California Government Code, the interest payable on each series or subseries of the Series 2024 Bonds or portion thereof issued as Taxable Bonds will be subject to federal income taxation under the Code in existence on the date of issuance of such series or subseries of Series 2024 Bonds. 8 4142-7860-6930.6 Section 6. Payment of Bonds. (a) Request for Tax Levy. The money for the payment of principal, redemption premium, if any, and interest on the Series 2024 Bonds shall be raised by taxation upon all taxable property in the District and provision shall be made for the levy and collection of such taxes in the manner provided by law and for such payment out of the interest and sinking fund of the District established for such Series 2024 Bonds. The Board of Supervisors and officers of the County are obligated by statute to provide for the levy and collection of property taxes in each year sufficient to pay all principal and interest coming due on the Series 2024 Bonds in such year, and to pay from such taxes all amounts due on the Series 2024 Bonds. The District hereby requests the Board of Supervisors to annually levy a tax upon all taxable property in the District sufficient to redeem the Series 2024 Bonds, and to pay the principal, redemption premium, if any, and interest thereon, and all fees and expenses of the Paying Agent, insofar as permitted by law, including specifically by Section 15232 of the California Education Code, as and when the same become due. (b)Principal. The principal of the Series 2024 Bonds shall be payable in lawful money of the United States of America to the Owner thereof, upon the surrender thereof at the principal corporate trust office of the Paying Agent. (c)Interest; Record Date. The interest on the Series 2024 Bonds shall be payable on each Interest Payment Date in lawful money of the United States of America to the Owner thereof as of the Record Date preceding such Interest Payment Date, such interest to be paid by check or draft mailed on such Interest Payment Date (if a business day, or on the next business day if the Interest Payment Date does not fall on a business day) to such Owner at such Owner’s address as it appears on the Registration Books or at such address as the Owner may have filed with the Paying Agent for that purpose except that the payment shall be made by wire transfer of immediately available funds to any Owner of at least $1,000,000 of outstanding Series 2024 Bonds who shall have requested in writing such method of payment of interest prior to the close of business on the Record Date immediately preceding any Interest Payment Date. (d)Interest and Sinking Fund. Principal and interest due on the Series 2024 Bonds shall be paid from the interest and sinking fund of the District established for such Series 2024 Bonds as provided in Section 15146 of the California Education Code. (e)Obligation of the District. No part of any fund or account of the County is pledged or obligated to the payment of the Series 2024 Bonds. The obligation for repayment of the Series 2024 Bonds is the sole obligation of the District. (f)Pledge of, Lien on and Security Interest in Taxes. The District hereby pledges, and grants a lien on and security interest in, all revenues from the property taxes collected from the levy by the Board of Supervisors of the County with respect to each voter-approved bond measure of the District for the payment of Bonds issued under such bond measure and all amounts on deposit in any interest and sinking fund of the District related to such bond measure with respect to the Bonds of such bond measure, in order to secure the payment of the principal or redemption price of and interest on such Bonds. This pledge and grant shall be valid and binding from the date hereof for the benefit of the Owners of the Bonds and successors thereto. The property taxes and amounts held in any interest and sinking fund of the District shall be immediately subject to this pledge and grant, and the pledge and grant shall constitute a lien and security interest which shall 9 4142-7860-6930.6 immediately attach to (i) the property taxes and (ii) the amounts held in any interest and sinking fund of the District. This pledge and grant shall secure the payment of such Bonds and shall be effective, binding, and enforceable against the District, its successors, creditors and all others irrespective of whether those parties have notice of the pledge or grant and without the need of any physical delivery, recordation, filing, or further act. The pledge and grant is an agreement between the District and the Owners of Bonds to provide security for the Bonds in addition to any statutory lien that may exist, and the Bonds secured by the pledge and grant are or were issued to finance one or more of the projects specified in the applicable voter-approved measure. (g)Insurance. The payment of principal of and interest on all or a portion of the Series 2024 Bonds may be enhanced by a municipal bond insurance policy as shall be described in the Bond Purchase Agreement. The Bond Purchase Agreement may provide that no municipal bond insurance policy shall be obtained. The Authorized Officers are each hereby authorized to qualify the District for municipal bond insurance for the Series 2024 Bonds and, if deemed to be in the best interests of the District, to obtain such insurance if the present value cost of such insurance is less than the present value of the estimated interest savings with respect to the Series 2024 Bonds. The Authorized Officers are each hereby authorized, for and in the name and on behalf of the District, to execute and deliver a contract or contracts for such insurance if such contract is deemed by the Authorized Officer executing the same to be in the best interests of the District, such determination to be conclusively evidenced by such Authorized Officer’s execution and delivery of such contract. If the Authorized Officers so deem and obtain municipal bond insurance, and such insurance is issued by a mutual insurance company, the Authorized Officers are each hereby authorized to enter into any required mutual insurance agreement substantially in such insurer’s standard form with such changes, insertions and omissions therein as the Authorized Officer executing the same may require or approve, such requirement or approval to be conclusively evidenced by the execution of such agreement by such Authorized Officer. Section 7. Redemption Provisions. (a) Optional Redemption. The Series 2024 Bonds may be subject to redemption, at the option of the District, on the dates and terms as shall be designated in the Bond Purchase Agreement. The Bond Purchase Agreement may provide that the Series 2024 Bonds shall not be subject to optional redemption. (b)Selection. If less than all of the Series 2024 Bonds, if any, are subject to such redemption and are called for redemption, such Series 2024 Bonds shall be redeemed in inverse order of maturities or as otherwise directed by the District (or as otherwise set forth in the Bond Purchase Agreement), and if less than all of the Series 2024 Bonds of any given maturity are called for redemption, the portions of such Series 2024 Bonds of a given maturity to be redeemed shall be determined by lot in any manner deemed fair by the Paying Agent (or as otherwise set forth in the Bond Purchase Agreement). (c)Mandatory Sinking Fund Redemption. The Series 2024 Bonds, if any, which are designated in the Bond Purchase Agreement as term bonds shall also be subject to redemption prior to their stated maturity dates, without a redemption premium, in part by lot (or as otherwise set forth in the Bond Purchase Agreement), from mandatory sinking fund payments in the amounts and in accordance with the terms to be specified in the Bond Purchase Agreement. Unless otherwise provided in the Bond Purchase Agreement, the principal amount of each mandatory sinking fund payment of any maturity shall be reduced proportionately or as otherwise directed by 10 4142-7860-6930.6 the District by the amount of any Series 2024 Bonds of that maturity redeemed in accordance with subsection (a) of this Section prior to the mandatory sinking fund payment date. The Bond Purchase Agreement may provide that the Series 2024 Bonds shall not be subject to mandatory sinking fund redemption. The Auditor-Controller is hereby authorized to create such sinking funds or accounts for the term Series 2024 Bonds as shall be necessary to accomplish the purposes of this Section. (d)Notice of Redemption. Notice of any redemption of the Series 2024 Bonds shall be mailed by the Paying Agent, postage prepaid, not less than 20 nor more than 60 days prior to the redemption date (i) by first class mail to the County and the respective Owners thereof at the addresses appearing on the Registration Books, and (ii) as may be further required in accordance with the Continuing Disclosure Certificate. Each notice of redemption shall state (i) the date of such notice; (ii) the name of the Series 2024 Bonds and the date of issue of the Series 2024 Bonds; (iii) the redemption date; (iv) the redemption price; (v) the series of Series 2024 Bonds and the dates of maturity or maturities of Series 2024 Bonds to be redeemed; (vi) if less than all of the Series 2024 Bonds of a series of any maturity are to be redeemed, the distinctive numbers of the Series 2024 Bonds of each maturity of such series to be redeemed; (vii) in the case of Series 2024 Bonds of a series redeemed in part only, the respective portions of the principal amount of the Series 2024 Bonds of each maturity of such series to be redeemed; (viii) the CUSIP number, if any, of each maturity of Series 2024 Bonds of a series to be redeemed; (ix) a statement that such Series 2024 Bonds must be surrendered by the Owners at the principal corporate trust office of the Paying Agent, or at such other place or places designated by the Paying Agent; (x) notice that further interest on such Series 2024 Bonds will not accrue after the designated redemption date; and (xi) in the case of a conditional notice, that such notice is conditioned upon certain circumstances and the manner of rescinding such conditional notice. (e)Effect of Notice. A certificate of the Paying Agent that notice of redemption has been given to Owners as herein provided shall be conclusive as against all parties. Neither the failure to receive the notice of redemption as provided in this Section, nor any defect in such notice shall affect the sufficiency of the proceedings for the redemption of the Series 2024 Bonds or the cessation of interest on the date fixed for redemption. When notice of redemption has been given substantially as provided for herein, and when the redemption price of the Series 2024 Bonds called for redemption is set aside for the purpose as described in subsection (g) of this Section, the Series 2024 Bonds designated for redemption shall become due and payable on the specified redemption date and interest shall cease to accrue thereon as of the redemption date, and upon presentation and surrender of such Series 2024 Bonds at the place specified in the notice of redemption, such Series 2024 Bonds shall be redeemed and paid at the redemption price thereof out of the money provided therefor. The Owners of such Series 2024 Bonds so called for redemption after such redemption date shall be entitled to payment thereof only from the interest and sinking fund or the trust fund established for such purpose. All Series 2024 Bonds redeemed shall be cancelled forthwith by the Paying Agent and shall not be reissued. 11 4142-7860-6930.6 (f)Right to Rescind Notice. The District may rescind any optional redemption and notice thereof for any reason on any date prior to the date fixed for redemption by causing written notice of the rescission to be given to the Owners of the Series 2024 Bonds so called for redemption. Any optional redemption and notice thereof shall be rescinded if for any reason on the date fixed for redemption moneys are not available in the interest and sinking fund established for the Series 2024 Bonds or otherwise held in trust for such purpose in an amount sufficient to pay in full on said date the principal of, interest, and any premium due on the Series 2024 Bonds called for redemption. Notice of rescission of redemption shall be given in the same manner in which notice of redemption was originally given. The actual receipt by the Owner of any Series 2024 Bond of notice of such rescission shall not be a condition precedent to rescission, and failure to receive such notice or any defect in such notice shall not affect the validity of the rescission. (g)Funds for Redemption. Prior to or on the redemption date of any Series 2024 Bonds there shall be available in the interest and sinking fund of the District established for the Series 2024 Bonds, or held in trust for such purpose as provided by law, monies for the purpose and sufficient to redeem, at the redemption prices as in this Resolution provided, the Series 2024 Bonds designated in the notice of redemption. Such monies shall be applied on or after the redemption date solely for payment of principal of, interest and premium, if any, on the Series 2024 Bonds to be redeemed upon presentation and surrender of such Series 2024 Bonds, provided that all monies in the interest and sinking fund of the District established for the Series 2024 Bonds shall be used for the purposes established and permitted by law. Any interest due on or prior to the redemption date shall be paid from the interest and sinking fund of the District established for the Series 2024 Bonds, unless otherwise provided to be paid from such monies held in trust. If, after all of the Series 2024 Bonds have been redeemed and cancelled or paid and cancelled, there are monies remaining in the interest and sinking fund of the District established for the Series 2024 Bonds or otherwise held in trust for the payment of the redemption price of the Series 2024 Bonds, the monies shall be held in or returned or transferred to any interest and sinking fund of the District for payment of any outstanding Bonds of the District payable from such fund; provided, however, that if the monies are part of the proceeds of Bonds of the District, the monies shall be transferred to the fund created for the payment of principal of and interest on such Bonds. If no such Bonds of the District are at such time outstanding, the monies shall be transferred to the general fund of the District as provided and permitted by law. (h)Defeasance of Bonds. If at any time the District shall pay or cause to be paid or there shall otherwise be paid to the Owners of any or all of the outstanding Series 2024 Bonds all or any part of the principal, interest and premium, if any, on the Series 2024 Bonds at the times and in the manner provided herein and in the Series 2024 Bonds, or as provided in the following paragraph, or as otherwise provided by law consistent herewith, then such Owners shall cease to be entitled to the obligation of the District and the County as provided in Section 6 hereof, and such obligation and all agreements and covenants of the District to such Owners hereunder and under the Series 2024 Bonds shall thereupon be satisfied and discharged and shall terminate, except only that the District shall remain liable for payment of all principal, interest and premium, if any, represented by the Series 2024 Bonds, but only out of monies on deposit in the interest and sinking fund established for the Series 2024 Bonds or otherwise held in trust for such payment; and provided further, however, that the provisions of subsection (i) of this Section shall apply in all events. 12 4142-7860-6930.6 For purposes of this Section, the District may pay and discharge any or all of the Series 2024 Bonds by depositing in trust with the Paying Agent, or an escrow agent selected by the District, at or before maturity, money or non-callable direct obligations of the United States of America (including zero interest bearing State and Local Government Series) or other non-callable obligations the payment of the principal of and interest on which is guaranteed by a pledge of the full faith and credit of the United States of America, in an amount which will, together with the interest to accrue thereon and available monies then on deposit in the interest and sinking fund of the District established for the Series 2024 Bonds, be fully sufficient to pay and discharge the indebtedness on such Series 2024 Bonds (including all principal, interest and redemption premiums) at or before their respective maturity dates. (i)Unclaimed Monies. Any money held in any fund created pursuant to this Resolution, or by the Paying Agent or an escrow agent in trust, for the payment of the principal of, redemption premium, if any, or interest on the Series 2024 Bonds and remaining unclaimed for two years after the principal of all of the Series 2024 Bonds has become due and payable (whether by maturity or upon prior redemption) shall be transferred to any interest and sinking fund of the District for payment of any outstanding Bonds of the District payable from the fund; or, if no such Bonds of the District are at such time outstanding, the monies shall be transferred to the general fund of the District as provided and permitted by law. Section 8. Paying Agent. (a) Appointment; Payment of Fees and Expenses. This Board of Education does hereby consent to and confirm the appointment of U.S. Bank Trust Company, National Association, to act as the initial paying agent for the Series 2024 Bonds. All fees and expenses of the Paying Agent shall be the sole responsibility of the District, and to the extent not paid from the proceeds of sale of the Series 2024 Bonds, or from the interest and sinking fund of the District established for the Series 2024 Bonds, insofar as permitted by law, including specifically by Section 15232 of the California Education Code, such fees and expenses shall be paid by the District. (b)Resignation, Removal and Replacement of Paying Agent. The Paying Agent initially appointed or any successor Paying Agent may resign from service as Paying Agent and may be removed at any time by the District as provided in the Paying Agent’s service agreement. If at any time the Paying Agent shall resign or be removed, the District shall appoint a successor Paying Agent, which shall be the Treasurer of the County, including his or her designated agents and any third party that the Treasurer contracts with to perform the services of Paying Agent under this Resolution, or any bank, trust company, national banking association or other financial institution, doing business in and having a corporate trust office in California, with at least $100,000,000 in net assets. (c)Principal Corporate Trust Office. The initial Paying Agent, and any successor Paying Agent, shall designate each place or places where it will conduct the functions of transfer, registration, exchange, payment, and surrender of the Series 2024 Bonds, and any reference herein to the “principal corporate trust office” of the Paying Agent shall mean the office so designated for a particular purpose, which includes the office of the Treasurer of the County, or the office of the Treasurer’s designated agents, if the Treasurer of the County is acting in the capacity of Paying Agent. If no office is so designated for a particular purpose, such functions shall be conducted at 13 4142-7860-6930.6 the office of U.S. Bank Trust Company, National Association in San Francisco, California, or the principal corporate trust office of any successor Paying Agent. (d)Registration Books. The Paying Agent shall keep or cause to be kept at its principal corporate trust office, sufficient books for the registration and transfer of the Series 2024 Bonds, which shall at all times be open to inspection by the District and the County, and, upon presentation for such purpose, the Paying Agent shall, under such reasonable regulations as it may prescribe, register or transfer or cause to be registered or transferred on the Registration Books, Series 2024 Bonds as provided in Sections 9 and 10 hereof. The Paying Agent shall keep accurate records of all funds administered by it and of all Series 2024 Bonds paid and discharged by it. Such records shall be provided, upon reasonable request, to the District in a format mutually agreeable to the Paying Agent and the District. (e)Merger or Consolidation. Any bank, national banking association or trust company into which the Paying Agent may be merged or converted or with which it may be consolidated or any bank, national banking association or trust company resulting from any merger, conversion or consolidation to which it shall be a party or any bank, national banking association or trust company to which the Paying Agent may sell or transfer all or substantially all of its corporate trust business, provided such bank, national banking association or trust company shall be eligible under subsection (b) of this Section shall be the successor to such Paying Agent, without the execution or filing of any instrument or any further act, deed or conveyance on the part of any of the parties hereto, anything herein to the contrary notwithstanding. Section 9. Transfer Under Book-Entry System; Discontinuation of Book-Entry System. (a) Appointment of Depository; Book-Entry System. Unless otherwise specified in the Bond Purchase Agreement, DTC is hereby appointed depository for each series of the Series 2024 Bonds and the Series 2024 Bonds shall be issued in book-entry form only, and shall be initially registered in the name of “Cede & Co.,” as nominee of DTC. One bond certificate shall be issued for each maturity of each series or subseries of the Series 2024 Bonds; provided, however, that if different CUSIP numbers are assigned to Series 2024 Bonds of a series or subseries maturing in a single year or, if Series 2024 Bonds of the same series or subseries maturing in a single year are issued with different interest rates, additional bond certificates shall be prepared for each such maturity. Registered ownership of such Series 2024 Bonds of each such maturity, or any portion thereof, may not thereafter be transferred except as provided in this Section or Section 10 hereof: (i)To any successor of DTC, or its nominee, or to any substitute depository designated pursuant to clause (ii) of this Section (a “substitute depository”); provided, however that any successor of DTC, as nominee of DTC or substitute depository, shall be qualified under any applicable laws to provide the services proposed to be provided by it; (ii)To any substitute depository not objected to by the District, upon (1) the resignation of DTC or its successor (or any substitute depository or its successor) from its functions as depository, or (2) a determination by the District to substitute another depository for DTC (or its successor) because DTC or its successor (or any substitute depository or its successor) is no longer able to carry out its functions as depository; provided, that any such substitute depository shall be qualified under any applicable laws to provide the services proposed to be provided by it; or 14 4142-7860-6930.6 (iii)To any person as provided below, upon (1) the resignation of DTC or its successor (or substitute depository or its successor) from its functions as depository; provided that no substitute depository which is not objected to by the District can be obtained, or (2) a determination by the District that it is in the best interests of the District to remove DTC or its successor (or any substitute depository or its successor) from its functions as depository. (b)Transfers. In the case of any transfer pursuant to clause (i) or clause (ii) of subsection (a) of this Section, upon receipt of the outstanding Series 2024 Bonds by the Paying Agent, together with a written request of the District to the Paying Agent, a new Series 2024 Bond for each maturity shall be executed and delivered (in the aggregate principal amount of such Series 2024 Bonds then outstanding), registered in the name of such successor or such substitute depository, or their nominees, as the case may be, all as specified in such written request of the District. In the case of any transfer pursuant to clause (iii) of subsection (a) of this Section, upon receipt of the outstanding Series 2024 Bonds by the Paying Agent together with a written request of the District to the Paying Agent, new Series 2024 Bonds shall be executed and delivered in such denominations, numbered in the manner determined by the Paying Agent, and registered in the names of such persons, as are requested in such written request of the District, subject to the limitations of Section 5 hereof and the receipt of such a written request of the District, and thereafter, the Series 2024 Bonds shall be transferred pursuant to the provisions set forth in Section 10 hereof; provided, however, that the Paying Agent shall not be required to deliver such new Series 2024 Bonds within a period of less than 60 days after the receipt of any such written request of the District. (c)Partial or Advance Refundings. In the case of partial redemption or an advance refunding of the Series 2024 Bonds evidencing all or a portion of the principal amount then outstanding, DTC shall make an appropriate notation on the Series 2024 Bonds indicating the date and amounts of such reduction in principal. (d)Treatment of Registered Owner. The District and the Paying Agent shall be entitled to treat the person in whose name any Series 2024 Bond is registered as the owner thereof, notwithstanding any notice to the contrary received by the District or the Paying Agent; and the District and the Paying Agent shall have no responsibility for transmitting payments to, communicating with, notifying, or otherwise dealing with any beneficial owners of the Series 2024 Bonds, and neither the District nor the Paying Agent shall have any responsibility or obligation, legal or otherwise, to the beneficial owners or to any other party, including DTC or its successor (or substitute depository or its successor), except for the Owner of any Series 2024 Bonds. (e)Form of Payment. So long as the outstanding Series 2024 Bonds are registered in the name of Cede & Co. or its registered assigns, the District and the Paying Agent shall cooperate with Cede & Co., as sole registered Owner, or its registered assigns in effecting payment of the principal of and interest on the Series 2024 Bonds by arranging for payment in such manner that funds for such payments are properly identified and are made immediately available on the date they are due. Section 10. Transfer and Exchange. (a) Transfer. Following the termination or removal of DTC or successor depository pursuant to Section 9 hereof, any Series 2024 Bond may, in 15 4142-7860-6930.6 accordance with its terms, be transferred, upon the Registration Books, by the Owner thereof, in person or by the duly authorized attorney of such Owner, upon surrender of such Series 2024 Bond to the Paying Agent for cancellation, accompanied by delivery of a duly executed written instrument of transfer in a form approved by the Paying Agent. Whenever any Series 2024 Bond or Series 2024 Bonds shall be surrendered for transfer, the designated District officials shall execute and the Paying Agent shall authenticate and deliver, as provided in Section 4 hereof, a new Series 2024 Bond or Series 2024 Bonds, of the same series, maturity, Interest Payment Date and interest rate or rates (for a like aggregate principal amount). The Paying Agent may require the payment by any Owner of Series 2024 Bonds requesting any such transfer of any tax or other governmental charge required to be paid with respect to such transfer. No transfer of any Series 2024 Bond shall be required to be made by the Paying Agent (i) during the period established by the Paying Agent for selection of the Series 2024 Bonds for redemption, and (ii) after any Series 2024 Bond has been selected for redemption. (b)Exchange. The Series 2024 Bonds may be exchanged for Series 2024 Bonds of other authorized denominations of the same series, maturity, Interest Payment Date and interest rate or rates, by the Owner thereof, in person or by the duly authorized attorney of such Owner, upon surrender of such Series 2024 Bond to the Paying Agent for cancellation, accompanied by delivery of a duly executed request for exchange in a form approved by the Paying Agent. Whenever any Series 2024 Bond or Series 2024 Bonds shall be surrendered for exchange, the designated District officials shall execute and the Paying Agent shall authenticate and deliver, as provided in Section 4 hereof, a new Series 2024 Bond or Series 2024 Bonds of the same series, maturity and interest payment mode and interest rate or rates (for a like aggregate principal amount). The Paying Agent may require the payment by the Owner requesting such exchange of any tax or other governmental charge required to be paid with respect to such exchange. No exchange of any Series 2024 Bonds shall be required to be made by the Paying Agent (i) during the period established by the Paying Agent for selection of the Series 2024 Bonds for redemption, and (ii) after any Series 2024 Bond has been selected for redemption. Section 11. Bond Purchase Agreement; Sale of Bonds. (a) Bond Purchase Agreement. The form of Bond Purchase Agreement, in substantially the form submitted to this meeting and made a part hereof as though set forth herein, is hereby approved, and the Authorized Officers are each hereby authorized and directed, for and in the name and on behalf of the District, to execute and deliver the Bond Purchase Agreement in substantially said form, with such changes, insertions and omissions therein as the Authorized Officer executing the same may require or approve, such approval to be conclusively evidenced by the execution and delivery thereof; provided, however, that (a) the true interest cost for the Series 2024 Bonds shall not be in excess of 5.26%, (b) the interest rates on the Series 2024 Bonds shall not exceed 8.00% per annum, (c) the ratio of total debt service to principal of the Series 2024 Bonds shall not exceed four to one, (d) the Underwriter’s discount for the sale of Series 2024 Bonds shall not exceed 0.55% of the principal amount of such Series 2024 Bonds (exclusive of any costs of issuance the Underwriter contracts to pay), and (e) the Series 2024 Bonds shall otherwise conform to the limitations specified herein. 16 4142-7860-6930.6 The Bond Purchase Agreement shall recite the aggregate principal amount of the Series 2024 Bonds, and the date thereof, the maturity dates, principal amounts and annual rates of interest of each maturity thereof, the initial and semiannual Interest Payment Dates thereof, and the terms of optional and mandatory sinking fund redemption thereof, if any. (b) Method of Sale. The Board of Education hereby finds and determines that the sale of the Series 2024 Bonds at negotiated sale as contemplated herein and by the Bond Purchase Agreement will provide more flexibility in the timing of the sale, an ability to implement the sale in a shorter time period, an increased ability to structure the Series 2024 Bonds to fit the needs of particular purchasers, and greater opportunity for the Underwriter to pre-market the Series 2024 Bonds to potential purchasers prior to the sale, all of which will contribute to the District’s goal of achieving the lowest overall cost of funds. (c) Reserves and Capitalized Interest. In accordance with subsections (i) and (j) of Section 15146 of the California Education Code, the Authorized Officers are each hereby authorized to cause to be deposited in the interest and sinking fund of the District established for the Series 2024 Bonds proceeds of sale of the Series 2024 Bonds (in addition to any premium or accrued interest received by the District) to fund (i) an annual reserve permitted by Section 15250 of the California Education Code, and/or (ii) capitalized interest in an amount not exceeding the interest scheduled to become due on the Series 2024 Bonds for a period of two years from the date of issuance of the Series 2024 Bonds, as shall be set forth in the Bond Purchase Agreement, if any such a deposit is deemed by the Authorized Officer executing the same to be in the best interests of the District. (d) Good Faith Estimates. In accordance with California Government Code Section 5852.1 and subsection (b)(1)(D) of Section 15146 of the California Education Code, good faith estimates of the following have been obtained from the Municipal Advisor and are set forth on Exhibit A attached hereto: (i) the true interest cost of the Series 2024 Bonds, (ii) the sum of all fees and charges paid to third parties with respect to the Series 2024 Bonds, (iii) the amount of proceeds of the Series 2024 Bonds expected to be received net of the fees and charges paid to third parties and any reserves or capitalized interest paid or funded with proceeds of the Series 2024 Bonds, and (iv) the sum total of all debt service payments on the Series 2024 Bonds calculated to the final maturity of the Series 2024 Bonds plus the fees and charges paid to third parties not paid with the proceeds of the Series 2024 Bonds. In accordance with Section 15146(d) of the California Education Code, the actual costs associated with the issuance of the Series 2024 Bonds shall be presented to this Board of Education at its next scheduled public meeting following the sale of the Series 2024 Bonds. (e) Costs of Issuance. In accordance with subsection (h) of Section 15146 of the California Education Code, to the extent not contracted to be paid by the Underwriter, the Authorized Officers are each hereby authorized to cause to be deposited in a costs of issuance account, which may be held by a bank, national banking association or trust company meeting the qualifications necessary to be a paying agent set forth in Section 8, as cost of issuance custodian, proceeds of sale of the Series 2024 Bonds (exclusive of any premium or accrued interest received by the District) in an amount not exceeding 2.00% of the principal amount of the Series 2024 Bonds sold, as shall be set forth in the Bond Purchase Agreement, for the purposes of paying the costs associated with the issuance of the Series 2024 Bonds. 17 4142-7860-6930.6 Section 12. Continuing Disclosure Certificate. The Continuing Disclosure Certificate, in substantially the form submitted to this meeting and made a part hereof as though set forth herein, is hereby approved, and the Authorized Officers are each hereby authorized and directed, for and in the name and on behalf of the District, to execute and deliver the Continuing Disclosure Certificate in substantially said form, as is necessary to cause the requirements of Rule 15c2-12 to be satisfied, with such changes, insertions and omissions as the Authorized Officer executing the same may require or approve, such determination, requirement or approval to be conclusively evidenced by the execution of the Continuing Disclosure Certificate by such Authorized Officer. Section 13. Preliminary Official Statement. The Preliminary Official Statement to be distributed in connection with the public offering of the Series 2024 Bonds, in substantially the form submitted to this meeting and made a part hereof as though set forth herein, with such changes, insertions and omissions as may be approved by an Authorized Officer, is hereby approved, and the use of such Preliminary Official Statement by the Underwriter in connection with the offering and sale of the Series 2024 Bonds is hereby authorized and approved. The Authorized Officers are each hereby authorized to certify on behalf of the District that such Preliminary Official Statement is deemed final as of its date, within the meaning of Rule 15c2-12 (except for the omission of certain final pricing, rating and related information as permitted by Rule 15c2-12). If and to the extent it is necessary to make substantial changes to the Preliminary Official Statement prior to the offering and sale of the Series 2024 Bonds, the use of the Preliminary Official Statement in connection with the offering and sale of the Series 2024 Bonds, and the certification of its finality within the meaning of Rule 15c2-12 by an Authorized Officer, shall follow the distribution to the Board of Education of a revised draft of the Preliminary Official Statement with accompanying directions and instructions to members of the Board of Education to review the revised Preliminary Official Statement and provide comments to such Authorized Officer. Section 14. Official Statement. The preparation and delivery of an Official Statement with respect to the Series 2024 Bonds, and its use by the Underwriter in connection with the offering and sale of the Series 2024 Bonds, is hereby authorized and approved. Such Official Statement shall be in substantially the form of the Preliminary Official Statement distributed in connection with the public offering of the Series 2024 Bonds with such changes, insertions and omissions as may be approved by an Authorized Officer, such approval to be conclusively evidenced by the execution and delivery thereof. The Authorized Officers are each hereby authorized and directed, for and in the name of and on behalf of the District, to execute the final Official Statement with respect to the Series 2024 Bonds and any amendment or supplement thereto and thereupon to cause such final Official Statement and any such amendment or supplement to be delivered to the Underwriter. Section 15. Investment of Proceeds. (a) Deposit of Proceeds. As provided in subsection (g) of Section 15146 of the California Education Code, (i) except as permitted by subsections (h), (i) or (j) of Section 15146 of the California Education Code, the proceeds of the sale of the Series 2024 Bonds, exclusive of any premium or accrued interest received by the District, shall be deposited in the County treasury to the credit of the building fund of the District established for the Series 2024 Bonds, (ii) the proceeds deposited in the building fund of the District established for the Series 2024 Bonds shall be drawn out as other school moneys are drawn out, and (iii) the bond proceeds withdrawn shall not be applied to any purposes other than those for which the Series 18 4142-7860-6930.6 2024 Bonds were issued. In accordance with subsection (g) of Section 15146 of the California Education Code, at no time shall the proceeds of the Series 2024 Bonds be withdrawn by the District for investment outside the County treasury. Amounts in the building fund of the District established for the Series 2024 Bonds shall be invested so as to be available for the aforementioned disbursements and the District shall keep a written record of such disbursements. Pursuant to subsection (g) of Section 15146 of the California Education Code, any premium or accrued interest received by the District from the sale of the Series 2024 Bonds, shall be deposited in the interest and sinking fund of the District established for the Series 2024 Bonds. (b) Investment of Proceeds. All funds held in the interest and sinking fund of the District established for the Series 2024 Bonds shall be invested at the discretion of the Treasurer of the County pursuant to State law, including California Government Code Section 53601 et. seq., and the investment policy of the County, as either may be amended or supplemented from time to time. Proceeds of the Series 2024 Bonds held in the building fund of the District established for the Series 2024 Bonds shall be invested at the discretion of the Treasurer of the County pursuant to State law, including California Government Code Section 53601 et. seq., and the investment policy of the County, as either may be amended or supplemented from time to time. (c) Investment Agreements. To the extent permitted by law, at the written request of an Authorized Officer, each of whom is hereby expressly authorized to make such request, all or any portion of the building fund of the District established for the Series 2024 Bonds may be invested on behalf of the District, in investment agreements, including guaranteed investment contracts, float contracts or other investment products (collectively, “Investment Agreements”), which comply with the requirements of each rating agency then rating the Series 2024 Bonds necessary in order to maintain the then-current rating on the Series 2024 Bonds. Pursuant to Section 5922 of the California Government Code, the Board of Education hereby finds and determines that the Investment Agreements will reduce the amount and duration of interest rate risk with respect to amounts invested pursuant to the Investment Agreements and are designed to reduce the amount or duration of payment, rate, spread or similar risk or result in a lower cost of borrowing when used in combination with the Series 2024 Bonds or enhance the relationship between risk and return with respect to investments of proceeds of the Series 2024 Bonds and funds held to pay the Series 2024 Bonds. Section 16. Tax Covenants. (a) General. The District shall not take any action, or fail to take any action, if such action or failure to take such action would adversely affect the exclusion from gross income of the interest payable on any Tax-Exempt Series 2024 Bonds under Section 103 of the Code. Without limiting the generality of the foregoing, the District hereby covenants that it will comply with the requirements of the Tax Certificate to be executed by the District on the date of issuance of any Tax-Exempt Series 2024 Bonds. The provisions of this subsection (a) shall survive payment in full or defeasance of the Series 2024 Bonds. (b)Yield Restriction. In the event that at any time the District is of the opinion that for purposes of this Section it is necessary or helpful to restrict or limit the yield on the investment of any monies held by the Treasurer of the County on behalf of the District, in accordance with this Resolution or pursuant to law, the District shall so request of the Treasurer of the County in writing, and the District shall make its best efforts to ensure that the Treasurer of the County shall take such action as may be necessary in accordance with such instructions. 19 4142-7860-6930.6 (c)Reliance on Opinion of Bond Counsel. Notwithstanding any provision of this Section, if the District shall provide to the Treasurer of the County an Opinion of Bond Counsel that any specified action required under this Section is no longer required or that some further or different action is required to maintain the exclusion from federal income tax of interest on any Tax-Exempt Series 2024 Bonds under Section 103 of the Code, the Treasurer of the County may conclusively rely on such Opinion of Bond Counsel in complying with the requirements of this Section and each Tax Certificate, and the covenants hereunder shall be deemed to be modified to that extent. (d)Bank Qualified Designation. If it is reasonably anticipated that the amount of qualified tax-exempt obligations which has been and will be issued by the District, or by any other entity on behalf of the District, in a calendar year in which Tax-Exempt Series 2024 Bonds are issued hereunder, does not exceed $10,000,000, each Authorized Officer is authorized to designate such Tax-Exempt Series 2024 Bonds to be qualified tax-exempt obligations pursuant to Section 265(b)(3)(B) of the Code. Section 17. Professional Services. KNN Public Finance, LLC shall serve as Municipal Advisor to the District for the Series 2024 Bonds. Orrick, Herrington & Sutcliffe LLP shall serve as bond counsel and disclosure counsel to the District for the Series 2024 Bonds. Section 18. Delegation of Authority. The Authorized Officers are, and each of them is, hereby authorized and directed, jointly and severally, to execute and deliver, for and on behalf of the District, any and all agreements, documents, certificates and instruments, and to do and cause to be done any and all things, which they may deem necessary or advisable in order to consummate the transactions herein authorized and otherwise to carry out, give effect to and comply with the terms and intent of this Resolution, including, without limitation negotiating the terms of the insurance policy, if any, referred to herein. Section 19. Approval of Actions. All actions heretofore taken by the officers, employees and agents of the District with respect to the issuance and sale of the Series 2024 Bonds, or in connection with or related to any of the agreements, documents, certificates or instruments referred to herein, are hereby approved, confirmed and ratified. Section 20. Debt Management Policy; Notice to California Debt and Investment Advisory Commission. With the passage of this Resolution, the Board of Education hereby certifies that the Debt Management Policy complies with California Government Code Section 8855(i), and that the Series 2024 Bonds authorized to be issued pursuant to this Resolution are consistent with such policy, and instructs Bond Counsel, on behalf of the District, with respect to each series of Series 2024 Bonds issued pursuant to this Resolution, (a) to cause notices of the proposed sale and final sale of the Series 2024 Bonds to be filed in a timely manner with the California Debt and Investment Advisory Commission pursuant to California Government Code Section 8855, and (b) to check, on behalf of the District, the “Yes” box relating to such certifications in the notice of proposed sale filed pursuant to California Government Code Section 8855. Section 21. Electronic Signatures; DocuSign. The Board of Education hereby approves the execution and delivery of all agreements, documents, certificates and instruments referred to 20 4142-7860-6930.6 herein with electronic signatures as may be permitted under the California Uniform Electronic Transactions Act and digital signatures as may be permitted under Section 16.5 of the California Government Code using DocuSign. Section 22. Filing with County. The Superintendent, or such other officer or employee of the District as the Superintendent may designate, is hereby authorized and directed to report to the Auditor-Controller of the County the final terms of sale of the Series 2024 Bonds, and to file with the Auditor-Controller and with the Treasurer of the County a copy of the executed Bond Purchase Agreement and this Resolution, and the schedule of amortization of the principal of and payment of interest on the Series 2024 Bonds, and to file with the Treasurer of the County a proposed schedule of draws on the building fund of the District established for the Series 2024 Bonds, and this Resolution shall serve as the notice required to be given by Section 15140(c) of the California Education Code and as the District’s request to the Auditor-Controller of the County and the Board of Supervisors of the County to propose and adopt in each year a tax rate applicable to all taxable property of the District for payment of the Series 2024 Bonds, pursuant to law; and to the other officers of the County to levy and collect said taxes for the payment of the Series 2024 Bonds, to pay in a timely manner to the Paying Agent on behalf of the Owners of the Series 2024 Bonds the principal, interest, and premium, if any, due on the Series 2024 Bonds in each year, and to create in the County treasury to the credit of the District a building fund and an interest and sinking fund for the Series 2024 Bonds pursuant to Section 15146 of the California Education Code. Section 23. Contract with Bondholders. The provisions of this Resolution shall be a contract with each and every Owner of Bonds and the duties of the District and of the Board of Education and the officers of the District shall be enforceable by any Owner of Bonds by mandamus or other appropriate suit, action or proceeding in any court of competent jurisdiction. Section 24. Amendments. This Resolution may be modified or amended without the consent of the Owners of the Series 2024 Bonds (a) to add to the covenants and agreements of the District in this Resolution contained other covenants and agreements thereafter to be observed or to surrender any right or power herein reserved to or conferred upon the District, (b) to make such provisions for the purpose of curing any ambiguity, inconsistency or omission, or of curing or correcting any defective provision contained in this Resolution, (c) to permit the qualification of this Resolution under the Trust Indenture Act of 1939, as amended, or any similar federal statute hereafter in effect, and to add such other terms, conditions and provisions as may be permitted by said act or similar federal statute, (d) to cause interest on any Tax-Exempt Series 2024 Bonds to be excludable from gross income for purposes of federal income taxation by the United States of America; and (e) in any other respect whatsoever as the District may deem necessary or desirable, provided that such modification or amendment does not, as set forth in a written certificate of the District, materially adversely affect the interests of the Owners hereunder. For any other purpose, this Resolution may be modified or amended only with the consent of the Owners of a majority of the aggregate principal amount of all Series 2024 Bonds then outstanding; provided that any such modification or amendment to Section 6(f) or Section 23 shall require the consent of the Owners of a majority of the aggregate principal amount of all Bonds then outstanding. No such modification or amendment shall extend the maturity of, reduce the interest rate or redemption premium on or principal amount of any Series 2024 Bond or reduce the percentage of consent required for amendment hereof without the express consent of all the Owners so affected. A-1 4142-7860-6930.6 EXHIBIT A GOOD FAITH ESTIMATES The good faith estimates set forth herein are provided with respect to the Series 2024 Bonds in compliance with Section 15146(b)(1)(D) of the California Education Code and Section 5852.1 of the California Government Code. Such good faith estimates have been provided to the District by KNN Public Finance, LLC, as the District’s financial advisor under California Education Code Section 15146(b)(1)(C) and the District’s municipal advisor under Section 15B of the Securities Exchange Act of 1934 (the “Municipal Advisor”). Principal Amount. The Municipal Advisor has informed the District that, based on the District’s financing plan and market conditions prevailing at the time of preparation of such estimate, its good faith estimate of the aggregate principal amount of the Series 2024 Bonds to be sold in a public offering is $7,500,000 (the “Estimated Principal Amount”). True Interest Cost of the Series 2024 Bonds. The Municipal Advisor has informed the District that, assuming that the Estimated Principal Amount of the Series 2024 Bonds is sold, and based on market conditions prevailing at the time of preparation of such estimate, its good faith estimate of the true interest cost of the Series 2024 Bonds, which means the rate necessary to discount the amounts payable on the respective principal and interest payment dates to the purchase price received for the Series 2024 Bonds, is 4.76%. Finance Charge of the Series 2024 Bonds. The Municipal Advisor has informed the District that, assuming that the Estimated Principal Amount of the Series 2024 Bonds is sold, and based on market conditions prevailing at the time of preparation of such estimate, its good faith estimate of the finance charge for the Series 2024 Bonds, which means the sum of all fees and charges paid to third parties (or costs associated with the Series 2024 Bonds), is $207,500, as follows: a)Underwriter’s Discount $37,500 b)Credit Enhancement*0 c)Bond Counsel and Disbursements 42,500 d)Disclosure Counsel and Disbursements 25,000 e)Municipal Advisor and Disbursements 60,550 f)Rating Agency 30,000 g) Other Expenses 11,950 * A municipal bond insurance policy with respect to the Series 2024 Bonds is not expected to be obtained unless economically advantageous to the District. Amount of Proceeds to be Received. The Municipal Advisor has informed the District that, assuming that the Estimated Principal Amount of the Series 2024 Bonds is sold, and based on market conditions prevailing at the time of preparation of such estimate, its good faith estimate of the amount of proceeds expected to be received by the District for sale of the Series 2024 Bonds, less the finance charge of the Series 2024 Bonds, as estimated above, and any reserves or capitalized interest paid or funded with proceeds of the Series 2024 Bonds, is $7,292,500. A-2 4142-7860-6930.6 Total Payment Amount. The Municipal Advisor has informed the District that, assuming that the Estimated Principal Amount of the Series 2024 Bonds is sold, and based on market conditions prevailing at the time of preparation of such estimate, its good faith estimate of the total payment amount, which means the sum total of all payments the District will make to pay debt service on the Series 2024 Bonds, plus the estimated finance charge for the Series 2024 Bonds, as described above, not paid with the proceeds of the Series 2024 Bonds, calculated to the final maturity of the Series 2024 Bonds, is $17,603,233. The foregoing estimates constitute good faith estimates only and are based on market conditions prevailing at the time of preparation of such estimates. The actual principal amount of the Series 2024 Bonds issued and sold, the true interest cost thereof, the finance charges thereof, the amount of proceeds received therefrom and total payment amount with respect thereto may differ from such good faith estimates for a variety of reasons, including, without limitation, due to (a) the market conditions prevailing on the actual date of the sale of the Series 2024 Bonds being different than the market conditions prevailing at the time of preparation of the estimates contained herein, (b) the actual principal amount of Series 2024 Bonds sold being different from the Estimated Principal Amount, (c) the actual amortization of the Series 2024 Bonds being different than the amortization assumed for purposes of preparing the estimates contained herein, (d) the actual interest rates at which the Series 2024 Bonds are sold being different than those estimated for purposes of preparing the estimates contained herein, (e) other market conditions, or (f) alterations in the District’s financing plan, or a combination of such factors. The actual date of sale of the Series 2024 Bonds and the actual principal amount of Series 2024 Bonds sold will be determined by the District based on the need for project funds and other factors. The actual interest rates borne by the Series 2024 Bonds will depend on market conditions at the time of sale thereof. Market conditions, including, without limitation, interest rates are affected by economic and other factors beyond the control of the District, the Municipal Advisor and the Underwriter. The Board of Education has approved the issuance of the Series 2024 Bonds with a maximum true interest cost of 5.26%. B-1 4142-7860-6930.6 EXHIBIT B FORM OF SERIES 2024 BOND Number UNITED STATES OF AMERICA Amount R-__ STATE OF CALIFORNIA $__________ COUNTY OF CONTRA COSTA BRENTWOOD UNION SCHOOL DISTRICT (CONTRA COSTA COUNTY, CALIFORNIA) GENERAL OBLIGATION BONDS, ELECTION OF 2016, SERIES 2024 Maturity Date Interest Rate Dated as of CUSIP No. August 1, 20__ ____% _______ __, 20__ __________ Registered Owner: CEDE & CO. Principal Amount: ________________________________________ DOLLARS Brentwood Union School District, County of Contra Costa, State of California (the “District”), acknowledges itself obligated to and promises to pay to the Registered Owner identified above or registered assigns, on the Maturity Date set forth above or upon prior redemption hereof, the Principal Amount specified above in lawful money of the United States of America, and to pay interest thereon in like lawful money from the interest payment date next preceding the date of authentication of this Series 2024 Bond (unless this bond is authenticated after the close of business on a Record Date (as defined herein) and on or prior to the succeeding interest payment date, in which event it shall bear interest from such interest payment date, or unless this Series 2024 Bond is authenticated on or before ________ 15, 20__, in which event it shall bear interest from the date hereof) at the Interest Rate per annum stated above, payable commencing on _________ 1, 20__, and thereafter on February 1 and August 1 in each year, until payment of the Principal Amount. This Series 2024 Bond is issued pursuant to a Resolution adopted by the Board of Education of the District on September 11, 2024 (the “Resolution”). Capitalized undefined terms used herein have the meanings ascribed thereto in the Resolution. The principal hereof is payable to the Registered Owner hereof upon the surrender hereof at the principal corporate trust office of U.S. Bank Trust Company, National Association, the paying agent/registrar and transfer agent of the District (the “Paying Agent”). Interest shall be computed on the basis of a 360-day year comprised of twelve 30-day months. The interest hereon is payable to the person whose name appears on the bond registration books of the Paying Agent as the Registered Owner hereof as of the close of business on the 15th day of the month preceding an interest payment date (the “Record Date”), whether or not such day is a business day, such interest to be paid by check or draft mailed to such Registered Owner at the owner’s address as it appears on such registration books, or at such other address filed with the Paying Agent for that purpose. Upon written request, given no later than the Record Date immediately preceding an interest payment date, of the owner of Series 2024 Bonds aggregating at least $1,000,000 in principal amount, interest will be paid by wire transfer in immediately available funds to an B-2 4142-7860-6930.6 account maintained in the United States as specified by the Registered Owner in such request. So long as Cede & Co. or its registered assigns shall be the Registered Owner of this Bond, payment shall be made in immediately available funds as provided in the Resolution hereinafter described. This Series 2024 Bond is one of a duly authorized issue of bonds of like tenor (except for such variations, if any, as may be required to designate varying series, numbers, denominations, interest rates, interest payment modes, maturities and redemption provisions), in the aggregate principal amount of $_________, and designated as “Brentwood Union School District (Contra Costa County, California) General Obligation Bonds, Election of 2016, Series 2024” (the “Series 2024 Bonds”). The Series 2024 Bonds were authorized by a vote of at least 55% percent of the voters voting at an election duly and legally called, held and conducted in the District on June 7, 2016. The Series 2024 Bonds are issued and sold by the Board of Education of the District pursuant to and in strict conformity with the provisions of the Constitution and laws of the State, and of the Resolution, and subject to the more particular terms specified in the Bond Purchase Agreement, dated _______, 2024 (the “Bond Purchase Agreement”), by and between the District and [Underwriter], as underwriter. The Series 2024 Bonds are issuable as fully registered bonds without coupons in the denomination of $5,000 principal amount or any integral multiple thereof, provided that no Series 2024 Bond shall have principal maturing on more than one principal maturity date. Subject to the limitations and conditions and upon payment of the charges, if any, as provided in the Resolution, Series 2024 Bonds may be exchanged for a like aggregate principal amount of Series 2024 Bonds of the same tenor, interest payment mode, and maturity of other authorized denominations. This Series 2024 Bond is transferable by the Registered Owner hereof, in person or by attorney duly authorized in writing, at the principal corporate trust office of the Paying Agent, but only in the manner, subject to the limitations and upon payment of the charges provided in the Resolution, and upon surrender and cancellation of this Series 2024 Bond. Upon such transfer, a new Series 2024 Bond or Series 2024 Bonds of authorized denomination or denominations of the same tenor, interest payment mode, and same aggregate principal amount will be issued to the transferee in exchange herefor. The District and the Paying Agent may treat the registered owner hereof as the absolute owner hereof for all purposes, and the District and the Paying Agent shall not be affected by any notice to the contrary. [The Series 2024 Bonds are subject to optional and mandatory sinking fund redemption on the terms and subject to the conditions specified in the Resolution and the Bond Purchase Agreement. If this Series 2024 Bond is called for redemption and payment is duly provided therefor, interest shall cease to accrue hereon from and after the date fixed for redemption.] The Board of Education of the District hereby certifies and declares that the total amount of indebtedness of the District, including the amount of this Series 2024 Bond, is within the limit provided by law; that all acts, conditions and things required by law to be done or performed precedent to and in the issuance of this Series 2024 Bond have been done and performed in strict conformity with the laws authorizing the issuance of this Series 2024 Bond; and that this Series 2024 Bond is in substantially the form prescribed by order of the Board of Education of the District B-3 4142-7860-6930.6 duly made and entered on its minutes. The Series 2024 Bonds represent an obligation payable out of the interest and sinking fund of the District established for the Series 2024 Bonds, and the money for the payment of principal of, premium, if any, and interest hereon, shall be raised by taxation upon the taxable property of the District. Unless this Series 2024 Bond is presented by an authorized representative of The Depository Trust Company, a New York corporation (“DTC”), to the Paying Agent for registration of transfer, exchange, or payment, and any Series 2024 Bond issued is registered in the name of Cede & Co. or in such other name as is requested by an authorized representative of DTC (and any payment is made to Cede & Co. or to such other entity as is requested by an authorized representative of DTC), ANY TRANSFER, PLEDGE, OR OTHER USE HEREOF FOR VALUE OR OTHERWISE BY OR TO ANY PERSON IS WRONGFUL inasmuch as the Registered Owner hereof, Cede & Co., has an interest herein. This Series 2024 Bond shall not be entitled to any benefit under the Resolution, or become valid or obligatory for any purpose, until the certificate of authentication and registration hereon endorsed shall have been signed by the Paying Agent. IN WITNESS WHEREOF, the Board of Education of the Brentwood Union School District, County of Contra Costa, State of California, has caused this Series 2024 Bond to be signed by its President and countersigned by the Clerk of said Board, as of the date set forth above. President of the Board of Education of the Brentwood Union School District Countersigned: Clerk of the Board of Education of the Brentwood Union School District B-4 4142-7860-6930.6 CERTIFICATE OF AUTHENTICATION AND REGISTRATION This is one of the Series 2024 Bonds described in the within-mentioned Resolution and authenticated and registered on ______________. U.S. BANK TRUST COMPANY, NATIONAL ASSOCIATION, AS PAYING AGENT By: Authorized Officer B-5 4142-7860-6930.6 ASSIGNMENT For value received the undersigned do(es) hereby sell, assign and transfer unto ______________________________ the within-mentioned Series 2024 Bond and hereby irrevocably constitute(s) and appoint(s) ______________________________ attorney, to transfer the same on the books of the Paying Agent with full power of substitution in the premises. ________________________ I.D. Number _________________________________________ Note: The signature(s) on this Assignment must correspond with the name(s) as written on the face of the within Series 2024 Bond in every particular, without alteration or enlargement or any change whatsoever. Dated: __________________ Signature Guarantee: Note: Signature must be guaranteed by an eligible guarantor institution. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:2RES 2024- 333 Name: Status:Type:Consent Resolution Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-333, which establishes retirement plan contribution rates as approved by the Retirement Board for the period July 1, 2025 through June 30, 2026. Attachments:1. Contribution Rate Packet - 2025-2026_FORMATTED Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 2 Pass To: Board of Supervisors From:Monica Nino, County Administrator Report Title:Retirement Plan Contribution Rates For Fiscal Year 2025-2026 RECOMMENDATIONS: ADOPT a Resolution which establishes retirement plan contribution rates as approved by the Retirement Board for the period July 1, 2025 through June 30, 2026. FISCAL IMPACT: The actuary’s valuation report calculated an average employer rate decrease of 1.5%, leading to an estimated $5.3M potential budget reduction for the county’s retirement plan expenses in FY25-26. BACKGROUND: At its September 11, 2024 meeting, the Retirement Board reviewed and accepted the actuary’s valuation report for the year ending December 31, 2023 and adopted the recommended employer and employee contribution rates, which will become effective on July 1, 2025. A copy of the December 31, 2023 Actuarial Valuation can be found on CCCERA’s website at www.cccera.org <http://www.cccera.org> under the Actuarial Reports link. Attached are the rates to be used effective July 1, 2025 through June 30, 2026 submitted for adoption by the County Board of Supervisors by the Contra Costa County Employees’ Retirement Association. Please note the following related to Special Districts: ·The rates are before employer subvention, if any, of the employee contribution. The rates quoted here are the employer required rates without taking into consideration any employer subvention of employee contributions. A convenient methodology for adding subvention is included in the attached document. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-333,Version:2 Note that subvention is not always permitted for PEPRA members. ·The rates are before any increase in employee rate to pay a portion of the employer contribution. If an employee’s rate needs to be increased to pay a portion of the employer contribution, both employee and employer rates would need to be adjusted accordingly. CONSEQUENCE OF NEGATIVE ACTION: Rates will not reflect those adopted by the Contra Costa County Employees Retirement Board. 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 Contribution Rates to be charged by the Contra Costa County Employees' Retirement Association WHEREAS, Pursuant to Government Code Section 31454 and on recommendation of the Board of the Contra Costa County Employees’ Retirement Association, NOW, THEREFORE, BE IT RESOLVED That the following contribution rates are approved to be effective for the period July 1, 2025 through June 30, 2026. I.Employer Contribution Rates for Basic and Cost-of-Living Components and Non-refundability Discount Factors A.For General Members (Sec. 31676.11, Sec. 31676.16 and Sec. 7522.20(a)) See attached Exhibits 1 through 6 B.For Safety Members (Sec. 31664, Sec. 31664.1 and Sec. 7522.25(d)) See attached Exhibits 7 through 12 II.Employee Contribution Rates for Basic and Cost-of-Living Components See attached Exhibits A through M The following employers made UAAL prepayments and their Unfunded Actuarial Accrued Liability (UAAL) contribution rates reflect those UAAL prepayments: ·Central Contra Costa Sanitary District made a UAAL prepayment in 2013, 2014, 2015 and 2021 which affected contribution rates for that employer. ·Local Agency Formation Commission (LAFCO) made a UAAL prepayment in 2017, 2019, 2020 and 2021 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-333,Version:2 which affected contribution rates for that employer. ·In-Home Supportive Services Authority (IHSS) made a UAAL prepayment in 2023 which affected contribution rates for that employer. ·San Ramon Valley Fire Protection District made a UAAL prepayment in 2017, 2018, 2019, 2020, 2021, 2022 and 2023 which affected contribution rates for the Safety members of that employer I hereby certify that this is 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 10/11/2024Page 3 of 3 powered by Legistar™ Exhibit 1 Page 1 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #1 Basic COLA Non- Refundability Factor Cost Group #1 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 General Tier 1 Non-LAFCO (in Social Security) 23.04% N/A 2.96% N/A 0.9680 General Tier 1 Non-LAFCO (not in Social Security) N/A 22.80% N/A 2.93% 0.9680 General Tier 1 LAFCO 18.27% N/A 2.97% N/A 0.9680 General Tier 4 (3% COLA) Non-LAFCO 19.19% 2.47% 0.9610 General Tier 4 (3% COLA) LAFCO 14.49% 2.47% 0.9610 General Tier 4 (2% COLA) 18.69% 1.34% 0.9558 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • County General • Local Agency Formation Commission (LAFCO) • CC Mosquito & Vector Control District • Bethel Island Municipal Improvement District • First 5 - Children and Families Commission • Contra Costa County Employees' Retirement Association • Superior Court • Moraga-Orinda Fire Protection District • Rodeo-Hercules Fire Protection District • San Ramon Valley Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 1 Enhanced (2% @ 55) • Tier 4 (2.5% @ 67) Exhibit 2 Page 2 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #2 Basic COLA Non- Refundability Factor Cost Group #2 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 General Tier 3 Non-IHSS 21.72% N/A 2.66% N/A 0.9558 General Tier 3 IHSS 21.26% N/A 2.50% N/A 0.9558 General Tier 5 (3%/4% COLA) Non-IHSS 18.08% 2.06% 0.9605 General Tier 5 (3%/4% COLA) IHSS 17.60% 1.90% 0.9605 General Tier 5 (2% COLA) Non-IHSS 18.08% 1.15% 0.9558 General Tier 5 (2% COLA) IHSS 17.60% 0.99% 0.9558 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • County General • In-Home Supportive Services Authority • CC Mosquito & Vector Control District • Superior Court 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 3 Enhanced (2% @ 55) • Tier 5 (2.5% @ 67) Exhibit 3 Page 3 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #3 Basic COLA Non- Refundability Factor Cost Group #3 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Central Contra Costa Sanitary District General Tier 1 N/A 14.66% N/A 5.31% 0.9631 Central Contra Costa Sanitary District General Tier 4 (3% COLA) 9.71% 4.41% 0.9678 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Central Contra Costa Sanitary District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 1 Enhanced (2% @ 55) • Tier 4 (2.5% @ 67) Exhibit 4 Page 4 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #4 Basic COLA Non- Refundability Factor Cost Group #4 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Contra Costa Housing Authority General Tier 1 22.14% N/A 7.94% N/A 0.9605 Contra Costa Housing Authority General Tier 4 (3% COLA) 18.25% 7.18% 0.9614 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Contra Costa Housing Authority 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 1 Enhanced (2% @ 55) • Tier 4 (2.5% @ 67) Exhibit 5 Page 5 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #5 Basic COLA Non- Refundability Factor Cost Group #5 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Contra Costa County Fire Protection District General Tier 1 N/A 28.53% N/A 15.19% 0.9834 Contra Costa County Fire Protection District General Tier 4 (3% COLA) 24.14% 14.91% 0.9582 Contra Costa County Fire Protection District General Tier 4 (2% COLA) 22.91% 13.39% 0.9581 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Contra Costa County Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 1 Enhanced (2% @ 55) • Tier 4 (2.5% @ 67) Exhibit 6 Page 6 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #6 Basic COLA Non- Refundability Factor Cost Group #6 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Non-Enhanced District General Tier 1 12.89% N/A 3.82% N/A 0.9624 Non-Enhanced District General Tier 4 (3% COLA) 10.31% 3.41% 0.9532 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Rodeo Sanitary District • Byron Brentwood Cemetery District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier 1 Non-Enhanced (1.67% @ 55) • Tier 4 (2.5% @ 67) Exhibit 7 Page 7 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #7 Basic COLA Non- Refundability Factor Cost Group #7 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 County Safety Tier A N/A 32.94% N/A 27.59% 0.9717 County Safety Tier D 24.46% 26.16% 0.9773 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • County Safety 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier A Enhanced (3% @ 50) • Tier D (2.7% @ 57) Exhibit 8 Page 8 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #8 Basic COLA Non- Refundability Factor Cost Group #8 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Contra Costa County Fire Protection District Safety Tier A N/A 31.43% N/A 35.72% 0.9774 Contra Costa County Fire Protection District Safety Tier D 20.21% 33.36% 0.9793 Contra Costa County Fire Protection District Safety Tier E 20.25% 31.55% 0.9799 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Contra Costa County Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier A Enhanced (3% @ 50) • Tier D (2.7% @ 57) • Tier E (2.7% @ 57) Exhibit 9 Page 9 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #9 Basic COLA Non- Refundability Factor Cost Group #9 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 County Safety Tier C N/A 31.59% N/A 24.82% 0.9712 County Safety Tier E 23.58% 23.91% 0.9753 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • County Safety (Members hired on or after January 1, 2007) 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier C Enhanced (3% @ 50) • Tier E (2.7% @ 57) Exhibit 10 Page 10 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #10 Basic COLA Non- Refundability Factor Cost Group #10 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Moraga-Orinda Fire Protection District Safety Tier A N/A 37.87% N/A 56.07% 0.9726 Moraga-Orinda Fire Protection District Safety Tier D 29.21% 54.40% 0.9780 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Moraga-Orinda Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier A Enhanced (3% @ 50) • Tier D (2.7% @ 57) Exhibit 11 Page 11 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #11 Basic COLA Non- Refundability Factor Cost Group #11 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 San Ramon Valley Fire Protection District Safety Tier A N/A 34.43% N/A 21.47% 0.9774 San Ramon Valley Fire Protection District Safety Tier D 22.06% 18.48% 0.9808 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • San Ramon Valley Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier A Enhanced (3% @ 50) • Tier D (2.7% @ 57) Exhibit 12 Page 12 Contra Costa County Employees’ Retirement Association Employer Contribution Rates Effective for July 1, 2025 through June 30, 2026 for Cost Group #12 Basic COLA Non- Refundability Factor Cost Group #12 In Social Security 1 Not In Social Security 2 In Social Security1 Not In Social Security2 Rodeo-Hercules Fire Protection District Safety Tier A N/A 46.52% N/A 32.08% 0.9809 Rodeo-Hercules Fire Protection District Safety Tier D 42.09% 31.18% 0.9741 Basic rates shown include an administrative expense load of 0.65% of payroll. Employers: • Rodeo-Hercules Fire Protection District 1 If employer is in Social Security, the rate should only be applied to monthly compensation in excess of $116.67. The rate should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 For legacy tier, applies to employer who is not in Social Security and the rate should be applied to all compensation up to the annual IRC 401(a)(17) compensation limit. For PEPRA tier, applies to all employers and the rate should be applied to all compensation up to the applicable annual Gov. Code 7522.10(d) compensation limit. Tiers: • Tier A Non-Enhanced (2% @ 50) • Tier D (2.7% @ 57) Exhibit A Page 13 General Cost Group #1 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Basic 2 COLA Total Entry Age In Social Security Not In Social Security In Social Security Not In Social Security 15 5.46% 5.45% 2.81% 8.27% 8.26% 16 5.56% 5.55% 2.87% 8.43% 8.42% 17 5.66% 5.65% 2.93% 8.59% 8.58% 18 5.76% 5.75% 2.98% 8.74% 8.73% 19 5.86% 5.85% 3.04% 8.90% 8.89% 20 5.96% 5.95% 3.10% 9.06% 9.05% 21 6.07% 6.06% 3.16% 9.23% 9.22% 22 6.18% 6.17% 3.22% 9.40% 9.39% 23 6.28% 6.27% 3.28% 9.56% 9.55% 24 6.40% 6.39% 3.35% 9.75% 9.74% 25 6.51% 6.50% 3.41% 9.92% 9.91% 26 6.62% 6.61% 3.47% 10.09% 10.08% 27 6.74% 6.73% 3.54% 10.28% 10.27% 28 6.86% 6.85% 3.61% 10.47% 10.46% 29 6.98% 6.97% 3.68% 10.66% 10.65% 30 7.11% 7.10% 3.75% 10.86% 10.85% 31 7.23% 7.22% 3.82% 11.05% 11.04% 32 7.36% 7.35% 3.89% 11.25% 11.24% 33 7.49% 7.48% 3.97% 11.46% 11.45% 34 7.63% 7.62% 4.05% 11.68% 11.67% 35 7.77% 7.76% 4.13% 11.90% 11.89% 36 7.91% 7.90% 4.21% 12.12% 12.11% 37 8.05% 8.04% 4.29% 12.34% 12.33% 38 8.20% 8.19% 4.37% 12.57% 12.56% 39 8.36% 8.35% 4.46% 12.82% 12.81% 40 8.51% 8.50% 4.55% 13.06% 13.05% 41 8.66% 8.65% 4.64% 13.30% 13.29% 42 8.82% 8.81% 4.73% 13.55% 13.54% 43 8.97% 8.96% 4.81% 13.78% 13.77% 44 9.13% 9.12% 4.90% 14.03% 14.02% 45 9.29% 9.28% 4.99% 14.28% 14.27% 46 9.45% 9.44% 5.09% 14.54% 14.53% 47 9.61% 9.60% 5.18% 14.79% 14.78% 48 9.77% 9.76% 5.27% 15.04% 15.03% 49 9.91% 9.90% 5.35% 15.26% 15.25% 50 10.06% 10.05% 5.43% 15.49% 15.48% 51 10.22% 10.21% 5.53% 15.75% 15.74% 52 10.38% 10.37% 5.62% 16.00% 15.99% 53 10.54% 10.53% 5.71% 16.25% 16.24% 54 10.68% 10.67% 5.79% 16.47% 16.46% 55 10.82% 10.81% 5.87% 16.69% 16.68% 56 10.93% 10.92% 5.93% 16.86% 16.85% 57 10.92% 10.91% 5.92% 16.84% 16.83% 58 10.86% 10.85% 5.89% 16.75% 16.74% 59 & Over 10.62% 10.61% 5.75% 16.37% 16.36% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 57.02% applied to Basic Rates prior to adjustment for administrative expenses 1 For members in Social Security, the “In Social Security” rate should only be applied to monthly compensation in excess of $116.67. All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 The Basic Rate for members in Social Security is increased by 0.01% to account for the administrative expense rate of 0.52% that is applicable to the first $116.67 of compensation. Exhibit A Page 14 Employers: • County General • LAFCO • CC Mosquito & Vector Control District • Bethel Island Municipal Improvement District • First 5 - Children and Families Commission • Contra Costa County Employees' Retirement Association • Superior Court • Moraga-Orinda Fire Protection District • Rodeo-Hercules Fire Protection District • San Ramon Valley Fire Protection District Tier: • Tier 1 Enhanced (2% @ 55) Exhibit B Page 15 General Cost Group #2 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Basic 2 COLA Total Entry Age In Social Security Not In Social Security In Social Security Not In Social Security 15 5.45% 5.44% 2.45% 7.90% 7.89% 16 5.55% 5.54% 2.50% 8.05% 8.04% 17 5.65% 5.64% 2.55% 8.20% 8.19% 18 5.75% 5.74% 2.60% 8.35% 8.34% 19 5.85% 5.84% 2.65% 8.50% 8.49% 20 5.95% 5.94% 2.70% 8.65% 8.64% 21 6.06% 6.05% 2.75% 8.81% 8.80% 22 6.16% 6.15% 2.80% 8.96% 8.95% 23 6.27% 6.26% 2.86% 9.13% 9.12% 24 6.38% 6.37% 2.91% 9.29% 9.28% 25 6.49% 6.48% 2.97% 9.46% 9.45% 26 6.61% 6.60% 3.03% 9.64% 9.63% 27 6.73% 6.72% 3.09% 9.82% 9.81% 28 6.85% 6.84% 3.15% 10.00% 9.99% 29 6.97% 6.96% 3.21% 10.18% 10.17% 30 7.09% 7.08% 3.26% 10.35% 10.34% 31 7.22% 7.21% 3.33% 10.55% 10.54% 32 7.35% 7.34% 3.39% 10.74% 10.73% 33 7.48% 7.47% 3.46% 10.94% 10.93% 34 7.61% 7.60% 3.52% 11.13% 11.12% 35 7.75% 7.74% 3.59% 11.34% 11.33% 36 7.89% 7.88% 3.66% 11.55% 11.54% 37 8.04% 8.03% 3.74% 11.78% 11.77% 38 8.18% 8.17% 3.81% 11.99% 11.98% 39 8.33% 8.32% 3.88% 12.21% 12.20% 40 8.49% 8.48% 3.96% 12.45% 12.44% 41 8.64% 8.63% 4.04% 12.68% 12.67% 42 8.80% 8.79% 4.12% 12.92% 12.91% 43 8.95% 8.94% 4.19% 13.14% 13.13% 44 9.11% 9.10% 4.27% 13.38% 13.37% 45 9.27% 9.26% 4.35% 13.62% 13.61% 46 9.43% 9.42% 4.43% 13.86% 13.85% 47 9.59% 9.58% 4.51% 14.10% 14.09% 48 9.74% 9.73% 4.58% 14.32% 14.31% 49 9.90% 9.89% 4.66% 14.56% 14.55% 50 10.04% 10.03% 4.73% 14.77% 14.76% 51 10.20% 10.19% 4.81% 15.01% 15.00% 52 10.36% 10.35% 4.89% 15.25% 15.24% 53 10.51% 10.50% 4.97% 15.48% 15.47% 54 10.65% 10.64% 5.04% 15.69% 15.68% 55 10.78% 10.77% 5.10% 15.88% 15.87% 56 10.87% 10.86% 5.15% 16.02% 16.01% 57 10.92% 10.91% 5.17% 16.09% 16.08% 58 10.87% 10.86% 5.15% 16.02% 16.01% 59 & Over 10.33% 10.32% 4.88% 15.21% 15.20% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 49.77% applied to Basic Rates prior to adjustment for administrative expenses 1 For members in Social Security, the “In Social Security” rate should only be applied to monthly compensation in excess of $116.67. All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 The Basic Rate for members in Social Security is increased by 0.01% to account for the administrative expense rate of 0.52% that is applicable to the first $116.67 of compensation. Exhibit B Page 16 Employers: • County General • In-Home Supportive Services Authority • CC Mosquito & Vector Control District • Superior Court Tier: • Tier 3 Enhanced (2% @ 55) Exhibit C Page 17 General Cost Group #3 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 5.66% 2.87% 8.53% 16 5.76% 2.92% 8.68% 17 5.86% 2.98% 8.84% 18 5.97% 3.04% 9.01% 19 6.07% 3.10% 9.17% 20 6.18% 3.16% 9.34% 21 6.29% 3.22% 9.51% 22 6.40% 3.28% 9.68% 23 6.51% 3.34% 9.85% 24 6.63% 3.41% 10.04% 25 6.75% 3.48% 10.23% 26 6.87% 3.54% 10.41% 27 6.99% 3.61% 10.60% 28 7.11% 3.68% 10.79% 29 7.24% 3.75% 10.99% 30 7.37% 3.82% 11.19% 31 7.50% 3.89% 11.39% 32 7.63% 3.97% 11.60% 33 7.77% 4.04% 11.81% 34 7.91% 4.12% 12.03% 35 8.05% 4.20% 12.25% 36 8.20% 4.28% 12.48% 37 8.35% 4.37% 12.72% 38 8.50% 4.45% 12.95% 39 8.66% 4.54% 13.20% 40 8.82% 4.63% 13.45% 41 8.98% 4.72% 13.70% 42 9.14% 4.81% 13.95% 43 9.30% 4.90% 14.20% 44 9.46% 4.99% 14.45% 45 9.62% 5.08% 14.70% 46 9.79% 5.17% 14.96% 47 9.95% 5.26% 15.21% 48 10.11% 5.35% 15.46% 49 10.26% 5.43% 15.69% 50 10.42% 5.52% 15.94% 51 10.57% 5.61% 16.18% 52 10.71% 5.68% 16.39% 53 10.87% 5.77% 16.64% 54 11.02% 5.86% 16.88% 55 11.18% 5.95% 17.13% 56 11.23% 5.97% 17.20% 57 11.19% 5.95% 17.14% 58 11.05% 5.87% 16.92% 59 & Over 10.50% 5.57% 16.07% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 55.78% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Central Contra Costa Sanitary District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier 1 Enhanced (2% @ 55) Exhibit D Page 18 General Cost Group #4 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Basic 2 COLA Total Entry Age In Social Security Not In Social Security In Social Security Not In Social Security 15 5.46% 5.45% 2.73% 8.19% 8.18% 16 5.56% 5.55% 2.79% 8.35% 8.34% 17 5.66% 5.65% 2.84% 8.50% 8.49% 18 5.76% 5.75% 2.90% 8.66% 8.65% 19 5.86% 5.85% 2.95% 8.81% 8.80% 20 5.96% 5.95% 3.01% 8.97% 8.96% 21 6.07% 6.06% 3.07% 9.14% 9.13% 22 6.18% 6.17% 3.13% 9.31% 9.30% 23 6.28% 6.27% 3.19% 9.47% 9.46% 24 6.40% 6.39% 3.25% 9.65% 9.64% 25 6.51% 6.50% 3.31% 9.82% 9.81% 26 6.62% 6.61% 3.38% 10.00% 9.99% 27 6.74% 6.73% 3.44% 10.18% 10.17% 28 6.86% 6.85% 3.51% 10.37% 10.36% 29 6.98% 6.97% 3.57% 10.55% 10.54% 30 7.11% 7.10% 3.65% 10.76% 10.75% 31 7.23% 7.22% 3.71% 10.94% 10.93% 32 7.36% 7.35% 3.79% 11.15% 11.14% 33 7.49% 7.48% 3.86% 11.35% 11.34% 34 7.63% 7.62% 3.93% 11.56% 11.55% 35 7.77% 7.76% 4.01% 11.78% 11.77% 36 7.91% 7.90% 4.09% 12.00% 11.99% 37 8.05% 8.04% 4.17% 12.22% 12.21% 38 8.20% 8.19% 4.25% 12.45% 12.44% 39 8.36% 8.35% 4.34% 12.70% 12.69% 40 8.51% 8.50% 4.42% 12.93% 12.92% 41 8.66% 8.65% 4.51% 13.17% 13.16% 42 8.82% 8.81% 4.59% 13.41% 13.40% 43 8.97% 8.96% 4.68% 13.65% 13.64% 44 9.13% 9.12% 4.77% 13.90% 13.89% 45 9.29% 9.28% 4.85% 14.14% 14.13% 46 9.45% 9.44% 4.94% 14.39% 14.38% 47 9.61% 9.60% 5.03% 14.64% 14.63% 48 9.77% 9.76% 5.12% 14.89% 14.88% 49 9.91% 9.90% 5.20% 15.11% 15.10% 50 10.06% 10.05% 5.28% 15.34% 15.33% 51 10.22% 10.21% 5.37% 15.59% 15.58% 52 10.38% 10.37% 5.46% 15.84% 15.83% 53 10.54% 10.53% 5.55% 16.09% 16.08% 54 10.68% 10.67% 5.63% 16.31% 16.30% 55 10.82% 10.81% 5.70% 16.52% 16.51% 56 10.93% 10.92% 5.76% 16.69% 16.68% 57 10.92% 10.91% 5.76% 16.68% 16.67% 58 10.86% 10.85% 5.72% 16.58% 16.57% 59 & Over 10.62% 10.61% 5.59% 16.21% 16.20% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 55.42% applied to Basic Rates prior to adjustment for administrative expenses 1 For members in Social Security, the “In Social Security” rate should only be applied to monthly compensation in excess of $116.67. All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 The Basic Rate for members in Social Security is increased by 0.01% to account for the administrative expense rate of 0.52% that is applicable to the first $116.67 of compensation. Exhibit D Page 19 Employers: • Contra Costa Housing Authority Tier: • Tier 1 Enhanced (2% @ 55) Exhibit E Page 20 General Cost Group #5 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 5.45% 3.10% 8.55% 16 5.55% 3.16% 8.71% 17 5.65% 3.22% 8.87% 18 5.75% 3.29% 9.04% 19 5.85% 3.35% 9.20% 20 5.95% 3.41% 9.36% 21 6.06% 3.48% 9.54% 22 6.17% 3.55% 9.72% 23 6.27% 3.61% 9.88% 24 6.39% 3.69% 10.08% 25 6.50% 3.76% 10.26% 26 6.61% 3.83% 10.44% 27 6.73% 3.90% 10.63% 28 6.85% 3.98% 10.83% 29 6.97% 4.05% 11.02% 30 7.10% 4.13% 11.23% 31 7.22% 4.21% 11.43% 32 7.35% 4.29% 11.64% 33 7.48% 4.37% 11.85% 34 7.62% 4.46% 12.08% 35 7.76% 4.55% 12.31% 36 7.90% 4.64% 12.54% 37 8.04% 4.73% 12.77% 38 8.19% 4.82% 13.01% 39 8.35% 4.92% 13.27% 40 8.50% 5.01% 13.51% 41 8.65% 5.11% 13.76% 42 8.81% 5.21% 14.02% 43 8.96% 5.30% 14.26% 44 9.12% 5.40% 14.52% 45 9.28% 5.50% 14.78% 46 9.44% 5.61% 15.05% 47 9.60% 5.71% 15.31% 48 9.76% 5.81% 15.57% 49 9.90% 5.89% 15.79% 50 10.05% 5.99% 16.04% 51 10.21% 6.09% 16.30% 52 10.37% 6.19% 16.56% 53 10.53% 6.29% 16.82% 54 10.67% 6.38% 17.05% 55 10.81% 6.47% 17.28% 56 10.92% 6.54% 17.46% 57 10.91% 6.53% 17.44% 58 10.85% 6.49% 17.34% 59 & Over 10.61% 6.34% 16.95% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 62.84% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Contra Costa County Fire Protection District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier 1 Enhanced (2% @ 55) Exhibit F Page 21 General Cost Group #6 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Basic 2 COLA Total Entry Age In Social Security Not In Social Security In Social Security Not In Social Security 15 6.21% 6.20% 2.59% 8.80% 8.79% 16 6.32% 6.31% 2.64% 8.96% 8.95% 17 6.43% 6.42% 2.69% 9.12% 9.11% 18 6.55% 6.54% 2.74% 9.29% 9.28% 19 6.66% 6.65% 2.79% 9.45% 9.44% 20 6.78% 6.77% 2.85% 9.63% 9.62% 21 6.90% 6.89% 2.90% 9.80% 9.79% 22 7.02% 7.01% 2.96% 9.98% 9.97% 23 7.15% 7.14% 3.02% 10.17% 10.16% 24 7.28% 7.27% 3.08% 10.36% 10.35% 25 7.41% 7.40% 3.14% 10.55% 10.54% 26 7.54% 7.53% 3.20% 10.74% 10.73% 27 7.67% 7.66% 3.25% 10.92% 10.91% 28 7.81% 7.80% 3.32% 11.13% 11.12% 29 7.95% 7.94% 3.38% 11.33% 11.32% 30 8.10% 8.09% 3.45% 11.55% 11.54% 31 8.25% 8.24% 3.52% 11.77% 11.76% 32 8.40% 8.39% 3.59% 11.99% 11.98% 33 8.55% 8.54% 3.66% 12.21% 12.20% 34 8.71% 8.70% 3.73% 12.44% 12.43% 35 8.87% 8.86% 3.80% 12.67% 12.66% 36 9.04% 9.03% 3.88% 12.92% 12.91% 37 9.19% 9.18% 3.95% 13.14% 13.13% 38 9.36% 9.35% 4.02% 13.38% 13.37% 39 9.52% 9.51% 4.10% 13.62% 13.61% 40 9.70% 9.69% 4.18% 13.88% 13.87% 41 9.86% 9.85% 4.25% 14.11% 14.10% 42 10.02% 10.01% 4.33% 14.35% 14.34% 43 10.20% 10.19% 4.41% 14.61% 14.60% 44 10.35% 10.34% 4.48% 14.83% 14.82% 45 10.51% 10.50% 4.55% 15.06% 15.05% 46 10.66% 10.65% 4.62% 15.28% 15.27% 47 10.84% 10.83% 4.70% 15.54% 15.53% 48 10.99% 10.98% 4.77% 15.76% 15.75% 49 11.15% 11.14% 4.84% 15.99% 15.98% 50 11.32% 11.31% 4.92% 16.24% 16.23% 51 11.40% 11.39% 4.95% 16.35% 16.34% 52 11.44% 11.43% 4.97% 16.41% 16.40% 53 11.34% 11.33% 4.93% 16.27% 16.26% 54 & Over 10.95% 10.94% 4.75% 15.70% 15.69% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 45.58% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Rodeo Sanitary District • Byron Brentwood Cemetery District 1 For members in Social Security, the “In Social Security” rate should only be applied to monthly compensation in excess of $116.67. All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. 2 The Basic Rate for members in Social Security is increased by 0.01% to account for the administrative expense rate of 0.52% that is applicable to the first $116.67 of compensation. Tier: • Tier 1 Non-Enhanced (1.67% @ 55) Exhibit G Page 22 Safety Cost Group #7 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 9.92% 6.66% 16.58% 16 9.92% 6.66% 16.58% 17 9.92% 6.66% 16.58% 18 9.92% 6.66% 16.58% 19 9.92% 6.66% 16.58% 20 9.92% 6.66% 16.58% 21 9.92% 6.66% 16.58% 22 10.08% 6.78% 16.86% 23 10.23% 6.88% 17.11% 24 10.39% 7.00% 17.39% 25 10.55% 7.11% 17.66% 26 10.72% 7.23% 17.95% 27 10.89% 7.35% 18.24% 28 11.07% 7.48% 18.55% 29 11.25% 7.61% 18.86% 30 11.41% 7.72% 19.13% 31 11.57% 7.83% 19.40% 32 11.73% 7.95% 19.68% 33 11.91% 8.08% 19.99% 34 12.09% 8.20% 20.29% 35 12.27% 8.33% 20.60% 36 12.46% 8.47% 20.93% 37 12.67% 8.61% 21.28% 38 12.87% 8.76% 21.63% 39 13.08% 8.91% 21.99% 40 13.31% 9.07% 22.38% 41 13.55% 9.24% 22.79% 42 13.80% 9.42% 23.22% 43 14.02% 9.57% 23.59% 44 14.19% 9.69% 23.88% 45 14.26% 9.74% 24.00% 46 14.30% 9.77% 24.07% 47 14.29% 9.76% 24.05% 48 14.11% 9.64% 23.75% 49 & Over 13.65% 9.31% 22.96% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 70.90% applied to Basic Rates prior to adjustment for administrative expenses Employers: • County Safety 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier A Enhanced (3% @ 50) Exhibit H Page 23 Safety Cost Group #8 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 9.90% 6.84% 16.74% 16 9.90% 6.84% 16.74% 17 9.90% 6.84% 16.74% 18 9.90% 6.84% 16.74% 19 9.90% 6.84% 16.74% 20 9.90% 6.84% 16.74% 21 9.90% 6.84% 16.74% 22 10.06% 6.96% 17.02% 23 10.21% 7.07% 17.28% 24 10.37% 7.19% 17.56% 25 10.53% 7.30% 17.83% 26 10.70% 7.43% 18.13% 27 10.87% 7.55% 18.42% 28 11.04% 7.68% 18.72% 29 11.22% 7.81% 19.03% 30 11.38% 7.92% 19.30% 31 11.54% 8.04% 19.58% 32 11.71% 8.17% 19.88% 33 11.88% 8.29% 20.17% 34 12.06% 8.42% 20.48% 35 12.25% 8.56% 20.81% 36 12.44% 8.70% 21.14% 37 12.64% 8.84% 21.48% 38 12.85% 9.00% 21.85% 39 13.06% 9.15% 22.21% 40 13.28% 9.31% 22.59% 41 13.53% 9.49% 23.02% 42 13.76% 9.66% 23.42% 43 13.97% 9.81% 23.78% 44 14.16% 9.95% 24.11% 45 14.22% 10.00% 24.22% 46 14.24% 10.01% 24.25% 47 14.31% 10.06% 24.37% 48 13.97% 9.81% 23.78% 49 & Over 13.68% 9.60% 23.28% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 72.97% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Contra Costa County Fire Protection District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier A Enhanced (3% @ 50) Exhibit I Page 24 Safety Cost Group #9 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 9.52% 4.19% 13.71% 16 9.52% 4.19% 13.71% 17 9.52% 4.19% 13.71% 18 9.52% 4.19% 13.71% 19 9.52% 4.19% 13.71% 20 9.52% 4.19% 13.71% 21 9.52% 4.19% 13.71% 22 9.67% 4.26% 13.93% 23 9.82% 4.33% 14.15% 24 9.97% 4.40% 14.37% 25 10.13% 4.48% 14.61% 26 10.29% 4.55% 14.84% 27 10.45% 4.63% 15.08% 28 10.61% 4.70% 15.31% 29 10.77% 4.77% 15.54% 30 10.92% 4.84% 15.76% 31 11.07% 4.91% 15.98% 32 11.23% 4.99% 16.22% 33 11.40% 5.07% 16.47% 34 11.57% 5.15% 16.72% 35 11.74% 5.23% 16.97% 36 11.92% 5.31% 17.23% 37 12.11% 5.40% 17.51% 38 12.30% 5.49% 17.79% 39 12.50% 5.58% 18.08% 40 12.70% 5.67% 18.37% 41 12.90% 5.77% 18.67% 42 13.07% 5.85% 18.92% 43 13.16% 5.89% 19.05% 44 13.23% 5.92% 19.15% 45 13.20% 5.91% 19.11% 46 13.07% 5.85% 18.92% 47 12.80% 5.72% 18.52% 48 13.21% 5.91% 19.12% 49 & Over 13.72% 6.15% 19.87% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 46.58% applied to Basic Rates prior to adjustment for administrative expenses Employers: • County Safety (Members hired on or after January 1, 2007) 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier C Enhanced (3% @ 50) Exhibit J Page 25 Safety Cost Group #10 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 9.90% 6.68% 16.58% 16 9.90% 6.68% 16.58% 17 9.90% 6.68% 16.58% 18 9.90% 6.68% 16.58% 19 9.90% 6.68% 16.58% 20 9.90% 6.68% 16.58% 21 9.90% 6.68% 16.58% 22 10.06% 6.79% 16.85% 23 10.21% 6.90% 17.11% 24 10.37% 7.01% 17.38% 25 10.53% 7.12% 17.65% 26 10.70% 7.25% 17.95% 27 10.87% 7.37% 18.24% 28 11.04% 7.49% 18.53% 29 11.22% 7.62% 18.84% 30 11.38% 7.73% 19.11% 31 11.54% 7.84% 19.38% 32 11.71% 7.96% 19.67% 33 11.88% 8.08% 19.96% 34 12.06% 8.21% 20.27% 35 12.25% 8.35% 20.60% 36 12.44% 8.48% 20.92% 37 12.64% 8.63% 21.27% 38 12.85% 8.78% 21.63% 39 13.06% 8.92% 21.98% 40 13.28% 9.08% 22.36% 41 13.53% 9.26% 22.79% 42 13.76% 9.42% 23.18% 43 13.97% 9.57% 23.54% 44 14.16% 9.71% 23.87% 45 14.22% 9.75% 23.97% 46 14.24% 9.76% 24.00% 47 14.31% 9.81% 24.12% 48 13.97% 9.57% 23.54% 49 & Over 13.68% 9.37% 23.05% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 71.17% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Moraga-Orinda Fire Protection District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier A Enhanced (3% @ 50) Exhibit K Page 26 Safety Cost Group #11 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 10.15% 6.94% 17.09% 16 10.15% 6.94% 17.09% 17 10.15% 6.94% 17.09% 18 10.15% 6.94% 17.09% 19 10.15% 6.94% 17.09% 20 10.15% 6.94% 17.09% 21 10.15% 6.94% 17.09% 22 10.31% 7.06% 17.37% 23 10.47% 7.17% 17.64% 24 10.63% 7.29% 17.92% 25 10.80% 7.41% 18.21% 26 10.97% 7.54% 18.51% 27 11.14% 7.66% 18.80% 28 11.32% 7.79% 19.11% 29 11.50% 7.92% 19.42% 30 11.66% 8.03% 19.69% 31 11.83% 8.16% 19.99% 32 12.00% 8.28% 20.28% 33 12.18% 8.41% 20.59% 34 12.36% 8.54% 20.90% 35 12.54% 8.67% 21.21% 36 12.74% 8.81% 21.55% 37 12.95% 8.96% 21.91% 38 13.15% 9.11% 22.26% 39 13.37% 9.27% 22.64% 40 13.59% 9.42% 23.01% 41 13.84% 9.61% 23.45% 42 14.08% 9.78% 23.86% 43 14.30% 9.94% 24.24% 44 14.47% 10.06% 24.53% 45 14.53% 10.10% 24.63% 46 14.53% 10.10% 24.63% 47 14.55% 10.12% 24.67% 48 14.25% 9.90% 24.15% 49 & Over 13.67% 9.48% 23.15% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 72.11% applied to Basic Rates prior to adjustment for administrative expenses Employers: • San Ramon Valley Fire Protection District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier A Enhanced (3% @ 50) Exhibit L Page 27 Safety Cost Group #12 Non-PEPRA Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 Entry Age Basic COLA Total 15 10.04% 5.33% 15.37% 16 10.04% 5.33% 15.37% 17 10.04% 5.33% 15.37% 18 10.04% 5.33% 15.37% 19 10.04% 5.33% 15.37% 20 10.04% 5.33% 15.37% 21 10.04% 5.33% 15.37% 22 10.19% 5.42% 15.61% 23 10.35% 5.50% 15.85% 24 10.51% 5.59% 16.10% 25 10.68% 5.69% 16.37% 26 10.84% 5.78% 16.62% 27 11.02% 5.88% 16.90% 28 11.19% 5.98% 17.17% 29 11.37% 6.08% 17.45% 30 11.54% 6.17% 17.71% 31 11.70% 6.26% 17.96% 32 11.87% 6.36% 18.23% 33 12.05% 6.46% 18.51% 34 12.22% 6.55% 18.77% 35 12.41% 6.66% 19.07% 36 12.61% 6.77% 19.38% 37 12.81% 6.88% 19.69% 38 13.01% 6.99% 20.00% 39 13.23% 7.12% 20.35% 40 13.45% 7.24% 20.69% 41 13.69% 7.38% 21.07% 42 13.95% 7.52% 21.47% 43 14.15% 7.63% 21.78% 44 14.31% 7.72% 22.03% 45 14.42% 7.78% 22.20% 46 14.38% 7.76% 22.14% 47 14.42% 7.78% 22.20% 48 14.18% 7.65% 21.83% 49 & Over 13.49% 7.26% 20.75% Administrative Expense: 0.52% of payroll added to Basic Rates COLA Loading: 56.00% applied to Basic Rates prior to adjustment for administrative expenses Employers: • Rodeo-Hercules Fire Protection District 1 All rates should be applied to compensation up to the annual IRC 401(a)(17) compensation limit, if applicable. Tier: • Tier A Non-Enhanced (2% @ 50) Exhibit M Page 28 PEPRA Tier Member Contribution Rates Effective for July 1, 2025 through June 30, 2026 Expressed as a Percentage of Monthly Payroll1 General Tiers Basic COLA Total Cost Group #1 – PEPRA Tier 4 (2% COLA) 9.09% 2.09% 11.18% Cost Group #1 – PEPRA Tier 4 (3% COLA) 9.59% 3.22% 12.81% Cost Group #2 – PEPRA Tier 5 (2% COLA) 8.48% 1.90% 10.38% Cost Group #2 – PEPRA Tier 5 (3%/4% COLA) 8.48% 2.81% 11.29% Cost Group #3 – PEPRA Tier 4 (3% COLA) 8.54% 2.98% 11.52% Cost Group #4 – PEPRA Tier 4 (3% COLA) 9.17% 3.07% 12.24% Cost Group #5 – PEPRA Tier 4 (2% COLA) 10.08% 2.31% 12.39% Cost Group #5 – PEPRA Tier 4 (3% COLA) 11.31% 3.83% 15.14% Cost Group #6 – PEPRA Tier 4 (3% COLA) 10.18% 3.41% 13.59% Safety Tiers Basic COLA Total Cost Group #7 – PEPRA Tier D 14.61% 6.05% 20.66% Cost Group #8 – PEPRA Tier D 12.87% 5.42% 18.29% Cost Group #8 – PEPRA Tier E 12.91% 3.61% 16.52% Cost Group #9 – PEPRA Tier E 13.73% 3.80% 17.53% Cost Group #10 – PEPRA Tier D 13.25% 5.59% 18.84% Cost Group #11 – PEPRA Tier D 11.61% 4.91% 16.52% Cost Group #12 – PEPRA Tier D 14.88% 6.05% 20.93% Administrative Expense: 0.52% of payroll added to Basic Rates Cost Group Employers Tiers 1 County General Tier 4 (2.5% @ 67) Local Agency Formation Commission (LAFCO) Tier 4 (2.5% @ 67) Contra Costa Mosquito and Vector Control District Tier 4 (2.5% @ 67) Bethel Island Municipal Improvement District Tier 4 (2.5% @ 67) First 5 - Children & Families Commission Tier 4 (2.5% @ 67) Contra Costa County Employees’ Retirement Association Tier 4 (2.5% @ 67) Superior Court Tier 4 (2.5% @ 67) Moraga-Orinda Fire Protection District Tier 4 (2.5% @ 67) Rodeo-Hercules Fire Protection District Tier 4 (2.5% @ 67) San Ramon Valley Fire Protection District Tier 4 (2.5% @ 67) 2 County General Tier 5 (2.5% @ 67) In-Home Supportive Services Authority (IHSS) Tier 5 (2.5% @ 67) Contra Costa Mosquito and Vector Control District Tier 5 (2.5% @ 67) Superior Court Tier 5 (2.5% @ 67) 3 Central Contra Costa Sanitary District (CCCSD) Tier 4 (2.5% @ 67) 4 Contra Costa Housing Authority Tier 4 (2.5% @ 67) 5 Contra Costa County Fire Protection District (CCCFPD) Tier 4 (2.5% @ 67) 6 Rodeo Sanitary District Tier 4 (2.5% @ 67) Byron Brentwood Cemetery District Tier 4 (2.5% @ 67) 7 County Safety Tier D (2.7% @ 57) 8 Contra Costa County Fire Protection District (CCCFPD) Tier D (2.7% @ 57) Tier E (2.7% @ 57) 9 County Safety (Members hired on or after January 1, 2007) Tier E (2.7% @ 57) 10 Moraga-Orinda Fire Protection District Tier D (2.7% @ 57) 11 San Ramon Valley Fire Protection District Tier D (2.7% @ 57) 12 Rodeo-Hercules Fire Protection District Tier D (2.7% @ 57) 1 All rates should be applied to all compensation (whether or not in Social Security) up to the applicable annual Gov. Code 7522.10(d) compensation limit. CONTRA COSTA COUNTY EMPLOYEES’ RETIREMENT ASSOCIATION Page 29 SUBVENTION All rates are shown as a percent of payroll. Employee contribution rates vary depending upon their tier and age at entry. To compute the exact subvention percent for each employee, do the following: Employee rate: Decrease the employee’s rate by the subvention percent (i.e. 25%, 50%, etc.). Employer rate: Increase the employer’s rate by a percent of the employee’s decrease using the applicable non-refundability factor (found on Exhibits 1 through 12). EXAMPLE FOR COST GROUP #3 LEGACY MEMBERS: If the subvention percent is 25%, and the employee’s rate is 6.00%, Employee rates should be decreased by 1.50% (25% × 6.00%) Employer rate should be increased by 1.44% (1.50% × 0.9631) Please note that for PEPRA members, subvention is generally not permitted. The standard under Gov. Code §7522.30(a) is that employees pay at least 50 percent of normal costs and that employers not pay any of the required employee contribution, but there are some exceptions. Gov. Code §7522.30(f) allows the terms (regarding the employee’s required contribution) of a contract, including a memorandum of understanding, that is in effect on January 1, 2013, to continue through the length of a contract. This means that it is possible that an employer will subvent a portion of a PEPRA member’s required contribution until the expiration date of the current contract, so long as it has been determined that the contract has been impaired. CAUTION – these rates are for employer subvention of up to one-half the member contribution under Gov. Code §31581.1, NOT employer pick-up of employee contribution rates. When an employer subvents, the contribution subvented is not placed in the member’s account and is therefore not available to the member as a refund. For this reason, the employer pays the contribution at a discount (i.e. “Non-Refundability Factor”). Employer pick-ups of employee contributions are those made under Gov. Code §31581.2 and Internal Revenue Code §414 (h)(2) for the sole purpose of deferring income tax. These contributions are added to the member’s account, are available to the member as a refund and are considered by CCCERA as part of the member’s compensation for retirement purposes. EMPLOYEE PAYMENT OF EMPLOYER COST There are several reasons why the attached contribution rates may need to be adjusted to increase the employee portion including the following: Gov. Code §31631 allows for members to pay all or part of the employer contributions. Gov. Code §31639.95 allows for Safety members to pay a portion of the employer cost for the “3% at 50” enhanced benefit. Gov. Code §7522.30(c) requires that an employee’s contribution rate be at least equal to that of similarly situated employees. CONTRA COSTA COUNTY EMPLOYEES’ RETIREMENT ASSOCIATION Page 30 Gov. Code §7522.30(e) allows the employee contributions to be more than one-half of the normal cost rate if the increase has been agreed to through the collective bargaining process. If you need to increase the employee contribution rate for any reason, you will need to adjust both employee and employer rates as follows: Employee rate: Increase the employee’s rate by the desired percent of payroll. Employer rate: Decrease the employer’s rate by a percent of the cost-sharing percent of payroll using the applicable non-refundability factor. EXAMPLE FOR COST GROUP #11 LEGACY MEMBERS: If the required increase in the employee rate is 8.00%, Employee rates should be increased by 8.00%. Employer rate should be decreased by 7.82% (8.00% × 0.9774) PREPAYMENT DISCOUNT FACTOR FOR 2025-2026 Employer Contribution Prepayment Program & Discount Factor for 2025-2026 is 0.9707 If you are currently participating in the prepayment program and wish to continue, you do not need to do anything other than prepay the July 1, 2025 through June 30, 2026 contributions on or before July 31, 2025. If you wish to start participating, please contact the Accounting Department at CCCERA by March 31, 2025. The discount factor is calculated assuming the prepayment will be received on July 31 in accordance with Gov. Code §31582(b) in lieu of 12 equal payments due at the end of each month in accordance with Gov. Code §31582(a). The discount factor for the fiscal year July 1, 2025 through June 30, 2026 will be 0.9707 based on the interest assumption of 6.75% per annum. It is calculated by discounting each of the 12 equal payments back to the date that the prepayment is made and is the sum of the discount factors shown in the table below divided by 12. Each of the discount factors below is based on how many months early the payment is made. Payment Number Number of Months Payment is Made Early Discount Factor 1 0 1.0000 2 1 0.9946 3 2 0.9892 4 3 0.9838 5 4 0.9785 6 5 0.9732 7 6 0.9679 8 7 0.9626 9 8 0.9574 10 9 0.9522 11 10 0.9470 12 11 0.9419 Sum of Discount Factors Divided by 12: 0.9707 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3132 Name: Status:Type:Consent Item Passed File created:In control:9/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the fiscal year 2023/24 4th Quarter (April-June 2024) report on American Rescue Plan Act and Infrastructure, Investment and Jobs Act funding to Contra Costa County and take related actions, as recommended by the County Administrator. (No fiscal impact) Attachments:1. Attachment A - American Rescue Plan Funding Summary, 2. Attachment B - American Rescue Plan Act, FY 2023/24 4th Quarter Report (April-June 2024), 3. Attachment C - Infrastructure Investment and Jobs Act, FY 2023/24 4th Quarter Report (April-June 2024) Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:FY 2023/24 4th QUARTER UPDATE - AMERICAN RESCUE PLAN ACT (ARPA) & INFRASTRUCTURE INVESTMENT AND JOBS ACT (IIJA) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.ACCEPT the fiscal year 2023/24 4th Quarter report on American Rescue Plan Act (ARPA) and Infrastructure, Investment and Jobs Act (IIJA) funding to Contra Costa County. FISCAL IMPACT: No fiscal impact, this item is informational only. American Rescue Plan Act: As of June 30, 2024, the County has identified $343.9 million of known ARPA revenue allocations across 23 unique grant programs. Of that amount, the County has received $336.5 million or 97.8%, and has spent $322.2 million, or 93.7%. A full accounting of the above figures, by unique grant program, is included in the "American Rescue Plan - Quarterly Report Worksheet," included as Attachment B to this staff report. Infrastructure Investment and Jobs Act: As of June 30, 2024, the County has applied for $265.7 million in federal IIJA funded grants, including a required County match of $33.5 million, across 50 unique grant programs. Of that amount, the County has been awarded $88.2 million of federally funded grants, including a required County match of $12.9 million, among 20 unique grant programs. A full accounting of the above figures, by unique grant program, is included in the "Infrastructure Investment and Jobs Act - Quarterly Report Worksheet," included as Attachment C to this staff report. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 5 powered by Legistar™ File #:24-3132,Version:1 BACKGROUND: The American Rescue Plan Act (ARPA) was signed into law on March 11, 2021 by President Biden. The ARPA is a broad and far-reaching funding package totaling $1.9 trillion, which provided direct stimulus to taxpayers, advances on child tax credit payments, direct allocations to State and Local governments as well as a myriad of competitive grant programs administered by federal agencies. A summary of the ARPA, including national funding figures, is included as Attachment A for reference. County History of American Rescue Plan Act Actions During the fiscal year 2021/22 budget development process, the County Administrator's Office requested information from departments about known impacts from the ARPA for context in assembling the fiscal year 2021/22 Recommended Budget. Because the passage of the ARPA occurred late in the County’s budget process, there was very little information to share in subsequent budget presentations, with the exception of the Coronavirus State and Local Fiscal Recovery Fund (CSLFRF), which was widely being tracked throughout the legislative process by state and local government professional organizations such as the National Association of Counties (NACo). At that time, the County was estimated to receive slightly more than $220 million over a two -year period. On June 28, 2021, the County Administrator sent correspondence to department heads establishing guidance for reporting impacts of the ARPA on their respective departments. This included an initial assessment of ARPA impacts by program area, a request for information about unreimbursed COVID-19 costs incurred, a survey of one-time needs and templates of required quarterly reporting documents. The results were reported on during a public ARPA workshop hosted by the Board of Supervisors on August 3, 2021 (D.4 < http://64.166.146.245/agenda_publish.cfm? id=&mt=ALL&get_month=8&get_year=2021&dsp=agm&seq=45964&rev=0&ag=1790&ln=93090&nseq=46 388&nrev=0&pseq=46497&prev=0>). In summary, departments reported the following information at that time: ·Known ARPA Revenue: $317,327,304, of which $127,606,232 has been received by the County ·Unreimbursed COVID-19 Costs: $16,882,139, including $7,368,000 of unrealized gas tax revenue due to Shelter in Place orders ·One-Time Needs: $71,655,531, including $4,120,000 that could be leveraged from non-ARPA funding sources It is important to note that the One-Time Needs figure above reflected projects that could be obligated prior to December 31, 2024, consistent with CSLFRF guidelines discussed further below. At the conclusion of the August 2021 public workshop, the Board directed the full $112 million allocation of Year 1 CSLFRF funding to the Health Services Department to defray the cost impacts of COVID-19 response activities. Subsequently, on January 25, 2022, the Board acknowledged that the fiscal year 2022/23 Recommended Budget would include $53 million of Year 2 CSLFRF funding in the Health Services Department budget. On April 12, 2022, the Board approved the fiscal year 2022/23 Recommended Budget as presented, including the additional $53 million of Year 2 CSLFRF funding. At the conclusion of fiscal year 2021/22, the Health Services Department had not spent the entire $112 million allocation. $30 million of that amount was re-budgeted in fiscal year 2022/23, making the total amount budgeted $83 million ($53 million of Year 2 funds + $30 million of unspent Year 1 funds). CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 5 powered by Legistar™ File #:24-3132,Version:1 Review of Primary ARPA Revenue Drivers Of the 23 ARPA programs identified on Attachment B, there are two grant programs that provide the majority of funding to the County; specifically, the CSLFRF and a second allocation of Emergency Rental Assistance Program (ERAP) funds. Below are additional details about both revenue streams. Coronavirus State and Local Fiscal Recovery Fund - $224,058,903 Contra Costa County was allocated $224,058,903 of CSLFRF funds directly from the U.S. Treasury. The funding was allocated in two 50% tranches, the first of which was received by the County on May 18, 2021 in the amount of $112,029,451. The second tranche was distributed to the County in an equal amount on June 8, 2022. The ARPA outlines four specific eligible uses for CSLFRF funding: • COVID-19 response activities or its negative economic impacts; • Premium pay to eligible workers performing essential work during COVID-19; • Government services to the extent of the reduction in revenue due to COVID-19; and • Infrastructure investments specifically for water, sewer and broadband. Each category above has several nuances associated with it, which staff has presented on several occasions beginning in August 2021 and at subsequent Board meetings. The ARPA requires CSLFRF recipients with populations of over 250,000 residents to submit an annual Recovery Plan Performance Report, including descriptions of projects and information on performance indicators and objectives of each award. CSLFRF expenditures must be incurred by December 31, 2024 and ultimately spent by December 31, 2026. Emergency Rental Assistance Program 2 - $71,605,012 ($38,941,950 Federal + $32,663,062 State) Contra Costa County was allocated an additional $71,605,012 in ERAP 2 funds directly from the U.S. Treasury and via the State of California through the State’s ARPA funding allocation. This funding complements ERAP 1 funding previously received both from the U.S. Treasury and from the State in the amount of $75,822,311, making a total of $147,427,324 rental and utility assistance funding available to Contra Costa residents, landlords and utility providers. The State of California requested letters of intent from counties and cities slated to receive State allocations of ERAP 2 funds, subject to final approval by governing boards, to secure funding allocations. The County Administrator's Office filed the letter of intent with the State on July 27, 2021 and subsequently received Board approval to continue participating in the State’s Housing is Key program, providing coordinated rental and utility assistance throughout the state, including to Contra Costans. ERAP 2 funds were to be used largely in a similar fashion to ERAP 1, but also allowed for relocation cost and security deposit assistance to eligible residents. ERAP 1 funds were to be expended by September 30, 2022 and ERAP 2 funds must be expended by September 30, 2025. The State program has concluded and all funds were distributed prior to the deadlines outlined above. For reference, as of September 19, 2024, the total amount of ERAP assistance provided in Contra Costa County, among all funding programs, was $235.4 million, serving 17,267 households - $88 million above the County's initial allocation amounts, which was funded by State General Fund. Fiscal Year 2023/24 4th Quarter (April-June 2024) ARPA Status Report As of June 30, 2024, the County has identified $343.9 million of known ARPA revenue allocations across 23 unique grant programs. Of that amount, the County has received $336.5 million, or 97.8%, and has spent CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 5 powered by Legistar™ File #:24-3132,Version:1 $322.2 million, or 93.7%. A full accounting of the above figures, by unique grant program, is included in the "American Rescue Plan - Quarterly Report Worksheet," included as Attachment B to this staff report. Specific reporting on the CSLFRF program is presented below: Closeout of ARPA CSLFRF Program On April 23, 2024, the Board of Supervisors, as part of the fiscal year 2024/25 Budget Hearings directed the County Administrator to obligate and drawdown the remaining unallocated portion of CSLFRF funds in the amount of $37,544,395. The drawdown is to offset the actual costs of the County subsidy to the Hospital Enterprise funds in fiscal year 2023/24. This action effectively concluded the County’s CSLFRF program as of the end of fiscal year 2023/24 (June 30, 2024). In addition, the Board directed the County Administrator to create a new General Fund Reserve designation in the amount of $37,544,395 for possible allocation in the future once more is known about the County’s outstanding COVID-19 related FEMA claims. Closeout of ARPA Local Assistance and Tribal Consistency Fund The same approach was authorized for the ARPA Local Assistance and Tribal Consistency Fund (LATCF) allocation in the amount of $100,000. The LATCF is a relatively small grant program included within the ARPA legislation and has been reported on Attachment B in the Board’s quarterly reporting process. Given that the liability related to COVID-19 FEMA exposure continues to exceed the $37.5 million revenue designation discussed above, the Board authorized the LATCF program be claimed in full by the end of fiscal year 2023/24, similarly to offset the cost of the County’s subsidy to the Hospital Enterprise Fund, and be included in the reserve designation for potential allocation in future years once more is known about the County’s outstanding COVID-19 related FEMA claims. Infrastructure Investment and Jobs Act (IIJA) According to the Government Finance Officer's Association (GFOA), the Infrastructure Investment and Jobs Act (IIJA), also referred to as the Bipartisan Infrastructure Law (BIL), was signed into law by President Biden on November 15, 2021. The law authorizes $1.2 trillion for transportation and infrastructure spending with $550 billion of that figure going toward “new” investments and programs. Funding from the IIJA is expansive in its reach, addressing energy and power infrastructure, access to broadband internet, water infrastructure, and more. Some of the new programs funded by the bill could provide the resources needed to address a variety of infrastructure needs at the local level. Specific highlights of the IIJA funding program include: Public Transportation: The IIJA invests $91.2 billion to repair and modernize transit. The legislation supports expanded public transportation choices nationwide, replacing thousands of deficient transit vehicles, including buses, with clean, zero emission vehicles, and improving accessibility for the elderly and people with disabilities. Airports and Federal Aviation Administration Facilities: The IIJA invests $25 billion to address repair and maintenance needs, reduce congestion and emissions, and modernize our National Aerospace System. Ports and Waterways: The IIJA invests over $16.7 billion to improve infrastructure at coastal ports, inland ports and waterways, and land ports of entry along our border. Electric Vehicles, Buses, and Ferries: The IIJA includes a $7.5 billion investment in electric vehicle charging to CONTRA COSTA COUNTY Printed on 10/11/2024Page 4 of 5 powered by Legistar™ File #:24-3132,Version:1 help build out a national network of 500,000 electric vehicle chargers. In addition, there are investments from the IIJA for specific vehicles to transition to electric school buses, transit buses, and even passenger ferries to reduce emissions for their riders, including children and low-income families that bear the greatest burdens of pollution while trying to meet their mobility needs. Broadband Deployment and Access: The IIJA included a $65 billion investment to help close the digital divide and ensure access for all Americans to reliable, high speed, and affordable broadband. The additional funding builds off of investments in previous laws, including the American Rescue Plan (ARPA) and the Consolidated Appropriations Act of 2021. As a result of the additional funding, the National Telecommunications and Information Administration (NTIA) plans to implement several new programs with these aggregate investments. Water Infrastructure: The IIJA invests more than $50 billion through the Environmental Protection Agency's (EPA) drinking water, wastewater, and storm water infrastructure programs. Resiliency: The IIJA makes our communities safer and our infrastructure more resilient to the impacts of climate change and cyber-attacks, with an investment of more than $50 billion to protect against draughts, heat, floods and wildfires, in addition to major investments in weatherization. The legislation is the largest investment in the resilience of physical and natural systems in American history. Fiscal Year 2023/24 4th Quarter (April-June 2024) IIJA Status Report Contra Costa County has been aggressively pursuing IIJA dollars for local infrastructure projects. As of June 30, 2024, the County has applied for $265.7 in IIJA related grants, including $232.2 million in federal funding (administered by the State in most cases) and $33.5 million in required County match across 50 unique grant programs. Of that amount, the County has been awarded $88.2 million, including $75.3 million in federal funding and $12.9 million in required County match across 20 unique grant programs. Of those 20 grant awards, the County has expended $13.4 million, including $11.9 million in federal funds and $1.5 million in required County match across six (6) unique grant programs. A full accounting of the above figures, by unique grant program, is included in the "Infrastructure Investment and Jobs Act - Quarterly Report Worksheet," included as Attachment C to this staff report. CONSEQUENCE OF NEGATIVE ACTION: The fiscal year 2023/24 4th Quarter report on the American Rescue Plan Act (ARPA) and the Infrastructure Investment and Jobs Act (IIJA) will not be formally accepted by the Board of Supervisors. CONTRA COSTA COUNTY Printed on 10/11/2024Page 5 of 5 powered by Legistar™ ATTACHMENT AProgram Area Program TitleFederal Budget AugmentationSummary DescriptionFiscal Recovery Funds State & Local Fiscal Recovery Funds$130.2BContra Costa will receive $224M Fiscal Recovery Funds $2BThis only applies if a jurisdiction gets Payment in Lieu of taxes (PILT): Provides an additional $1.5 billion, split evenly over FY 2022 and 2023, for eligible revenue share counties (i.e., public land counties)Assistance to Individuals and FamiliesSupplemental Nutrition Assistance Program (SNAP) Administration$1.1B Pass through from the state for local SNAP administration and supplemental costs of running the programAssistance to Individuals and FamiliesSNAP 15% Benefit Extension $3.5B Extends the benefit increase through 9/30/2021Assistance to Individuals and FamiliesWomen, Infant, Child (WIC) Program $0.9BEmergency funds which will enhance benefits for four months plus $390 million of which will support outreach innovation and program modernization funding.Assistance to Individuals and FamiliesPandemic Electronic Benefits Transfer (EBT)  $5.6BProvides +15% monthly SNAP benefits to low‐income children (including under 6 years old) who have lost access to free/reduced price meals at school or child care due to the pandemic; May not apply in CAAssistance to Individuals and FamiliesCommodity Supplemental Food Program $37M Funds supplementing low‐income, 60+ individuals with healthy food commoditiesAssistance to Individuals and FamiliesFamily Violence Prevention and Services $0.5B Formula grants may be available to counties for Domestic Violence hotlines and survivor support programsAssistance to Individuals and FamiliesCommunity‐based Child Abuse Prevention $0.3BThrough 9/30/2023; Going to state lead entities but may be available to counties through competitive sub‐awardsAssistance to Individuals and FamiliesPandemic Emergency Assistance $1.0B Targeted cash assistance supplementAssistance to Individuals and FamiliesOlder Americans Act (OAA) Programs $1.4BAdditional funds for nutrition, community support and ombudsperson services provided directly to local Area Agencies on Aging (Triple A)AMERICAN RESCUE PLAN ‐ FUNDING SUMMARY1/47/28/202112:03 PM ATTACHMENT AProgram Area Program TitleFederal Budget AugmentationSummary DescriptionAMERICAN RESCUE PLAN ‐ FUNDING SUMMARYAssistance to Individuals and FamiliesElder Justice Act Programs $276M Funding through Federal FY 2022 to prevent elder fraud and abuseAssistance to Individuals and FamiliesEarly Childhood Home Visiting $150M States receive these funds and may subaward to county entities providing servicesAssistance to Individuals and FamiliesFamily Planning $50MFederal grant program providing low‐income and adolescent patients with essential family planning and preventative health services. County health departments are eligible applicants of these grants.Assistance to Individuals and FamiliesTenant‐Based Rental Assistance $5B Provides housing choice vouchers, with funds available through September 30, 2030.Assistance to Individuals and FamiliesHomelessness Assistance $5BProvides rental assistance, provides supportive services and development of affordable housing through acquisition or creation of non‐congregate shelter units. Funding will be allocated using the HOME Investment Partnerships Program.Assistance to Individuals and FamiliesEmergency Rental Assistance $21.6BProvides an additional round of funding for the Emergency Rental Assistance Program. Funding is distributed to counties with 200,000 residents or more, to help keep residents stably housed during the COVID‐19 pandemic.Education and ChildcareChild Care and Development Block Grants (CCDBG)$15B Administered by state in CA, but may be available as a subaward to countiesEducation and Childcare Child Care Entitlements to States $633MPermanent increase in funding to states and State match waiver through end of FFY 2022. These changes should make more money available to countiesEducation and ChildcareLow Income Household Drinking Water and Wastewater Assistance Program (LIHWAP)$4.5BCounty administered program has a flexible structure and can support household heating and cooling expenses, weatherization assistance, crisis assistance, and services such as counseling. Education and ChildcareLow Income Home Energy Assistance Program (LIHEAP)$0.5BFederal government is directing states to model LIHWAP after LIHEAP, it is possible that county governments functioning as a local LIHEAP agency will be responsible for administering this new program as well and may receive funds.Education and Childcare Head Start $1.0BEmergency funding to be distributed across existing Head Start agencies according to their share of total enrolled children.HealthCertified Community Behavioral Health Clinic Expansion Grant Program$420MGrants aimed to increase access to, and improve the quality of community mental and substance use disorder treatment through the expansion of CCBHCs2/47/28/202112:03 PM ATTACHMENT AProgram Area Program TitleFederal Budget AugmentationSummary DescriptionAMERICAN RESCUE PLAN ‐ FUNDING SUMMARYHealth Youth Suicide Prevention Programs $20MCounties that are public organizations designated by a state to develop or direct the youth suicide early intervention and prevention strategy are eligible to receive funds.HealthCommunity Mental Health Services Block Grant$1.5BCounties may use block grant dollars to provide a range of services for adults and children with serious mental illnesses.HealthSubstance Abuse Prevention and Treatment Block Grant$1.5BFunding for county behavioral health authorities to serve vulnerable, low‐income populations, such as those with HIV/AIDS, pregnant and parenting women, youth and others by ensuring access to substance abuse services.HealthCommunity‐based Funding for Local Substance Use Disorder Services$30MProvides grants to local governments for community‐based overdose prevention programs, syringe services programs and other harm reduction services in light of increased pandemic related drug‐misuseHealthCommunity‐based Funding for Local Behavioral Health Needs$50MProvides grants to local governments to address increased community behavioral health needs worsened by the COVID‐19 pandemic.Health Project Aware $30MProvides grants, contracts and cooperative agreements to entities to advance wellness and resiliency in education.Health Community Health Centers$7.6BProvides grants to Federally Qualified Health Centers (FQHCs) to respond to the COVID‐19 pandemicHealth Public Health Workforce $7.66BProvides funding to establish, expand and sustain a public health workforce including grants to local public health departmentsHealth National Health Services Corps $800MProvides funding for the scholarship as well as federal and state loan repayment programs for the healthcare workforceHealth Nurse Corp$200MProvides funding for the federal loan repayment programs for nursesHealthMental and Behavioral Health Professionals Training$80MProvides funding for grants or contracts to local governments and other entities, to run training programs in strategies for reducing and addressing suicide, burnout, mental health conditions and substance use disorders among health care professionals.HealthGrants for Health Care Providers to Promote Mental and Behavioral Health$80MProvides funding to award grants or contracts to entities providing health care, including federal qualified health centers, to establish or expand programs to promote mental health among their providers and othersHealth Pediatric Mental Health Care Access $40MProvides funding to award grants to counties to promote behavioral health integration in pediatric primary care through the development and support pediatric mental health care telehealth access programsHealth Grants for Testing $47.8BProvides funding for COVID‐19 testing, contact tracing and mitigation activities. Note that this funding will be distributed to local jurisdictions through existing cooperative agreements3/47/28/202112:03 PM ATTACHMENT AProgram Area Program TitleFederal Budget AugmentationSummary DescriptionAMERICAN RESCUE PLAN ‐ FUNDING SUMMARYHealth Grants for Vaccines $7.5BProvides funding for COVID‐19 vaccine activities. Note that this funding will be distributed to local jurisdictions through existing cooperative agreementsOther FEMA Disaster Relief Funds$50BProvides additional funds to meet the immediate needs of local governmentsOther Emergency Food and Shelter Program $400MLocal governmental entities that provided food, shelter and supportive services to people with economic emergencies services in their communities are eligible to apply for this supplemental fundingOtherEmergency Food and Shelter Program ‐ Humanitarian Relief$110MLocal governmental entities that provided food, shelter and supportive services to people with economic emergencies services in their communities are eligible to apply for this supplemental funding through the National Board for the Emergency Food and Shelter ProgramOther Assistance to Firefighter Grants (AFG)$100MFire agencies can apply for supplemental funds to purchase PPE for first respondersOtherStaffing for Adequate Fire and Emergency Response (SAFER) Grants$200MFunding for local fire and emergency response teams to help them increase or maintain the number of trained, "front line" firefighters available in their communitiesOther Emergency Management Performance Grants $100MGrant funding for local emergency management agencies for implementation of the National Preparedness System and works toward the National Preparedness Goal of a secure and resilient nation.OtherEconomic Development Assistance (EDA) Programs$3.0BLocal government is eligible to apply for the EDA program and can use the funding for economic recovery projects. 25% of the funds are reserved for communities that have suffered economic injury due to job losses in the travel, tourism or outdoor recreation sectors.Other Categorical Grants ‐ Air Pollution $50MLocal government can apply for grants and activities related to air quality monitoring and the prevention and control of air pollutionOtherEmergency Connectivity Fund for Libraries (and schools)$7.2BThis competitive grant funding provides a 100% reimbursement to schools and libraries for internet access and connected devices for students and teachers for remote learning and library services. 4/47/28/202112:03 PM DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Est. Federal Grant Allocation to County Federal Grant Allocation Received Federal Grant Allocation Expended CAO 21.027 U.S. Treasury N/A Coronavirus State and Local Fiscal Relief Fund (CSLFRF) $350 billion to state, local, territorial, and Tribal governments to bolster their response to the COVID-19 emergency and its economic impacts. Eligible expenses include • Support public health expenditures, by funding COVID-19 mitigation efforts, medical expenses, behavioral healthcare, and certain public health and safety staff; • Address negative economic impacts caused by the public health emergency, including economic harms to workers, households, small businesses, impacted industries, and the public sector; • Replace lost public sector revenue, using this funding to provide government services to the extent of the reduction in revenue experienced due to the pandemic; • Provide premium pay for essential workers, offering additional support to those who have borne and will bear the greatest health risks because of their service in critical infrastructure sectors; and, • Invest in water, sewer, and broadband infrastructure, making necessary investments to improve access to clean drinking water, support vital wastewater and stormwater infrastructure, and to expand access to broadband internet. $ 224,058,903 $ 224,058,903 $ 224,058,903 CAO 21.023 U.S. Treasury N/A Emergency Rental Assistance Program (ERAP) 2 - Federal Direct Allocation ERA2 payments are made directly to states, U.S. territories and local governments with more than 200,000 residents. ERA2 sets aside $2.5 billion for eligible grantees with a high need for ERA2 assistance, based on the number of very low-income renter households paying more than 50 percent of income on rent or living in substandard or overcrowded conditions, rental market costs, and change in employment since February 2020. At least 90 percent of awarded funds must be used for direct financial assistance, including rent, rental arrears, utilities and home energy costs, utilities and home energy costs arrears, and other expenses related to housing. Remaining funds are available for housing stability services, including case management and other services intended to keep households stably housed. ERA2 funds generally expire on September 30, 2025. $ 38,941,950 $ 38,941,950 $ 38,941,950 CAO 21.023 U.S. Treasury California Housing and Community Development Department Emergency Rental Assistance Program (ERAP) 2 - State Subrecipient Allocation ERA2 payments are made directly to states, U.S. territories and local governments with more than 200,000 residents. ERA2 sets aside $2.5 billion for eligible grantees with a high need for ERA2 assistance, based on the number of very low-income renter households paying more than 50 percent of income on rent or living in substandard or overcrowded conditions, rental market costs, and change in employment since February 2020. At least 90 percent of awarded funds must be used for direct financial assistance, including rent, rental arrears, utilities and home energy costs, utilities and home energy costs arrears, and other expenses related to housing. Remaining funds are available for housing stability services, including case management and other services intended to keep households stably housed. ERA2 funds generally expire on September 30, 2026 $ 32,663,062 $ 32,663,062 $ 32,663,062 FINANCIAL INFORMATION PROGRAM INFORMATION AMERICAN RESCUE PLAN ATTACHMENT BQUARTERLY REPORT FY 2023/24 - Q4 (period ending June 30, 2024) 1/4 9/19/20248:29 AM DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Est. Federal Grant Allocation to County Federal Grant Allocation Received Federal Grant Allocation Expended FINANCIAL INFORMATION PROGRAM INFORMATION AMERICAN RESCUE PLAN ATTACHMENT BQUARTERLY REPORT FY 2023/24 - Q4 (period ending June 30, 2024) CAO 21.032 U.S. Treasury N/A Local Assistance and Tribal Consistency Fund The Local Assistance and Tribal Consistency Fund provides flexible support for eligible revenue sharing counties and eligible Tribal governments to meet their jurisdiction’s needs. Specifically, the statute directs that recipients may use funds for any governmental purpose other than a lobbying activity. As a general matter, recipients may treat these funds in a similar manner to how they treat funds generated from their own revenue. Programs, services, and capital expenditures that are traditionally undertaken by a government are considered to fulfill a “governmental purpose.” For Tribal governments, investing in activities undertaken by Tribal enterprises, such as operating or capital expenditures for businesses that are owned or controlled by a Tribal government, are considered a governmental purpose. $ 100,000 $ 100,000 $ 100,000 ConFire 97.083 Federal Emergency Management Agency (FEMA)N/A FY 2021 SAFER (Staffing for Adequate Fire and Emergency Response) Grant Funding for local fire and emergency response teams to help them increase or maintain the number of trained, "front line" firefighters available in their communities. $ 7,548,363 $ 2,822,247 $ 3,770,321 EHSD 93.600 Administration for Children & Families-Office of Head Start N/A Head Start American Rescue Plan (ARP): Fiscal Year 2021 funding increase for Head Start grantees to support program work toward full re-opening of in-person comprehensive services as local health guidance allows. Federal allocation is $1 billion. $ 2,881,131 $ 2,881,131 $ 1,685,141 EHSD 93.568 Administration for Children & Families-Office of Community Services California Department of Community Services & Development Low Income Home Energy Assistance Program (LIHEAP) Provides $4.5 billion in emergency LIHEAP funds to remain available until September 30, 2022. $ 4,692,311 $ 4,692,311 $ 4,692,311 EHSD 95.053 Health and Human Services - Administration for Community Living (ACL) California Department of Aging Emergency Older Americans Act (OAA) Program Funding Provides $1.43 billion in emergency OAA funding, including $750 million for senior nutrition programs, $460 million for home-and-community-based support services, $45 million for disease prevention, $10 million for the long-term care ombudsman program and $145 million in assistance for grandparents caring for grandchildren. $ 3,810,565 $ 3,810,565 $ 1,989,661 EHSD 93.747 Health and Human Services - Administration for Community Living (ACL) California Department of Social Services Elder Justice Act Programs Provides at least $188 million for the Elder Justice Act in both FY 2021 and FY 2022, and $88 million for grants to public transit systems to improve transportation access for older adults and people with disabilities. $ 15,381 $ 15,381 $ 7,500 EHSD 93.591 Health and Human Services - Administration for Children & Families-Family and Youth Services Bureau CalOES Family Violence Prevention and Services Act (FVPSA) Program Supplemental Grants $450 million Federal funds allocated. Will provide 296 supplement grant awards to states, territories, tribes and local domestic violence organizations to respond to domestic violence. While counties are ineligible to receive direct allocations through the FVPSA program, they may receive funding through their state. TBD $ - $ - EHSD 93.590 Health and Human Services - Administration for Children & Families-Children's Bureau California Department of Social Services Community Based Child Abuse Prevention (CBCAP) and Child Abuse Prevention Treatment Act (CAPTA) Supplemental Funding $25 Million Federal Funds allocated. Counties and tribes with Title IV-E agreement with state opt-in to the ARPA-CBCAP suplemental funding, a one-time allocation that can be spent through September 30, 2025 without a requirement for non-federal matching fund for child abuse prevention direct services and planing activites. $ 522,976 $ 522,976 $ - EHSD 93.575 Administration for Children & Families -Office of Childcare California Department of Social Services Child Care Development Block Grant (CCDBG) ARPA provides a total of nearly $39 billion in emergency funds for the Child Care Community Block Grant (CCDBG), of which nearly $15 billion is for child care subsidies through FY 2024. The remaining $24 billion will be available to states to make stabilization subgrants directly to child care providers to assist in maintaining operations. TBD $ - $ - EHSD 93.596 Administration for Children & Families -Office of Childcare California Department of Social Services Child Care Slots / Child Care Stabilization Funds Increases child care access by 206,500 slots in Alternative Payment, General Child Care, Migrant Child Care, bridge program for foster children, and prioritizes ongoing vouchers for essential workers currently receiving short-term child care. Potential increase in the standard reimbursement rate and regional market rate ceilings. Two one time stipends will be issued out to providers: the first will be $600 per child using March 2021 enrollment and the second will be based on facility type and licensing capacity. Stipends are to be used to support with COVID-19 pandemic relief, and, in the case of decreased enrollment or closures, to support child care providers and state preschool programs in remaining open or reopening. Budget to also include a hold harmless clause for all State Programs. Federal allocation is $24 billion. TBD $ - $ - EHSD 93.568 Administration for Children & Families-Office of Community Services California Department of Community Services & Development Low-Income Household Drinking Water and Wastewater Emergency Assistance Program (LIHWAP) Created under the FY 2021 Omnibus to assist with payments for drinking water and wastewater expenses. Federal allocation is $500 million. $ 1,989,789 $ 1,989,789 $ 1,989,789 EHSD 93.558 Administration for Children & Families-Office of Family Assistance California Department of Social Services Temporary Assistance for Needy Families (TANF) Pandemic Emergency Assistance Fund Provides $1 billion in short-term targeted aid (cash assistance or otherwise) to families in crisis. States will receive funds based on their population's share of children and portion of prior TANF expenditures dedicated to cash assistance. $ 3,721,600 $ 3,721,600 $ 3,721,600 2/4 9/19/20248:29 AM DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Est. Federal Grant Allocation to County Federal Grant Allocation Received Federal Grant Allocation Expended FINANCIAL INFORMATION PROGRAM INFORMATION AMERICAN RESCUE PLAN ATTACHMENT BQUARTERLY REPORT FY 2023/24 - Q4 (period ending June 30, 2024) EHSD 93.747 Health and Human Services - Administration for Community Living (ACL) California Department of Social Services Elder Abuse Prevention Interventions Program Funds are available for county expenditure between August 1, 2021 and September 30, 2023. While maximum flexibility is afforded to the counties in determining how they will spend the funds, counties are advised to exercise judgement consistent with the Elder Justice Act Section 2042(b); Section 9301 of the ARPA of 2021; and guidance provided by the federal Administration for Community Living. Based on ACL No. 22-07, examples of how to spend the allocation noted in the Federal Register Notice include:•Establishing or enhancing the availability for elder shelters and other emergency,short-term housing and accompanying “wrap-around” services; •Establishing, expanding, or enhancing state-wide and local-level elder justicenetworks; •Working with tribal APS efforts; •Improving or enhancing existing APS processes; •Improving and supporting remote work; •Improving data collection and reporting at the case worker, local, and state levelsin a manner that is consistent with the National Adult Maltreatment ReportingSystem; •Establishing new, or improving existing processes for responding to allegedscams and frauds; •Community outreach; •Providing goods and services to APS clients; •Acquiring personal protection equipment and supplies; •Paying for extended hours/over-time for staff, hiring temporary staff, andassociated personnel costs; •Training; •Assisting APS clients to secure the least restrictive option for emergency oralternative housing, and with obtaining, providing, or coordinating with caretransitions as appropriate. $ 406,037 $ 406,037 $ - HSD 93.224 Health Resources and Services Administration (HRSA), U.S. Department of Health and Human Services (HHS) N/A American Rescue Plan Act Funding for Health Centers Appropriates funds to the Department of Health and Human Services (HHS) to be distributed to community health centers for: • Vaccine planning, preparation, distribution, and tracking • COVID-19 testing, monitoring, and contract tracing, including mobile testing and vaccinations • Health care workforce expansion • Health care services and infrastructure modification • Community outreach related to COVID-19 $ 3,355,250 $ 3,355,250 $ 3,355,250 HSD 93.958 Substance Abuse and Mental Health Services Administration (SAMHSA), U.S. Department of Health and Human Services (HHS) CA Department of Health Care Services (DHCS) Community Mental Health Services Block Grant (MHBG) Appropriates funds to HHS for Substance Abuse and Mental Health Services Administration (SAMHSA) block grants to states for community mental health services. Period covered is September 1, 2021 through June 30, 2025. $ 2,597,143 $ 1,029,334 $ 1,277,514 HSD 93.959 Substance Abuse and Mental Health Services Administration (SAMHSA), U.S. Department of Health and Human Services (HHS) CA Department of Health Care Services (DHCS) Substance Abuse Prevention and Treatment Block Grant (SABG) Appropriates funds to HHS for Substance Abuse and Mental Health Services Administration (SAMHSA) block grants to states for SUD programs. States will have some discretion in how funds are expended consistent with federal block grant requirements, and may choose to utilize some dollars consistent with existing block grant programs/services while allocating other dollars to new or one-time activities and priorities. All expenditures are subject to approval by SAMHSA. $ 2,508,139 $ 1,350,740 $ 1,720,110 HSD 93.354 Centers for Disease Control and Prevention (CDC), U.S. Department of Health and Human Services (HHS) CA Department of Public Health (CDPH)Public Health Workforce Appropriates funds to CDC to support 21st century outbreak response needs by: 1. Expanding and enhancing frontline public health staff 2. Conducting DIS workforce training and skills building 3. Building organizational capacity for outbreak response 4. Evaluating and improving recruitment, training, and outbreak response efforts Funds will be made available during the two-year budget period and period of performance (July 1, 2021 to June 30, 2023). $ 1,910,858 $ 1,940,854 $ 1,910,854 3/4 9/19/20248:29 AM DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Est. Federal Grant Allocation to County Federal Grant Allocation Received Federal Grant Allocation Expended FINANCIAL INFORMATION PROGRAM INFORMATION AMERICAN RESCUE PLAN ATTACHMENT BQUARTERLY REPORT FY 2023/24 - Q4 (period ending June 30, 2024) HSD 93.498 Health Resources and Services Administration (HRSA), U.S. Department of Health and Human Services (HHS) N/A Provider Relief Fund - American Rescue Plan (ARP) Rural Distribution Appropriates funds to the Department of Health and Human Services (HHS) to be distributed to providers and suppliers who have served rural Medicaid, Children's Health Insurance Program (CHIP), and Medicare beneficiaries from January 1, 2019 through September 30, 2020. ARP Rural is intended to help address the disproportionate impact that COVID-19 has had on rural communities and rural health care providers. $ 133,362 $ 133,362 $ 133,362 HSD 93.527 Health Resources and Services Administration (HRSA), U.S. Department of Health and Human Services (HHS) N/A HHS Bridge Access Program For COVID-19 Vaccines and Treatments Appropriates funds to the Department of Health and Human Services (HHS) to maintain broad access to COVID-19 vaccines for millions of uninsured Americans. The program has two major components: • First, provide support for the existing public sector vaccine safety net, which is implemented through local health departments (LHDs) and Health Resources and Services Administration (HRSA) supported health centers. • Second, create a novel, funded partnership with pharmacy chains that will enable them to continue offering free COVID-19 vaccinations and treatments to the uninsured through their network or retail locations as has been done during the COVID-19 Public Health Emergency (PHE). Period covered is September 01, 2023 through December 31, 2024. $ 14,526 $ 14,526 $ 14,526 DCD 14.239 U.S Department of Housing and Urban Development N/A HOME-ARP: HOME Investment Partnerships American Rescue Plan Program Assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, supportive services, and non- congregate shelter, to reduce homelessness and increase housing stability. HOME-ARP funds can be used for four eligible activities: production or preservation of affordable housing; tenant- based rental assistance; supportive services, homeless prevention services, and housing counseling; purchase and development of non-congregate shelter. $ 12,090,215 $ 12,090,215 $ 136,535 $ 343,961,561 $ 336,540,233 $ 322,168,389 as % 97.8%93.7% 4/4 9/19/20248:29 AM INFRASTRUCTURE, INVESTMENTS AND JOBS ACT (IIJA)DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Federal Share County Match Federal Share County Match Federal Share County Match PW Federal Highway Administration (FHWA)–Rebuilding American Infrastructure with Sustainability and Equity San Pablo Dam Road Rehabilitation: Roadway embankment stabilization and pavement rehabilitation along several segments of San Pablo Dam Road. Project awards announced on June 28, 2023. Application not awarded. $ 16,825,000 $ - $ - $ - $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Countywide Guardrail Upgrades – Phase 2: This project proposes to upgrade existing guardrails along arterials, collectors, and local roads at various locations countywide. This project is a continuation of systemically upgrading all guardrails in the unincorporated County. Areas under consideration for this project are: West County, Saranap, Alamo, and South Walnut Creek. These guardrails have been selected to assure cost effectiveness. $ 999,990 $ 493,710 $ 999,990 $ 493,710 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Appian Way at Fran Way Pedestrian Crosswalk Enhancements: This project proposes to upgrade the existing crosswalk at the intersection of Appian Way and Fran Way in unincorporated El Sobrante. $ 249,840 $ 260,960 $ 249,840 $ 260,960 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Walnut Boulevard Bike Safety Improvements: This project will improve bicyclist safety by widening the roadway shoulder for the southbound direction along approximately 850 feet of Walnut Boulevard between the intersections of Marsh Creek Road and Vasco Road in unincorporated Brentwood. $ 249,415 $ 900,585 $ 249,415 $ 900,585 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Byron Highway Safety Improvements: This project proposes to construct safety improvements along Byron Highway between Clifton Court Road and Bruns Road. Improvements such as street lighting, edgeline rumble strips and curve advance warning flashing beacons are being considered. $ 1,316,520 $ 146,280 $ 1,316,520 $ 146,280 $ 64,538 $ 7,171 PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Vasco Road Safety Improvements: This project proposes to install safety improvements along Vasco Road between Walnut Boulevard and Camino Diablo in unincorporated Brentwood. These improvements include constructing a 0.75-mile-long no-passing zone with median striping, centerline rumble strip, and delineators along the Vasco Road median. $ 715,050 $ 79,450 $ 1,109,070 $ 123,230 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Deer Valley Road Traffic Safety Improvements: This project proposes to install safety improvements along several of the horizontal roadway curves of Deer Valley Road where severe collisions have occurred. Improvements such as curve advance warning signs and widening shoulders will be used. $ 1,125,810 $ 125,090 $ 1,125,810 $ 125,090 $ 45,926 $ 5,103 PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program San Pablo Avenue Complete Street/Bay Point Trail Gap Closure: This project proposes to implement a road diet and construct a Class I shared-use path along the San Francisco Bay Trail. $ 10,517,000 $ 1,200,000 $ 10,517,000 $ 1,200,000 $ 44,350 $ - PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Pacifica Avenue Safe Routes to School: Reconfigure Pacifica Avenue to install a two-way cycle track, new and widened sidewalks, bulb-outs, and raised crosswalks from Intel Drive to Port Chicago Highway. $ 3,902,000 $ 440,000 $ 3,902,000 $ 440,000 $ 27,605 $ - PW Federal Highway Administration (FHWA) California Department of Transportation Bridge Investment Program/Highway Bridge Program Marsh Creek Road Bridge Replacement (Bridge No. 28C143 & 28C145) $ 14,268,379 $ 3,671,629 $ 14,268,379 $ 3,671,629 $ 9,733,353 $ 1,261,059 PW Federal Highway Administration (FHWA) California Department of Transportation Bridge Investment Program/Highway Bridge Program Byron Highway Bridge Replacement over California Aqueduct (Bridge No. 28C0121) $ 19,870,559 $ 1,791,030 $ 19,870,559 $ 1,791,030 $ 1,932,101 $ 250,324 PW Federal Highway Administration (FHWA) California Department of Transportation Bridge Investment Program/Highway Bridge Program Del Monte Drive Bridge Painting and Poly Overlay (Bridge No. 28C0207) $ 793,000 $ 374,000 $ 793,000 $ 374,000 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Bridge Investment Program/Highway Bridge Program Freeman Road and Briones Valley Road Bridge Maintenance $ 723,000 $ 217,000 $ 723,000 $ 217,000 $ - $ - PW Federal Highway Administration (FHWA) California Department of Transportation Bridge Investment Program/Highway Bridge Program Second Avenue Bridge Replacement (Bridge No. 28C0383) $ 7,108,000 $ 1,262,000 $ 7,108,000 $ 1,262,000 $ - $ - PW Federal Emergency Management Agency (FEMA) California Office of Emergency Services (CalOES) Building Resilient Infrastructure and Communities 2020 Grayson/Walnut Creek Levee Improvement at CCCSD Treatment Plant: (FC is co-applicant with CCCSD). Application is in review. $ 2,465,235 $ 405,674 Award pending Award pending TBD TBD PW US Army Corps of Engineers (USACE)-Section 1135 – Project Modifications for Improvement of the Environment Wildcat / San Pablo Creeks Ecosystem Restoration: Application is ongoing. Needs local match source. $ 15,363,000 $ 1,500,000 Award pending Award pending TBD TBD PW US Army Corps of Engineers (USACE)-Section 1135 – Project Modifications for Improvement of the Environment Pinole Creek Habitat Restoration: Application is ongoing. Needs local match source. $ 8,000,000 $ 750,000 Award pending Award pending TBD TBD PW US Army Corps of Engineers (USACE)-Section 1135 – Project Modifications for Improvement of the Environment Rodeo Creek Habitat Restoration: Application is ongoing. Needs local match source. $ 13,949,000 $ 450,000 Award pending Award pending TBD TBD PW US Army Corps of Engineers (USACE)-Section 1135 – Project Modifications for Improvement of the Environment Rheem Creek Habitat Restoration: Application is ongoing. Needs local match source. $ 6,990,000 $ 400,000 Award pending Award pending TBD TBD PW US Environmental Protection Agency (EPA)State Water Board State Water Quality Improvment Fund Clean Watersheds for All County-wide underserved communities GSI and water quality improvements. $ 1,000,000 $ - $ 1,000,000 $ - $ - $ - PW DOT Federal Highway Administration California Department of Transportation Charging and Fueling Infrastructure Program Contra Costa County EV4All Project - installation and deployment of 60 Level 2 chargers and 52 Direct Current Fast Chargers at 15 Contra Costa County Library sites. Five percent (5%) of the requested award will support outreach and education activities. Application is in review. Award notice expected November 2023. $ 14,999,200 $ - Award pending Award pending TBD TBD DEPARTMENT IMPACT WORKSHEET FY 2023/24 - Q4 (period ending June 30, 2024)ATTACHMENT C PROGRAM INFORMATION FINANCIAL INFORMATION Application Amount Grant Award Amount Amount Expended INFRASTRUCTURE, INVESTMENTS AND JOBS ACT (IIJA)DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Federal Share County Match Federal Share County Match Federal Share County Match DEPARTMENT IMPACT WORKSHEET FY 2023/24 - Q4 (period ending June 30, 2024)ATTACHMENT C PROGRAM INFORMATION FINANCIAL INFORMATION Application Amount Grant Award Amount Amount Expended PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Appian Way Pedestrian Crossing Enhancements: The project will construct pedestrian crossing safety enhancements and sidewalk improvements at five uncontrolled crosswalks to improve pedestrian safety and multi-modal access along Appian Way. Project not awarded. A portion of the project was awarded Highway Safety Improvement Program funding. $ 3,265,000 $ 51,000 $ - $ - N/A N/A PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Carquinez Middle School Trail Connection: The project will construct multi- modal, ADA-compliant path along Crockett Boulevard to access two schools and close a gap in a regional trail. Install pedestrian crossing improvements. Project not awarded. $ 4,459,000 $ 409,000 $ - $ - N/A N/A PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program 4th Street Crosswalk Enhancements: The project will construct bulb-outs, close a sidewalk gap, upgrade sub-standard sidewalks, install RRFBs and new high-visibility crosswalks at three intersections on Fourth Street Project not awarded. $ 1,576,000 $ - $ - $ - N/A N/A PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Market Avenue Complete Street: The project will construct widened and ADA-accessible sidewalks, ADA-compliant curb ramps, curb extensions, shared-lane bicycle markings, and narrow travel lanes along 0.3 miles of Market Avenue. Project not awarded. $ 3,437,000 $ 60,000 $ - $ - N/A N/A PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Camino Diablo Safety Improvements: This project proposes to install street lighting and rumble stripes along Camino Diablo Road between Vasco Road and McCabe Drive. Project not awarded. $ 890,460 $ 98,940 $ - $ - N/A N/A PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Camino Tassajara Street Lighting Improvements: This project proposes to install street lighting at various locations along Camino Tassajara between Finley Road and Windemere Parkway. Project not awarded. $ 1,221,840 $ 135,760 $ - $ - N/A N/A PW Federal Highway Administration (FHWA)– Safe Streets and Roads for All San Pablo Avenue Complete Street/Bay Point Trail Gap Closure: Project not awarded. This project was awarded Active Transportation Program funding. $ 9,484,184 $ 2,371,046 $ - $ - N/A N/A PW Federal Highway Administration (FHWA)–Rebuilding American Infrastructure with Sustainability and Equity San Pablo Avenue Complete Street/Bay Point Trail Gap Closure: Project not awarded. This project was awarded Active Transportation Program funding. $ 8,122,790 $ - $ - $ - N/A N/A PW Federal Highway Administration (FHWA)– Safe Streets and Roads for All Vision Zero Tier One Implementation Project: This project combination of five individual projects countyside, including: (1) San Pablo Dam Rd and Valley View Rd Intersection Improvements; (2) Danville Blvd Complete Streets; (3) Marsh Creek Rd Safety Improvements; (4) Camino Diablo and Vasco Rd Intersection Improvements; and (5) Byron Hwy Safety Improvements. All five components are identified as Tier One projects on the County's Vision Zero Action Plan. Project not awarded. $ 9,043,000 $ 2,261,000 $ - $ - N/A N/A PW Federal Highway Administration (FHWA)– Rural and Tribal Assistance Pilot Program Vasco Road Corridor Safety Improvements: This project proposes to study the Vasco Road corridor and propose countermeasures to safety concerns. The grant opportunity would fund a feasibility study and reimburse consultant time. $ 320,000 $ - $ 320,000 $ - $ - $ - PW US Environmental Protection Agency (EPA)–San Francisco Bay Water Quality Improvement Fund Wildcat Creek Fish Passage Implementation $ 1,800,000 $ 1,883,371 $ 1,800,000 $ 1,883,371 TBD TBD PW US Environmental Protection Agency (EPA)–Clean Watersheds for All Water Quality Improvement Fund $1 M grant Underserved communities throughout Contra Costa County $ 1,000,000 $ - $ 1,000,000 $ - TBD TBD PW US Environmental Protection Agency (EPA)–Regional Watching Our Waterways Trash Water Quality Improvement Fund $3.6 M Receiveing water monitoring in waterbodies in Contra Costa, Alameda, San Mateo, and Santa Clara County 50% local match. San Mateo CCAG is lead. Trash receiving water monitoring, anti-littering outreach, and enhancement of regional partnerships. $ 3,600,000 $ - $ 3,600,000 $ - TBD TBD PW US Environmental Protection Agency (EPA)–San Francisco Bay Water Quality Improvement Fund, FY 2023 Restoring Wildcat Creek: Community-Led Watershed Health Update and Priority Project Implementation In partnership with SFEP, UT, TWP, EBRPD, WCWD, TU, SPCWC, WRE, WRI, CUSP, CCCWA, and Greenbelt Alliance $ 6,102,000 $ - $ 2,401,000 $ - TBD TBD PW Federal Highway Administration (FHWA)–Rebuilding American Infrastructure with Sustainability and Equity Olympic Boulevard Corridor Trail Connector Project. This project is to complete further design of improvements proposed in the 2015 Olympic Corridor Trail Connector Study. The scope of the design work is Olympic Boulevard from Interstate 680 to Pleasant Hill Road and improvements include new and widened sidewalks plus Class II bikeways. Project was not awarded. $ 960,000 $ 240,000 $ - $ - N/A N/A PW Federal Highway Administration (FHWA)–Rebuilding American Infrastructure with Sustainability and Equity Boulevard Way Complete Streets Study. This project will evaluate the feasibility of implementing a road diet on Boulevard Way from Interstate 680 to Saranap Avenue and constructing a pedestrian path from Kinney Drive to Olympic Boulevard. The feasibility study will focus on safety and traffic calming measures as well as active transportation enhancements and will include public outreach to support the design of future improvements. Project was not awarded but designated as a "Project of Merit." It will automatically move to the second tier analysis during the RAISE 2025 cycle. $ 380,000 $ 95,000 $ - $ - N/A N/A INFRASTRUCTURE, INVESTMENTS AND JOBS ACT (IIJA)DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Federal Share County Match Federal Share County Match Federal Share County Match DEPARTMENT IMPACT WORKSHEET FY 2023/24 - Q4 (period ending June 30, 2024)ATTACHMENT C PROGRAM INFORMATION FINANCIAL INFORMATION Application Amount Grant Award Amount Amount Expended PW Federal Highway Administration (FHWA)–Rebuilding American Infrastructure with Sustainability and Equity Bay Point Enhanced Bicycle and Pedestrian Improvements Study. This project will evaluate the feasibility of implementing enhanced bicycle and pedestrian facilities, including Class IV bicycle facilities and green infrastructure, in Bay Point, specifically on: 1) McAvoy Road, starting at McAvoy Harbor and the Bay Point Regional Shoreline, across railroad tracks to Port Chicago Highway, 2) along Port Chicago Highway to Willow Pass Road, and 3) Willow Pass Road from the McAvoy Road-westbound State Route 4 ramps intersection to the border with the City of Pittsburg. Project was not awarded. $ 475,000 $ - $ - $ - N/A N/A PW Federal Highway Administration (FHWA)– Safe Streets and Roads for All San Pablo Dam Road Complete Street. The proposed project primarily comprises a “road diet” to convert the existing four-lane San Pablo Dam Road to a three-lane roadway with one lane in each direction and a center two-way left-turn lane. The additional roadway width will be used to install bicycle lanes. Additional work will involve removing the existing pavement striping and markings, applying a slurry seal, traffic signal modifications, installing the new pavement striping and markings, and installing pedestrian crosswalk improvements. Application is in review. Award announcements expected September 2024. $ 7,432,000 $ 1,858,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program San Pablo Dam Road Complete Street. The proposed project primarily comprises a “road diet” to convert the existing four-lane San Pablo Dam Road to a three-lane roadway with one lane in each direction and a center two-way left-turn lane. The additional roadway width will be used to install bicycle lanes. Additional work will involve removing the existing pavement striping and markings, applying a slurry seal, traffic signal modifications, installing the new pavement striping and markings, and installing pedestrian crosswalk improvements. Application is in review. Award announcements expected October 2024. $ 7,898,000 $ 2,101,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Appian Way Pedestrian Improvements. The proposed project will enhance pedestrian safety and connectivity by adding crosswalk enhancements at five uncontrolled crosswalk locations and filling in sidewalk gaps along Appian Way. The five locations that will receive crosswalk improvements along Appian Way are at the intersections of Garden Road, Santa Rita Road, Pebble Drive, Rincon Road, and Argyle Road. The crosswalk enhancements at these locations include the installation of curb extensions, rapid rectangular flashing beacons, median islands, curb ramps, and updated striping. This application is a resubmittal from ATP Cycle 6. Application is in review. Award announcements expected October 2024. $ 2,592,000 $ 689,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program Verde Elementary Safe Routes to School. The proposed project will reduce the vehicle travel lane widths along Market Avenue between Fred Jackson Way and 7th Street to accommodate wider sidewalks for a more comfortable walking environment and street trees to promote urban greening. Additionally curb extensions will be installed at the intersection of Verde Avenue and Giaramita Street located north of Market Avenue, which leads to Verde Elementary School. This project is a resubmittal from prior ATP cycles, previously submitted as “Market Avenue Sidewalk Widening.” Application is in review. Award announcements expected October 2024. $ 4,360,000 $ 1,162,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Transportation Alternatives/Active Transportation Program North Richmond Bicycle and Pedestrian Network. The proposed project will focus on addressing the deficiencies in the local active transportation network, and install sidewalks and bike paths where missing. Over 10,000 feet of Class II bike facilities will be installed on Pittsburg Avenue, Central Street, Fred Jackson Way, and Brookside Drive. In addition, the project will install widened sidewalks, crosswalks, and lighting to improve safety for pedestrians. Application is in review. Award announcements expected October 2024. $ 4,255,000 $ 1,132,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Countywide Guardrail Upgrades - Phase 3. This project proposes to upgrade existing guardrails in the unincorporated areas of Bay Point, Concord, and Martinez. This project is a continuation of systemically upgrading all guardrails in the unincorporated County. Application submitted September 2024. Award announcements expected December 2024. $ 1,000,000 $ 787,400 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Treat Blvd Corridor Improvements. Installation of new bikeways from North Main St to Jones Rd are planned as part of the existing Treat Blvd Corridor Improvements project. The project is proposed for a Funding SA application to fund the bikeway component and improve safety for active transportation users. Application submitted September 2024. Award announcements expected December 2024. $ 350,000 $ 2,992,000 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Central County Crosswalk Improvements. Safety improvements are proposed at two uncontrolled crosswalks for this application: (i) Danville Blvd and South Ave in Alamo; and (ii) Center Ave and Deodar Dr in Pacheco. Improvements to these crossings include rectangular rapid flashing beacons, curb extensions, median refuge islands, and high-visibility striping. Application submitted September 2024. Award announcements expected December 2024. $ 350,000 $ 279,400 Award pending Award pending TBD TBD INFRASTRUCTURE, INVESTMENTS AND JOBS ACT (IIJA)DEPARTMENT:Countywide REPORTING PERIOD: CCC Department CFDA Federal Grantor Agency State Passthrough Agency Name (if any)Program Title Program Description Federal Share County Match Federal Share County Match Federal Share County Match DEPARTMENT IMPACT WORKSHEET FY 2023/24 - Q4 (period ending June 30, 2024)ATTACHMENT C PROGRAM INFORMATION FINANCIAL INFORMATION Application Amount Grant Award Amount Amount Expended PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Camino Tassajara Corridor Safety Improvements. New streetlights, a centerline rumble strip, and guardrail upgrades are proposed for this project along Camino Tassajara from Finley Rd to Windemere Pkwy. Application submitted September 2024. Award announcements expected December 2024. $ 1,604,790 $ 178,310 Award pending Award pending TBD TBD PW Federal Highway Administration (FHWA) California Department of Transportation Highway Safety Improvement Program Countywide Speed Feedback Sigange. This countywide project proposes to mitigate the number and severity of collisions related to unsafe speeds by installing speed feedback signs at curves within the County’s high injury network. Application submitted September 2024. Award announcements expected December 2024. $ 2,162,070 $ 240,230 Award pending Award pending TBD TBD Conservation and Development Federal Department of Energy California Department of Community Services and Development Bipartisan Infrastructure Law (BIL) Department of Energy (DOE) Weatherization Assistance Program (WAP) Provide energy efficiency measures for low-income residents of the county. $ 2,614,954 $ - $ 2,614,954 $ - $ - $ - Conservation and Development Federal Department of Energy Energy Efficiency Conservation Block Grant (EECBG) One-time funding to implement strategies that reduce energy use, reduce fossil fuel emissions, and improve energy efficiency. This includes but is not limited to policy and program development, retrofits to county-owned facilities and infrastructure, application of energy distribution technologies, updates to the building code and inspection services, and retaining technical consultant services. Staff submitted required Pre-Award Information Sheet on April 28, 2023. The full application is due no later than April 30, 2024. Staff reported on the EECBG to the Sustainablity Committee on July 17, 2023. Staff propose to use the EECBG funds to as follows: $250,000 to expand the County Asthma Initiative program to make energy efficiency upgrades at no cost to buildings that operate as childcare facilities, with priority for home-based childcare facilities operating in an existing home that are in Impacted Communities; and $100,000 to perform a specific building inventory and cost analysis to determine the most effective approach to transition buildings to be all-electric. $ 356,510 $ - $ 232,185,086 $ 33,491,865 $ 75,325,047 $ 12,888,885 $ 11,847,873 $ 1,523,657 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3004 Name: Status:Type:Consent Item Passed File created:In control:8/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE Budget Amendment No. transferring funding in the amount of $185,418 from Health Services to County Counsel to add an additional Deputy County Counsel position to provide specialized legal services for the Health Services Department. (100% Mental Health Realignment) Attachments:1. BDA-24-00499.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Appropriation Transfer for Deputy County Counsel - Exempt Position ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Budget Amendment No. transferring funding in the amount of $185,418 from Health Services to County Counsel to add an additional Deputy County Counsel position to provide specialized legal services for the Health Services Department. FISCAL IMPACT: The Specialized legal services are funded by Health Services - Mental Health Realignment funds. BACKGROUND: The purpose of this action is to enable the Office of the County Counsel to hire an attorney who has the specialized training and/or expertise in the areas of LPS conservatorship matters, involuntary medication (IVM) hearings, and Contra Costa Regional Medical Center writs, and to represent Behavioral Health in CARE Court beginning December 1, 2024. Adding the proposed position, corresponding to P300 No , will ensure adequate representation to serve Health Services. CONSEQUENCE OF NEGATIVE ACTION: Insufficient staffing will hinder provision of legal services to Health Services. It will also reduce availability of service to other clients. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3004,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ Budget Amendment: FY 2024-25 - Operating Budget on 09/25/2024 : BDA-24-00499 03:09 PM 08/16/2024 Page 1 of 1 Company Contra Costa County Budget Template Operating Budget : FY 2024-25 Operating Budget Budget FY 2024-25 Operating Budget Amendment ID BDA-24-00499 Amendment Date 09/25/2024 Description New Deputy County Counsel Position Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Status Draft Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2024-25 Year (FY 2024-25 Operating Budget) 1044:RETIREMENT EXPENSE 1700 COUNTY COUNSEL ADMIN (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $35,000.00 $0.00 New LPS Atty FY 2024-25 Year (FY 2024-25 Operating Budget) 5022:INTRAFUND-TRANS-SERVICES 1700 COUNTY COUNSEL ADMIN (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $0.00 $185,418.00 New HS LPS Atty FY 2024-25 Year (FY 2024-25 Operating Budget) 1011:PERMANENT SALARIES 1700 COUNTY COUNSEL ADMIN (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $136,341.00 $0.00 New LPS Atty FY 2024-25 Year (FY 2024-25 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 1700 COUNTY COUNSEL ADMIN (Home Org) 1700 COUNTY COUNSEL ADMIN 100300 GENERAL $14,077.00 $0.00 New LPS Atty 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3005 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE amended Conflict of Interest Code for the Moraga-Orinda Fire Protection District, including the list of designated position, as recommended by County Counsel. Attachments:1. Exhibit A - Conflict of Interest Code of the Moraga-Orinda Fire Protection District, 2. Exhibit B - Conflict of Interest Code of the Moraga-Orinda Fire Protection District - REDLINE Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Conflict of Interest Code for the Moraga-Orinda Fire Protection District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE amended Conflict of Interest Code for the Moraga-Orinda Fire Protection District (“District”), including the list of designated positions. FISCAL IMPACT: None. BACKGROUND: The District has amended its Conflict of Interest Code and submitted the revised code, attached as Exhibit A, to the Board for approval pursuant to Government Code sections 87306 and 87306.5. The recommended changes include the addition and deletion of positions designated to file conflict of interest statements and clarifications to the disclosure categories for reportable interests. This change will ensure that the Conflict of Interest Code accurately reflects the current positions and organizational structure in use by the District. A redline version of the Conflict of Interest Code is attached as Exhibit B. CONSEQUENCE OF NEGATIVE ACTION: None. CONTRA COSTA COUNTY Printed on 9/26/2024Page 1 of 2 powered by Legistar™ C.47 File #:24-3005,Version:1 cc:Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Dave Winnacker, Fire Chief CONTRA COSTA COUNTY Printed on 9/26/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3006 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE amendments to the List of Designated Positions of the Conflict of Interest Code of the County Administrator's Office, as recommended by County Counsel. Attachments:1. Exhibit A - Conflict of Interest Code of the County Administrator's Office, 2. Exhibit B - Conflict of Interest Code of the County Administrator's Office - REDLINE Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Conflict of Interest Code for the County Administrator’s Office ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE amendments to the List of Designated Positions of the Conflict of Interest Code of the County Administrator’s Office (“CAO”). FISCAL IMPACT: None. BACKGROUND: The CAO has amended the List of Designated Positions of its Conflict of Interest Code and submitted the revised List of Designated Positions, attached as Exhibit A, to the Board of Supervisors for approval pursuant to Government Code sections 87306 and 87306.5. The recommended changes include additions and deletions to the 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 CAO, including that County Risk Management and the County’s Department of Information Technology will operate under separate Conflict of Interest Codes. A red- lined version of the List of Designated Positions is included as Exhibit B. CONSEQUENCE OF NEGATIVE ACTION: None. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3006,Version:1 cc:Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Monica Nino, County Administrator CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3047 Name: Status:Type:Consent Item Passed File created:In control:9/18/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE, the Employment and Human Services Director to execute a contract with Early Childhood Education STEP in an amount not to exceed $50,000 for Head Start substitute teaching staff for the period September 25, 2024 through September 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract with Early Childhood Education STEP for Head Start Substitute Teacher Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE, the Employment and Human Services Director to execute a contract with Early Childhood Education STEP in an amount not to exceed $50,000 for Head Start substitute teaching staff for the period September 25, 2024 through September 30, 2025. FISCAL IMPACT: Up to $50,000; 100% Federal Head Start funds. BACKGROUND: The Employment and Human Services department (EHSD) was notified that the County’s most recent application for continuation of Head Start and Early Head Start services has been approved by the Federal Department of Health and Human Services, Administration of Children and Families (ACF). Specifically, the grant provides for $20,356,394 for the period September 1, 2024 through June 30, 2029. The new grant authorizes 1,201 childcare slots to Contra Costa County as a grant recipient, including 764 Head Start slots and 437 Early Head Start slots. The Mexican American Opportunity Foundation and The Unity Council were also awarded grants by ACF to operate Head Start childcare within the County; however, the County does not have any involvement or responsibilities related to operating those sites. To provide childcare services to families of the 1,201 slots authorized by ACF, the County directly operates 12 sites throughout the County, in addition to contracting with five partner organizations that operate their own CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3047,Version:1 programs. Currently, the County has a 35% vacancy rate in teaching positions authorized to serve those 12 sites. Separately on today’s agenda is an action item for the Board to ratify a side letter with PEU AFSCME, Local One, which, among other things, includes a $12,000 raise ($1,000 per month) for certain teaching classifications in an effort to incentivize qualified applicants to apply for vacant teaching positions with the County. Today’s action is a support measure to ensure that vacant teaching positions can be timely backfilled by qualified teaching staff on a temporary basis to provide continuity of services to families being served by Head Start sites. In addition, this contract will be instrumental in assisting EHSD is reopening currently closed classrooms to begin to fill childcare slots that remain vacant due to lack of staffing. Together, these complementary measures will position the County to best serve our residents seeking Head Start and Early Head Start services. The contract includes mutual indemnification of the parties, which requires approval be the Board of Supervisors even though the contract is below the $200,000 Board approval threshold. The mission of ECE STEP is to address the shortage of qualified teachers for childcare providers being served by the program and works closely with nonprofit, for-profit or private agencies, including family childcare providers to fulfill staffing needs by offering on-call, qualified substitute teachers; short and long-term staffing; and permanent placement referrals. ECE STEP began providing these services in the City and County of San Francisco and has been expanding services to other Bay Area counties. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to rely on a professional services contractor to assist in recruiting substitute teachers for Head Start and Early Head Start classrooms, which will likely result in needing to temporarily or permanently close those classrooms until permanent staff is hired. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3048 Name: Status:Type:Consent Item Passed File created:In control:8/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2024 through June 30, 2025. (100% County fees and fines) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Approve contract #20-370-3 STAND! For Families Free of Violence (Alliance) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with STAND! For Families Free of Violence, in an amount not to exceed $132,744 to provide shelter and crisis line services for victims of intimate partner violence and their children for the period July 1, 2024 through June 30, 2025. FISCAL IMPACT: $132,744: 100% County funds (Marriage License Fees and Fines revenues pursuant to the Domestic Violence Shelter-Based Programs Act, Welfare and Institutions Code section 18294); all of which is budgeted in FY 24- 25. BACKGROUND: This Contract addresses the social needs of the County's population by providing a crisis call center and an emergency shelter facility to women and children in domestic violence crisis situations. Contractor provides support and assistance in response to referrals from a law enforcement agency or hospital emergency room including danger assessments, safety planning, and domestic violence education. Contractor is a domestic violence shelter-based agency providing services to domestic violence victims and their children in compliance with the requirements of the California Welfare and Institutions Code section 18294. Under Welfare and Institutions Code section 18293(c), “Proposed or existing domestic violence shelter-based programs that meet the requirements set forth in Section 18294, shall receive funding pursuant to this chapter upon approval of the local board of supervisors.” CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3048,Version:1 This contract complies with Administrative Bulletin 600.3 via Sole Source. This contract is late due to staffing shortages in the Department’s contract unit. CONSEQUENCE OF NEGATIVE ACTION: If contract is not approved, the department will be out of compliance with the Domestic Violence Shelter-Based Programs Act, Welfare and Institutions Code (WIC) section 18294. CHILDREN'S IMPACT STATEMENT: This contract supports two of the five of Contra Costa County’s community outcomes: (4) "Families that are Safe, Stable and Nurturing"; and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing a safe environment where children of families with domestic violence issues can receive appropriate support and follow-up services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3049 Name: Status:Type:Consent Item Passed File created:In control:8/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $7,309,548 from the California Department of Social Services and California Department of Education for childcare providers subsidies for the term December 2023 through June 2025, and AUTHORIZE the Auditor-Controller, or designee, to pay seven contracted partner agencies in an amount not to exceed $811,379 pursuant to California Senate Bill 140 (Chapter 193, Statutes of 2023). (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CSB - Contract #39-1003-0 California Department of Social Services and California Department of Education ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $7,309,548 from the California Department of Social Services and California Department of Education for childcare providers subsidies for the term December 2023 to June 2025, and AUTHORIZE the Auditor-Controller, or designee, to pay seven contracted partner agencies in an amount not to exceed $811,379 pursuant to California Senate Bill 140 (Chapter 193, Statutes of 2023). FISCAL IMPACT: $7,309,548:100% State Funds - California Department of Social Services (CDSS) of which $2,548,516 was budgeted in FY 23-24; and $4,761,032 is budgeted in FY 24-25. BACKGROUND: The Employment and Human Services Department (EHSD) received an initial quarter of funding from both California Department of Social Services (CDSS) and California Department of Education (CDE) for Cost of Care Plus Rate Payments intended for childcare providers to supplement their subsidized childcare reimbursements. This Staff Report is to accept the funding from CDSS and CDE in the initial amount of $7,309,548 and authorize the Auditor-Controller to pay the Cost of Care Plus Rate Payment to seven contracted childcare partners beginning service month December 2023 through service month June 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:24-3049,Version:1 These payments are being funded by State General Fund and outside of the regular CDSS and CDE contracts based on the enrollments reported on form 801A, including ten percent of administrative funding to support distribution to providers. CDSS and CDE Cost of Care Plus will pay $211 per enrolled child for Licensed Family Child Care Providers and $148 per enrolled child for License-Exempt Providers. For CDSS, there are an estimated 3,197 children enrolled in Licensed Family Child Care Providers each quarter and 454 children in License-Exempt Providers. For CDE, there are an estimated 1,776 children enrolled in Family Child Care Providers each quarter. All types of childcare providers under EHSD for Stage Two Alternative Payment (C2AP), California Alternative Payment Program (CAPP), General Childcare and Development (CCTR), and California Preschool Program (CSPP) will receive a monthly, per-child payment. Payments to childcare providers shall begin on January 1, 2024, for service month December 2023 and will continue through service month May 2025 with final payments made in June 2025. The amount per child varies based on the county where the childcare provider is located and the assigned region. For Bay Area, licensed childcare providers will receive a $211 monthly cost of care of per child in addition to their monthly reimbursement. On November 15, 2023, directives from CDSS Childcare Bulletin 23-37 states, “Contractors [EHSD] are required to make the payments within 21 calendar days of the submission of a complete monthly attendance record or invoice.” EHSD received all initial quarterly funds on January 8, 2024. EHSD intends to allocate the funding to EHSD directly operated centers, seven contracted childcare partner agencies and Alternative Payment Providers based on their respective enrollment data each month. The enrollment for the seven partner agencies will be verified by EHSD Program and Fiscal staff for the period covering December 2023 through June 2024 and partners, as licensed childcare providers, will be paid $211 per child enrolled: 1.Young Men’s Christian Association of the East Bay not to exceed $521,381 2.Tiny Toes Preschool and Childcare Center not to exceed $20,678 3.KinderCare Learning Centers, LLC. not to exceed $23,632 4.Richmond Elementary School, Inc. not to exceed $70,896 5.San Ramon Valley Unified School District not to exceed $70,896 6.We Care Services for Children not to exceed $35,448 7.Little Angels Country School, LLC. not to exceed $35,448 The partner programs listed below will also receive a one-time transitional payment in the amount of $3,000 per operating facility based on programs providing services during the month of April, 2023: 1.Young Men’s Christian Association of the East Bay not to exceed $15,000 2.Tiny Toes Preschool and Childcare Center not to exceed $3,000 3.Richmond Elementary School, Inc. not to exceed $3,000 4.San Ramon Valley Unified School District not to exceed $6,000 5.We Care Services for Children not to exceed $3,000 6.Little Angels Country School, LLC. not to exceed $3,000 CHILDREN'S IMPACT STATEMENT: The Community Services Bureau of the Employment and Human Services Department’s Head Start program supports three of Contra Costa County’s community outcomes Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:24-3049,Version:1 services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: If not approved, some CDSS and CDE funding to childcare providers throughout Contra Costa County will be forfeited. CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3050 Name: Status:Type:Consent Item Passed File created:In control:8/13/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Meals on Wheels Diablo Region, in an amount not to exceed $276,947 to deliver CalFresh Healthy Living Supplemental Nutrition Assistance Program services for the period October 1, 2024 through September 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Cal Fresh Health Living Supplemental Nutrition Assistance Program Contract with Meals on Wheels Diablo Region ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Meals on Wheels Diablo Region in an amount not to exceed $276, 947, to deliver the Cal Fresh Healthy Living Supplemental Nutrition Assistance Program (SNAP-Ed) to provide evidence-based nutrition education and obesity prevention services for the period October 1, 2024 through September 30, 2025. FISCAL IMPACT: $276,946.20: 100% Federal funds, all of which is budgeted in FY 24-25. BACKGROUND: Meals on Wheels Diablo Region provides evidence-based SNAP-Ed nutrition education and obesity prevention services to low-income older adults, age 60 or older, at eligible sites. On November 1, 2022, the Board of Supervisors approved item C.94 to accept funding from the California Department of Aging to implement the CalFresh Healthy Living Supplemental Nutrition Assistance Program. The department executed a contract with Meals on Wheels Diablo Region (MOWDR) for SNAP-Ed in the amount of $187,116 for the period of October 1, 2023, through September 30, 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3050,Version:1 On June 25, 2024, the Board of Supervisors approved Item C.94 to execute an amendment with Meals on Wheels Diablo Region in an amount not to exceed $286,928, for the provision of SNAP-Ed nutrition services for eligible Contra Costa County recipients for the period of October 1, 2023, through September 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the CalFresh Healthy Living SNAP- Ed program will not be delivered in Contra Costa County. CHILDREN'S IMPACT STATEMENT: This contract supports the fourth of Contra Costa County’s community outcomes of the Children’s Report Card, “Families that are Safe, Stable and Nurturing.” CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3051 Name: Status:Type:Consent Item Passed File created:In control:8/21/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an interagency agreement with Contra Costa County Office of Education in an amount not to exceed $1,031,395 to provide Workforce Innovation and Opportunity Act year-round youth workforce development services in East and West County for the period July 1, 2024 through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Interagency Agreement #18-467-3 (WDB) with Contra Costa Office of Education for Workforce Development Youth Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an interagency agreement with Contra Costa County Office of Education in an amount not to exceed $1,031,395 to provide Workforce Innovation and Opportunity Act year-round youth workforce development services in East and West County for the period July 1, 2024 through June 30, 2025. FISCAL IMPACT: $1,031,395: Funded with 100% Federal funds (AL # 17.259), $950,000 of which is budgeted in FY24-25; and $81,395 which will be added to the FY24-25 budget with an appropriation adjustment. BACKGROUND: This agreement was awarded through Request for Proposal (RFP) #1174 for the provision of comprehensive Workforce Innovation and Opportunity Act (WIOA) youth development services to eligible youth ages 16-24 in Contra Costa County. Previous agreements have been approved by the board on the following dates: May 9, 2023 (C.44); May 24, 22 (C.65). Contra Costa County Office of Education will provide a systematic approach that offers eligible in-school and out-of-school youth a broad range of coordinated services. This includes assistance in academic and occupational learning; development of leadership skills; and preparation for further education, additional CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3051,Version:1 training, and eventual employment. Programs will provide guidance for youth that is balanced with appropriate consideration of each youth’s involvement in his or her training and educational plan. This contract is late due to staffing shortages in the Department’s contracts unit. CONSEQUENCE OF NEGATIVE ACTION: If not approved, in-school and out-of-school youth in East and West Contra Costa County will not receive assistance in overcoming barriers to employment, job readiness, educational programs, and career building. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3)"Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing training and employment opportunities for in-school and out-of-school youth. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3052 Name: Status:Type:Consent Item Passed File created:In control:8/21/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Family Caregiver Alliance in an amount not to exceed $414,670 to provide Older Americans Act Title IIIE Family Caregiver Support Program services for the period July 1, 2024 through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract 40-539-2 (AAA) Family Caregiver Alliance for the Title IIIE Family Caregiver Support Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Family Caregiver Alliance in an amount not to exceed $414,670 to provide Older Americans Act Title IIIE Family Caregiver Support Program services for the period July 1, 2024, through June 30, 2025. FISCAL IMPACT: $ 414,670: 100% Federal; all of which is budgeted in FY 24-25. BACKGROUND: The Older Americans Act (OAA) Title IIIE Family Caregiver Support Program (FCSP) provides a local multi- faceted system of support services to (1) unpaid family caregivers of older adults, and (2) grandparents, or other older relatives, with primary caregiving responsibilities for a child. FCSP services include, but are not limited to, Information Services, Respite Care and Support Services. On February 6, 2024, the Board of Supervisors approved item C.46, with Family Caregiver Alliance (FCA), in an amount not to exceed $289,800, for the provision of Title IIIE FCSP services for eligible Contra Costa recipients for the period July 1, 2023, through June 30, 2024. On June 25, 2024, the Board of Supervisors approved Item C.83 to increase the payment limit by $39,319 to a CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3052,Version:1 new payment limit of $329,119 and to increase FCSP services to eligible Contra Costa County residents through June 30, 2024. This action is to approve a second year of services for term of July 1, 2024 to June 30, 2025, with a payment limit of $414,670 to continue FCSP services for eligible Contra Costa County residents. The contract with Family Caregiver Alliance was a result of Request for Proposal # 1198 issued by EHSD on March 31, 2023. This contract is late due to staffing shortages within EHSD’s contracts unit. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to continue to provide family caregivers with the additional support they need to continue to provide caregiving in the home to the older adult in their care. CHILDREN’S IMPACT STATEMENT: This contract supports one of Contra Costa County’s community outcomes of the Children’s Report Card”: (4) "Families that are Safe, Stable and Nurturing". CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3053 Name: Status:Type:Consent Item Passed File created:In control:8/22/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a non-financial Agreement with the Trustees of the California State University on behalf of San Jose State University to provide student internship placement(s) for practical social work field experience to eligible and enrolled students, including eligible and enrolled Employment and Human Services Department Social Worker Staff, in the San Jose State University Bachelor of Arts in Social Work and Masters of Social Work Programs for the period August 31, 2024 through August 31, 2029. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:CFS - Contract #20-285-1 San Jose State University ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a non- financial Agreement with the Trustees of the California State University on behalf of San Jose State University to provide student internship placement(s) for practical social work field experience to eligible and enrolled students, including eligible and enrolled Employment and Human Services Department Social Worker Staff, in the San Jose State University Bachelor of Arts in Social Work and Masters of Social Work Programs for the period August 31, 2024 through August 31, 2029. FISCAL IMPACT: This is a non-financial Agreement. BACKGROUND: San Jose State University (SJSU) College of Health and Human Science provides nursing, health services, paraprofessional training, and degree programs in the field of Social Work and desires its students to obtain practical experience at agency facilities to facilitate acquiring professional field experience. SJSU references this practical field experience as a practicum. Employment and Human Services (EHSD) desires to renew the Agreement with SJSU to participate in SJSU’s student internship placement program in the field of Social Work whereby offering eligible and enrolled students in the SJSU Bachelor of Arts in Social Work and Masters CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3053,Version:1 of Social Work Programs, including eligible and enrolled EHSD Social Worker Staff the opportunity to gain practical field experience credits towards their SJSU Social Work degree. On September 17, 2019 the Board of Supervisors approved an Agreement with SJSU to provide student internship placements for social work field experience for the period September 1, 2019 through August 30, 2024 (C.28). This Agreement will renew the prior approved Agreement for a term August 31, 2024 through August 31, 2029. This Agreement contains mutual indemnification and insurance language, which has been reviewed and approved by County’s Risk Management Department. CHILDREN'S IMPACT STATEMENT: This Agreement supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing higher education learning opportunities to eligible and enrolled students in the SJSU Bachelor of Arts in Social Work and Masters of Social Work Programs, including eligible and enrolled EHSD Staff to support these outcomes. CONSEQUENCE OF NEGATIVE ACTION: County would not be able to provide field experience and help develop, provide field experience, and promote County employment to future County Social Workers. In addition, EHSD would not be able to provide field experience to EHSD Social Worker Staff to support professional development in obtaining higher education and potential career advancement opportunities within EHSD and the County. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3054 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $711,790 for the provision of Comprehensive Prevention Plan Program Services for families residing in Antioch, California for the period September 1, 2024 through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract #20-580-0 with Pacific Clinics ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $711,790 for the provision of Comprehensive Prevention Plan Program Services for families residing in Antioch, California for the period September 1, 2024 through June 30, 2025. FISCAL IMPACT: $711,790: 100% Federal, all of which is budgeted in FY 24/25. (CDFA #93.556) BACKGROUND: Employment and Human Services (EHSD) Children and Family Services (CFS) Bureau presented a Comprehensive Prevention Plan (CPP) that was approved by California Department of Social Services in July 2023 and approved by the Board of Supervisors on Augst 8, 2023 (D.1). In December 2023, per County policy, EHSD issued Request for Proposal (RFP) #1206 for the CPP Program, including a community pathway to trauma informed and evidenced based services to strengthen the community and decrease the risk of children and their families entering the child welfare and juvenile justice systems in the City of Antioch. Pacific Clinics was awarded the Contract and will provide CPP Program services in Antioch, CA., for the period September 1, 2024 to June 30, 2025. Contractor’s services will include; the provision to enhance and expedite access to services and strengthen CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3054,Version:1 Antioch community’s ability to meet families’ needs, including in-home parenting programs, case management services, educational support, and transportation services. Contractor’s expected outcomes include increasing the number of children/youths who can remain safely home with their parents, whereby decreasing the number of children/youths who enter foster care and juvenile probation systems. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, Contractor will not implement services in accordance with County’s Comprehensive Prevention Plan. CHILDREN'S IMPACT STATEMENT: This contract supports all five of Contra Costa County’s community outcomes of the Children’s Report Card”, (1)"Children Ready for and Succeeding in School";(2)"Children and Youth Healthy and Preparing for Productive Adulthood";(3)"Families that are Economically Self-Sufficient";(4)"Families that are Safe,Stable and Nurturing";and (5)"Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3055 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Jewish Family and Community Services East Bay in an amount not to exceed $217,757 to provide Family Caregiver Support Program services for the period July 1, 2024, through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract #40-537-2 Jewish Family and Community Services of East Bay (AAS) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Jewish Family and Community Services East Bay in an amount not to exceed $217,757 to provide Family Caregiver Support Program services for the period July 1, 2024, through June 30, 2025. FISCAL IMPACT: $217,757: 100% Federal funds all of which is budgeted in FY 24-25. AL #93.052 BACKGROUND: The Older Americans Act (OAA) Title IIIE Family Caregiver Support Program (FCSP) provides a local multi- faceted system of support services to unpaid family caregivers of older adults, and grandparents, or other older relatives, with primary caregiving responsibilities for a child. FCSP services include but are not limited to Access Assistance including information assistance, interpretation/translation, and legal resources for caregivers; information services that provide public information and community education on resources and services available to current and potential caregivers and their families; r espite care that provides caregivers with temporary in-home or out of home relief from caregiving responsibilities; supplemental services that provide assistive devices, home adaptations, caregiver registry services, and emergency cash or material aid, on a limited basis, to assist with caregiving responsibilities; and support services including caregiver assessments, counseling, support groups, and training. On January 17, 2024, the predecessor contract was executed for a term July 1, 2023, through June 30, 2024, in the amount of $111,380.00 pursuant to RFP 1198, which followed Administrative Bulletin 600.3. On June 25, 2024, the Board of Supervisors approved Item C.84 to increase the payment limit by $20,063 to a new payment CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3055,Version:1 limit of $200,823 to increase FCSP services to eligible Contra Costa County residents through June 30, 2024. This action is to approve a second year of services for the term of July 1, 2024, to June 30, 2025, with a payment limit of $217,757, to continue to provide Family Caregiver Support Program services for eligible Contra Costa County residents. This contract is late due to staffing shortages in the Department’s contracts unit. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to continue to provide family caregivers with the additional support they need to continue to provide caregiving in the home to the older adults in their care. CHILDREN’S IMPACT STATEMENT: This contract supports one of Contra Costa County’s community outcomes of the Children’s Report Card”: (4) "Families that are Safe, Stable and Nurturing". CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3056 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $993,846 for the provision of services for the Kinship Support Services Program for the period September 1, 2024 through June 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Contract #20-581-0 with Pacific Clinics (CSF) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $993,846 for the provision of services for the Kinship Support Services Program for the period September 1, 2024 through June 30, 2026. FISCAL IMPACT: $993,846: 100% State funds of which $453,846 is budgeted in FY 2024-2025, and $540,000 of which will be budgeted in FY 2025-2026. BACKGROUND: In November 2023, in alignment with County policy, EHSD issued Request for Proposal (RFP) #1203 for the Kinship Support Services Program (KSSP). The goal of the kinship program is to support positive outcomes and reduce the risk of dependency and delinquency for children in a relative’s care by providing community- based family support services to relative caregivers and the dependent children placed in their homes by the juvenile court, as well as for those who are at risk of dependency or delinquency, which includes providing post -permanency services to relative caregivers who have become the legal guardian or adoptive parent of formerly dependent children. Pacific Clinics was one of two providers chosen by providing multiple support services for this population including enhanced post guardianship services, site-based mentoring, case management, support groups, enhanced academic achievement programs, recreational/group activities, respite, emergency assistance and educational forums. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3056,Version:1 If approved, Pacific Clinics will provide kinship support services to relative caregivers of relative’s children in Central and West Contra Costa County for the period September 1, 2024 to June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will not be able to provide services in Central and West County to help support relative caregivers in successfully raising their kin, increase positive outcomes for at-risk youth, and prevent the removal of children from an extended family when the biological parents are unable to provide care. CHILDREN'S IMPACT STATEMENT: This contract supports all five of Contra Costa County’s community outcomes of the Children’s Report Card”, (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3057 Name: Status:Type:Consent Item Passed File created:In control:8/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Department, a purchase order and related agreement with Saitech Inc., in an amount not to exceed $194,682 for the purchase of Adobe Enterprise Licenses for the period September 1, 2024 through August 31, 2025. (59% Federal, 35% State, 6% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:20-586-0 Adobe Enterprise with Saitech, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Department, a purchase order and related agreement with Saitech Inc., in an amount not to exceed $194,682 to purchase Adobe Enterprise Licenses for the period September 1, 2024 through August 31, 2025. FISCAL IMPACT: $194,682: 59% Federal, 35% State, and 6% County funds; all of which is budgeted in FY 24/25. BACKGROUND: The Employment and Human Services Department (EHSD), Information Technology Unit (IT), needs to renew the Adobe Acrobat Enterprise Term License to purchase Adobe products. This is a renewal of the PO to purchase Adobe Sign, Acrobat Pro, Creative Cloud and Adobe Captivate. This enables EHSD staff to use many Adobe products, including PDF, Creative Cloud, Photoshop, Illustrator, and Document Cloud. This Adobe product integrates workflow into those products to improve productivity. Adobe’s General Terms include a limitation of liability and an indemnification of Adobe by the County. This vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3057,Version:1 The County will be severely limited in generating effective content for the public. CHILDREN'S IMPACT STATEMENT: This contract supports all of Contra Costa County’s community outcomes of the Children’s Report Card, (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families.” CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3058 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with SAP Public Services, Inc. in an amount not to exceed $105,416 for the purchase of SAP Business Objects, which assists in the generation of department management reports, for the period July 29, 2024 through July 28, 2025. (59% Federal, 35% State, 6% County) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:#20-555 (Admin) SAP Public Services, Inc. Purchase Order ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Employment and Human Services Director, a purchase order and related agreement with SAP Public Services, Inc. for the purchase of SAP Business Objects, which assists in the generation of department management reports, subject to SAP Public Service’s general terms and conditions for SAP software and support, in an amount not to exceed $105,416 for the period July 29, 2024 through July 28, 2025. FISCAL IMPACT: 105,416: 59% Federal, 35% State, 6% County General Fund, all of which is budgeted in FY 24/25. BACKGROUND: The Employment and Human Services Department (EHSD), seeks to renew the license for SAP Business Objects which is used for Management Reporting by Child and Family Services and Workforce Services. This product ensures proper security updates, software support, and generates over 800 management reports on all aspects of EHSD business in the course of a month. Routine technical support and software patches are needed to optimize the product’s reliability and address complex issues associated with reporting needs. The General Terms and Conditions for SAP Software and Support includes a limitation of liability capping liability at the amount of the license fees paid. The vendor was selected per procurement requirements outlined in Administrative Bulletin 600.3. CHILDREN'S IMPACT STATEMENT: This agreement supports all five of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3058,Version:1 Adulthood"; (3)"Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families,” by supporting staff working directly with families and children. CONSEQUENCE OF NEGATIVE ACTION: The County will be limited in having a secure and reliable management reporting service for the public. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3007 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:Acting as the governing body for the Contra Costa County Fire Protection District and the Crockett- Carquinez Fire Protection District, ADOPT Crockett-Carquinez Fire Protection District Ordinance No. 2024-15 and Contra Costa County Fire Protection District Ordinance 2024-16, increasing the limit for informal bidding and informal contracts for public projects, as authorized by the State Public Contract Code. (No fiscal impact) Attachments:1. Ordinances 2024-15 and 2024-16 (Fire - UPCCA) (rev 3), 2. Signed Ord 2024-15 and 2024-16.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Lewis Broschard, Chief, Contra Costa County Fire Protection District Report Title:Adopt ordinance to increase the limit for informal bidding and informal contracts for public projects ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing body for the Contra Costa County Fire Protection District and the Crockett-Carquinez Fire Protection District,ADOPT Crockett-Carquinez Fire Protection District Ordinance No.2024-15 and Contra Costa County Fire Protection District Ordinance 2024-16,increasing the limit for informal bidding and informal contracts for public projects, as authorized by the State Public Contract Code. FISCAL IMPACT: No fiscal impact. BACKGROUND: In 1993,the County,the Crockett-Carquinez Fire Protection District (Crockett),and the Contra Costa County Fire Protection District (District)elected to become subject to the Uniform Construction Cost Accounting Procedures (UCCAP),which sets the regulations and requirements for public projects.At that time,an ordinance implementing the informal bidding procedures of the Uniform Public Construction Cost Accounting Act (UPCCAA)was adopted.In 2004,the Ordinance was updated to reflect the higher amount allowed by the UPCCAA.Since 2004,the UPCCAA has increased the amount allowed for informal bidding,and Ordinance Nos. 2024-15 and 2024-16 update the amount to what the UPCCAA allows. Additionally,this Ordinance grants the authority to award informal contracts to the Fire Chiefs of each Fire CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3007,Version:1 Additionally,this Ordinance grants the authority to award informal contracts to the Fire Chiefs of each Fire Protection District, the Public Works Director, and the County Administrator. These Ordinances were introduced at the September 10,2024,Board of Supervisors meeting.If approved by the Board, this ordinance will go into effect on October 24, 2024. CONSEQUENCE OF NEGATIVE ACTION: If these Ordinances are not adopted,both Crockett and the District will operate under a more restrictive ordinance than the Public Contract Code.Additionally,if not adopted,the Fire Chiefs will not have the authority to award informal contracts. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3061 Name: Status:Type:Consent Item Passed File created:In control:8/16/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Position Adjustment Resolution No. 26330 to delete one vacant unfunded Assistant Director of Hazardous Materials Programs position in the Health Services Department. (No fiscal impact) Attachments:1. P300-26330, 2. Signed P300 26330.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:P300 to cancel one vacant unfunded Assistant Director of Hazardous Materials Programs position ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26330 to cancel one vacant unfunded Assistant Director of Hazardous Materials Programs (VLFA) position # 14905 in the Health Services Department. FISCAL IMPACT: There is no fiscal impact for this action. This position was not included in departmental cost forecasting for the current fiscal year, and has not been filled or incurred cost during the current fiscal year. BACKGROUND: As part of the budget development process, and the ongoing Hazardous Materials Division staffing restructure, the division identified that this position would not be utilized in Fiscal Year 2024-25 and future years. This position has remained vacant and unfunded and will be canceled to allow the division to have accurate position management and costing. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the division will have an unfunded position that it does not plan to utilize within its current approved staffing structure. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3061,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3062 Name: Status:Type:Consent Item Passed File created:In control:5/15/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Advanced Sterilization Products Services Inc. in an amount not to exceed $500,000 for the purchase of STERRAD Systems and other related items for the period May 1, 2024, through April 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Advanced Sterilization Products Services Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Advanced Sterilization Products Services Inc. in an amount not to exceed $500,000 for the purchase of STERRAD Systems and all other items needed for Contra Costa Health (CCH) for the period of May 1, 2024, through April 30, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $500,000 over a three-year period and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: On May 14, 2024 the Purchasing Agent approved the use of Advanced Sterilization Products Services Inc. Advanced Sterilization Products (ASP) was chosen due to its exclusive provision of the STERRAD Systems and its absence from distribution through other channels. Furthermore, it is preferred for its capacity for low- temperature sterilization, which reduces chemical exposure for healthcare personnel, and its touch-free cassette disposal feature, enhancing staff safety at Contra Costa Regional Medical Center’s (CCRMC) Sterile Processing Department. CCRMC staff requested several products from ASP in May. Due to unexpected staff absences, documentation was not completed in time to avoid a retroactive request. CCRMC will continue to do its best to process purchase order requests promptly. ASP specializes in delivering cutting-edge sterilization and disinfection solutions for healthcare facilities. Their CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3062,Version:1 STERRAD and Sterile product lines leverage advanced technologies to achieve thorough sterilization of medical devices and equipment while ensuring compatibility with diverse materials. The STERRAD system employs hydrogen peroxide vapor and low-temperature gas plasma to sterilize heat and moisture-sensitive medical instruments swiftly and effectively. This method features rapid sterilization cycles and superior pathogen elimination efficacy, rendering it ideal for various healthcare environments. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Sterile Processing Department will not be able to provide sterile processing for cystoscopes impacting both patient care and the Operating Department. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3063 Name: Status:Type:Consent Item Passed File created:In control:6/18/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Evoqua Water Technologies LLC in an amount not to exceed $62,000 for the purchase of a Tier 34 Water System and all other items needed for the West County Health Center for the period of September 1, 2024 through August 31, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Evoqua Water Technologies LLC for WCHC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a blanket purchase order with Evoqua Water Technologies, LLC in an amount not to exceed $62,000 for the purchase of a Tier 34 Water System and all other items needed for the West County Health Center for the period of September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $62,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I Revenues. BACKGROUND: The Tier 34 Water System from Evoqua is a high-purity water system designed primarily for critical applications like laboratory and pharmaceutical environments, where the quality of water is essential. These systems meet stringent water quality standards, such as the American Society for Testing and Materials (ASTM), ensuring water purity for sensitive processes. The water purification system at the West County Health Center, used to sterilize instruments, is over 25 years old and obsolete. The manufacturer no longer services it, and parts and cleaning agents are unavailable. According to the Association for the Advancement of Medical Instrumentation (AAMI), water purification systems are required to disinfect surgical instruments. These systems must meet AAMI TIR34 2014 Water Quality Specifications to reduce pitting, corrosion, microbial fouling, and mineral scaling, thereby improving cleaning quality and efficiency. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3063,Version:1 The standard terms of sale include agreeing to indemnify, defend, and hold harmless Evoqua Water Technologies, LLC. Approval of this request will allow Evoqua Water Technologies, LLC to provide a water purification system and monitor water quality for sterile processing of medical instruments at the West County Health Center through August 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the West County Health Center will not be able to ensure that medical instruments are properly disinfected during sterile processing, directly affecting patient care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3064 Name: Status:Type:Consent Item Passed File created:In control:8/7/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in an amount not to exceed $2,000,000 to purchase testing reagents and kits for Hepatitis A, Hepatitis B, and Hepatitis C antibody screening at the Contra Costa Public Health Laboratory for the period from January 1, 2025 through December 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Abbott Laboratories ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in an amount not to exceed $2,000,000 to purchase testing reagents and kits for HIV, Hepatitis A, Hepatitis B, and Hepatitis C antibody screening at the Contra Costa Public Health Laboratory for the period from January 1, 2025 through December 31, 2026. FISCAL IMPACT: Approval of this action will result in expenditures of up to $2,000,000 over a two-year period and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: Contra Costa County Public Health Laboratory currently provides HIV and Hepatitis antibody testing for all Contra Costa Health clinic patients for routine care, including Contra Costa Regional Medical Center. Abbott Laboratories is the sole provider of the full menu of readily available reagents for the Abbott Architect instrument and the laboratory has used the Architect instrument, as well as an earlier version of it, since 2012. On August 7, 2024, the Purchasing Agent approved the continued use of Abbott Laboratories. On September 10, 2024, the Board of Supervisors approved agenda item C.121 to execute an amendment to purchase order #20985 to increase the payment limit to a new total not to exceed $2,200,000 to purchase testing reagents for HIV, Hepatitis A, Hepatitis B, and Hepatitis C antibody screening with no change to the original term of October 1, 2020 through December 31, 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3064,Version:1 This purchase order would allow the Public Health Laboratory to continue purchasing antibody screening test kits for the Abbott Architect instrument and continue to meet the increasing demand for HIV and Hepatitis testing kits and reagents as well as allow for additional programs to be added to the testing menu. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Contra Costa Public Health Laboratory would not be able to purchase HIV and Hepatitis antibody screening kits for patient care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3065 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a one-time purchase order with Masimo Americas, Inc. in an amount not to exceed $6,545, and accept related terms and conditions for the purchase of a license to acquire and use a sensor that measures hemoglobin levels for Contra Costa Health. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Masimo Americas, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a one-time purchase order with Masimo Americas, Inc. in an amount not to exceed $6,545, and accept related terms and conditions for the purchase of a license to acquire and use a sensor that measures hemoglobin levels for Contra Costa Health (CCH) patients. FISCAL IMPACT: Approval of this action will result in expenditures of up to $6,545 and will be funded 100% by Hospital Enterprise Fund I Revenues. BACKGROUND: The West County Health Center Pulmonary Function Test (PFT) Lab has acquired a spot-check monitor designed to measure oxygen saturation and noninvasive hemoglobin. However, the device requires a SpO2 sensor and hemoglobin oxygen content to accurately read hemoglobin levels, therefore, we are seeking to procure these components. A hemoglobin analyzer is an indispensable diagnostic instrument used to assess hemoglobin levels in blood, playing a critical role in diagnosing and managing a range of medical conditions. This purchase requires the county to agree to the Masimo’s standard terms and conditions. The vendor’s terms and conditions include limitation of liability provisions, which provide that the Masimo Americas, Inc. will not be liable for any special, indirect, incidental, economic, or consequential damages or losses resulting from the County’s purchase and use of the SpO2 sensor and oxygen content. The terms and conditions also limit the vendor’s liability in that it will not be liable for any infringement of third-party intellectual property rights for any liability which results from modifications to, or improper use of the products supplied to the County. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3065,Version:1 Lastly, Masimo is not liable to the County for any costs that may arise if an insurance carrier denies reimbursement for any services provided using the products supplied. Approval of this request will allow Masimo Americas, Inc. to provide a SpO2 sensor and hemoglobin oxygen content to read the hemoglobin in patients. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, Contra Costa Health (CCH) will not be able to perform hemoglobin PFT testing which will compromise patient care, delay diagnosis and treatment, and increase the risk of complications from various health conditions. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3066 Name: Status:Type:Consent Item Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Hologic Sales and Services, LLC to extend the term through September 30, 2025 with no change to the original payment limit of $1,000,000 for purchase of laboratory testing supplies, reagents and kits for sexually transmitted infection screening and HIV, Hepatitis B, and Hepatitis C viral loads at the Contra Costa Public Health Laboratory. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment to Purchase Order with Hologic Sales and Services, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, an amendment to purchase order #29236 with Hologic Sales and Services, LLC to extend the term through September 30, 2025 with no change to the original payment limit of $1,000,000 for the purchase of laboratory testing supplies, reagents and kits for sexually transmitted infection (STI) screening and HIV, Hepatitis B, and Hepatitis C viral loads at the Contra Costa Public Health Laboratory. FISCAL IMPACT: Approval of this action will result in expenditures of up to $1,000,000 over a two-year period and is funded by Hospital Enterprise Fund I revenues. BACKGROUND: Hologic Sales and Services, LLC formally known as Hologic, Inc. has provided testing reagents for the Hologic Panther instruments at the Contra Costa County Public Health Laboratory since 2015. Approval of this purchase order will allow for the continued purchase of updated test menu reagents and kits including for the detection of Chlamydia, Gonorrhea, Trichomonas vaginalis, Mycoplasma genitalium, Herpes Simplex Virus (HSV) 1 & 2, HIV viral load, HCV viral load, HBV viral load testing, and SARS-CoV-2/Influenza/RSV screening at the Contra Costa County Public Health Laboratory. Routine high-volume STI testing is performed on Hologic instrumentation on a daily basis. On October 24, 2023, the Board of Supervisors approved agenda item C.29 to execute purchase order (#29236) with Hologic Sales and Services, LLC and related agreement amendment for the purchase of testing reagents, CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3066,Version:1 kits and related laboratory testing supplies for the period form October 1, 2023 through September 30, 2024. The agreement amendment effective September 5, 2023 automatically renews on an annual basis unless either party provides written notice of its intent not to renew. Hologic Sales and Services, LLC is the sole provider of reagents for the Hologic Panther instruments. On August 28, 2024 the Purchasing Department approved the continued use of Hologic Sales and Services, LLC through September 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Contra Costa Public Health Laboratory will be unable to purchase the test reagents to perform regular STI screening and viral load testing when necessary, as per CDC recommendations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3067 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with The Inside Source, Inc. in an amount not to exceed $230,397 for the purchase of furniture for Contra Costa Health. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with The Inside Source, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with The Inside Source, Inc. in an amount not to exceed $230,397 for the purchase of furniture for Contra Costa Health (CCH). FISCAL IMPACT: Approval of this action will result in expenditures of up to $230,397 and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: The Inside Source, Inc. is a global company specializing in workplace design and furniture solutions. Founded in 1991, the company focuses on creating customized work environments that enhance productivity and reflect the unique culture of each business. The Inside Source offers a range of services, including consulting, design development, project management, procurement, and installation. They work with various industries, providing everything from desks and chairs to complete workplace transformations. By combining suites 300 and 320 to create more operating space, CCH intends to maximize workspace in the Appointment Unit to support a 50% rise in growth as well as the decomposition of staff workstations. To complete this move, the department needs to purchase furniture solution offices, desks, and chairs for this new space. On June 4, 2024, the Board of Supervisors approved agenda item C.90 to execute a participating addendum with The Inside Source, Inc. for the distribution of various furniture, design and installation services for use by all County Departments during the period of June 4, 2024 through October 23, 2025. This agreement allows CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3067,Version:1 CCH to leverage pre-negotiated terms and pricing when working with this vendor, ensuring compliance, and facilitating streamlined procurement processes. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, CCH will be unable to accommodate the 50% increase in staffing and provide improved working conditions for Appointment Unit Staff. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3068 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Therapeutic Research Center, LLC in an amount not to exceed $775 for a Pharmacy Math Skills eLearning Competency verification subscription for Contra Costa Regional Medical Center Inpatient Pharmacy for the period August 1, 2024 through July 31, 2025. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Therapeutic Research Center, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Therapeutic Research Center, LLC in an amount not to exceed $775 and Service Order Form for Pharmacy Math Skills eLearning Competency verification subscription for Contra Costa Regional Medical Center Inpatient Pharmacy for the period from August 1, 2024 through July 31, 2025. FISCAL IMPACT: Approval of this action will result in expenditures of up to $775 for the Math Competency subscription and will be funded in the Hospital Enterprise Fund I budget. BACKGROUND: The Inpatient Pharmacy uses Therapeutic Research Center, LLC for competency learning. This Math Skills competency verification subscription is a USP 797 regulatory requirement because we are a licensed sterile compounding pharmacy. Due to negotiations between Therapeutic Research Center, LLC and Contra Costa County the submission of this subscription was delayed. The Inpatient Pharmacy will submit renewals in a timely manner. The Terms and Conditions of the Therapeutic Research Center, LLC Service Order Form obligate the County to indemnify Therapeutic Research Center, LLC and its affiliates from and against any claims, arising out of the County's breach of the agreement, unauthorized use of service, or the negligence or willful misconduct of the County. The vendor’s liability under this agreement is limited to the amount paid by the County in the twelve months preceding the claim. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3068,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Inpatient Pharmacy will not be able to purchase the Pharmacy Math Skills eLearning and competency verification subscription. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3069 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in the amount not to exceed $52,000 and Abbott Point of Care Letter of Agreement for the rental of the I-STAT Alinity Analyzer, reagents and supplies for the Clinical Laboratory at the Contra Costa Regional Medical Center for the period from October 1, 2024 through September 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Abbott Laboratories for I-STAT Alinity Rental ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Abbott Laboratories in the amount not to exceed $52,000 and Abbott Point of Care Letter of Agreement for the rental of the I-STAT Alinity Analyzer, reagents and supplies for the Clinical Laboratory at the Contra Costa Regional Medical Center (CCRMC) for the period from October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $52,000 over the three-year period and funded 100% by Hospital Enterprise Fund I Revenues. BACKGROUND: On August 6, 2024, the Purchasing Agent approved the use of Abbott Laboratories for the I-STAT Alinity Analyzer. The blanket purchase order (BPO) agreement for the Clinical Laboratory’s I-Stat Alinity Analyzer expired on August 31, 2024. This coincides with our request to implement Point of Care Testing for Traumatic Brain Injury (TBI) using this equipment. Abbott Laboratories’ Alinity analyzer is the pioneering and exclusive FDA approved point of care analyzer for TBI. The ability to rapidly identify TBI will allow the Emergency Department to provide faster and more effective treatment protocols. The Alinity analyzer provides real time, bed-side diagnosis which saves valuable triage time and results in high positive patient outcomes. The Abbott Point of Care Letter of Agreement requires the County to indemnify Abbott in the event that any attachment, encumbrance, lien, or security interest is filed against Abbott-owned equipment. The agreement also contains limited liability provisions which state that neither party is liable for consequential, indirect, CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3069,Version:1 incidental, or special damages or losses. Approval of this request will allow the laboratory to purchase the Alinity analyzer and provide quality patient care and diagnosis for the Emergency Department. Abbott Laboratories, Inc. are the sole manufacturer of the product, and pricing is more competitive. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the CCRMC Clinical Laboratory will not receive the Alinity Analyzer for rapid TBI detection in the Emergency Department and will not be able to report TBI events for patients which negatively impacts patient care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3070 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, 2,763 gift cards and transportation vouchers totaling an amount not to exceed $71,256 for clients of Public Health's Family, Maternal and Child Health Programs for the period from September 1, 2024, through June 30, 2025. (100% California Department of Public Health and California Home Visiting Program) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Gift Cards and Transportation Vouchers for Clients of FMCH Programs ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, gift cards and transportation vouchers totaling an amount not to exceed $71,256 for Clients of Public Health's Family, Maternal and Child Health Programs including applicable fees and shipping for the period from September 1, 2024, through June 30, 2025. FISCAL IMPACT: The gift cards and transportation vouchers are funded by the California Department of Public Health (CDPH) and California Home Visiting Program (CHVP). Funding received for this program includes financial support for eligible clients that include food, transportation, and other items of care. No County general funds will be used. BACKGROUND: Family, Maternal and Child Health (FMCH) Programs within the Public Health Division of Contra Costa Health operate evidence-based programs to provide vulnerable women and their children with education, resources, and support during pregnancy and the early years of the child(ren)’s life. Several of our programs for pregnant women, new mothers and families receive funding specifically to provide food and other emergency assistance including transportation and items to care for the women and their families. The Prenatal Care Guidance (PCG) Program (5826) aims to promote optimal pregnancy health and birth outcomes by providing brief intervention in-home support and educational services to low-income pregnant women residing in Contra Costa County. PCG offers up to three home visits for a pregnant woman and provides education, support and resources to ensure that all the family’s immediate needs are met. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 4 powered by Legistar™ File #:24-3070,Version:1 Client assistance to include the following gift cards and transportation vouchers: •80 Target gift cards each with a $25 value, totaling $2,000. o For moms and their babies to provide food and other emergency assistance. Gift cards are not for alcohol/tobacco/firearms purchases. •80 Savemart gift cards each with a $25 value, totaling $2,000. o Participants can receive food assistance to assist with hardship regarding food insecure families if they express an emergency need. Gift cards are not for alcohol/tobacco/firearms purchases. •32 Clipper cards each with a $25 value, plus a $3 per card fee; plus applicable shipping up to $100; totaling $996. o Participants can receive transportation assistance if they express an emergency need. The Adolescent Family Life (5802) Program’s goal is to support expectant and parenting youth, age 21 and under, using the evidence-informed Positive Youth Development (PYD) model to increase access to needed services, increase social and emotional support, and build resiliency, empower youth to cultivate personal autonomy to make informed decisions about their sexual and reproductive health, and strengthen youth knowledge and self-efficacy for education and career attainment. Client assistance to include the following gift cards and transportation vouchers: •120 Target gift cards each with a $25 value, totaling $3,000. o For youth and their babies to support youth to thrive. Gift cards are not for alcohol/tobacco/firearms purchases. •44 Visa Drive cards each with a $25 value, totaling $1,100. o Gas cards to assist youth with keeping their doctors’ appointments, attend school, etc. Gas cards are not for alcohol/tobacco/firearms purchases. •35 Clipper cards each with a $25 value, plus a $3 per card fee; plus applicable shipping up to $100; totaling $1,080. o Clipper cards to assist youth with keeping their doctors’ appointments, attend school, etc. The Black Infant Health (BIH) Program (5827) receives State general funds through the California Department of Public Health to implement an education and social support model which sponsors prenatal and post-partum support groups for women in West and East County. Client assistance to support group attendance include the following gift cards and transportation vouchers: •600 Target gift cards each with a $25 value, totaling $15,000. o BIH participants may be eligible to receive these gift cards as a welcome baby gift upon enrollment, for incentive for participation/completion of prenatal group, upon completion of two Life Planning Sessions, and/or upon completion of the Satisfaction survey. An additional gift card is allowable if clients express an emergency need, when presented at a case conference by FHA, and approved by the BIH coordinator, as funds of last resort. Gift cards are not for alcohol/tobacco/firearms purchases. •400 Savemart gift cards each with a $25 value, totaling $10,000. o Participant may be eligible to receive these gift cards if an emergency need must be addressed CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 4 powered by Legistar™ File #:24-3070,Version:1 and when presented at case conference by FHA, and approved by BIH coordinator, as funds of last resort. Gift cards are not for alcohol/tobacco/firearms purchases. •200 Visa Drive cards each with a $25 value, totaling $5,000. o Participants may be eligible to receive these gift cards if an emergency need must be addressed and when presented at a case conference by FHA, and approved by BIH coordinator, as funds of last resort. Gift cards are not for alcohol/tobacco/firearms purchases. •200 Clipper cards each with a $25 value, plus a $3 per card fee; plus applicable shipping up to $100; totaling $5,700. o Participants may be eligible to receive transportation assistance if they express an emergency need. Such need must be presented at case conference by FHA, and approved by BIH coordinator, as funds of last resort. Need to supply transportation support for our participants to and from group sessions. The Nurse-Family Partnership (NFP) Program (5799) is funded by the CDPH MCAH California Home Visiting Program and provides intensive home visiting services provided by Public Health Nurses throughout the pregnancy until the child’s second birthday. Client assistance to include the following gift cards and transportation vouchers: •350 Target gift cards each with a $25 value, totaling $8,750. o NFP clients may receive a gift card as a welcome gift upon enrollment, at 6-month breastfeeding continuation, at program completion (greater than or equal to 2 years), and/or if needed to address an emergency need. Such need must be presented at case conference or 1:1 supervision meeting by Public Health Nurse and approved by the NFP Nurse Manager. Gift cards are not for alcohol/tobacco/firearms purchases. •142 Visa Drive cards each with a $25 value, totaling $3,550. o Each client can receive 2 cards per program phase (Pregnancy, Infancy and Toddlerhood). Must be presented at case conference or 1:1 supervision meeting and approved by NFP Nurse Manager. Gift cards are not for alcohol/tobacco/firearms purchases. •30 Clipper cards each with a $33 value, plus a $3 per card fee; plus applicable shipping up to $100; totaling $1,180. o Each client can receive 1 card per program phase (Pregnancy, Infancy and Toddlerhood) or as needed. Must be presented at case conference or 1:1 supervision meeting and approved by NFP Nurse Manager. The California Home Visiting (5793) State General Expansion Funding to be utilized solely for the purpose of implementing or expanding Nurse-Family Partnership Home Visiting Programs. Client assistance to include the following gift cards and transportation vouchers: •300 Target gift cards each with a $25 value, totaling $7,500. o Eligibility criteria includes: 1) each NFP client will receive 1 card as a welcome gift upon enrollment, 2) each eligible client will receive a card at 6-month breastfeeding continuation, 3) each client will receive a card at program completion (greater than or equal to 2 years), and 4) CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 4 powered by Legistar™ File #:24-3070,Version:1 clients can receive additional cards if they express an emergency need. Must be presented at case conference or 1:1 supervision meeting by Public Health Nurse and approved by the NFP Nurse Manager. Gift cards are not for alcohol/tobacco/firearms purchases. •100 Visa Drive cards each with a $25 value, totaling $2,500. o Each client can receive 2 cards per program phase (Pregnancy, Infancy and Toddlerhood). Must be presented at case conference or 1:1 supervision meeting and approved by NFP Nurse Manager. Gift cards are not for alcohol/tobacco/firearms purchases. •50 Clipper cards each with a $33 value, plus a $3 per card fee; plus applicable shipping up to $100; totaling $1,900. o Each client can receive 1 card per program phase (Pregnancy, Infancy and Toddlerhood) or as needed. Must be presented at case conference or 1:1 supervision meeting and approved by NFP Nurse Manager. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, the department will not be able to utilize funding specifically allocated for food, emergency assistance and transportation needs of clients. The inability to provide these financial supports may negatively impact the health and well-being of vulnerable women and their children living in our County. CHILDREN’S IMPACT STATEMENT: FMCH Programs achieve all 5 Children's Impact Statements: Children Ready for and Succeeding in School; Children and Youth Healthy and Preparing for Productive Adulthood; Families that are Economically Self Sufficient; Families that are Safe, Stable and Nurturing; and Communities that are Safe and Provide a High Quality of Life for Children and Families. CONTRA COSTA COUNTY Printed on 10/11/2024Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3071 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, up to $25,000 in food and transportation vouchers including fees and shipping costs for low-income clients served by the HIV Program in the period from September 1, 2024 through June 30, 2025. (100% HOPWA Grant funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Food and Transportation Vouchers for Low-Income Residents Living with HIV & AIDS ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to purchase on behalf of the Health Services Director, up to 99 Target gift cards each with a $100 value totaling $9,900; 50 Safeway gift cards each with a $100 value totaling $5,000; 80 Chevron gas cards each with a $100 value totaling $8,000; 44 Clipper cards each with a $40 value plus a $3 fee per card totaling $1,892; and up to $208 in shipping costs, for a total amount not to exceed $25,000 to support low-income clients served by the HIV Program during the period from September 1, 2024 through June 30, 2025. FISCAL IMPACT: This $25,000 expenditure will be funded by the Housing Opportunities for People Living with AIDS (HOPWA) grant. There is no impact to the County General Fund. BACKGROUND: The HIV Program within Contra Costa Public Health was awarded a HOPWA grant from July 1, 2021, through June 30, 2026. The annual budget is approximately $1.126M. These funds are intended for county households with annual incomes below the federal poverty line, living with AIDS that are either at risk of becoming or are already unhoused. The grant includes food as well as travel provisions. All vouchers are distributed based on need and eligibility as outlined by Housing and Urban Development (HUD). CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, HIV Program clients living below the poverty line may be food unstable as well as unable to travel to vital medical appointments and support services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3072 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Agiliti Health, Inc. in an amount not to exceed $3,500,000 to provide medical equipment rentals at Contra Costa Health for the period of October 1, 2024 through September 30, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Agiliti Health, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Agiliti Health, Inc. in an amount not to exceed $3,500,000 to provide medical equipment rentals at Contra Costa Health (CCH) for the period of October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $3.5 million over a 36-month period and will be funded by the Hospital Enterprise Fund I revenues. BACKGROUND: Agiliti Health, Inc. is a nationwide company that specializes in the management, maintenance, and rental of medical equipment. They partner with healthcare providers to deliver a range of services aimed at improving the efficiency, availability, and performance of medical equipment, ultimately enhancing patient care and operational efficiency. Since 2007, the County has contracted with Agiliti Health, Inc. for the rental of medical equipment and devices, such as specialty hospital beds, infusion pumps, and other medical equipment and devices. On September 10, 2024, the Board of Supervisors approved agenda item C.123 to execute an amendment to purchase order #26455 with Agiliti Health, Inc., to increase the payment limit by $500,000 to a new payment limit of $2,500,000 to provide rental equipment at CCH, with no change to the original term of October 1, 2022 through September 30, 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3072,Version:1 Agiliti Health, Inc. is a member of the Vizient Group Purchasing Organization (GPO), which means that Contra Costa Regional Medical Center (CCRMC) will continue to receive rebates. This will further solidify our shared dedication to delivering high-quality, cost-effective healthcare solutions. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, CCRMC will not have access to this vendor’s rental medical equipment and devices, which are necessary to carry out CCRMC medical operations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3073 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with Meridian Leasing Corporation to increase the payment limit by $193,896 to an amount not to exceed $391,896, and extend the term through August 31, 2026; and execute a Supplement to Master Lease for the period from September 1, 2024 through August 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment to Purchase Order with Meridian Leasing Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, an amendment to purchase order #025782 with Meridian Leasing Corporation to increase the payment limit by $193,896 to a new payment limit of $391,896 and extend the term through August 31, 2026, and execute a Supplement to Master Lease for the period from September 1, 2024 through August 31, 2026 for lease and related maintenance of the ScrubEx dispensary machines at Contra Costa Regional Medical Center (CCRMC). FISCAL IMPACT: Approval of this action will result in additional expenditures of up to $193,896 and will be funded 100% by Hospital Enterprise Fund I Revenues. BACKGROUND: Meridian Leasing Corporation is a company that specializes in providing equipment leasing and financing solutions. They offer a wide range of services, including the leasing of medical, technology, industrial, and transportation equipment. High-tech scrub dispensing systems are a convenient, effective, sanitary way to store scrubs for staff use in the hospital. These systems ensure that the scrubs are packed securely, thus effectively preventing cross- contamination while in storage. The ScrubEx scrub dispensary machines at CCRMC are manufactured by Innovation Passion Automation (IPA) and leased from Meridian Leasing Corporation. The original agreement came with one year of preventive maintenance services that ended on September 22, 2023. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3073,Version:1 CCRMC attempted for several months to establish a contract for preventative maintenance and service agreements with IPA but was unable to reach an agreement on the contract language. As a result, CCRMC is pivoting to establishing a preventive maintenance services contract with Meridian Leasing Corporation instead. On May 12, 2020, the Board of Supervisors approved item C.64 to execute a master lease agreement and lease supplement with Meridian Leasing Corporation, in an amount not to exceed $3,382,011, for the lease of the Omnicell automated dispensing cabinets at CCRMC and Health Centers for the period from September 1, 2020 through August 31, 2027, subject to approval by the County Administrator and approval as to form by County Counsel. On August 10, 2022, the Purchasing Agent approved the use of Meridian Leasing Corporation and executed purchase order #25782 in an amount not to exceed $198, 000 for the period of August 1, 2022, through July 31, 2025 for the rental of scrubEx scrub dispenser for CCRMC, which included one year coverCare and hosting. On May 22, 2024, the Purchasing Agent approved the continued use of Meridian Leasing Corporation for the rental of scrub dispensers including parts, labor, upgrades and unlimited phone support. The Master Lease Agreement includes agreeing to limitation of liability and to indemnify, defend, and hold harmless Meridian Leasing Corporation. Approval of this request will allow Meridian Leasing Corporation to provide preventive maintenance service for the scrub dispensary. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved,it may cause significant disruptions to operational workflows, particularly in environments such as operating rooms where preventing cross-contamination is paramount prior to surgical procedures.Healthcare personnel may encounter delays or inefficiencies in preparing for patient care activities, thereby affecting overall operational efficiency. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3074 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a blanket purchase order with Evoqua Water Technologies, LLC, in an amount not to exceed $67,000 for the purchase of a Tier 34 Water System and all other items needed for the Pittsburg Health Center for the period September 1, 2024 through August 31, 2027. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Evoqua Water Technologies LLC for PHC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a blanket purchase order with Evoqua Water Technologies, LLC in an amount not to exceed $67,000 for the purchase of a Tier 34 Water System and all other items needed for the Pittsburg Health Center for the period of September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this action will result in expenditures of up to $67,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I Revenues. BACKGROUND: The Tier 34 Water System from Evoqua is a high-purity water system designed primarily for critical applications like laboratory and pharmaceutical environments, where the quality of water is essential. These systems meet stringent water quality standards, such as the American Society for Testing and Materials (ASTM), ensuring water purity for sensitive processes. The water purification system at the Pittsburg Health Center, used to sterilize instruments, is over 25 years old and obsolete. The manufacturer no longer services it, and parts and cleaning agents are unavailable. According to the Association for the Advancement of Medical Instrumentation (AAMI), water purification systems are required to disinfect surgical instruments. These systems must meet AAMI TIR34 2014 Water Quality Specifications to reduce pitting, corrosion, microbial fouling, and mineral scaling, thereby improving CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3074,Version:1 cleaning quality and efficiency. The standard terms of sale include agreeing to indemnify, defend, and hold harmless Evoqua Water Technologies, LLC. Approval of this request will allow Evoqua Water Technologies, LLC to provide a water purification system and monitor water quality for sterile processing of medical instruments at the Pittsburg Health Center through August 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the Pittsburg Health Center will not be able to ensure that medical instruments are properly disinfected during sterile processing, directly affecting patient care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3075 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the County, an Impact Standardization Program Master Participation Agreement with Vizient Supply, LLC effective October 1, 2024 to allow the County to purchase goods from participating vendors. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Master Participation Agreement with Vizient Supply, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the County, an Impact Standardization Program Master Participation Agreement with Vizient Supply, LLC effective October 1, 2024 to allow the County to purchase goods, and receive rebates, from participating vendors in the program at a lower price than the County might otherwise be able to find. FISCAL IMPACT: There is a no fiscal impact associated with the execution of this agreement. BACKGROUND: The Impact Standardization Program provides discounts and rebates through participating vendors. The programs covered by the Impact Standardization Program Master Participation Agreement are designed to provide additional supplier and distributor rebates and, for Vizient Reserve Programs, to provide a dedicated inventory of products included in the Vizient Reserve Program to participating organizations in connection with their purchase of certain products from participating suppliers and authorized distributors in designated product categories, such as a variety of food, pharmaceutical and other patient care supplies. The County already participates in the Impact Standardization Program on behalf of other county departments, including the Probation and Sherriff’s Office. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County will not have access to discounts and rebates with Vizient participating vendors. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3076 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $20,000 to Cancer Support Community San Francisco Bay Area for support services offered to individuals and families impacted by cancer in East Contra Costa County during the period of July 1, 2023 through June 4, 2024. (100% Los Medanos Community Health Area Tax Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Payment for Services Provided by Cancer Support Community San Francisco Bay Area ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $20,000 to Cancer Support Community San Francisco Bay Area for support services offered to individuals and families impacted by cancer in East Contra Costa County during the period of July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this action will result in a one-time expenditure in an amount not to exceed $20,000 and will be funded by Los Medanos Community Health Area Tax Funding. BACKGROUND: On December 12, 2023, the Board of Supervisors approved agenda item C.63 accepting the Los Medanos Health Advisory Committee (LMHAC) recommendation for the Los Medanos Health Area Grants for 2023- 2025; and authorized Health Services to execute nineteen (19) service contracts, totaling an amount of $1,400,000 to identified community based organizations (CBOs) that the LMHAC determine to be eligible for awards during fiscal years 2023-24 and 2024-25 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. One of the approved service contracts was with Cancer Support Community San Francisco Bay Area in an amount not to exceed $20,000 to provide support services for people and families impacted by cancer in the Los Medanos Health Area for contract period July 1, 2023 through June 30, 2024. These services include support groups, yoga sessions, cooking classes, psych-social support, and outreach and informational presentation to community organizations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3076,Version:1 Due to the administrative delays submitting the board request, and negotiations with the Cancer Support Community San Francisco Bay Area on the project scope, deliverables and metrics, the contract with this vendor was not executed before the term end date. Contra Costa Health will work with the LMHAC and contracting agencies to obtain necessary documentation to process future renewals and initiate contracts in advance. We continue to improve and adjust the timeline for the Los Medanos grant program. In the next round of grants, we do not expect any future retroactive requests. The contractor is entitled to payment for the reasonable value of its services under the equitable relief theory of quantum meruit. The theory provides that where a contractor has been asked to provide services without a valid contract, and the contractor does so to the benefit of the County, the contractor is entitled to recover the reasonable value of those services. As such, the Department recommends that the Board authorize the Auditor- Controller to issue a one-time payment not to exceed $20,000 payable to Cancer Support Community San Francisco Bay Area. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, Cancer Support Community San Francisco Bay Area will not be paid for services rendered in good faith. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3077 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay an amount not to exceed $2,082 to Freedom Hygiene, Inc., for feminine hygiene disposal services at Contra Costa Regional Medical Center during the month of June 2024, as recommended by the Health Services Director. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Payment for Services Provided by Freedom Hygiene, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Auditor-Controller,to pay an amount not to exceed $2,082 to Freedom Hygiene,Inc.,a corporation,for feminine hygiene disposal services at Contra Costa Regional Medical Center (CCRMC) during the month of June 2024. FISCAL IMPACT: Approval of this action will result in a one-time expenditure in an amount not to exceed $2,082 and will be funded by Hospital Enterprise Fund I. BACKGROUND: CCRMC has an obligation to provide feminine hygiene disposal services to patients. Freedom Hygiene offers a discreet disposal service to ensure top-notch sanitation standards, crucial for preventing healthcare-associated infections and maintaining a sterile environment. Contractors advanced cleaning protocols and high-quality products enhance patient safety and satisfaction. Additionally, their reliable service supports the CCRMC’s commitment to operational excellence and regulatory compliance. Freedom Hygiene has partnered with CCRMC for many years providing a hands-free sanitary unit that requires no touching of contaminated surfaces. In April 2023, the County Administrator approved and the Purchasing Services Manager executed Contract #76 -664-3 with Freedom Hygiene, Inc., in an amount not to exceed $73,999 to provide feminine hygiene disposal services for CCRMC for the period from July 1, 2023 through June 30, 2024. The Department received an invoice in July 2024 for services provided in June of 2024 exceeding the contract CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3077,Version:1 payment limit of $73,999. In order to meet the unexpected increase in feminine hygiene disposal services required at CCRMC, additional services were requested by County and provided by Contractor in good faith. The Contractor is entitled to payment for the reasonable value of its services under the equitable relief theory of quantum meruit. That theory provides that where a Contractor has been asked to provide services without a valid Contract, and the Contractor does so to the benefit of the County, the Contractor 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 Department recommends that the Board authorize the Auditor- Controller to issue a one-time payment not to exceed $2,082 payable to Freedom Hygiene, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this payment is not approved, the Contractor will not be paid for services requested by County staff and provided by Contractor in good faith. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3078 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Park Place International, LLC, to increase the payment limit by $3,400 to an amount not to exceed $157,020 for additional information technology services with no change in the term ending November 27, 2024. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #23-757-1 with Park Place International, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #23-757-1 with Park Place International,LLC,a limited liability company, effective September 24,2024,to amend Contract #23-757,to increase the payment limit by $3,400,from $153,620 to a new payment limit of $157,020,for additional information technology services for the department’s Meditech Magic data system with no change in the term of November 28,2023 through November 27, 2024. FISCAL IMPACT: Approval of this Amendment will result in additional annual expenditures of up to $3,400 and will be funded as budgeted by the department in FY 2024-25, by 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: This Contract meets the needs of Contra Costa Health Services (CCHS)by providing project management, implementation,software configuration,and support for the hardware and software regarding the current Meditech Magic systems operating environment.CCHS Information Systems Unit is upgrading the infrastructure of the Meditech Magic system currently serving the needs of the laboratory and materials management units of Contra Costa Regional Medical Center to ensure the continued operation of these mission -critical systems.Park Place International,LLC is providing project management,replacement of the current physical Meditech Magic servers with new virtual machines,implementation of Meditech’s enhanced backup solution utilizing BridgeHead software,configuration of a secondary data center for disaster recovery,and support for the hardware,software,and operating environment,concerning the current Meditech Magic system. A summary of service contract deliverables,including measurable outcomes required of the vendor to be monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy for this Meditech CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3078,Version:1 monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy for this Meditech Magic server refreshment project will afford enhanced system reliability and resilience,with the ability to recover from system failures in a shorter timeframe.This amendment was approved by Health Services Personnel to ensure there is no conflict with labor relations. On November 28,2023,the Board of Supervisors approved Contract #23-751 with Park Place International, LLC,in an amount not to exceed $153,620,for the provision of information technology services,for the period from November 28,2023 through November 27,2024.This action included approval for Park Place International LLC’s liability to county is limited to proven direct damages caused by its sole negligence in an amount not to exceed the total amount paid by county in the preceding twelve (12) months. Approval of this Contract Amendment Agreement #23-751-1 will allow the Contractor to provide additional information technology services through November 27, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,the County will be unable to pay the Contractor professional services provided by the Contactor in good faith,under the agreement.Disruption of this project could jeopardize the departments Meditech environment,putting the system at greater risk of system downtime and risk longer recovery time of the service in the event of system failure.This may have a negative impact on the department’s business operations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3079 Name: Status:Type:Consent Item Passed File created:In control:8/27/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Panoramic Software Corporation, to increase the payment limit by $246,960 to an amount not to exceed $354,960, and clarify the term will continue from year to year until terminated for additional hosted public guardian software and services for Contra Costa Health. (100% Conservator/Guardianship funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #23-663-1 to Software License Agreement with Panoramic Software Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Amendment No.2 (#23-663-1)with Panoramic Software Corporation,a corporation,effective September 24, 2024,to amend Software License Agreement and Software Maintenance Agreement,increase the payment limit by $246,960 from $108,000 to a new payment limit of $354,960,and clarify the term will continue from year to year until terminated for additional hosted public guardian software and services for Contra Costa Health (CCH). FISCAL IMPACT: Approval of this Amendment will result in additional expenditures of up to $246,960 and will be funded as budgeted by the department in FY 2024-27, by 100% Conservator/Guardianship funds. (Rate increase) BACKGROUND: CCH uses Panoramic’s (PanoSoft)pre-customized software to meet the needs of Public/Guardian/Conservatorship Program (PGPC)in Conservatorship,case,and money management. PanoSoft Enterprise software tracks client fiduciary funds,investigations,clients,addresses,case notes,visits, relatives,public benefits and more through web-based applications.A summary of service contract deliverables, including measurable outcomes required of the vendor to be monitored by the department in compliance with Section III(B)(7)of the Purchasing Policy include prime time service availability and administration support services. On May 2,2017,the Board of Supervisors approved,and the parties executed a Software License Agreement and Software Maintenance Agreement,in an amount not to exceed $108,000 for the provision of PanoSoft’s CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3079,Version:1 and Software Maintenance Agreement,in an amount not to exceed $108,000 for the provision of PanoSoft’s hosted public guardian software, for the period from July 1, 2016 through July 30, 2019. On July 23,2019,the Purchasing Services Manager issued Purchase Order (PO)#016512 to Panoramic Software Corporation in the amount of $111,340,for the continued provision of PanoSoft’s hosted public guardian software and services, for the period from July 1, 2019 through July 30, 2022. In October 2019,the County Administrator approved,and the Purchasing Services Manager executed Contract #23-663 with PanoSoft,in an amount not to exceed $84,000,for PanoSoft to implement its Public Administrator Pro (PAPro)software application and covert and migrate County’s existing Public Administrator data into the PAPro system hosted by PanoSoft, for the period August 1, 2019 through July 31, 2020. In March 2021,the parties executed Amendment No.1 to the Software License Agreement and Software Maintenance Agreement for the County’s Public Administrator’s Office to acquire a license to use and receive support for PanoSoft’s PA-Pro Web application and amend the term to an initial term from July 1,2016,to July 1, 2021, which thereafter shall continue year to year until terminated. On August 17,2022,the Purchasing Services Manager issued PO #025849,in the amount of $114,000,for the continued provision of PanoSoft’s hosted public guardian software,for the period from July 1,2022 through July 30, 2024. Approval of Contract Amendment Agreement #23-663-1 will allow the parties to execute Amendment No.2 to the Software License Agreement and Software Maintenance Agreement to reflect an annual increase in the monthly maintenance charges and append the County’s HIPAA Business Associate Addendum (to the Software License Agreement and Software Maintenance Agreement)for Contractor to provide additional hosted public guardian software and services. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,Contra Costa Health’s Public Guardian will lose its access to PanoSoft’s hosted software subscription and services,and its ability to access to electronically track case and fiduciary management for its clients.This may result Contra Costa Health’s Public Guardian being unable to manage court appointed guardianship cases. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3080 Name: Status:Type:Consent Item Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Etwaru Eye Center, in an amount not to exceed $450,000 to provide ophthalmology services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-918-5 with Etwaru Eye Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #27-918-5 with Etwaru Eye Center,a corporation,in an amount not to exceed $450,000,to provide ophthalmology services for Contra Costa Health Plan (CCHP)members and County recipients,for the period October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $450,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain ophthalmology services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since October 2013.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.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 ophthalmology services needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.This Contract renewal will maintain comprehensive area CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3080,Version:1 and collaboration with existing programs and systems.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.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitation requirements. On October 5,2021,the Board of Supervisors approved Contract #27-918-4 with Etwaru Eye Center,in an amount not to exceed $750,000,for the provision of ophthalmology services for CCHP members and County recipients, for the period October 1, 2021 through September 30, 2024. Approval of Contract #27-918-5 will allow the Contractor to continue providing ophthalmology services for CCHP members and County recipients through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain ophthalmology 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3081 Name: Status:Type:Consent Item Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Redwood Healthcare Center, LLC., in an amount not to exceed $900,000 to provide skilled nursing facility services to Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-392-3 with Redwood Healthcare Center, LLC. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-392-3 with Redwood Healthcare, LLC., a limited liability company, in an amount not to exceed $900,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and county recipients for the period October 1, 2024 through September 30, 2027. FISCAL IMPACT: This Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized professional 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 a 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 providing SNF services to CCHP members and County recipients since October 1, 2021. 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. Contractor currently cooperates with and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3081,Version:1 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 and sub-acute adult facility services needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems. This contract 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. These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 21, 2021, the Board of Supervisors approved Contract #77-392 with Redwood Healthcare Center, LLC., in an amount not to exceed $900,000 to provide SNF services for CCHP members and County recipients for the period October 1, 2021 through September 30, 2024. Approval of Contract #77-392-3 will allow Contractor to continue providing SNF services through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, certain specialized health care services for CCHP members and County recipients under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3082 Name: Status:Type:Consent Item Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with The Periscope Group, in an amount not to exceed $400,000 to provide In-Home Assessment services for medically necessary mobility related devices and services for Contra Costa Health Plan members for the period September 1, 2024 through August 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-483-2 with The Periscope Group ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-483-2 with The Periscope Group,a corporation,in an amount not to exceed $400,000,to provide in-home assessment (IHA)services for medically necessary mobility related devices and services for Contra Costa Health Plan (CCHP) members for the period September 1, 2024 through August 31, 2026. FISCAL IMPACT: Approval of this Contract will result in annual expenditures of up to $400,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized health care services,including authorized IHA services, to review and assess member’s in-home environments and provide recommendations if any equipment or services may be required to improve the quality of life for members under the terms of their Individual and Group Health Plan membership contracts with the County.Contractor’s clinicians will prepare written reports of findings and recommendations and will upload the reports to a secure web portal for authorized County Staff to retrieve.This Contractor has been a part of the CCHP Provider Network providing IHA services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since September 1, 2022. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure there is no conflict with labor relations.The nature of these IHA services needed is complex and requires CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3082,Version:1 ensure there is no conflict with labor relations.The nature of these IHA services needed is complex and requires seamless coordination,integration,and collaboration with existing programs,systems,and personnel.The Periscope Group is familiar with CCHP’s specific requirements to help ensure a seamless implementation including delivery process,and has established compliance history with CCHP that ensures adherence to industry standards and regulations which reduce potential legal and regulatory risks This Contract renewal will maintain comprehensive area coverage for the entire CCHP membership and meets 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 28, 2024. On October 17,2023,the Board of Supervisors approved Contract #77-483-1,with The Periscope Group,in the amount not to exceed $400,000,for the provision of in-home assessment (IHA)services,including,medical necessity assessments for members’in-home environments and providing recommendations of any mobility related devices or services that may improve the quality of life for CCHP members,for the period September 1, 2023 through August 31, 2024. Approval of Contract #77-483-2 will allow the contractor to continue providing IHA services for CCHP members through August 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain specialty in-home health assessment services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided by this Contractor, which may delay services to CCHP members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3083 Name: Status:Type:Consent Item Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), to increase the payment limit by $3,496,359 to an amount not to exceed $5,826,529, and to extend the term through June 30, 2025 for additional rapid rehousing and homeless prevention services to families enrolled in County’s Employment and Human Services Department CalWORKs program. (100% Employment and Human Services Department) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment/Extension Agreement #25-083-7 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment/Extension Agreement #25-083-7 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), a non-profit corporation, to amend Contract #25-083-5, effective September 1, 2024, to increase the payment limit by $3,496,359, from $2,330,170 to a new payment limit of $5,826,529 and to extend the termination date from September 30, 2024 to June 30, 2025 to provide additional rapid rehousing and homeless prevention services for families enrolled in County’s Employment and Human Services Department (EHSD) CalWORKs program and who are at risk of, or currently experiencing, homelessness. FISCAL IMPACT: Approval of this Amendment/Extension will result in additional contractual service expenditures of up to $3,496,359 and extend the contract through June 30, 2025 which will be funded 100% by Employment and Human Services Department CalWORKs. BACKGROUND: This Contract meets the social needs of County’s population by providing rapid rehousing and homeless prevention services to families who are at risk of, or currently experiencing, homelessness and recipients of EHSD’s CalWORKs program and who are eligible to receive services through California Department of Social Services (CDSS). This Contract is supporting EHSD’s implementation of its Housing Support Program (HSP) funded by the CDSS. HSP provides prevention and time limited rental assistance and supportive services to Contra Costa CalWORKS families. The goal of HSP is to stabilize CalWORKS families with the end goal of CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:24-3083,Version:1 self-sufficiency at program end which includes maintaining safe and stable housing without the need for on- going assistance. 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. Contractor has been providing housing services for Contra Costa County since August 2019. 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. Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) was selected through the RFP process on April 28, 2023. On October 24, 2023, the Board of Supervisors approved Contract #25-083-5 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), in an amount not to exceed $2,160,587 to provide rapid rehousing and homeless prevention services to homeless Contra Costa County residents to help CalWORKs families achieve self-sufficiency and housing stability for the period July 1, 2023 through June 30, 2024. On February 27, 2024, the Board of Supervisors approved Amendment/Extension Agreement #25-083-6 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), effective March 1, 2024, to increase the payment limit by $169,583 to a new payment limit of $2,330,170 and extend the termination date from June 30, 2024 to September 30, 2024 for additional rapid rehousing and homeless prevention services. Approval of Amendment/Extension Agreement #25-083-7 will allow the Contractor to provide additional rapid rehousing and homeless prevention services for families enrolled in County’s EHSD CalWORKs program through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved, homeless CalWORKs individuals and families in Contra Costa County may not receive assistance with housing putting individuals and families further at risk. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:24-3083,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3084 Name: Status:Type:Consent Item Passed File created:In control:8/30/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Selena Ellis, M.D., in an amount not to exceed $360,000 to provide neurology electromyography services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-129-3 with Selena Ellis, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-129-3 with Selena Ellis,M.D.,a sole proprietor,in an amount not to exceed $360,000,to provide neurology electromyography (EMG)services for Contra Costa Health Plan (CCHP)members and County recipients, for the period October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $360,000 over a 3-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain neurology EMG services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since October 2017.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.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 neurology EMG services needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.This Contract renewal will maintain comprehensive area CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3084,Version:1 and collaboration with existing programs and systems.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.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitation requirements. On October 5,2021,the Board of Supervisors approved Contract #77-129-2 with Selena Ellis,M.D.,in an amount not to exceed $240,000,for the provision of neurology EMG services for CCHP members and County recipients, for the period October 1, 2021 through September 30, 2024. On February 8,2022,the Board of Supervisors approved clarification of prior board action of October 5,2021 (item C.44),which pertained to contract #77-129-2 with Selena Ellis,M.D.,to correct the payment limit to reflect the intent of the parties in which the payment limit should have read an amount not to exceed $360,000, with no change in the term through September 30, 2024. Approval of Contract #77-129-3 will allow the Contractor to continue providing neurology EMG services for CCHP members and County recipients through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain neurology EMG 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3085 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Laboratory Corporation of America, to provide additional outside laboratory testing services for Contra Costa Regional Medical Center and Health Centers with no change in the payment limit of $325,000 or term ending April 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment Agreement #76-556-6 with Laboratory Corporation of America ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment Agreement #76-556-6 with Laboratory Corporation of America, a corporation, to amend Contract #76-556-5, effective September 1,2024, to provide additional laboratory testing services at Contra Costa Regional Medical (CCRMC) and Contra Costa Health Centers with no change in the payment limit of $325,000 or term May 1, 2023 through April 30, 2026. FISCAL IMPACT: Approval of this Amendment will not impact the budgeted expenditures of up to $325,000 over a 3-year period funded 100% by Hospital Enterprise Fund I. (Additional rates) BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide laboratory testing services to patients. On occasion, the County contracts with outside laboratory testing services in order to provide testing that requires special equipment not available at County facilities. CCRMC’s Pathology laboratory sends out test(s) for consultation, such as Human papillomavirus (HPV) for pap co-test, Immunohistochemistry (IHC) for diagnostic treatment of disease, her2fish for breast treatment and flow cytometry for diagnosis of leukemia as well as clinical lab testing when needed. This contractor has been providing outside clinical laboratory testing services for CCRMC since May 2017. 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 is a member of the Vizient Group Purchasing Organization (GPO) and per Administrative CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3085,Version:1 Bulletin 600.3, GPO members are exempt from solicitation requirements. On October 3, 2023, the Board of Supervisors approved Contract #76-556-5 with Laboratory Corporation of America in an amount not to exceed $325,000 to provide outside laboratory testing services, including HER2FISH test for breast cancer treatment, and flow cytometry test for leukemia treatment for the period from May 1, 2023 through April 30, 2026. Approval of Amendment Agreement #76-556-6 will allow the Contractor to provide additional outside laboratory testing services through April 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved, patients requiring outside laboratory testing services will not have access to Contractor’s services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3086 Name: Status:Type:Consent Item Passed File created:In control:9/3/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with CHG Companies, Inc. (dba CompHealth), in an amount not to exceed $1,000,000 to provide temporary medical staffing services at the Contra Costa Regional Medical Center and Health Centers for the period September 1, 2024 through August 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #76-886 with CHG Companies, Inc. (dba CompHealth) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-886 with CHG Companies, Inc. (dba CompHealth), a corporation, in an amount not to exceed $1,000,000, to provide temporary medical staffing services at the Contra Costa Regional Medical Center (CCRMC), Contra Costa Health Centers and County Detention Facilities for the period from September 1, 2024 through August 31, 2026. FISCAL IMPACT: Approval of this Contract will result in budgeted expenditures of up to $1,000,000 over a two-year period and will be funded 100% by Hospital Enterprise Fund I. BACKGROUND: CCRMC and Contra Costa Health Centers have an obligation to provide medical staffing services to patients. Therefore, the County contracts with temporary help firms to ensure patient care is provided during peak loads, temporary absences, vacations and emergency situations where additional staffing is required. 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. CCRMC’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. Under new Contract #76-886 with CHG Companies, Inc. (dba CompHealth), will provide temporary medical CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3086,Version:1 staffing services at CCRMC and Contra Costa Health Services for the period September 1, 2024 through August 31, 2026. This contract includes services provided by represented classifications and the county has met its obligations with the respective labor partner(s). CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, the department may not have appropriate levels of clinical/medical staff at CCRMC, Contra Costa Health Centers to cover during temporary staff absences, vacations and vacancies. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3087 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Motive Power, Inc., in an amount not to exceed $427,501 to conduct a review of the management system and safety culture of the Marathon Renewable Fuels Refinery for the period September 1, 2024 through September 30, 2026. (100% Hazardous Materials Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #72-237 with Motive Power, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #72-237 with Motive Power, Inc., a corporation, in an amount not to exceed $427,501, to conduct a review of the management system and safety culture of the Marathon Renewable Fuels Refinery (Refinery) in Martinez, for the period from September 1, 2024 through September 30, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $427,501 over a two (2) year period and will be funded 100% by Hazardous Materials Fees. BACKGROUND: Refinery had a Major Chemical Accident or Release (MCAR) on November 19, 2023, which resulted in significant injury to an employee. As a result of this incident, a third-party safety evaluation of the Refinery’s management system and safety culture will be implemented. This evaluation is not an investigation of the incident, but an overall review of the management systems that are in place to manage process safety and an evaluation of the Safety Culture at this Refinery. Following a Request for Proposal (RFP), this contract was awarded to Motive Power by the Public Works Department in June 2024. Approval of Contract #72-237, will allow the Contractor to conduct a review of the management system and safety culture of the Marathon Renewable Fuels Refinery through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, potential hazardous materials at the Refinery might not be addressed and CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3087,Version:1 remediated. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3088 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Touraj Kormi, MD, in an amount not to exceed $300,000 to provide plastic and reconstructive surgery services to Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-708 with Touraj Kormi, MD ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-708 with Touraj Kormi,MD,an individual,in an amount not to exceed $300,000,to provide plastic and reconstructive surgery services for Contra Costa Health Plan (CCHP)members and County recipients for the period October 1, 2024 through September 30, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $300,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain medical specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County.This Contractor will join the CCHP Provider Network to provide plastic and reconstructive surgery services and foster a deep understanding of the CCHP organizations mission, values, and long-term objectives starting October 1, 2024. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;and Health and Safety Code §1451.Health Services Personnel approved this contract to ensure there is no conflict with labor relations.Contractor will cooperate with and participate 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.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitation CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3088,Version:1 requirements. Under new Contract #77-708,this Contractor will provide plastic and reconstructive surgery services for CCHP members and County recipients through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved certain specialized plastic and reconstructive surgery services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided and services may be delayed. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3089 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Sohyila Davani, Psy.D, in an amount not to exceed $300,000 to provide behavioral health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-694 with Sohyila Davani, Psy.D ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-694 with Sohyila Davani,Psy.D,a sole proprietor,in an amount not to exceed $300,000,to provide behavioral health services -therapy for Contra Costa Health Plan (CCHP)members and County recipients, for the period October 1, 2024 through September 30, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $300,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain behavioral health services -therapy for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Behavioral health services - therapy is mandated by State and Federal regulations.Department of Health Care Services (DHCS)has added behavioral health therapy services to the list of medically necessary outpatient mental health services as a covered benefit under the Medi-Cal Program,under DHCS All Plan Letter (APL)13-021.This new 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. The nature of the behavioral health services -therapy needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems.This Contract 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.These contracted CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3089,Version:1 required by the State of California Department of Managed Health Care (DMHC)services.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s purchasing Division. Approval of new Contract #77-694 will allow the Contractor to provide behavioral health services -therapy for CCHP members and County recipients through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain behavioral health services -therapy 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3090 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with North Coast Medical Supply, LLC (dba Advanced Diabetes Supply), in an amount not to exceed $300,000 to provide durable medical equipment services to Contra Costa Health Plan members and County recipients for the period November 1, 2024 through October 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-417-1 with North Coast Medical Supply, LLC (dba Advanced Diabetes Supply) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-417-1 with North Coast Medical Supply, a limited liability company (dba Advanced Diabetes Supply), a corporation, in an amount not to exceed $300,000, to provide durable medical equipment (DME) services to Contra Costa Health Plan (CCHP) members and County recipients for the period November 1, 2024 through October 31, 2027. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $300,000 over a 3-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized DME services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This Contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; and Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. This contractor has been a member in the CCHP Provider Network providing DME services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since November 2021. The nature of the DME services needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems. Contractor will cooperate with and participate in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3090,Version:1 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. 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. These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On October 12, 2021, the Board of Supervisors approved Contract #77-417 with North Coast Medical Supply, LLC (dba Advanced Diabetes Supply), in an amount not to exceed $300,000, for the provision of DME services to CCHP members and County recipients, for the period November 1, 2021 through October 31, 2024. Approval of Contract #77-417-1 will allow the Contractor to continue to provide DME services for CCHP members and County recipients through October 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, certain specialized DME services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3091 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Seneca Family of Agencies, in an amount not to exceed $9,063,460 to provide school and community -based Medi-Cal specialty mental health services for Seriously Emotionally Disturbed children and their families for the period July 1, 2024 through June 30, 2025. (96% Federal Medi-Cal; 2% Martinez Unified/West Contra Costa Unified School District Grant; 2% Probation Department funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-058-40 with Seneca Family of Agencies ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-058-40 with Seneca Family of Agencies, a non-profit corporation, in an amount not to exceed $9,063,460, to provide school and community-based Medi-Cal specialty mental health services for Seriously Emotionally Disturbed (SED) children and their families in Contra Costa County for the period from July 1, 2024 through June 30, 2025. FISCAL IMPACT: Approval of this Contract will result in budgeted expenditures of up to $9,063,460 for FY 2024-2025 and will be funded 96% by Federal Medi-Cal, 2% Martinez Unified School District/West Contra Costa Unified School District Grant funds, and 2% Probation Department funds. BACKGROUND: This Contract meets the social needs of County’s population by providing community-based Medi-Cal specialty mental health services for SED children, adolescents and their families which will result in positive social and emotional development at home, in the community and greater school success. This Contractor has been providing these services to County since April 2000. This Contract is entered into under and subject to the following legal authorities: Welfare and Institutions Code, § 5600 et seq. (The Bronzan McCorquodale Act); California Code of Regulations (“CCR”), Title 9, § 523 et seq. (Community Mental Health Services) and California Government Code §§ 26227 and 31000. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3091,Version:1 regular basis to ensure monitoring and performance measures in the Contract are upheld. Per Administrative Bulletin 600.3 the Department has posted a continuous Request for Qualifications and always maintains a current qualified list of vendors. On June 27, 2023, the Board of Supervisors approved Contract #74-058-39 with Seneca Family of Agencies in an amount not to exceed $8,006,031, to provide school and community-based Medi-Cal specialty mental health services for SED children and their families in Contra Costa County for the period July 1, 2023 through June 30, 2024. Approval of Contract #74-058-40 will allow the Contractor to continue providing Medi-Cal specialty mental health services through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, there will be fewer mental health services available for SED children in Contra Costa County further putting their health at risk. CHILDREN’S IMPACT STATEMENT: This Early and Periodic Screening, Diagnostic, and Treatment (EPSDT) program supports the following Board of Supervisors’ community outcomes: “Children Ready for and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3092 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a rental agreement with the City of Richmond in an amount not to exceed $500 for rental fees and facility use for the purpose of conducting a public meeting in the month of October 2024. (100% Environmental Health Fees) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:County Sponsored Environmental Health Solid Waste Public Meeting and Agreement ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a rental agreement with the City of Richmond in an amount not to exceed $500 for rental fees and facility use for the purpose of conducting a public meeting in the month of October 2024. FISCAL IMPACT: The fiscal impact of this action will not exceed $500 and is funded by Environmental Health Fees. BACKGROUND: As part of an application process for a Solid Waste Facility Permit, Environmental Health, as the solid waste Local Enforcement Agency (LEA) is required to hold a public meeting pursuant to California Code of Regulations, CCR Title 27, Section 21660.3. The City of Richmond facility rental agreement obligates Contra Costa County to indemnify, save, and hold harmless the City of Richmond from any and all liability arising during the term of the rental agreement and the City will have no liability for loss or damage to Contra Costa County goods, property, or equipment. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County would be out of compliance with California state regulations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3093 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Golden State Orthopedics & Spine, A Medical Group, Inc., in an amount not to exceed $18,000,000 to provide orthopedic surgery, physical therapy, and urgent care services to Contra Costa Health Plan members and County recipients for the period November 1, 2024 through October 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-892-9 with Golden State Orthopedics & Spine ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County Contract #27-892-9 with Golden State Orthopedics &Spine,a general partnership,in an amount not to exceed $18,000,000,to provide orthopedic surgery,physical therapy,diagnostic imaging and urgent care services to Contra Costa Health Plan (CCHP)members and County recipients for the period November 1,2024 through October 31, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $18,000,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized medical specialty health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This Contractor is part of the CCHP Provider Network and has been providing orthopedic surgery,physical therapy, diagnostic imaging and urgent care services since November of 2012. 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 on September 3,2024.Contractor will cooperate with and participate 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.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitationCONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3093,Version:1 Programs.Per Administrative Bulletin 600.3 CCHP Physician services are exempt from solicitation requirements. On October 19,2022,the Board of Supervisors approved Contract #27-892-7 with Golden State Orthopedics and Spine formerly Muir Orthopaedic Specialists,A Medical Group,Inc.,in an amount not to exceed $8,000,000,for the provision of orthopedic surgery,physical therapy,and urgent care services to CCHP members, for the period from November 1, 2022 through October 31, 2024. Approval of Contract #27-892-9 will allow the contractor to continue providing orthopedic surgery,physical therapy, diagnostic imaging and urgent care services through October 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,certain specialized medical specialty health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3094 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Compassionate Heart Counseling, A Licensed Marriage and Family Therapy Professional Corporation, in an amount not to exceed $300,000 to provide behavior health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-710 with Compassionate Heart Counseling, A Licensed Marriage and Family Therapy Professional Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-710 with Compassionate Heart Counseling,A Licensed Marriage and Family Therapy Professional Corporation,a corporation,in an amount not to exceed $300,000,to provide behavior health services -therapy for Contra Costa Health Plan (CCHP)members and County recipients,for the period October 1, 2024 through September 30, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $300,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain behavior health services -therapy for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Behavioral health services - therapy are mandated by State and Federal regulation Department of Health Care Services (DHCS)has added behavioral health therapy services to the list of medically necessary outpatient mental health services as covered benefit under the Medi-Cal program,under DHCS All Plan Letter (APL)13-021.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. The nature of the behavior health services -therapy needed is complex and requires seamless coordination, CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3094,Version:1 The nature of the behavior health services -therapy needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems.This Contract 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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. Approval of new Contract #77-710 will allow the Contractor to provide behavior health services -therapy for CCHP members and County recipients through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain behavior health services -therapy 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3095 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Ena Rios Corp, to increase the payment limit by $80,000 to an amount not to exceed $220,000 for additional Medi-Cal specialty mental health services with no change in the term ending June 30, 2025. (50% Federal Medi-Cal; 50% State Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-271-19(19) with Ena Rios Corp ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #74-271-19(19)with Ena Rios Corp,a corporation,effective September 1, 2024,to amend Contract #74-271-19(18),to increase the payment limit by $80,000 from $140,000 to a new payment limit of $220,000 with no change in the term of March 8, 2024 through June 30, 2025. FISCAL IMPACT: Approval of this Amendment will result in additional annual expenditures of up to $80,000 and will be funded as budgeted by the department in FY 2024-25 by 50%Federal Medi-Cal and 50%State Mental Health Realignment funds. (No rate increase) BACKGROUND: This Contract meets the social needs of County’s population by providing Medi-Cal specialty mental health services for members in Contra Costa County by providing assessment,testing,therapy and medication monitoring for treatment of anxiety,bipolar,depression,grief/loss,personality disorders,substance related disorders,and sexual and gender identity disorders.This Contractor has been providing these services as part of the Department’s Behavioral Health Services Network since 2006. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Welfare and Institutions Code §5775 et seq.;Welfare and Institutions Code §§14680- 14685;California Code of Regulations (CCR),Title 9 §1810.100 et seq.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3095,Version:1 Department’s Purchasing Division. Approval of Contract Amendment Agreement #74-271-19(19)will allow the Contractor to continue providing Medi-Cal specialty mental health services, through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,there will be fewer mental health services available as the County solicits and engages an alternative Contractor, which could result in increased wait times for services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3096 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vincent Salaveria, LMFT, in an amount not to exceed $300,000 to provide behavior health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-709 with Vincent Salaveria, LMFT ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-709 with Vincent Salaveria,LMFT,a sole proprietor,in an amount not to exceed $300,000,to provide behavior health services -therapy for Contra Costa Health Plan (CCHP)members and County recipients, for the period October 1, 2024 through September 30, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $300,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain behavior health services -therapy for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Behavioral health services - therapy are mandated by State and Federal regulation Department of Health Care Services (DHCS)has added behavioral health therapy services to the list of medically necessary outpatient mental health services as covered benefit under the Medi-Cal program,under DHCS All Plan Letter (APL)13-021.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. The nature of the behavior health services -therapy needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems.This Contract 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.These contracted CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3096,Version:1 required by the State of California Department of Managed Health Care (DMHC)services.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. Approval of new Contract #77-709 will allow the Contractor to provide behavior health services -therapy for CCHP members and County recipients through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain behavior health services -therapy 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3097 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Chris E. Esguerra, M.D., P.C. (dba Esteem Health Services PSC), in an amount not to exceed $400,000 to provide telehealth behavior health therapy services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-711 with Chris E. Esguerra, M.D., P.C. (dba Esteem Health Services PSC) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-711 with Chris E.Esguerra,M.D.,P.C.(dba Esteem Health Services PSC),a corporation,in an amount not to exceed $400,000,to provide telehealth behavior health services -therapy for Contra Costa Health Plan (CCHP)members and County recipients,for the period October 1,2024 through September 30, 2026. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $400,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain telehealth behavior health services -therapy for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Behavioral health services -therapy are mandated by State and Federal regulation Department of Health Care Services (DHCS) has added behavioral health therapy services to the list of medically necessary outpatient mental health services as covered benefit under the Medi-Cal program,under DHCS All Plan Letter (APL)13-021.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. The nature of the telehealth behavior health services -therapy needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.This Contract will maintain CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3097,Version:1 coordination,integration and collaboration with existing programs and systems.This Contract 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. These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. Approval of new Contract #77-711 will allow the Contractor to provide telehealth behavior health services - therapy for CCHP members and County recipients through September 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain telehealth behavior health services -therapy 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3098 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Carsten’s Yearly Analysis, Inc., in an amount not to exceed $25,000 to provide preventative maintenance of the medical gas and vacuum systems at Contra Costa Regional Medical Center for the period September 1, 2024 through June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #76-868 with Carsten’s Yearly Analysis, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #76-868 with Carsten’s Yearly Analysis,Inc.,a corporation,in an amount not to exceed $25,000,to provide preventative maintenance of the medical gas and vacuum systems at Contra Costa Regional Medical Center (CCRMC) for the period September 1, 2024 through June 30, 2026. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $25,000 and will be funded 100% by Hospital Enterprise Fund I. BACKGROUND: CCRMC requires a vendor that is local enough to be able to respond to emergencies that may arise at the facility.Maintenance and repair of these systems is a mandatory issue,both legally and operationally. Contractor will provide comprehensive testing of all components of the medical gas and vacuum system. Annual testing procedures and reports will be conducted for CCRMC to meet and exceed the requirements of the relevant edition of National Fire Protection Association (NFPA)Code 99,Computerized Maintenance Management System (CMMS), Joint Commission Environment of Care Standards, State and Local laws. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.CCRMC’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.Per Administrative Bulletin 600.3 the payment limit is $25,000 or under and CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3098,Version:1 is exempt from solicitation requirements. Approval of this new Contract #76-868 allows the Contractor to provide preventative maintenance services through June 30,2026.This Contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,CCRMC will not have access to Contractor’s preventative maintenance for the medical gas and vacuum systems required to meet the standards of Local and State laws. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3099 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Norcal Imaging, to add nuclear medicine, positron emission tomography and computed tomography services with no change in the original payment limit of $9,000,000 or term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-240-5 with Norcal Imaging ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #77-240-5 with Norcal Imaging,a corporation,effective September 1,2024, to amend Contract #77-240-4,to add nuclear medicine and positron emission tomography/computed tomography (PET/CT)services,with no change in the payment limit of $9,000,000 and no change in the term of August 1, 2024 through July 31, 2026. FISCAL IMPACT: Approval of this amendment will not impact the original payment limit of $9,000,000 which is funded by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain diagnostic radiology imaging services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since August 1,2019.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.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3099,Version:1 Works Department’s Purchasing Division. On June 25,2024,the Board of Supervisors approved Contract #77-240-4 with Norcal Imaging,in an amount not to exceed $9,000,000,for the provision diagnostic radiology imaging services for CCHP members and County recipients, for the period August 1, 2024 through July 31, 2026. Approval of Contract Amendment Agreement #77-240-5 will allow the Contractor to add nuclear medicine and PET/CT services for CCHP members and County recipients through July 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain diagnostic radiology imaging 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3100 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Ace Home Health Care & Hospice, Inc., in an amount not to exceed $1,500,000 to provide home health care and hospice services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-110-4 with Ace Home Health Care & Hospice, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County Contract #77-110-4 with Ace Home Health Care &Hospice,Inc.,a corporation,in an amount not to exceed $1,500,000,to provide home health care and hospice services for Contra Costa Health Plan (CCHP)members and County recipients for the period September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $1,500,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain home health care and hospice services for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Home health care services include but are not limited to intermittent skilled nursing,therapeutic and rehabilitative care in patients’residence.Hospice care focuses on the care,comfort,and quality of life of a person with a serious illness who is approaching the end of life.Hospice services involve a team led by a physician.This team includes Contractor’s nurses and other health care professionals,including physical,occupational,respiratory and speech therapists.This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organization’s mission,values,and long-term objectives since September 2017. 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.Contractor currently cooperates and participates in CCHP’s QualityCONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3100,Version:1 ensure no conflicts with labor relations.Contractor currently cooperates and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care,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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On November 23,2021,the Board of Supervisors Contract #77-110-3 with Ace Home Health Care &Hospice, Inc.,in an amount not to exceed $225,000,for the provision of home health care and hospice services for CCHP members for the period September 1, 2021 through August 31, 2024. Approval of Contract #77-110-4 will allow the Contractor to continue providing home health care and hospice services for CCHP members and County recipients through August 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain home health care and hospice 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3101 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Stockton Diagnostic Imaging, to increase the payment limit by $200,000 to an amount not to exceed $230,000 for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan members with no change in the term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #77-237-3 with Stockton Diagnostic Imaging ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #77-237-3 with Stockton Diagnostic Imaging,a general partnership,effective September 1,2024,to amend Contract #77-237-2,to increase the payment limit by $200,000,from $30,000 to an amount not to exceed $230,000,for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan (CCHP) members with no change in the term August 1, 2024 through July 31, 2026. FISCAL IMPACT: Approval of this Amendment will result in additional contractual expenditures of up to $200,000 and will be funded as budgeted by the department in FYs 2024-26,by 100%Contra Costa Health Plan Enterprise Fund II. (Additional rates) BACKGROUND: CCHP has an obligation to provide certain diagnostic radiological imaging services for CCHP members under the terms of their Individual and Group Health Plan membership Contracts with the County.This Contractor has been a member in the CCHP Provider Network providing diagnostic radiological imaging services since August 2019. 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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3101,Version:1 In July 2024,the Purchasing Services Manager executed Contract #77-237-2 in an amount not to exceed $30,000,with Stockton Diagnostic Imaging for the provision outpatient diagnostic radiological imaging services for CCHP members for the period August 1, 2024 through July 31, 2026. Approval of Contract Amendment Agreement #77-237-3 will allow Contractor to provide additional outpatient diagnostic radiological imaging services for CCHP members through July 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,CCHP members will not have access to Contractor’s diagnostic services, which may delay services to members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3102 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vitas Healthcare Corporation of California, in an amount not to exceed $4,800,000 to provide hospice services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-272-2 with Vitas Healthcare Corporation of California ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County Contract #77-272-2 with Vitas Healthcare Corporation of California,a corporation,in an amount not to exceed $4,800,000,to provide hospice services for Contra Costa Health Plan (CCHP)members and County recipients for the period September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $4,800,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain hospice services for its members under the terms of their Individual and Group Health Plan membership contracts with the County.Hospice care focuses on the care,comfort,and quality of life of a person with a serious illness who is approaching the end of life.Hospice services involve a team led by a physician.This team includes Contractor’s nurses and other health care professionals,including physical,occupational,respiratory and speech therapists.This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organization’s mission, values, and long-term objectives since February 1997. 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.Contractor currently cooperates and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care,services and member experience.Cooperation includes collection and evaluation of performance measurement data and CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3102,Version:1 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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 7,2021,the Board of Supervisors Contract #77-272-1 with Vitas Healthcare Corporation of California,in an amount not to exceed $1,500,000,for the provision of hospice services for CCHP members and County recipients, for the period September 1, 2021 through August 31, 2024. Approval of Contract #77-272-2 will allow the Contractor to continue providing hospice services for CCHP members and County recipients through August 31,2027.This Contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain hospice 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3103 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Children’s Hospital & Research Center at Oakland (dba UCSF Benioff Children’s Hospital), to increase the payment limit by $105,000 to an amount not to exceed $300,000 for additional prenatal hemoglobinopathy screening services with no change in the term ending June 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #76-651-5 with Children’s Hospital & Research Center at Oakland (dba UCSF Benioff Children’s Hospital) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment #76-651-5 with Children’s Hospital &Research Center at Oakland (dba UCSF Benioff Children’s Hospital),a non-profit corporation,effective June 1,2024,to amend Contract #76-651-3,to increase the payment limit by $105,000,from $195,000 to a new payment limit of $300,000,for additional prenatal hemoglobinopathy screening services with no change in the term of July 1, 2022 through June 30, 2026. FISCAL IMPACT: Approval of this Amendment will result in additional annual budgeted expenditures of up to $105,000 and will be funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers have an obligation to provide medical laboratory testing services for patients.Therefore,when specialized patient specimen testing is required for patient care and when the required testing equipment is not available at County facilities,the County contracts with outside laboratory testing services to provide specialized testing services.Contractor has been providing laboratory testing services since 2017 formerly under a purchase order with CCRMC. In July 2023,the County Administrator approved and the Purchasing Services Manager executed Contract #76- 651-3 with Children’s Hospital &Research Center at Oakland (dba UCSF Benioff Children’s Hospital),in an amount not to exceed $195,000,for the provision of prenatal hemoglobinopathy screening services for the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3103,Version:1 period July 1, 2022 through June 30, 2026. Approval of Contract Amendment #76-651-5 will allow the Contractor to provide additional services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved the necessary prenatal hemoglobinopathy screening services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3104 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Diagnostic Radiological Imaging Medical Group, to increase the payment limit by $200,000 to an amount not to exceed $260,000 for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan members with no change in the term ending July 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #77-236-3 with Diagnostic Radiological Imaging Medical Group ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #77-236-3 with Diagnostic Radiological Imaging Medical Group,a general partnership,effective September 1,2024,to amend Contract #77-236-2,to increase the payment limit by $200,000,from $60,000 to a new payment limit of $260,000,for additional outpatient diagnostic radiological imaging services for Contra Costa Health Plan (CCHP)members with no change in the term August 1,2024 through July 31, 2026. FISCAL IMPACT: Approval of this Amendment will result in additional contractual expenditures of up to $200,000 and will be funded as budgeted by the department in FYs 2024-26,by 100%Contra Costa Health Plan Enterprise Fund II. (Additional rates) BACKGROUND: CCHP has an obligation to provide certain diagnostic radiological imaging services for CCHP members under the terms of their Individual and Group Health Plan membership Contracts with the County.This Contractor has been a member in the CCHP Provider Network providing diagnostic radiological imaging services since August 2019. 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.These contracted services were determined to be exempt from CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3104,Version:1 Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. In July 2024,the Purchasing Services Manager executed Contract #77-236-2 in an amount not to exceed $60,000,with Diagnostic Radiological Imaging Medical Group for the provision outpatient diagnostic radiological imaging services for CCHP members for the period August 1, 2024 through July 31, 2026. Approval of Contract Amendment Agreement #77-236-3 will allow Contractor to provide additional outpatient diagnostic radiological imaging services for CCHP members through July 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved,CCHP members will not have access to Contractor’s diagnostic services, which may delay services to members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3105 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title: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 $442,322 to provide an on-site, on-demand and culturally appropriate Prevention and Early Intervention program to help formerly homeless families for the period July 1, 2024 through June 30, 2025. (100% Behavioral Health Services Act - Prevention and Early Intervention) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-378-18 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #74-378-18 with Contra Costa Interfaith Transitional Housing,Inc.(dba Hope Solutions),a non-profit corporation,in an amount not to exceed $442,322 to provide an on-site,on-demand and culturally appropriate Prevention and Early Intervention (PEI)program to help formerly homeless families,for the period July 1, 2024 through June 30, 2025. FISCAL IMPACT: Approval of this Contract will result in an annual budgeted expenditure of up to $442,322 for FY 2024-25 and will be funded 100% by Behavioral Health Services Act (BHSA) -PEI funds. BACKGROUND: This Contract meets the social needs of County’s population by providing an on-site,on-demand and culturally appropriate PEI program to help formally homeless families.Contra Costa Interfaith Transitional Housing,Inc. (dba Hope Solutions)has been providing BHSA PEI services to the county since July 1,2009.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 Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive BHSA Three-Year Plan as required by State regulation.Providers interested in CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3105,Version:1 part of the comprehensive BHSA Three-Year Plan as required by State regulation.Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings.The services and vendors were identified in the formal Three-Year plan was approved on the following schedule that was noticed to the public and approved by the Board on August 1,2023.The Three-Year Plan was posted for public comment from June 5, 2023 through July 5,2023,there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On August 15,2023,the Board of Supervisors approved Novation Contract #74-378-17 with Contra Costa Interfaith Transitional Housing,Inc.(dba Hope Solutions),in an amount not to exceed $425,310,to provide an on-site,on-demand and culturally appropriate PEI program to help formerly homeless families for the period from July 1, 2023 through June 30, 2024. Approval of Contract #74-378-18 will allow the Contractor to continue providing services through June 30, 2025. The delay of this contract was due to ongoing negotiations between the Contractor and the Department. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the BHSA PEI services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3106 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Fred Finch Youth Center, in an amount not to exceed $365,254 to provide mental health services to transitional-aged youth under the Behavioral Health Services Act for the period July 1, 2024 through June 30, 2025. (100% Behavioral Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-304-16 with Fred Finch Youth Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #74-304-16 with Fred Finch Youth Center,a non-profit corporation,in an amount not to exceed $365,254 to provide mental health services to County transitional-aged youth under the Behavioral Health Services Act (BHSA), for the period from July 1, 2024 through June 30, 2025. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $365,254 for FY 2024-25 and will be funded 100% by BHSA revenue. BACKGROUND: This Contract meets the social needs of County’s population by providing implementation of BHSA Community Services and Supports Program,including providing community-based services,personal services coordination,medication support,crisis intervention,and other mental health services to eligible youth clients in Contra Costa County. The Contractor has been providing these services since March 1, 2007. This Contract is entered into under and subject to the following legal authorities:Welfare and Institutions Code, §5600 et seq.(The Bronzan McCorquodale Act);California Code of Regulations (“CCR”),Title 9,§523 et seq.(Community Mental Health Services)and California Government Code §§26227 and 31000.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. This provider was selected in collaboration with community stakeholder advisory bodies and was approved as CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3106,Version:1 This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive BHSA Three-Year Plan as required by State regulation.Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings.The services and vendors were identified in the formal Three-Year plan was approved on the following schedule that was noticed to the public and approved by the Board on August 1,2023.The Three-Year Plan was posted for public comment from June 5, 2023 through July 5,2023,there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On November 28,2023,the Board of Supervisors approved Novation Contract #74-304-15 with Fred Finch Youth Center,in an amount not to exceed $365,254,to provide mental health services to County transitional aged youth under the BHSA for the period from July 1, 2023 through June 30, 2024. Approval of Contract #74-304-16 allows the Contractor to continue providing services through June 30,2025. The delay of this Contract was due to ongoing negotiations between the Contractor and the Department. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,BHSA Transitional-aged youth services and support programs will be delayed leading to reduced level of services for County’s mental health clients. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’community outcomes:“Families that are Safe, Stable,and Nurturing”;and “Communities that are Safe and Provide a High Quality of Life for Children and Families”.Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3107 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Fremont SNF Healthcare, LLC (dba Mission Valley Post Acute), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-363-3 with Fremont SNF Healthcare, LLC (dba Mission Valley Post Acute) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-363-3 with Fremont SNF Healthcare,LLC (dba Mission Valley Post Acute),a limited liability company,formally known as Windsor Convalescent &Rehabilitation Center of Fremont,LLC (dba Windsor Park Care Cener of Fremont),in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP)members and County recipients for the period September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. 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.Contractor’s proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.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 September 1, 2021. This Contract is entered into under and subject to the following legal authorities:California Government CodeCONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3107,Version:1 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.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 14,2021,the Board of Supervisors approved Contract #77-363 with Windsor Convalescent & Rehabilitation Center of Fremont,LLC (dba Windsor Park Care Cener of Fremont),in an amount not to exceed $2,400,000,for the provision of SNF services for CCHP members and County recipients for the period September 1, 2021 through August 31, 2024. Approval of Contract #77-363-3 will allow the Contractor to continue to provide SNF services under their new company name for CCHP members and County recipients through August 31, 2027. 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. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3108 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Hayward SNF Healthcare, LLC (dba Hayward Gardens Post Acute), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-368-3 with Hayward SNF Healthcare, LLC (dba Hayward Gardens Post Acute) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-368-3 with Hayward SNF Healthcare,LLC (dba Hayward Gardens Post Acute),a limited liability company,formally known as Windsor Gardens Healthcare Center of Hayward,LLC (dba Windsor Gardens Care Center of Hayward),in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP)members and County recipients for the period September 1, 2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. 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.Contractor’s proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.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 September 1, 2021. This Contract is entered into under and subject to the following legal authorities:California Government CodeCONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3108,Version:1 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.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 14,2021,the Board of Supervisors approved Contract #77-368 with Windsor Gardens Healthcare Center of Hayward,LLC (dba Windsor Gardens Care Center of Hayward),in an amount not to exceed $2,400,000,for the provision of SNF services for CCHP members and County recipients for the period September 1, 2021 through August 31, 2024. Approval of Contract #77-368-3 will allow the Contractor to continue to provide SNF services under their new company name for CCHP members and County recipients through August 31, 2027. 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. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3109 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title: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 $3,872,956 for the Future of Public Health funding for the period July 1, 2024 through June 30, 2025. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Grant Award #78-006-2 with the State of California Department of Public Health ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to accept Grant Award #78-006-2 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 $3,872,956, for the Future of Public Health (FoPH) funding for the period from July 1, 2024 through June 30, 2025. FISCAL IMPACT: Acceptance of the Grant Award will result in payment to the county up to $3,872,956 for Fiscal Year 2024/2025 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 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 Opioid Initiative overlaps operations with 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 CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3109,Version:1 relationships. On September 19, 2023, the Board of Supervisors approved Grant Award #78-006-1 with CDPH, to pay the County in an amount not to exceed $4,844,667, for FoPH funding for the period July 1, 2023 through June 30, 2024. Approval of Grant Award #78-006-2 will allow Contra Costa County’s Health Services Department to enhance the workforce and infrastructure of Public Health Division services, through June 30, 2025. The Grant Award is begin processed late because it was received by the CDPH on August 19, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this grant award is not approved, the County will not be able to sustain staffing and infrastructure necessary to reduce communicable diseases. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3110 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with The Rehabilitation Center of Oakland, LLC, in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Cancellation Agreement #77-615-1 and Contract #77-615-2 with The Rehabilitation Center of Oakland, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County,as follows:(1)Cancellation Agreement #77-615-1 with The Rehabilitation Center of Oakland,LLC,a limited liability company,effective at the end of business on September 30,2024;and Contract #77-615-2 with The Rehabilitation Center of Oakland,LLC,a limited liability company,in an amount not to exceed $900,000,to provide skilled nursing facility (SNF)services for Contra Costa Health Plan (CCHP)members and County recipients for the period October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized SNF 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 Contractors proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.This Contractor has been a member in CCHP Provider Network formerly under a Memorandum of Understanding (MOU)and began working under this County required Contract providing SNF services and fostering a deep understanding of the CCHP organizations CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3110,Version:1 mission, values, and long-term objectives since contract on August 1, 2023. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On August 1,2023,the Board of Supervisors approved Contract #77-615 with The Rehabilitation Center of Oakland,LLC,in an amount not to exceed $800,000,for the provision SNF services for CCHP members and County recipients for the period August 1, 2023 through July 31, 2025. In consideration of the contractor’s agreement to continue providing SNF services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS)and Department of Managed Health Care (DMHC)mandates,the department and Contractor have agreed to (1)mutual cancellation of the current Contract in accordance with General Conditions Paragraph 5 (Termination),of the Contract (Cancellation Agreement #77-615-1)will accomplish this cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years. Under new Contract #77-615-2 Contractor will provide SNF services for CCHP members and County recipients for the period October 1, 2024 through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this new Contract is not approved certain specialized SNF health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided and may cause a delay in services to CCHP members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3111 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with La Concordia Wellness Center, in an amount not to exceed $231,392 to provide mental health services to Contra Costa County adult parent recipients of the CalWORKs Program and their minor children for the period July 1, 2024 through June 30, 2025. (100% Substance Abuse and Mental Health Work Opportunity and Responsibility to Kids funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-716 with La Concordia Wellness Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #74-716 with La Concordia Wellness Center,a non-profit corporation,in an amount not to exceed $231,392,to provide mental health services to Contra Costa County adult parent recipients of the California Work Opportunity and Responsibility to Kids (CalWORKs)Program and their minor children,for the period July 1, 2024 through June 30, 2025. FISCAL IMPACT: Approval of this Contract will result in annual budgeted expenditures of up to $231,392 and will be funded 100%by Substance Abuse and Mental Health Work Opportunity and Responsibility to Kids (SAMHWORKs) revenues. BACKGROUND: Contra Costa Behavioral Health Services (CCBHS)works with select agencies to provide SAMHWORKs mental health and/or family wellness services to CalWORKs program participants.As a result of the 1997 federal welfare reform,the CalWORKs program was established across California Counties in 1998.This new welfare to work to work program is designed to promote self -sufficiency and personal responsibility.The County will begin contracting with La Concordia Wellness center beginning July 1,2024 to provide mental health services to adult parent participants and recipients of the CalWORKs Program and their minor children who have been screened as having behavioral health,substance abuse and/or mental health needs severe enough to impede their ability to participate in Welfare to Work Activities. This Contract is entered into under and subject to the following legal authorities:Welfare and Institutions Code §§5600,et seq.(The Bronzan McCorquodale Act);California Code of Regulations (“CCR”),Title 9,§§523,et CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3111,Version:1 §§5600,et seq.(The Bronzan McCorquodale Act);California Code of Regulations (“CCR”),Title 9,§§523,et seq.(Community Mental Health Services);California Government Code §§26227 and 31000.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations.Per Administrative Bulletin 600.3 the Department has posted a continuous Request for Qualifications and maintains a current qualified list of vendors at all times. Under new Contract #74-716 will allow the Contractor to provide mental health services to Contra Costa County adult parent recipients of the CalWORKs Program and their minor children,through June 30,2025. Delay in processing this Contract is due to ongoing negotiations between the Department and Contractor. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,CalWORKs recipients will not have sufficient access to mental health services as needed and will need to find alternative treatment actions. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Families that are safe, stable and nurturing.” Expected program outcome is increased number of CalWORKs participants ready to return to the labor force and earn income after they and their families receive mental health services under this contract. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3112 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Cancellation Agreement #77-492-5 and Contract #77-492-6 with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County,as follows:(1)Cancellation Agreement #77-492-5 with San Pablo Healthcare &Wellness Center,LLC (dba San Pablo Healthcare &Wellness Center),a limited liability company,effective at the end of business on September 30,2024;and Contract #77-492-6 with San Pablo Healthcare &Wellness Center,LLC (dba San Pablo Healthcare &Wellness Center),a limited liability company,in an amount not to exceed $900,000,to provide skilled nursing facility (SNF)services for Contra Costa Health Plan (CCHP)members and County recipients for the period October 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized SNF 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 Contractors proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.This Contractor has been a member in CCHP Provider Network formerly under a Memorandum of Understanding (MOU)and began working under this County CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3112,Version:1 Network formerly under a Memorandum of Understanding (MOU)and began working under this County required Contract providing SNF services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since contract on October 1, 2022. 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.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On June 27,2024,the Board of Supervisors approved Contract (1)Cancellation Agreement #77-492-3 with San Pablo Healthcare &Wellness Center,LLC (dba San Pablo Healthcare &Wellness Center),a limited liability company,effective at the end of business on June 30,2023;and (2)Contract #77-492-4 with San Pablo Healthcare &Wellness Center,LLC (dba San Pablo Healthcare &Wellness Center),a limited liability company,in an amount not to exceed $900,000,for the provision SNF services for CCHP members and County recipients for the period July 1, 2023 through June 30, 2025. In consideration of the contractor’s agreement to continue providing SNF services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS)and Department of Managed Health Care (DMHC)mandates,the department and Contractor have agreed to (1)mutual cancellation of the current Contract in accordance with General Conditions Paragraph 5 (Termination),of the Contract (Cancellation Agreement #77-492-5 will accomplish this cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years. Under new Contract #77-492-6 Contractor will provide SNF services for CCHP members and County recipients for the period October 1, 2024 through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this new Contract is not approved certain specialized SNF health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided and may cause a delay in services to CCHP members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3113 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Princeton Manor Healthcare Center, LLC (dba Princeton Manor Healthcare), in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and County recipients for the period October 1, 2024 through September 30, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Cancellation Agreement #77-616-1 and Contract #77-616-2 with Princeton Manor Healthcare Center, LLC (dba Princeton Manor Healthcare) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County,as follows:(1)Cancellation Agreement #77-616-1 with Princeton Manor Healthcare Center,LLC (dba Princeton Manor Healthcare),a limited liability company,effective at the end of business on September 30,2024;and Contract #77-616-2 with Princeton Manor Healthcare Center,LLC (dba Princeton Manor Healthcare),a limited liability company,in an amount not to exceed $900,000,to provide skilled nursing facility (SNF)services for Contra Costa Health Plan (CCHP)members and County recipients for the period October 1,2024 through September 30, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $900,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized SNF 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 Contractors proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.This Contractor has been a member in CCHP Provider Network formerly under a Memorandum of Understanding (MOU)and began working under this County CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3113,Version:1 Network formerly under a Memorandum of Understanding (MOU)and began working under this County required Contract providing SNF services and fostering a deep understanding of the CCHP organizations mission, values, and long-term objectives since contract on August 1, 2023. This Contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On August 1,2023,the Board of Supervisors approved Contract #77-616 with Princeton Manor Healthcare Center,in an amount not to exceed $800,000,for the provision SNF services for CCHP members and County recipients for the period August 1, 2023 through July 31, 2025. In consideration of the contractor’s agreement to continue providing SNF services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS)and Department of Managed Health Care (DMHC)mandates,the department and Contractor have agreed to (1)mutual cancellation of the current Contract in accordance with General Conditions Paragraph 5 (Termination),of the Contract (Cancellation Agreement #77-616-1)will accomplish this cancellation, and (2) establish a new Contract with the correct terms and conditions for the next three years. Under new Contract #77-616-2 Contractor will provide SNF services for CCHP members and County recipients for the period October 1, 2024 through September 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this new Contract is not approved certain specialized SNF health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided and may cause a delay in services to CCHP members. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3114 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with BHC Fremont Hospital, Inc. (dba Fremont Hospital), in an amount not to exceed $450,000 to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period July 1, 2024 through June 30, 2025, including a six-month automatic extension through December 31, 2025 in an amount not to exceed $225,000. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Novation Contract #24-794-12(16) with BHC Fremont Hospital, Inc. (dba Fremont Hospital) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Novation Contract #24-794-12(16) with BHC Fremont Hospital, Inc. (dba Fremont Hospital), a corporation, in an amount not to exceed $450,000, to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period from July 1, 2024 through June 30, 2025, which includes a six-month automatic extension through December 31, 2025, in an amount not to exceed $225,000. FISCAL IMPACT: Approval of this Contract will result in budgeted expenditures of up to $450,000 for FY 2024-25 with a six- month automatic extension amount of $225,000 which will be funded 100% by Mental Health Realignment funds. BACKGROUND: The Behavioral Health Services Department has been contracting with BHC Fremont Hospital, Inc. (dba Fremont Hospital) since January 2018 to provide inpatient psychiatric hospital services to County-referred adults and adolescents. This Contract is entered into under and subject to the following legal authorities: 42 U.S.C. §§1396, §300e; §1395; California Welfare and Institutions Code §§14000, et seq.; California Health and Safety Code, §§1340, et seq.; California Government Code §§ 25209.6, 26227, and 31000. There are a limited number of acute-care inpatient psychiatric beds in California and BHC Fremont Hospital, Inc. (dba Fremont Hospital) is one of the facilities in the state with the qualifications and capabilities to provide acute inpatient psychiatric care and is selected for admissions when it is the closest facility. This contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Behavioral CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3114,Version:1 Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was determined to be exempt by the Public Works Department’s Purchasing Division. On October 17, 2023, the Board of Supervisors approved Novation Contract #24-794-12(14), in an amount not to exceed $450,000, for the provision of inpatient psychiatric hospital services, for the period from July 1, 2023 through June 30, 2024, which included a six-month automatic extension through December 31, 2024, in an amount not to exceed $225,000. On June 25, 2024, the Board of Supervisors approved Amendment Agreement #24-794-12(15) with BHC Fremont Hospital, Inc. (dba Fremont Hospital), effective June 1, 2024, to increase the payment limit by $1,281,069 to a new payment limit of $1,731,069 for additional inpatient psychiatric hospital services to County-referred adolescents and adults with no change in the term, and to increase the automatic extension payment limit by $640,534 to a new payment limit of $865,534 through December 31, 2024. Approval of Novation Contract #24-794-12(16) replaces the automatic extension and will allow Contractor to continue providing inpatient psychiatric services through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, County’s access to needed inpatient psychiatric services for mental health clients will be reduced, which may lead to a delay in patient care. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’community outcome:“Communities that are Safe and Provide a High Quality of Life for Children and Families”.Expected program outcomes include a decrease in the need for inpatient care and placement at a lower level of care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3115 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Inspira Health, LLC, in an amount not to exceed $1,800,000 to provide behavioral health treatment and applied behavior analysis services for Contra Costa Health Plan members and County recipients for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-249-3 with Inspira Health, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-249-3 with Inspira Health,LLC,a limited liability company,in an amount not to exceed $1,800,000,to provide behavioral health treatment (BHT)-applied behavior analysis (ABA)services for Contra Costa Health Plan (CCHP)members and County recipients,for the period September 1,2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $1,800,000 over a 3-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain BHT-ABA services for its members under the terms of their Individual and Group Health Plan membership contracts with the County.This Contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since September 2019.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.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. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3115,Version:1 The nature of the BHT-ABA services needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 21,2021,the Board of Supervisors approved Contract #77-249-1 with ABA Plus,Inc.,in an amount not to exceed $900,000,for the provision of ABA services for CCHP members and County recipients, for the period September 1, 2021 through August 31, 2024. In February 2024 Assignment #77-249-2 assigned all rights under Contract #77-249-1 from ABA Plus,Inc.to Inspira Health, LLC, effective March 1, 2024, with no change in the Contract payment limit or term. Approval of Contract #77-249-3 will allow the Contractor to continue providing BHT-ABA services for CCHP members and County recipients through August 31, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,certain BHT-ABA 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 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3116 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with John Muir Behavioral Health, Inc., in an amount not to exceed $1,500,000 to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period July 1, 2024 through June 30, 2025, including a six-month automatic extension through December 31, 2025 in an amount not to exceed $750,000. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Novation Contract #24-794-8 (39) with John Muir Behavioral Health ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Novation Contract #24-794-8(39) with John Muir Behavioral Health, a non-profit corporation, in an amount not to exceed $1,500,000, to provide inpatient psychiatric hospital services to County-referred adults and adolescents for the period from July 1, 2024 through June 30, 2025, which includes a six-month automatic extension in an amount not to exceed $750,000 through December 31, 2025. FISCAL IMPACT: Approval of this Novation Contract will result in annual budgeted expenditures of up to $1,500,000 for Fiscal Year 2024/2025 with a six-month automatic extension amount of $225,000 which will be funded 100% by Mental Health Realignment Funds. BACKGROUND: This Contract meets the social needs of County’s population by providing inpatient psychiatric hospital services to County-referred adults and adolescents. The Behavioral Health Services Department has been contracting with John Muir Behavioral Health since May 1, 2000. There are a limited number of acute-care inpatient psychiatric beds in California and this Contractor is one of the facilities in the state with the qualifications and capabilities to provide acute inpatient psychiatric care and is selected for admissions when it is the closest facility. This Contract is entered into under and subject to the following legal authorities: 42 U.S.C. §§1396, §300e; CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3116,Version:1 §1395; California Welfare and Institutions Code §§14000, et seq.; California Health and Safety Code, §§1340, et seq.; California Government Code §§ 25209.6, 26227, and 31000. This Contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Contract are upheld. This Contract was approved by the Public Works Department’s Purchasing Division on September 25, 2023. On July 18, 2023, the Board of Supervisors approved Novation Contract #24-794-8(35) with John Muir Behavioral Health, in an amount not to exceed $1,500,000, for the provision of inpatient psychiatric hospital services to County-referred adults and adolescents for the period June 1, 2023 through June 30, 2024, including a six-month automatic extension through December 31, 2024 in an amount not to exceed $750,000. On June 25, 2024, the Board of Supervisors approved Amendment Agreement #24-794-8(38) with John Muir Behavioral Health, effective June 1, 2024, to increase the payment limit by $2,316,324 to a new payment limit of $3,816,324, for additional inpatient psychiatric hospital services to County-referred adolescents and adults with no change in the term, and to increase the automatic extension payment limit by $658,162 to a new payment limit of $1,908,162 through December 31, 2024. Approval of Novation Contract #24-794-8(39) will replace the automatic extension in the prior Contract and allow the Contractor to continue to provide inpatient psychiatric hospital services through June 30, 2025. This Contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this Contract. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved, County’s access to needed inpatient psychiatric services for mental health clients will be reduced, which may lead to a delay in patient care. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcome: “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include a decrease in the need for inpatient care and placement at a lower level of care. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3117 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Windsor Hayward Estates, LLC (dba Windsor Post Acute Care Center of Hayward), in an amount not to exceed $3,000,000 to provide skilled nursing facility services for Contra Costa Health Plan members for the period September 1, 2024 through August 31, 2027. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #77-366-3 Windsor Hayward Estates, LLC (dba Windsor Post Acute Care Center of Hayward) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #77-366-3 with Windsor Hayward Estates,LLC (dba Windsor Post Acute Care Center of Hayward),a limited liability company,in an amount not to exceed $3,000,000,to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP)members for the period September 1,2024 through August 31, 2027. FISCAL IMPACT: Approval of this Contract will result in contractual service expenditures of up to $3,000,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. 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.Contractor’s proven track record and established reputation within the medical community mitigates potential risks associated with CCHP’s success and patient well-being.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 September 1, 2021. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3117,Version:1 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.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.These contracted services were determined to be exempt from Administrative Bulletin 600.3 solicitation requirements by the Public Works Department’s Purchasing Division. On September 14,2021,the Board of Supervisors approved Contract #77-366 with Windsor Hayward Estates, LLC (dba Windsor Post Acute Care Center of Hayward)in an amount not to exceed $2,400,000,for the provision of SNF services for CCHP members for the period September 1, 2021 through August 31, 2024. Approval of Contract #77-366-3 will allow the Contractor to continue to provide SNF services for CCHP members through August 31, 2027. 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. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3118 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the Contra Costa County Office of Education, to pay County an amount not to exceed $129,156 to provide a substance abuse counselor to screen incarcerated persons at the West County Detention Facility for the period of July 1, 2024 through June 30, 2025. (100% Contra Costa Office of Education; no County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Agreement #28-956-3 with the Contra Costa County Office of Education ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Agreement #28-956-3 with the Contra Costa County Office of Education,an educational institution,to pay County an amount not to exceed $129,156 to employ a substance abuse counselor to screen incarcerated persons at West County Detention Facility for Substance Use (SU)treatment,for the period July 1,2024 through June 30, 2025. FISCAL IMPACT: If approved,this Agreement will result in payments to the County of up to $129,156 from the Contra Costa County Office of Education. No County match is required. BACKGROUND: Over the last few years,Game Plan for Success (GPS)has collected a significant amount of data resulting from the Risk Needs Responsivity scores highlighting the prevalence of behavioral health needs for both mental health and SU disorders.Unfortunately,besides the DEUCE program which includes light SU education,there is no SU treatment in any of the detention facilities.Furthermore,the National Institute on Health and Drug Abuse indicate that providing substance abuse treatment for those incarcerated in the detention facilities improves outcomes and increases public safety.The counselor will become part of the GPS team at West County Detention Facility and will screen individuals for SU severity following Diagnostic and Statistical Manual of Mental Disorders and American Society of Addiction Medicine criteria,coordinate transition to SU treatment upon discharge,gather data to demonstrate GPS program effectiveness,arrange or provide transportation to SU programs through the reentry success center and provide services through telehealth until onsite services resume. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3118,Version:1 On July 18,2023,the Board of Supervisors approved Agreement #28-956-2,in an amount not to exceed $123,283,for a substance abuse counselor to screen incarcerated persons at West County Detention Facility for substance use treatment,for the period from July 1,2023 through June 30,2024.This Contract includes an indemnification clause, the County shall defend, indemnify, save and hold harmless the Contractor. Approval of Agreement #28-956-3 will allow the County’s Alcohol and Other Drugs (AODS)Division to employ a substance abuse counselor to screen and support incarcerated persons through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Agreement is not approved,inmates at West County jail will not receive SU treatment to improve outcome and increase public safety. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3119 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Tulare County Office of Education, to pay the County an amount not to exceed $45,000 to provide the expansion of mentoring services and continuous development of prevention and youth programs addressing the needs of the community served for the period July 1, 2024 through June 30, 2025. (100% Substance Abuse Block Grant Friday Night Live funding; No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Agreement #78-008-2 with Tulare County Office of Education ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Agreement #78-008-2 with Tulare County Office of Education,to pay the County an amount not to exceed $45,000,to provide the expansion of mentoring services and continuous development of prevention and youth programs addressing the needs of the community served, for the period July 1, 2024 through June 30, 2025. FISCAL IMPACT: If approved,this Agreement will result in payments to the County of up to $45,000 from the Substance Abuse Block Grant (SABG) Friday Night Live funding. No County match required. BACKGROUND: This Agreement between the County and Tulare County Office of Education will allow the County to receive funding to provide the expansion of mentoring services and continuous development of prevention and youth programs,including Friday Night Live Kids,Club Live and Friday Night Live Mentoring,addressing the needs of the community served and to support existing chapters and developing new chapters. On February 6,2024,the Board of Supervisors approved Agreement #78-008-1,including mutual indemnification with Tulare County Office of Education,to pay the County an amount not to exceed $55,000, to provide the expansion of mentoring services and continuous development of prevention and youth programs, for the period October 1, 2023 through June 30, 2024. Approval of Agreement #78-008-2 will allow the County to continue receiving funds for prevention and youth programs through June 30,2025.This Agreement includes mutual indemnification to defend,indemnify,save CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3119,Version:1 and hold harmless each party for claims arising under this Agreement. CONSEQUENCE OF NEGATIVE ACTION: If this Agreement is not approved,County will not receive funding to address the needs for youth programs of the community being served. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3120 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the Contra Costa County Office of Education, in an amount not to exceed $383,642 to expand youth cannabis education and prevention services for schools in Contra Costa County for the period September 1, 2024 through June 30, 2026. (100% County General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Interagency Agreement #74-678-1 with Contra Costa County Office of Education ☐Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Interagency Agreement #74-678-1 with Contra Costa County Office of Education,an educational institution,in an amount not to exceed $383,642,to expand youth cannabis education and prevention services for schools in Contra Costa County for the period September 1, 2024 through June 30, 2026. FISCAL IMPACT: Approval of this Agreement will result in annual budgeted expenditures of up to $383,642 over a 2-year period funded 100% by County General Fund revenues from Cannabis Taxation. This action will be supported by General Fund dollars currently budgeted within the department for the current FY.If additional General Fund is necessary to cover the expenditures of the contract during the term,the department will return to the Board for any additional expenditure authority. BACKGROUND: Cannabis Tax revenue earned and accounted for within the County General Fund as General Purpose Revenue will be utilized to leverage current Tobacco Use Prevention Education (TUPE)work within schools and expand cannabis education and prevention services throughout the County.TUPE has the capacity,bandwidth and internal structure in place to expand their youth cannabis reach more widely to support students.Utilizing a host of youth-based approaches and following the tobacco prevention education model,TUPE has the potential to reach 10,000 students through comprehensive cannabis prevention services at various school sites throughout the County. This Agreement is entered into under and subject to the following legal authorities:California Government CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3120,Version:1 This Agreement is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000.This Agreement was approved by Health Services Personnel to ensure there is no conflict with labor relations.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the Agreement are upheld.Per Administrative Bulletin 600.3,inter-governmental agreements are exempt from Solicitation requirements. In January 2024,the County Administrator approved and the Purchasing Services Manager executed Interagency Agreement #74-678 with Contra Costa County Office of Education,in an amount not to exceed $190,000,to provide youth cannabis education and prevention services for schools in Contra Costa County for the period January 1, 2024 through June 30, 2024. Approval of Agreement #74-678-1 will allow the Contractor to continue providing services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this Agreement is not approved,students at Contra Costa County schools will not receive the necessary cannabis education and prevention services needed to help build community engagement and build partnerships that create positive and healthy youth development. CHILDREN’S IMPACT STATEMENT: This Contract supports the following Board of Supervisors’community outcomes:“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 increases in social connectedness,communication skills, parenting skills, and knowledge of the human service system in Contra Costa County. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3121 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Neogenomics Laboratories, Inc., to increase the payment limit by $400,000 to an amount not to exceed $650,000 for additional outside laboratory testing services for Contra Costa Regional Medical Center and Health Centers with no change in the term ending August 31, 2025. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #76-558-7 with Neogenomics Laboratories, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #76-558-7 with Neogenomics Laboratories,Inc.,a corporation,effective September 1,2024,to amend Contract #76-558-5 to increase the payment limit by $400,000,from $250,000 to a new payment limit of $650,000, with no change in the term September 1, 2022 through August 31, 2025. FISCAL IMPACT: Approval of this Amendment will result in an additional $400,000 and will be funded 100 %by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Contractor provides outside laboratory testing services including renal biopsies and various histology tests not provided at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers.Contractor has been contracting with the County since September 2016. On August 16,2022,the Board of Supervisors approved Contract #76-558-5 with Neogenomics Laboratories, Inc.,in an amount not to exceed $250,000,to provide outside laboratory testing services not provided at CCRMC and Contra Costa Health Centers for the period from September 1, 2022 through August 31, 2025. Approval of Amendment Agreement #76-558-7 will allow the Contractor to provide additional outside laboratory testing services through August 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this Contract is not approved,the necessary outside laboratory testing services needed for patient care willCONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3121,Version:1 If this Contract is not approved,the necessary outside laboratory testing services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3122 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE proposed revisions to the existing Hazardous Materials Incident Notification Policy, as recommended by the Health Services Director. (100% Community Warning System Fees) Attachments:1. Contra Costa County Hazardous Materials Notification Policy Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Hazardous Materials Incident Notification Policy ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the revised Hazardous Materials Incident Notification Policy. FISCAL IMPACT: An ongoing service charge of $6,000 annually is necessary to add non-emergency SMS Community Awareness Messaging. The cost will be added to the existing Community Warning System (CWS) budget and be funded by the CWS fees, which were part of the Certified Unified Program Agency fees adopted by the Board on August 13, 2024. BACKGROUND: Since its adoption on November 5, 1991, the Hazardous Materials Incident Notification Policy has undergone several revisions. The most recent revision was approved by the Board of Supervisors on January 11, 2022. Contra Costa Health Hazardous Materials Program (CCHHMP) is proposing the following revisions to assist in the consistent application of the policy and improve communication with the general public. 1.The existing policy has three levels of notification (1, 2 and 3). The proposed policy will add level 0 and provide community opt-in messaging related to level 1 messages within the system. Consequently, the proposed policy will have four levels of notification: Notification Only (Level 0), Community Awareness (Level 1), Public Health Advisory (Level 2), and Public Protective Actions Required (Level 3). 2.Attachment A-1 has been expanded to include Level 0 and updated language related to Level 1 Community Awareness messaging. 3.Community Awareness - Level 1 incidents hazardous material(s) release or threatened release that have CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3122,Version:1 the potential for off-site impact, including but not limited to: Audible for any duration, odor impacts, flaring longer than 20 minutes, and/or other non-flaring visual impact. 4.Community Awareness messages will be available to the public for Level 1 incidents. The system's opt- in messaging component will allow for text and email notification preferences in the user profile. The Community Warning System administrator will work closely with Contra Costa Health and community groups to provide education on the opt-in process. The revised policy was reviewed by the Board of Supervisors Ad Hoc Committee on the Industrial Safety Ordinance and the Community Warning System on September 3, 2024. The proposed Policy will go into effect on January 15, 2025. This allows for system changes, employee training, and regulated facility outreach and training. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ September 24, 2024 Page 1 Contra Costa Health Hazardous Materials Programs HAZARDOUS MATERIALS INCIDENT NOTIFICATION POLICY I. PURPOSE: The purpose of this Policy is to promote prompt and accurate reporting to Contra Costa Health Hazardous Materials Programs (“CCHHMP”) of releases or threatened releases of hazardous materials that may result in injury or damage to the community and/or the environment. The primary reason for prompt and accurate notification to CCHHMP is to enable CCHHMP to take measures to mitigate the impacts of a hazardous materials release, such as: 1. Dispatching of CCHHMP emergency response teams quickly and with the appropriate equipment and personnel 2. Assessing the extent of the release or the potential extent of the release and whether neighboring communities are at risk of exposure 3. Determining whether the Community Warning System should be activated (if not already activated)1 4. Responding to inquiries from the public and the media As outlined in Section III, facilities are required to call 911 immediately upon the discovery of a hazardous materials release. Notification to CCHHMP under this policy does not relieve the responsible business from having to comply with any legal requirement to notify other local, state or federal agencies. II. BACKGROUND: A. Origin of Policy The Contra Costa County Board of Supervisors approved the original Hazardous Materials Incident Notification Policy on November 5, 1991, in response to incidents in Contra Costa County and elsewhere. The policy was created to guide regulated businesses in reporting hazardous material releases. This would provide responding agencies with the necessary information to assess the extent and potential danger of such releases and issue any necessary protective actions to the community. 1 Facilities capable of initiating the Community Warning System shall follow the Community Warning System Operating Protocols established for it in addition to this policy. September 24, 2024 Page 2 B. Policy Supplements Regulations CCHHMP administers Article 1 of Chapter 6.95 of the California Health and Safety Code, often referred to as the “AB 2185" or “Business Plan” program, which requires immediate notification in the event of a hazardous materials release.2 For purposes of this policy, the definition of a hazardous material is that of California Health and Safety Code Section 25501(n). The fines that can be assessed for not reporting can be up to $25,000 per day and up to one year in jail for the first conviction.3 Notification to CCHHMP does not absolve the facility of requisite notifications to other regulatory agencies. CCHHMP also administers Article 2 of Chapter 6.95 of the California Health and Safety Code, referred to as the California Accidental Release Prevention (CalARP) Program. This policy assists facilities to meet their obligations under these and other laws. This Notification Policy assists CCHHMP in meeting the requirements established in Assembly Bill (AB) 1646 (approved by the California Governor on October 8, 2017). AB 1646 requires CCHHMP to develop and implement an alerting and notification system to alert surrounding communities of an incident at a petroleum refinery.4 C. Community Warning System The CalARP Program requires facilities to determine the potential off -site consequences from accidental releases of a CalARP Program regulated substance. This in formation has been used in developing emergency response plans for such potential releases and was used to help 2 Health and Safety Code Division 20, Chapter 6.95, Section 25510(a) Except as provided in subdivision (b), the handler or an employee, authorized representative, agent, or designee of a handler, shall, upon discovery, immediately report any release or threatened release of a hazardous material, or an actual release of a hazardous substance, as defined in Section 374.8 of the Penal Code, to the UPA, and to the Office of Emergency Services, in accordance with the regulations adopted pursuant to this section. The handler or an employee, authorized representative, agent, or designee of the handler shall provide all state, city, or county fire or public health or safety personnel and emergency response personnel with access to the handler’s facilities. 3 §25515.3 A person or business that violates Section 25510 shall, upon conviction, be punished by a fine of not more than twenty-five thousand dollars ($25,000) for each day of violation, by imprisonment in a county jail for not more than one year, or by both the fine and imprisonment. If the conviction is for a violation committed after a first conviction under this section, the person shall be punished by a fine of not less than two thousand dollars ($2,000) or more than fifty thousand dollars ($50,000) per day of violation, by imprisonment pursuant to subdivision (h) of Section 1170 of the Penal Code for 16, 20, or 24 months or in a county jail for not more than one year, or by both the fine and imprisonment. Furthermore, if the violation results in, or significantly contributes to, an emergency, including a fire, to which the county or city is required to respond, the person shall also be assessed the full cost of the county or city emergency response, as well as the cost of cleaning up and disposing of the hazardous materials. 4 H&SC §25536.6(a) Each local implementing agency shall develop an integrated alerting and notification system, in coordination with local emergency management agencies, unified program agencies, local first response agencies, petroleum refineries, and the public, to be used to notify the community surrounding a petroleu m refinery in the event of an incident at the refinery warranting the use of the automatic notification system. September 24, 2024 Page 3 design the Community Warning System (CWS). The CWS is a fully integrated web-based alert mass notification system that is designed to provide critical emergency information to Contra Costa County (CCC) residents. Utilizing a variety of communication tools including outdoor safety sirens, industrial facility CWS terminals, emergency responder pagers, text messages and emails to CWS registered users, phone calls, Wireless Emergency Alerts (WEA), the Emergency Alert System (EAS), NOAA weather radios via the National Weather Service (NWS), and social media posts, the CWS ensures timely dissemination of information during crises. Additionally, emergency information, including a map of the area where protective actions have been issued, is automatically posted to the www.CWSAlerts.com website. While the system incorporates multiple communication dissemination pathways, not every event requires activation of all tools. Compliance with FCC regulations dictates the selective use of resources like the EAS and WEA for imminent threats to health and human life5. Additionally, the dissemination of NOAA weather radio messaging hinges upon the responsive collaboration of the NWS, acting upon the CWS's request. The CWS’s collaboration with key stakeholders such as Law Enforcement, Fire Departments, and Health Officer ensures effective communication tailored to reach as many people as possible in the areas impacted by the emergency. The CWS was developed through the efforts of the Contra Costa County Community Awareness and Emergency Response (“CAER”) Group, working cooperatively with CCHHMP, representatives from local industry, the Office of the Sheriff, law enforcement, fire departments, news media, the community, and other regulatory agencies to provide local residents with timely notification of emergencies, including hazardous materials releases. The success of the CWS's ability to distribute critical emergency information is dependent upon the industry’s prompt notification to CCHHMP. In order to expedite notification, some facilities have CWS terminals on-site and may activate the CWS directly using pre-defined protocols and procedures. CCHHMP would like the public to be assured that the CWS will be activated in a timely manner to implement protective measures, such as sheltering-in-place. D. Benefits of Prompt Notification and Cooperation 5 47 CFR §10.400(a) Alert Message Requirements: A National Alert is an alert issued by the President of the United States or the President’s authorized designee, or by the Administrator of FEMA; (b) Imminent Threat Alert. An Imminent Threat Alert is an alert that meets a minimum value for each of three CAP elements: Urgency, Severity, and Certainty. (c) Child Abduction Emergency/AMBER Alert. (1) An AMBER Alert is an alert initiated by a local government official based on the U.S. Department of Justice’s five criteria. (d) Public Safety Message. A Public Safety Message is an essential public safety advisory that prescribes one or more actions likely to save lives and/or safeguard property during an emergency. A Public Safety Message may only be issued in connection with an Alert Message classified in paragraphs (a), (b) or (c). September 24, 2024 Page 4 CCHHMP is aware that information provided during the initial notification may be preliminary and that facilities may not be able to provide completely accurate information. CCHHMP also does not intend for the need to provide notification to CCHHMP to impede other emergency response activities related to the release (e.g., calling 911 to report a hazardous materials release). However, CCHHMP’s ability to make quick and informed decisions to mitigate the impacts of a release is dependent upon receiving prompt notification and accurate information about the release. Since its adoption in 1991, this policy has improved cooperation and communication between industry, CCHHMP, and the public during hazardous materials emergency events. CCHHMP remains committed to ongoing improvement of this policy as industry, CCHHMP, and the public gain additional experience. III. POLICY: A. When Immediate Notification is Required. Responsible businesses6 are required to provide immediate notification to the 911 system and CCHHMP of a release or threatened release in the following situations. 1. General. Immediate notification to the 911 system, as well as CCHHMP, is required upon discovery of any release or threatened release of a hazardous material that may have or did have the potential for an adverse health effect from exposure to the chemicals release. This can be on-site or during transport, handling, storage, or loading of such material via vehicle, rail, pipeline, marine vessel, or aircraft. Guidelines are referenced in Attachment A-1. 2. Specific Situations. Immediate notification is required in the following situations: a. The release or threatened release of a hazardous material that results in a substantial probability of harm to nearby workers or the general public. This includes all hazardous materials incidents in which medical attention beyond first aid is sought. (Do not delay reporting if the level of treatment is uncertain.) b. The release or threatened release of hazardous materials that may affect the surrounding population, including odor, eye, or respiratory irritation. 6 The term “responsible business” or “business” includes facilities and other entities that have custody of the hazardous material at the time that it is accidentally released, or the facility where the release occurs. For example, a transportation company is the responsible business if the material is released in transit. If there is a release from a transport vehicle when the vehicle is at a fixed facility, the fixed facility is primarily responsible for notifying CCHHMP under this policy. 7 FCC Chapter 47 https://www.ecfr.gov/current/title-47/chapter-I/subchapter-A/part-10?toc=1 September 24, 2024 Page 5 c. The event may cause general public concern, such as in cases of fire, explosion, smoke, or flaring. This does not include a non-process fire, such as a grass fire, as long as the non-process fire will not impact a process. d. The release or threatened release may contaminate surface water, groundwater or soil, either on-site (unless the spill is entirely contained and the clean-up is initiated immediately and completed expeditiously) or off-site. e. The release or threatened release may cause off-site environmental damage. f. There may be situations where notification is not required by Chapter 6.95 of the California Health and Safety Code; however, communication to CCHHMP and local law enforcement and/or fire agency dispatch centers is warranted. Examples of situations that warrant communication: i. Non-process fires or incidents, such as a grass fire, where a process is not involved or expected to be impacted. ii. Training exercises or other activities that may result in fire/smoke visible offsite. iii. Three (3) or more unconfirmed offsite odor complaints within one hour. B. CCHHMP Notification. 1. Facilities with CWS Terminal Access – Immediately notify the CCHHMP Incident Response Team (on-call 24 hours a day) by any of the following methods: a. Through a CWS communication terminal (this is the preferred method); or b. Directly via emergency response pager (If provided by CCHHMP); or c. Any time by phone at (925) 655-3232 2. Facilities without CWS Terminal Access– (Facilities that are auxiliary facilities or are located within the same industrial complex should make arrangements with the primary facility to enable notifications according to (1)) otherwise, see below: a. First, immediately call 911; b. Second, notify CCHHMP via the following: i. Directly via emergency response pager (If provided by CCHHMP); or ii. Any time by phone at (925) 655-3232 C. Confirmation of Notification. The facility is responsible for ensuring that CCHHMP has received the notification. If confirmation cannot be achieved within ten (10) minutes of notification, an alternative method of notification identified above in Subsection B should be used in order of ascending priority. D. Required Information. Provide the information required by the Facility Incident Checklist (Attachment A). Do not delay the notification due to the inability to provide September 24, 2024 Page 6 any of the information called for in the Facility Incident Checklist. E. Timeliness of Notification. Facilities are required to notify CCHHMP as required by this policy as soon as possible or within fifteen (15) minutes from the discovery or investigation of a release, or threatened release, of a hazardous material. F. Other Notifications May Be Required. Notification to CCHHMP under this policy does not relieve the responsible business from having to comply with any legal requirement to notify other local, state or federal agencies. G. When Notification Is Not Required. This policy does not require reporting of a release of a hazardous material that clearly does not meet any of the criteria described in Subsection A, above. Examples of such situations are: 1. Emergency Medical Services calls not associated with hazardous materials incidents (e.g., falling off of a ladder). 2. Incidental release (as defined by Title 8 of the California Code of Regulations, Section 5192(a)(3)). 3. Flaring activities exempted by the Director of Hazardous Materials Programs 4. Small spills where the spill is contained, and where it is clear that none of the situations described in Subsection A apply. Spill containment means: a. The spilled material is caught in a fixed berm or dike or other impermeable surface, or is contained by using effective spill control measures (NOTE: Petroleum refineries (only) the petroleum spill is less than 150 gallons.); b. All of the spilled material is prevented from contaminating surface or groundwater; and c. The spill does not pose a substantial probability of adverse health consequences to the public. H. Follow-up Reporting of a Hazardous Materials Release. 1. For all Public Health Advisory – Level 2, and Public Protective Actions Required – Level 3 incidents (as defined in Attachment A-1), or upon request of CCHHMP, a written follow-up report of the incident shall be submitted within 72 -hours. (If the due date falls on a weekend or holiday, the Director of Hazardous Materials Programs may allow the report to be submitted on the next business day.) The report shall confirm, modify and/or update the information provided in the initial notification (Facility Incident Checklist). The report shall be submitted on the 72-Hour Follow-Up Report Form (Attachment B). An electronic copy of the report should be submitted. 2. A written final report of the incident shall be made to CCHHMP as soon as practicable, September 24, 2024 Page 7 but no later than 30 calendar days from the date of the release, for all Public Health Advisory – Level 2 and Public Protective Actions Required – Level 3 incidents and for any incident for which CCHHMP requests such a report. If the investigation has not been completed within 30 calendar days, an interim report shall be submitted , and a final report submitted when the investigation is completed. The facility shall give written monthly status reports of the incident investigation, which is submitted the last business day of the month following the 30-day report, until the incident investigation is complete and the final report has been issued to CCHHMP. Refer to Attachment C for the 30-Day Final Incident Report format. A n electronic copy of the 30-day and subsequent reports should be submitted. 3. All “Major Chemical Accidents or Releases” (defined at Cou nty Ordinance Code section 450-8.014(h)) should be investigated using root cause investigation methodology. CCHHMP will either participate in or closely monitor the investigation. (County Ordinance Code, §450.8.016(c)(1).) 4. If the release requires a written emergency release follow-up report to be submitted to the Chemical Emergency Planning and Response Commission pursuant to section 2632(b) of Title 19 of the California Code of Regulations, a copy of such report shall be sent to CCHHMP within 30 calendar days. 5. A facility may elect to include with the 30-Day Incident Report Form (Attachment C) a brief narrative of how this incident relates to any of the prevention programs required by CalARP Program regulations and described in the CCHHMP CalARP Program guidance document. 6. Please send reports via email to ccchazmat@cchealth.org IV. REFERENCES: California Health and Safety Code Chapter 6.95 (§25500 et seq.); Title 19 Cal. Code Regs §2631 et seq.; County Ordinance Code Chapter 450.8. (Californian Public Utilities Commission Decision 91-08-019/R.88-07-039 requires similar notification for rail accidents.) Bd approved 11/5/91 Revised Bd Approved 1/93 Revised Bd Approved 6/19/01 Revised Bd Approved 12/14/04 Revised Bd Approved 2/9/16 September 24, 2024 Page 8 (CONT) Figure 1. CCH Hazardous Materials Incident Notification Policy Flowchart DISCOVERY OF HAZARDOUS MATERIALS RELEASE DOES EVENT MEET NOTIFATION REQUIREMENTS IMMEDIATE NOTIFICATION TO CCH BY CWS,PAGER, AND/OR TELEPHONE PROVIDE INOFRMATION IN ATTACHMENT "A" IS RELEASE A NOTIFICATION ONLY? CCH REQUEST FOLLOW UP REPORT? WRITTEN FOLLOWUP REPORT TO CCH WITHIN 72 HOURS NO FURTHER ACTION REQUIREDNo Yes No Yes Yes No FOR INITIAL RESPONSE ONLY APPLICABLE TO 72-HOUR REPORT ONLY September 24, 2024 Page 9 IS INCIDENT MAJOR CHEMICAL ACCIDENT OR RELEASE? IS FOLLOW UP REPORT TO STATE OES REQUIRED? SUBMIT APPROPRIATE REPORT TO CCH WITHIN 15 DAYS INVESTIGATE INCIDENT USING ROOT CAUSE METHOD IN CONJUNCTION WITH CCH NO FURTHER ACTION REQUIRED INVESTIGATION BEEN COMPLETED WITHIN 30 DAYS? SUBMIT INTERIM REPORTS SUBMIT 30 DAY FOLLOW UP NOTIFICATION REPORT FORM (ATTACHMENT C) FIGURE 1. CONT Yes No Yes No No Yes APPLICABLE TO 30 DAY REPORT September 24, 2024 Page 10 ATTACHMENT A FACILITY INCIDENT CHECKLIST  A. Send a Community Warning System alert at the appropriate level (see Attachment A-1). If the CWS is not available or you do not have access, call/page CCHHMP: [Phone: (925) 655-3232, Pager:_______________] INFORMATION NEEDED IMMEDIATELY (IF KNOWN)  B. Provide your name and identify your facility and its address.  C. Provide your phone number or a number with immediate access to an individual who can answer further questions from CCHHMP. (No voice mail phone numbers.)  D. Provide the Community Warning System (CWS) Facility Reporting Classification Level (0,1, 2 or 3): (See Attachment A-1).  E. Date of Release: __________ Time of Release: __________  F. Is this release associated with a planned or unplanned activity?  G. Is the release ongoing? Yes/ No If yes, what is the expected release duration? ____ Hours/ Unknown  H. Is the release expected to be continuous or intermittent?  I. Provide, if known, the chemical or material released and describe the physical state (solid, liquid, gas and/or vapor). Has this been verified? Yes/No/ Unknown _____________________________  J. Has the material gone off-site? Yes/ No/ Unknown. _______If yes, what area is being impacted? What is the direction of flow? _________ Is there any impact to storm drains or surface waters?  K. Have TENS Zones been activated? Yes/No? If yes, which TENS Zones have been activated? If no, which TENS Zones should be activated, if any?  L. Have you received any public complaints? Yes/ No/ Unknown. ________________________  M. Provide wind direction out of (from) the __________ to the __________and degrees if known. [e.g., “Wind is blowing from the Northwest (300°) to the Southeast (120°)].  N. Provide wind speed. __________ (If wind speed is unknown, inform CCHHMP whether the wind is blowing significantly or not.) INFORMATION NEEDED AS SOON AS PRACTICABLE  O. Are there any injuries on-site or off-site? Yes/No/Unknown__________  P. Provide the on-site contact person and gate number or address to which the CCHHMP Incident Response (IR) Team should respond.____________________________________________  Q. Are any sensitive receptors or subdivisions nearby? (e.g., School/ Day Care facilities/Hospitals/ Nursing Homes)____________________________________________________  R. Has the facility’s “Emergency Operations Center” or emergency response staff been activated? Yes/ No/ Unknown __________________________________________________________  S. Provide estimated quantity of chemical released (over-estimate rather than under-estimate release) _________ September 24, 2024 Page 11  T. Have other agencies been notified? Yes/ No. ______________ If yes, state list.  U. Is there potential for involvement of other hazardous materials due to the proximity to the incident? September 24, 2024 Page 12 ATTACHMENT A-1: NOTIFICATION GUIDELINES AND RESPONSE MATRIX FOR FACILITIES Notification Only – Level 0 Community Awareness – Level 1 Public Health Advisory – Level 2 Public Protection Actions Required – Level 3 When To Notify CCHHMP Immediate notification to CCHHMP is required upon discovery of any release or threatened release of a hazardous material. Specific situations are identified in Section III(A)(2). Incident Description Hazardous material(s) release, or threatened release, that are not expected to have off-site impact. Hazardous material(s) release or threatened release that have the potential for off-site impact, including but not limited to: Audible for any duration, odor impacts, flaring longer than 20 minutes, and/or other non- flaring visual impact. Hazardous Materials releases, or threatened releases, that: - Has been or expected to go off-site, and; - May have adverse health consequences for sensitive individuals including those with lung or heart disease, the elderly and the very young. Hazardous Materials releases, or threatened releases, that - Has been or expected to go off-site, and - May have adverse health consequences for the general public. Incident Guidelines - A release or threatened release of a hazardous material as defined by this policy that is not expected to cause public concern for the surrounding community. - Flaring with no off-site health consequences that do not last longer than 20 minutes, either intermittently or sustained. - Any notification made for the release or threatened release of a hazardous - A release or threatened release of a hazardous material as defined by this policy that is not expected to have off-site health impacts to the community. - Flaring Incidents, either intermittently or sustained, that have or are expected to last longer than 20 minutes. - Plume visible off site. - Fire or smoke beyond the incipient stage visible off site. - Fire/explosion/pressure wave/smoke/plume/release that may have adverse health consequences for sensitive individuals, including those with lung or heart disease, the elderly, or the very young. - Fire/explosion/smoke/plume /release that may cause off- site adverse health consequences for the general public. - Hazardous material or fire incident where the Incident Commander or Unified Command through consultation with CCHHMP Incident Response Team requires the sirens to be sounded. September 24, 2024 Page 13 material to the Office of Emergency Services or National Response Center unless already reported under a higher category. - Three or more offsite odor complaints within an hour, odors confirmed as originating onsite. - Expected Response from CCHHMP - CCHHMP will determine if the CWS level of activation is correct in accordance with this policy. CCHHMP will consider incident- specific circumstances, including potential or actual community exposure to the release. CCHHMP will notify the facility to revise the CWS level as necessary to protect the public health of the community. No further action is expected from CCHHMP unless any of the following apply: -Incomplete information provided in the CWS notification. -CCHHMP may contact the facility when questions arise beyond the information - CCHHMP will determine if the CWS level of activation is correct in accordance with this policy. CCHHMP will consider incident-specific circumstances including potential or actual community exposure to the release. CCHHMP will notify the facility to revise the CWS level as necessary to protect the public health of the community. - If notifying through the facility’s on site CWS notification terminal, an automated reply should be received within ten (10) minutes to confirm the message was sent. If confirmation is not received, use Section III(B) to ensure - CCHHMP will determine if the CWS level of activation is correct in accordance with this policy. CCHHMP will consider incident- specific circumstances including potential or actual community exposure to the release. CCHHMP will notify the facility to revise the CWS level as necessary to protect the public health of the community. - CCHHMP will be issuing a Public Health Advisory for those individuals with pre- existing medical conditions and/or chemical sensitivities. - CCHHMP will contact the facility via phone. CCHHMP will expect to speak with a - CCHHMP will determine if the CWS level of activation is correct in accordance with this policy. CCHHMP will consider incident-specific circumstances including potential or actual community exposure to the release. - CCHHMP will be issuing protective action instructions to the public for the affected areas. - CCHHMP will contact the facility via phone. CCHHMP will expect to speak with a facility representative that is knowledgeable about the incident. - CCHHMP will dispatch response personnel to the September 24, 2024 Page 14 provided in the CWS notification. -CCHHMP receives information that may not be consistent with the information provided in the CWS notification. - If notifying through the facility on site CWS notification terminal, an automated reply should be received within ten (10) minutes to confirm the message was sent. If confirmation is not received, use Section III(B) to ensure notification was received by CCHHMP. notification was received by CCHHMP. - CCHHMP will contact the facility via phone. CCHHMP will expect to speak with a facility representative that is knowledgeable about the incident. facility representative that is knowledgeable about the incident. - CCHHMP will dispatch response personnel to the community surrounding the facility to perform air monitoring or other investigative practices. - CCHHMP will send an agency representative to the facility (e.g., Emergency Operation Center). - CCHHMP will work within the established Incident Command System to ensure adequate mitigation measures are addressed. - CCHHMP will initiate and/or participate in an After-Action Review with facility representatives regarding the response to the incident. community surrounding the facility to perform air monitoring. - CCHHMP will send an agency representative to the facility (e.g., Emergency Operation Center). - CCHHMP will work within the established Incident Command System to ensure adequate mitigation measures are addressed. - CCHHMP will initiate and/or participate in an After-Action Review with facility representatives regarding the response to the incident. Community Notifications Posted on CCHHMP website. - Community-based awareness messages will only be sent to individual(s) who indicate they wish to receive - non-emergency related hazmat specific messaging via their Community Warning - Health Advisory issued by CCHHMP through the CWS for the identified area(s) of actual and/or potential off- site health consequences. - Phone calls to identified areas of actual and/or - Health Advisory issued by CCHHMP through the CWS for the identified area(s) of actual and/or potential off- site health consequences. - Sirens may sound in identified area(s) of actual September 24, 2024 Page 15 System profile- Posted on CCHHMP website. - Follow-up status on incident will be available on CCHHMP website. potential off-site health consequence. - Text message to all registered cellular phones in the identified area(s) of actual and/or potential off- site health consequence. - Email to all registered email addresses in identified area(s) of actual and/or potential off-site health consequence. - In accordance with Federal and State Law and regulations, CCHHMP may request the Community Warning System’s Federal Tools be utilized, these tools include Wireless Emergency Alerts and the Emergency Alert System - Posted on social media (X and Facebook) - Posted on CCHHMP and CWS’s website. - Follow-up communications with the community to be sent by CCHHMP. and/or potential off site health consequences, - Phone calls to identified areas of actual and/or potential off-site health consequence. - Text message to all registered cellular phones in the identified area(s) of actual and/or potential off- site health consequence. - Email to all registered email addresses in identified area(s) of actual and/or potential off-site health consequence. - In accordance with Federal and State Law and regulations, CCHHMP may request the Community Warning System’s Federal Tools be utilized, these tools include Wireless Emergency Alerts and the Emergency Alert System - Posted on social media (X and Facebook) - Posted on CCHHMP and CWS’s website. - Follow-up communications with the community to be sent by CCHHMP. NOTE: When in doubt of Level of Activation, always default to the higher level of activation. September 24, 2024 Page 16 ATTACHMENT B 72 HOUR FOLLOW-UP NOTIFICATION REPORT FORM CONTRA COSTA HEALTH HAZARDOUS MATERIALS PROGRAMS INSTRUCTIONS:An electronic copy of this report is to be submitted for all Public Health Advisory – Level 2 and Public Protective Actions Required – Level 3 incidents or when requested by CCHHMP. See Attachment B-1 for suggestions regarding the type of information to be included in the report. Attach additional sheets as necessary. Forward the completed form to: ATTENTION: Hazardous Materials Programs Director ccchazmat@cchealth.org INCIDENT DATE: _________________________________ INCIDENT TIME: _________________________________ FACILITY: _________________________________ PERSON TO CONTACT FOR ADDITIONAL INFORMATION ____________________________________________ Phone number _____________ I. SUMMARY OF EVENT: II. AGENCIES NOTIFIED, INCLUDING TIME OF NOTIFICATION: III. AGENCIES RESPONDING, INCLUDING CONTACT NAMES AND PHONE NUMBERS: IV. EMERGENCY RESPONSE ACTIONS: V. IDENTITY OF MATERIAL RELEASED AND ESTIMATED OR KNOWN QUANTITIES: For CCHHMP Use Only: Received By: __________________ Date Received: _________________ Incident Number: _______________ Copied To: ____________________ Event Classification Level: _______ September 24, 2024 Page 17 72-HOUR REPORT, PAGE 2 INCIDENT DATE: _______________________ FACILITY: _______________________ VI. METEOROLOGICAL CONDITIONS AT TIME OF EVENT including wind speed, direction, and temperature: VII. DESCRIPTION OF INJURIES: VIII. COMMUNITY IMPACT including number of off-site complaints, air sampling data during event, etc.: IX. INCIDENT INVESTIGATION RESULTS Is the investigation of the incident complete at this time? ________Yes _________No If the answer is no, submit a 30 day final or interim report. If the answer is yes, complete the following: X. SUMMARIZE INVESTIGATION RESULTS BELOW OR ATTACH COPY OF REPORT: XI. SUMMARIZE PREVENTATIVE MEASURES TO BE TAKEN TO PREVENT RECURRENCE INCLUDING MILESTONE AND COMPLETION DATES FOR IMPLEMENTATION: September 24, 2024 Page 18 ATTACHMENT B-1 72-Hour Report Guidelines The following list are items that may be included in the 72-Hour Report to CCHHMP following an accidental release of a hazardous material. Not all of the items below may be applicable or available at the time of submission. I. Summary of the Event  Background Information/ Events Preceding the Incident  Incident Summary, including timing of key events  Shift Logs, real-time computer/instrument logs, fenceline monitor data, etc. II. Emergency Notifications (include names, phone numbers and times)  CCHHMP  Time/ Level of CWS Activation  Other Agencies  Copy of State OES Emergency Release Follow-Up Notice Reporting Form III. Agencies Responding  Agency  Person or people responding  Contact person with telephone number IV. Emergency Response Actions  Mutual Aid Activated?  Fire Department Response? V. Material Involved  Estimated Quantities  CalARP Regulated Substances?  Safety Data Sheets VI. Meteorological Data (wind speed, direction, temperature, rain/sun, etc.) VII. Injuries (including number, type and severity) VIII. Community Impact  Community Complaints  Off-Site Consequence Impact Analysis (i.e., injury, property damage, etc.)  Sampling Data, including fence line monitors, if applicable  Community Monitoring Results IX. Incident Investigation  Procedure Summary  Will Root Cause Analysis Be Performed?  Investigation Team/ Contact Person(s)  Findings/Conclusions - Root Causes - “Safety System” Flaws  Corrective Action/ Preventative Measures  Description  Implementation Dates September 24, 2024 Page 19 ATTACHMENT C 30-DAY FOLLOW-UP NOTIFICATION REPORT FORM CONTRA COSTA HEALTH HAZARDOUS MATERIALS PROGRAMS INSTRUCTIONS: An electronic copy of this report is to be submitted for all Public Health Advisory – Level 2 and Public Protective Actions Required – Level 3 incidents or when requested by CCHHMP. See Attachment C-1 for suggestions regarding the type of information to be included in the report. Attach additional sheets as necessary. This form is also to be used for update reports after the initial 30-day report has been submitted. Forward the completed form to: ATTENTION: Hazardous Materials Programs Director ccchazmat@cchealth.org INCIDENT DATE: _________________________________ INCIDENT TIME: _________________________________ FACILITY: _________________________________ PERSON TO CONTACT FOR ADDITIONAL INFORMATION ____________________________________________ Phone number _____________ PROVIDE ANY ADDITIONAL INFORMATION THAT WAS NOT INCLUDED IN THE 72- HOUR REPORT WHEN THE 72-HOUR REPORT WAS SUBMITTED, INCLUDING MATERIAL RELEASED AND ESTIMATED OR KNOWN QUANTITIES, COMMUNITY IMPACT, INJURIES, ETC.: I. INCIDENT INVESTIGATION RESULTS Is the investigation of the incident complete at this time? ________Yes _________No If the answer is no, when do you expect completion of the Investigation? _______________________ If the answer is yes, complete the following: SUMMARIZE INVESTIGATION RESULTS BELOW OR ATTACH COPY OF REPORT: SUMMARIZE PREVENTATIVE MEASURES TO BE TAKEN TO PREVENT RECURRENCE INCLUDING MILESTONE AND COMPLETION DATES FOR IMPLEMENTATION: For CCHHMP Use Only: Received By: __________________ Date Received: _________________ Incident Number: _______________ Copied To: ____________________ Event Classification Level: _______ September 24, 2024 Page 20 30-DAY REPORT, PAGE 2 INCIDENT DATE: _______________________ FACILITY: _______________________ STATE AND DESCRIBE THE ROOT-CAUSE(S) OF THE INCIDENT: September 24, 2024 Page 21 ATTACHMENT C-1 30-Day Report Guidelines The following outline suggests items in addition to those listed on the 72-Hour report guidelines (Attachments B and B-1) that may be included in the 30-Day Final Report to CCHHMP following the accidental release of a hazardous material. (Some of the items listed below may not be applicable or available at the time of submission.) I. ADDITIONAL INFORMATION  Detailed Event Timeline  Correspondence (if determined to be relevant)  Relevant History of Incidents with Similar Equipment or Procedures II. INCIDENT INVESTIGATION  Findings/Conclusions, including causal factors, contributing factors, and root causes or their equivalent  Preliminary Corrective Action/ Preventative Measures  Immediate  Long-Term  Implementation Dates September 24, 2024 Page 22 HAZARDOUS MATERIALS INCIDENT NOTIFICATION POLICY GLOSSARY AND ACRONYMS  CalARP – California Accidental Release Prevention  CAER – Community Awareness and Emergency Response  CCHHMP – Contra Costa Health Hazardous Materials Programs  CLERS – California Law Enforcement Radio System  CWS – Community Warning System is Contra Costa County’s alert and warning program designed to swiftly communicate critical information to individuals or communities in times of emergency or imminent danger. The primary goal of the CWS is to alert and inform affected individuals promptly, enabling them to take appropriate protective actions and mitigate potential risks to life, property, and the environment.  CWS Terminal: A desktop computer located at an industrial facility, with the capability to manually activate notifications internally to relevant partners and externally to the community based on the specific level of event (0, 1, 2, or 3).  EAS – Emergency Alerting System is a national public warning system used by state and local authorities to deliver important emergency information to affected communities over television and radio.  Environmental damage: Detrimental impact on surroundings beyond facility operations  FCC: Federal Communications Commission regulates interstate and international communications by radio, television, wire, satellite, and cable.  Flare: A combustion device that uses an open flame to burn combustible gases with combustion air provided by uncontrolled ambient air around the flame. Flares may be either continuous or intermittent and are not equipped with devices for fuel-air mix control or for temperature control. This term includes both ground and elevated flares.  Flaring - Combustion of flammable vent gases in a flare, which may result in visible and/or non-visible emissions. Flaring that may involve the release, or threatened release, of any amount of a hazardous material requires immediate notification to CCHHMP in accordance with this policy. For the purposes of this policy, flaring at petroleum/renewable fuel refineries excludes auxiliary flares not connected to a process unit. Flaring conditions that should be considered when determining the associated CWS reporting level as required by this policy include, but are not limited to, the following: 1. Volume of vent gas flared at the time of notification 2. Number of flares involved 3. Presence of particulate emissions 4. Completeness of combustion 5. Duration of the incident 6. Presence of smoke 7. Adequacy of steam 8. Intensity of burn September 24, 2024 Page 23 9. Presence of an odor 10. Visibility and/or audible impact to the public 11. Weather conditions at the onset of, and throughout, the flaring incident. 12. The flaring incident presents an actual or potential hazard to human health and safety, property, or the environment Flaring is considered a Notification Only – CWS Level 0 incident if there are no off-site health consequences to the surrounding community. However, incident-specific circumstances may result in community impact, requiring the incident to be reported at a higher notification level.  Incidental Release: An incidental release is one that does not cause a health or safety hazard to employees and does not need to be cleaned up immediately to prevent death or serious injury to employees.  NOAA: National Oceanic and Atmospheric, in collaboration with the FCC, operates an "All Hazards" radio network. This network broadcasts warnings and post-event information for various hazards, including natural disasters (like earthquakes or avalanches), environmental incidents (such as chemical releases or oil spills), and public safety issues (like AMBER alerts or 911 telephone outages).  Release: Release means any spilling, leaking, pumping, pouring, emitting, emptying, discharging, injecting, escaping, leaching, dumping, or disposing into the environment, unless permitted or authorized by a regulatory agency.  Responsible Business: The business that has the custody of the hazardous material when there is an accidental release or the business where the accidental release occurs. Examples are 1) transportation companies when they are off-site from a business is then the responsible business when there is a release from their transport vehicle, 2) if there is a release from a transport vehicle at a fixed facility, then the fixed facility is the responsible business.  Root cause investigation: A method for investigating and categorizing the root causes of hazardous materials incidents with safety, health, AND environmental impacts. Root causes are the most basic causes that can reasonably be identified, that management has control to fix, and for which effective recommendations for preventing recurrence can be generated.  Telephone Emergency Notification System Zones (TENS Zones): A hazardous materials incident specific sequence implemented by the CWS that marries CCHHMP defined TENS Zone GIS shape files with Reverse 9-1-1 phone numbers to automatically notify the community downwind during an incident.  Threatened Release: Threatened release means a condition, circumstance, or incident making it necessary to take immediate action to prevent, reduce, or mitigate a release with potential to cause damage or harm to persons, property, or the environment.  WEA: Wireless Emergency Alerts deliver critical warnings and information to the public on their wireless devices. WEA is a federally maintained tool that can broadcast short text- like alerts to WEA capable cell phones. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3123 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the Los Medanos Health Advisory Committee recommendations for the 2025 Los Medanos Health Area Grants; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute twelve service contracts, totaling an amount not to exceed $655,710 to identified Community Based Organizations to provide health related programs to residents of the Los Medanos Health Area. (100% Los Medanos Community Health Area Tax funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Los Medanos Health Advisory Committee 2025 Grant Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Los Medanos Health Advisory Committee (LMHAC) recommendations for the 2025 Los Medanos Health Area Grants; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute 9 service contracts and 3 service contract amendments, totaling an amount not to exceed $655,710 to identified Community Based Organizations (CBOs) that the LMHAC have determined to be eligible for awards during 2025 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. FISCAL IMPACT: Approval of these actions would allocate up to $469,652 in new funding and $186,058 in unspent 2023/24 funding from the Los Medanos Health Area property tax revenues to community programs within the health area boundaries. There is no fiscal impact to the County General Fund. (100% Los Medanos Community Health Area Tax Funding). BACKGROUND: On July 10, 2018, the Board of Supervisors adopted Resolution No. 2018/436 establishing the Los Medanos Health Advisory Committee to develop and implement the Los Medanos Area Health Plan Grant Program. The LMHAC is tasked with: 1.Developing an area health plan that identifies the major health disparities that impact residents of the former LMCHD service area and identifies priorities for improving health outcomes. The plan will be CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 4 powered by Legistar™ File #:24-3123,Version:1 presented to the Board of Supervisors for review and will not be final unless adopted by the Board of Supervisors. The LMHAC may engage an outside consultant to assist in developing the plan. The LMHAC shall submit an updated plan for approval by the Board of Supervisors no less than every five years. 2.Soliciting proposals from service providers that are interested in participating in the Los Medanos Area Health Plan Grant Program (the "Grant Program") and are capable of addressing the priorities outlined in the adopted plan. Funding for grants will be provided from (i) a special fund established by the Auditor- Controller, at the direction of the Board of Supervisors, that is used to segregate the property tax revenue received by the County as a result of the dissolution of the District, and (ii) any other funds made available to the grant program (e.g. through restricted donations, grants, etc.). 3.The advisory committee will recommend a list of proposed grantees to the Board of Supervisors for approval. 4.Monitor the efficacy of the programs funded by the grant program. 5.Report to the Board of Supervisors no less than once per year on the execution of the adopted plan, the allocated funds provided in the form of service contracts under the grant program, the results achieved through the adopted plan and through the program, and other matters that relate to the LMHAC's purpose and duties. The Los Medanos Health Advisory Committee has developed five priority areas for the Los Medanos Health Area. On October 2, 2023, staff reported to the Los Medanos Healthcare Operations Committee on the health priorities and the Grant RFP process. The LMHAC’s Grant Program will support activities that meet one of the program goals listed below. 1)Improve the availability of and/or access to affordable healthcare services (e.g., elder care, health related clinics, and linkage to care). 2)Provide mental health awareness, education, and prevention programs (e.g., depression, anxiety, stress, and suicide prevention). 3)Provide awareness, education, and prevention programs targeted at chronic disease (e.g., cardiovascular disease, diabetes, asthma, food insecurity). 4)Provide service or access programs for the unhoused, prioritizing families and children. 5)Provide substance use awareness, education, and prevention programs (alcohol, drugs and tobacco). The following are the terms of the Grant Program, as approved by the LMHAC: Eligibility is limited to not-for-profit (501c3) community-based organizations, hospitals, local government, or public health agency service providers. To be eligible for funding, applicants must: •Provide all funded services within the boundaries of the Los Medanos Health Area; and •Demonstrate sufficient capacity to provide services to meet the programmatic objectives; •Funds may not be spent on building/facilities improvements or to make payments for recipients of services; and •Demonstrate fiscal stability (An agency with outstanding federal/state tax obligations is not eligible to apply for funding). The grant program includes a public solicitation and request for proposals (RFP) process. On December 12, 2023 the Board of Supervisors approved agenda item C.63 accepting the LMHAC recommendations for the Los Medanos Health Area Grants for 2023-2025; and authorized the execution of 19 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 4 powered by Legistar™ File #:24-3123,Version:1 service contracts, totaling an amount of $1,400,000 to identified CBOs that the LMHAC determined to be eligible for awards during fiscal years 2023/24 and 2024/25 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. On March 5, 2024 the Board of Supervisors approved agenda item C.54 accepting the LMHAC recommendations for six (6) additional service contracts, totaling an amount of $301,000 to identified Community Based Organizations (CBOs) that the LMHAC determined to be eligible for awards during the fiscal years 2023/24 and 2024/25 due to funding available through property tax revenue designated to provide health related programs to the residents of the Los Medanos Health Area. In summary the Board of Supervisors has approved 25 CBOs a total of $1,701,000 for the fiscal years 2023/24 & 2024/25. Of those twenty-five (25) service contracts twelve (12) were one-year contracts and thirteen (13) were two-year contracts. On August 12, 2024, at a public meeting of the Los Medanos Healthcare Operations Committee, the Los Medanos Health Advisory Committee and Health Department staff reported that one year was not enough time for the county to create contracts and for the CBOs to execute programs. The Advisory Committee recommended that the twelve CBOs that originally received a one-year contract be granted an additional one- year contract or one-year contract extension to bring them in line with the other twelve service contracts. The total funding received by each CBO should not exceed twice the amount of the original funding approved by the Board of Supervisors. The Los Medanos Healthcare Operations Committee supported the recommendation of the Advisory Committee and Health Department staff and directed staff to bring the recommendation before the Board of Supervisors. Below are the Community Based Organizations recommended under this action and their proposed new contract limits: CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 4 powered by Legistar™ File #:24-3123,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Community Based Organizations listed above will not be able to provide the health related services and programs to the Los Medanos Health Area. CONTRA COSTA COUNTY Printed on 10/11/2024Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3124 Name: Status:Type:Consent Item Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 24-25 Annual Update to the Three-Year Plan; AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services and the Mental Health Services Oversight and Accountability Commission to inform these agencies of their approval of the adoption of this Plan Update, as recommended by the Health Services Director. (100% Mental Health Services Act) Attachments:1. FY 24-25 Annual Update Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Mental Health Services Act Program and Expenditure Plan - Fiscal Year 24-25 Annual Update to the 23-26 Three-Year Plan ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the recommendation of the Behavioral Health Services Director to adopt the Mental Health Services Act Fiscal Year 24-25 Annual Update to the Three-Year Plan; AUTHORIZE and DIRECT the Chair of the Board of Supervisors to send a letter to that effect to the Department of Health Care Services (DHCS) and the Mental Health Services Oversight and Accountability Commission (MHSOAC) to inform DHCS and the MHSOAC of their approval of the adoption of this Plan Update. FISCAL IMPACT: Adoption of the Mental Health Services Act (MHSA) Fiscal Year (FY) 24-25 Annual Update to the Three-Year Plan assures continued MHSA funding in the amount of $85,528,000. BACKGROUND: Proposition 63 was passed by California voters in the November 2004 election. Now known as the Mental Health Services Act (MHSA), the legislation provides public mental health funding by imposing an additional one percent tax on individual taxable income in excess of one million dollars. There are a total of five MHSA components which have been enacted out over time by the State with the goal of creating a better program of mental health services and supports in California’s public mental health systems. The five components include: Community Services and Supports; Prevention and Early Intervention; Workforce Education and Training; Capital Facilities and Technology; and Innovation. There are multiple programs operated within each CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3124,Version:1 component. This is a state mandated program under Welfare & Institutions Code. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it would result in the loss of mental health programs and related services (including Full Service Partnerships, Assisted Outpatient Treatment, Forensic Mental Health, Housing Services, Prevention and Early Intervention and more) which serve Contra Costa residents of all ages who reside in every region of the County. CHILDREN’S IMPACT STATEMENT: Mental health impacts people of all ages and impacts entire family systems and communities. This recommendation supports all of the following children's outcomes: - Children Ready for and Succeeding in School; - Children and Youth Healthy and Preparing for Productive Adulthood; - Families that are Safe, Stable and Nurturing; and - Communities that are Safe and Provide a High Quality of Life for Children and Families. Additionally - Preventing mental health problems in children and youth from developing and becoming severe and disabling. - Children and youth recovering from impact of trauma, severe emotional disturbance, and mental illness. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ Mental Health Services Act (MHSA) Contra Costa Behavioral Health Three Year Program and Expenditure Plan FY 2024-25 Annual Update 1 Table of Contents Executive Summary ......................................................................................................................... 2 Vision ............................................................................................................................................... 5 Contra Costa Demographics ............................................................................................................ 6 Community Program Planning Process………………………………………………………………………………..……..9 The Plan Community Services and Supports ............................................................................................... 15 Prevention and Early Intervention ................................................................................................ 35 Innovation ..................................................................................................................................... 60 Workforce Education and Training ............................................................................................... 63 Capital Facilities/Information Technology .................................................................................... 68 The Budget .................................................................................................................................... 71 Evaluating the Plan ........................................................................................................................ 73 Acknowledgements ....................................................................................................................... 75 Appendices Mental Health Service Maps……………………………………………………………..........................................A-1 Program and Plan Element Profiles………….…………………...……………….………………………………….…...B-1 Glossary……………………………………………..…………………………………….…………………………………………....C-1 Public Hearing and Comments.…..……………...………………………….……………………………………………...D-1 Funding Summaries…………………………………………..……..…………………………………………………………....E-1 Prevention and Early Intervention Annual Report........................................................................F-1 Innovation Annual Report.............................................................................................................G-1 Public Comment and Hearing………………………………………..……………………………………………..…........H-1 Board Resolution……………......……………………………………………………………………………………………….....I-1 2 Executive Summary We are pleased to present Contra Costa Behavioral Health Services (CCBHS) Mental Health Services Act (MHSA) Annual Update for FY 24-25. Previous MHSA Three Year Plans and Annual Updates can be found at: Mental Health Services Act (MHSA) | Contra Costa Health (cchealth.org) The 24-25 Annual Update to the 23-26 Three Year Program and Expenditure Plan (referred to herein as the 24-25 Annual Update) includes strategies to address emerging statewide initiatives that prioritize housing and related treatment services that will better serve those at risk of housing insecurity and those who are not connected to appropriate behavioral health supportive services. We look forward to continued community partnerships that have emerged since 2020 to address the COVID 19 pandemic recovery, health inequities and community crisis response services. These on-going efforts will continue to provide learning opportunities that guide our work moving forward. The Annual Update describes programs that are funded by the MHSA, what they will do, and how much money will be set aside to fund these programs. It also describes what will be done to evaluate plan effectiveness and ensure that all MHSA funded programs meet the intent and requirements of the Mental Health Services Act. The Three-Year Plan includes the following components: 1.Community Services and Supports (CSS) 2.Prevention and Early Intervention (PEI) 3.Innovation (INN) 4.Workforce Education and Training (WET) 5.Capital Facilities/ Information Technology (CF/TN) 3 Mental Health Services Act (MHSA) Background and Reporting Requirements California approved Proposition 63 in November 2004, and the Mental Health Services Act became law. The Act provides significant additional funding to the existing public mental health system and combines prevention services with a full range of integrated services to treat the whole person. With the goal of wellness, recovery and self- sufficiency, the intent of the law is to reach out and include those most in need and those who have been traditionally underserved. Funding is to be provided at sufficient levels to ensure that counties can provide each child, transition age youth, adult and senior with the necessary mental health services and supports. Finally, the Act requires the Three-Year Plan be developed with the active participation of local stakeholders in a Community Program Planning Process (CPPP). Welfare and Institutions Code (WIC) Section § 5847 and California Code of Regulations (CCR) § 3310 require that MHSA plans address each of the five components listed above and annual expenditure projections for each component. MHSA Three Year Plans must be posted for a 30-day public comment period and the Mental Health Commission (local mental health board) shall conduct a public hearing at the conclusion of the public posting period (WIC § 5484). MHSA Three Year Plans and Annual Updates must be adopted by the Board of Supervisors and submitted to the Mental Health Services Oversight and Accountability Commission (MHSOAC) within 30 days of Board of Supervisor approval. In March 2024, California voters passed Proposition 1, which will have a significant impact on MHSA planning and programming across the state. Some of these changes include an integrative planning and reporting process, as well as an emphasis on housing and intensive services. The program will be renamed Behavioral Health Services Act (BHSA) and implementation will begin July 1, 2026 with the roll out of the 2026-29 Three Year Plan. Core principles of MHSA •Consumer/client and family-driven services •Cultural responsiveness •Focus on wellness, recovery, and resiliency •Community collaboration •Integrated service experiences for clients and families 4 Key Updates for FY 24-25 ♦Budget updated to reflect estimated available funding for FY 24-25 ♦Community Supports and Services (CSS) •Updates to Housing expansions to include increasing support to board & care operators; bolstering the housing continuum of care by adding more units of housing in various categories; and identifying funds to build out and expand housing and treatment programs •Children’s mobile crisis response services are now offered by the County operated Anywhere Anyone Anytime (A3) 24/7 Mobile Crisis Response Team. A3 is funded by the local tax known as Measure X, so no longer reflected in the MHSA Three Year Plan •Multi-Systemic Therapy for Juvenile Justice Involved Youth – provided by Embrace, continues to contract with the County, but has been moved from the MHSA budget to a different funding source. No longer reflected in the MHSA Three Year Plan •TURN Behavioral Health, the provider for AOT and Central County FSP, is no longer contracting with the County. These programs are now County operated. Many of the TURN staff have been hired by the County to operate the program, so continuity of care for clients is maximized. ♦Prevention and Early Intervention (PEI) •Prevention and Early Intervention (PEI) Data & Performance Indicators •Pending RFP to create a Peer Leadership & Training Program ♦Innovation •Updates to Innovation projects: Psychiatric Advanced Directives (PADs) and Grants for Community Defined Practices 5 Vision The Mental Health Services Act serves as a catalyst for the creation of a framework that calls upon members of our community to work together to facilitate change and establish a culture of cooperation, participation, and innovation. We recognize the need to improve services for individuals and families by addressing their complex behavioral health needs. This is an ongoing expectation. We need to continually challenge ourselves by working to improve a system that pays particular attention to individuals and families who need us the most and may have the most difficult time accessing care. Our consumers, their families and our service providers describe behavioral health care that works best by highlighting the following themes: Access. Programs and care providers are most effective when they serve those with behavioral health needs without regard to Medi-Cal eligibility or immigration status. They provide a warm, inviting environment, and actively and successfully address the issues of transportation to and from services, wait times, availability after hours, services that are culturally and linguistically competent, and services that are performed where individuals live. Capacity. Care providers are most appreciated when they can take the time to determine with the individual and his or her family the level and type of care that is needed and appropriate, coordinate necessary health, behavioral health and ancillary resources, and then are able to take the time to successfully partner with the individual and his or her family to work through the behavioral health issues. Integration. Behavioral health care works best when health and behavioral health providers, allied service professionals, public systems such as law enforcement, education and social services, and private community and faith-based organizations work as a team. Effective services are the result of multiple services coordinated to a successful resolution. We honor this input by envisioning a system of care that supports independence, hope, and healthy lives by making accessible behavioral health services that are responsive, integrated, compassionate and respectful. Suzanne K. Tavano, PHN, Ph D Behavioral Health Services Director 6 Contra Costa County Demographics Contra Costa County Population Summary According to the most recent 2020 US Census estimates, the population size in Contra Costa County is estimated at 1,165,927. It’s estimated that about 8% of people in Contra Costa County are living in poverty and about 33% of the residents have public health coverage. Information released by the State of California’s Department of Finance, projects that population size is expected to grow. An estimate of current racial/ethnic demographic data is illustrated below in Figure 1. In addition, about 77% of the population is 18 or older, with about 23% of the population being children. About a quarter of the residents are foreign born. The figure below was sourced from the 2020 Census Diversity Index by County. Disparities in Utilization of Services In Contra Costa County there are nearly 270,000 residents that are eligible for Medi-Cal services. Data shows that of this group, Latino/Hispanic and Asian/Pacific Islander communities are accessing behavioral health services at lower rates than other ethnic communities (see Figure 2). Systems wide initiatives designed to address these disparities are outlined in the Cultural Humility Plan and throughout the MHSA Three Year Plan. The most recent 2023-26 CHP can be found at: 2023 – 2026 Cultural Humility Three Year Plan (cchealth.org) Caucasian / White (Non-Hispanic) 39.10% African- American / Black (Non- Hispanic) 8.40% American Indian/ Alaska Native (Non- Hispanic)0.20% Asian (Non- Hispanic) 18.40% Native Hawaiian / Pacific Islander (Non- Hispanic) 0.50% Two or More Races (Non- Hispanic) 5.70% Latino/Hispanic 27.00% Figure 1: Contra Costa County 2020 Projected Racial/ Ethnic Populations 7 Figure 2 Contra Costa MHSA is proud to partner with a broad range of community-based organizations that serve diverse communities throughout the county. Below is a list of community partners (Figure 3), as well as a graph depicting the populations served by our Prevention and Early Intervention (PEI) programs (Figure 4). Figure 3 Figure 4 15 Funded by Contra Costa Behavioral Health Services MHSA 8 Cultural Communi�es Served through MHSA Funding 9 The Community Program Planning Process To prepare for the Three Year Plan, CCBHS utilizes a Community Program Planning Process (CPPP) to gather meaningful stakeholder input toward accomplishing the following: •Identify issues related to mental illness that result from a lack of behavioral health services and supports •Analyze behavioral health needs •Identify priorities and strategies to meet these behavioral health needs MHSA Advisory Council (formerly Consolidated Planning and Advisory Workgroup - CPAW) CCBHS continues to seek counsel from its ongoing stakeholder body, the MHSA Advisory Council (formerly CPAW), which convenes every other month. Over the years MHSA Advisory Council members, consisting of consumers, family members, service providers and representative community members, have provided input to the Behavioral Health Services Director as each Three-Year Plan and yearly Plan Update has been developed and implemented. The Advisory Council has recommended that the Three-Year Plan provide a comprehensive approach that links MHSA funded services and supports to prioritized needs, evaluates their effectiveness and fidelity to the intent of the Act, and informs future use of MHSA funds. The Advisory Council has also recommended that each year’s Community Program Planning Process build upon and further what was learned in previous years. Thus, the Three-Year Plan can provide direction for continually improving not only MHSA funded services, but also influencing the County’s entire Behavioral Health Services Division. MHSA ADVISORY COUNCIL MEMBERSHIP SEATS •Alcohol & Other Drug Services (AOD) •CBO Service Provider(s) •CCBHS Service Provider(s) •Consumer(s) •Criminal Justice •Education •Faith Based Leadership •Family Member(s) •Family Partner – Youth •Family Partner – Adult •Health, Housing and Homelessness •Mental Health Commission (Board) •Peer Provider •Underserved Population(s) •Veterans 10 Community Meetings During the fiscal year, MHSA hosts numerous public stakeholder meetings. Meeting Purpose Frequenc y MHSA Advisory Council – Main Meeting Opportunity for members of the public to dialogue with the Behavioral Health Director; discuss issues relevant to MHSA, including review existing programming, funding and evaluation Bi - Monthly MHSA Advisory Council Sub Committee – Innovation / Systems of Care Learn, discuss, and provide input on new and emerging MHSA related programs that impact Behavioral Health Services system of care, including programs under the Innovation component. Quarterly MHSA Advisory Council Sub Committee – Steering Develop monthly agenda for Advisory Council main meeting, including identifying presentation & discussion topics Bi- Monthly MHSA Advisory Council Sub Committee – Membership Review new applications for CPAW Membership As Needed Suicide Prevention Coalition Countywide collaborative co-hosted with the Contra Costa Crisis Center. Responsible for Suicide Prevention Strategic Planning Monthly Youth Suicide Prevention Sub- Committee Youth-focused collaborative that serves as a platform for networking and information sharing around issues related to youth mental health and suicide prevention Quarterly Reducing Health Disparities Focus on diversity, equity, inclusion and reducing disparities within the behavioral health care system with an ongoing goal of being trauma informed, working against racism, addressing historical barriers to services, and promoting equity, wellness, recovery and resiliency both in service delivery and within the workforce. Provides input related to the annual Cultural Humility Plan. Quarterly 11 Assisted Outpatient Treatment Workgroup (AOT) Discussion and support around the work of County AOT providers, including Forensic Mental Health, Justice Partners and Community Based Organizations Quarterly Stakeholder Incentives Incentives are offered to community members for participating in stakeholder events and meetings, including public forums, MHSA Advisory Council and sub-committee meetings through the use of gift cards. Gift cards of up to $30 may be given to non-paid community members for participation in meetings and events ranging from 1-4 hours. MHSA Community Presentations & Forums In addition to scheduled stakeholder meetings and community events, the MHSA Team provides informational presentations upon request. Some recent examples include: •Annual MHSA presentation for the Service Provider Individualized Recovery and Intensive Training (SPIRIT) class. SPIRIT is a nine-unit college course taught in collaboration with Contra Costa College which offers peers and those with lived experience an opportunity to develop skills, obtain certification and ultimately find employment within the behavioral health care field. •School-Based Mental Health Providers •Contra Costa – Alameda Medical Association •Alcohol and Other Drugs (AOD) Advisory Board •Suicide Prevention Awareness Event at Vicente High School •Virtual Community Forum: Understanding Proposition 1 •Presentations to the Mental Health Commission (Board) including Understanding Proposition 1 •Various presentations to staff and community organizations regarding Proposition 1 12 In addition, MHSA staff regularly attend the Mental Health Commission (local mental health board) meetings and provide information and presentations related to MHSA, as requested. Orientations to the MHSA are provided upon request by individuals or groups. Surveys In January 2024, an electronic community survey was launched. It was distributed to at least 500 community members and available in multiple languages. The survey was intended to elicit feedback from the community regarding prioritization of MHSA funds and service needs. Members of the community provided responses as indicated below. •Which programs in the 2023-26 Three Year Plan are most valuable to the community? (Top 5 in ranked order) 1.Intensive outpatient programs for people with mental illness and substance use disorder 2.Housing and related support services 3.Crisis Services 4.Prevention and early intervention services targeting specific cultural groups 5.Services for those involved with the justice system •Are there any individuals, groups and/or cultural communities whom you believe are not being adequately served by the Behavioral Health System? (Top 5 in ranked order) 1.Persons with Serious Mental Illness 2.Persons with Substance Use Disorder, African American/Black (tied) 3.Latino/Hispanic communities 4.Older Adults, Persons experiencing Homelessness, Persons with Disabilities (tied responses) 5.Youth (6-16) •What is needed to improve client engagement? (Top 5 in ranked order) 1.Offer services that match the level of need 2.Help with unmet basic needs (food, shelter, etc.) 3.Improve appointment availability (time, location, wait list) 4.Providers who look like the community 5.Resource navigation (insurance, benefits, etc.) / Offer services that are culturally appropriate (i.e. in the right language) / Improve response times (tied responses) 13 •Which MHSA service areas have been effective in addressing local behavioral health concerns? (Top 5 in ranked order) 1.Crisis Services 2.Early Psychosis Program 3.Housing Services for people with mental health challenges 4.Full-Service Partnerships 5.Prevention and Early Intervention Programs Survey Respondent Demographic Info: Age: •26-59 years – 66% •60+ years – 20% •17-25 years – 7% •Prefer not to say – 7% •Under 16 years – 0% Region of Residence: •East County – 32% •West County – 29% •Central County – 24% •Prefer Not to Say – 10% •South County – 5% Affiliation / Identity: •Consumer / Peer / Person with Lived Experience – 24% •Community Member / Contra Costa Resident – 24% •Provider – 21% •Family Member – 16% •Faith Community – 5% •Student – 5% •Active Military / Veteran – 2% •Law Enforcement – 1% Current Year Trends: •Zoom events preferred over In Person events •Majority of respondents were from the East County Region •Majority of respondents identified as a Consumer / Peer / Person with Lived Experience •Majority of respondents were women •Majority of respondents were between 26-59 years old •Majority of respondents were Caucasian or Latino/Hispanic 14 Summary. The community program planning process identifies current and ongoing behavioral health service needs and provides direction for MHSA funded programs to address these needs. It also informs planning and evaluation efforts that can influence how and where MHSA resources can be directed in the future. The full array of MHSA funded programs and plan elements described in this document are the result of current as well as previous community program planning processes. Thus, this year’s planning process builds upon previous ones. It is important to note that stakeholders did not restrict their input to only MHSA funded services but addressed the entire health and behavioral health system. The MHSA Three Year Program and Expenditure Plan operates within the laws and regulations provided for the use of the Mental Health Services Act Fund. Thus, the Three-Year Plan does not address all the prioritized needs identified in the community program planning process but does provide a framework for improving existing services and implementing additional programs as funding permits. The following chapters contain programs and plan elements that are funded by the County’s MHSA Fund and will be evaluated by how well they address the Three-Year Plan’s Vision and identified needs as prioritized by the Community Program Planning Process. 15 The Plan Community Services and Supports Community Services and Supports (CSS) is the component of the Three-Year Program and Expenditure Plan that refers to service delivery systems for mental health services and supports for children and youth, transition age youth (ages 16-25), adults, and older adults (over 60). Contra Costa County Behavioral Health Services utilizes CSS funding for the categories of Full-Service Partnerships and General System Development. First approved in 2006 with an initial State appropriation of $7.1 million, Contra Costa’s budget has grown incrementally to approximately $62,266,000 million for FY 2024-25 in commitments to programs and services under this component. The construction and direction of how and where to provide funding began with an extensive and comprehensive community program planning process whereby stakeholders were provided training in the intent and requirements of the Mental Health Services Act, actively participated in various venues to identify and prioritize community mental health needs and developed strategies by which service delivery could grow with increasing MHSA revenues. The programs and services described below are directly derived from this initial planning process and expanded by subsequent yearly community program planning processes. Full-Service Partnerships Contra Costa Behavioral Health Services both operates and contracts with behavioral health service providers to enter into collaborative relationships with clients, called Full-Service Partnerships (FSP). Personal service coordinators develop an individualized services and support plan (or treatment plan) with each client, and, when appropriate, the client’s family to provide a full spectrum of services in the community necessary to achieve agreed upon goals. Children (0 to 18 years) diagnosed with a serious emotional disturbance, transition age youth (16 to 25 years) diagnosed with a serious emotional disturbance or serious mental illness, and adults and older adults diagnosed with a serious mental illness are eligible. These services and supports include, but are not limited to, crisis intervention/stabilization services, mental health and substance use disorder treatment, including alternative and culturally specific treatments, peer and family support services, access to wellness and recovery centers, and assistance in accessing needed medical, housing, educational, social, vocational rehabilitation, and other community 16 services, as appropriate. A qualified service provider is available to respond to the client/family 24 hours a day, seven days a week to provide after-hours intervention. FSP programs are a crucial component that assists in recovery and wellness for individuals with a serious mental illness or serious emotional disturbance. An analysis of FSP programs has shown to have an impact on decreasing the following: •Homelessness •Incarceration •Psychiatric Emergency Service (PES) visits As per statute requirements, these services comprise most of the Community Services and Supports (CSS) budget. Performance Indicators. The rates of in-patient psychiatric hospitalization and psychiatric emergency service (PES) episodes for persons participating in FSPs indicate whether Contra Costa’s FSP programs promote less utilization of higher acute and more costly care. For FY 2021-22 (the most recent year available), data was obtained for 450 participants who were served by FSP programs. Use of PES and in- patient psychiatric hospitalization was compared before and after FSP participation. Additional performance indicators were used to gauge productive meaningful activity and risk of homelessness. Productive and meaningful activities may include: work, education, vocation/ training programs and volunteerism for individuals with serious and debilitating mental health challenges. Engagement in FSP programs generally has a positive impact in this category, but due to the COVID pandemic during the reporting period (FY 21-22), opportunities for productive and meaningful activity were limited. Results are below: •A 61.2% decrease in the number of PES episodes •A 69.9% decrease in the number of in-patient psychiatric hospitalizations •A 47.8% decrease in the number of in-patient psychiatric hospitalization days •19.7% decrease in productive meaningful activity (average hours per week) •55.5% decrease in number of unhoused The following full-service partnership programs are currently established via MHSA: 17 Children. The Children’s Full-Service Partnership Program is comprised of three elements, 1) personal services coordinators, 2) multi-dimensional family therapy for co- occurring disorders, 3) county operated children’s clinic staff. 1)Personal Service Coordinators. Personal service coordinators are part of a program entitled Short Term Assessment of Resources and Treatment (START). Seneca Family of Agencies contracts with the County to provide personal services coordinators, a mobile crisis response team, and three to six months of short-term intensive services to stabilize the youth in their community and to connect them and their families with sustainable resources and supports. Referrals to this program are coordinated by County staff on a countywide assessment team, and services are for youth and their families who are experiencing severe stressors, such as out-of-home placement, involvement with the juvenile justice system, co-occurring disorders, or repeated presentations at the County’s Psychiatric Emergency Services. 2)Multi-dimensional Family Therapy (MDFT) for Co-occurring Disorders. Lincoln Child Center contracts with the County to provide a comprehensive and multi-dimensional family-based outpatient program for adolescents with a mental health diagnosis who are experiencing a co- occurring substance abuse issue. These youth are at high risk for continued substance abuse and other problem behaviors, such as conduct disorder and delinquency. This is an evidence- based practice of weekly or twice weekly sessions conducted over a period of 4-6 months that target the youth’s interpersonal functioning, the parents’ parenting practices, parent- adolescent interactions, and family communications with key social systems. 3)Children’s Clinic Staff. County clinical specialists and family partners serve all regions of the County and contribute a team effort to full-service partnerships. Clinical specialists provide a comprehensive assessment on all youth deemed to be most seriously emotionally disturbed. The team presents treatment recommendations to the family, ensures the family receives the appropriate level of care, and family partners help families facilitate movement through the system. The Children’s category is summarized below. Note that the total amount of these programs is funded by a combination of Medi-Cal reimbursed specialty mental health services and MHSA funds. Amounts summarized below are the MHSA funded portion of the total cost for Children programming: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 2024-25 / Cost per Person 18 Personal Service Coordinators Seneca Family of Agencies (FSP) Countywide 75 737,109 / 9,828 Multi- dimensional Family Therapy Lincoln Child Center (FSP) Countywide 60 618,225 / 10,304 Children’s Clinic Staff County Operated Countywide Support for full- service partners 633,205 / NA Children’s Flex Fund Countywide 148,000 / TBD Eating Disorder Treatment Various Providers Countywide TBD 1,000,000 / TBD Total 135 $3,136,539 Transition Age Youth. Eligible youth (ages 16-25) are individuals who are diagnosed with a serious emotional disturbance or serious mental illness, and experience one or more of the risk factors of homelessness, co-occurring substance abuse, exposure to trauma, repeated school failure, multiple foster care placements, and experience with the juvenile justice system. 1)Fred Finch Youth Center is in West County and contracts with CCBHS to serve West and Central County. This program utilizes the assertive community treatment model as modified for young adults that includes a personal service coordinator working in concert with a multi-disciplinary team of staff, including peer and family mentors, a psychiatric nurse practitioner, staff with various clinical specialties, to include co-occurring substance disorder and bilingual capacity. In addition to mobile mental health and psychiatric services the program offers a variety of services designed to promote wellness and recovery, including assistance finding housing, benefits advocacy, school and employment assistance, and support connecting with families. 2)Youth Homes Youth Homes is in East County and contracts with CCBHS to serve Central and East County. This program emphasizes the evidence-based practice of integrated treatment for co-occurring disorders, where youth receive mental health and substance abuse treatment from a single treatment specialist, and multiple formats for services are available, to include individual, group, self-help and family. Amounts summarized below are the MHSA funded portion for Transition Age Youth Full-Service Partnership programming: 19 Program County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Transition Age Youth Full Service Partnership Fred Finch Youth Center West and Central County 70 365,254 / 5,427 Transition Age Youth Full-Service Partnership Youth Homes Central and East County 30 112,245 / 3,891 County support costs (vehicles) Countywide NA 24,000 / NA Total 100 $501,499 Adult and Older Adult. Adult Full-Service Partnerships provide a full spectrum of services and supports to adults over the age of 18 who are diagnosed with a serious mental illness, are at or below 200% of the federal poverty level and are uninsured or receive Medi-Cal benefits. CCBHS contracts with Portia Bell Hume Behavioral Health and Training Center (Hume Center) to provide FSP services in the West and East regions of the County. Prior to COVID-19, the Hume contract was increased to provide enhanced services including housing flex funds as well as serving 40 additional clients. Familias Unidas contracts with the County to provide the lead on full-service partnerships that specialize in serving the County’s Latino/a/X population whose preferred language is Spanish. The Central County FSP program is now operated by the County. Contracts may have multiple funding sources. Amounts summarized below include the MHSA funded portion (only) for Adult Full-Service Partnership Programming: Program/ Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Full-Service Partnership Hume Center West County 70 (Adult) 5 (Older Adult) 2,745,778 / 18,305 20 East County 70 (Adult) 5 (Older Adult) Full-Service Partnership County Operated Central County 47 (Adult) 3 (Older Adult) 1,365,544 / 27,311 Full-Service Partnership Familias Unidas West County 28 (Adult) 2 (Older Adult) 199,077 / 6,636 Adult Housing Flex Fund Countywide Varies 50,000 County Support for Client Transportation (vehicles) Countywide NA 343,876/ NA Total 230 $4,704,275 Additional Services Supporting Full-Service Partners. The following services are utilized by full-service partners and enable the County to provide the required full spectrum of services and supports. Adult Mental Health Clinic Support. CCBHS has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. The team has been expanded this year since the Central County FSP provider, TURN Behavioral Health, did not renew their contract. The program is now County operated. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full-Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management act as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service 21 Partnership programs. Full-Service Partnership Liaisons provide support to the Full-Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. Community Support Worker positions are stationed at all three adult clinics to support families of clients as they navigate and assist in the recovery of their loved ones. Amounts summarized below are the MHSA funded portion for Adult Mental Health Clinic Support: Program/Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 FSP Support, Rapid Access County Operated West, Central, East County Support for Full- Service Partners 2,601,251 Total $2,601,251 Assisted Outpatient Treatment. In February 2015, the Contra Costa Board of Supervisors passed a resolution authorizing $2.25 million of MHSA funds to be utilized on an annual basis for providing mental health treatment as part of an assisted outpatient treatment (AOT) program. The County implements the standards of an assertive community treatment team as prescribed by Assembly Bill 1421, and thus meets the acuity level of a full-service partnership. This program provides an experienced, multi-disciplinary team who provides around the clock mobile, out-of- office interventions to adults, a low participant to staff ratio, and provides the full spectrum of services, to include health, substance abuse, vocational and housing services. Persons deemed eligible for AOT are served, whether they volunteer for services, or are ordered by the court to participate. CCBHS provides dedicated clinicians and administrative support within the Forensic Mental Health Clinic to 1) receive referrals in the community, 2) conduct outreach and engagement to assist a referred individual, 3) conduct the investigation and determination of whether a client meets eligibility criteria for AOT, 4) prepare Court Petitions with supporting documentation and ongoing affidavits, 5) testify in court, 6) coordinate with County Counsel, Public Defender and law enforcement jurisdictions and 7) participate in the development of the treatment plan. Amounts summarized below are the MHSA funded portion for Assisted Outpatient Treatment programming: 22 Program/ Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Assisted Outpatient Treatment County Operated Countywide 70 (Adult) 5 (Older Adult) 2,458,030 / 32,774 Assisted Outpatient Treatment Clinic Support County Operated Countywide Captured in above number 733,156 / 9,775 County Support Costs (Vehicles) County Operated Countywide 155,759 Total 75 $3,346,945 Hope House - Crisis Residential Center. The County contracts with Telecare to operate a 16-bed crisis residential facility. This is a voluntary, highly structured treatment program that is intended to support seriously mentally ill adults during a period of crisis and to avoid in-patient psychiatric hospitalization. It also serves consumers being discharged from the hospital and long- term locked facilities that would benefit from a step-down from institutional care to successfully transition back into community living. Services are designed to be short term, are recovery focused with a peer provider component, and treat co-occurring disorders, such as drug and alcohol abuse. Amounts summarized below are the MHSA funded portion for the Crisis Residential Center programming: Program County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Hope House - Crisis Residential Center Telecare Countywide 200 2,755,810 / 13,779 Total 200 $2,755,810 23 MHSA Funded Housing Services. MHSA funds for housing supports supplements that which is provided by CCBHS and the County’s Health, Housing and Homeless (H3) Services Division, and is designed to provide various types of affordable shelter and housing for low-income adults with a serious mental illness or children with a severe emotional disorder and their families who are homeless or at imminent risk of chronic homelessness. Annual expenditures have been dynamic due to the variability of need, availability of beds and housing units, and escalating cost. Housing supports are categorized as follows: 1)Temporary Shelter Beds. The County’s Health, Housing and Homeless Services (H3) Division operates several temporary bed facilities for adults and transitional age youth. CCBHS has a Memorandum of Understanding (MOU) with the H3 Division that provides MHSA funding to enable individuals with a serious mental illness or a serious emotional disturbance to receive temporary emergency housing in these facilities. This agreement includes up to 2.163 bed nights per year for the Pomona Street Apartments and McGovern House transitional living programs, staff for the Calli House Youth Shelter, up to 9,527 bed nights for the Brookside and Concord temporary shelters, and up to 1.610 bed nights for the Philip Dorn Medical Respite Shelter in Concord, which serves those in need of recuperative care following a hospital discharge. 2)Augmented Board and Care. The County contracts with several licensed board and care facilities to provide additional funds to augment the rental amount received by the facility from the SSI rental allowance. These additional funds pay for necessary supports for those with serious mental illness to avoid institutionalization and enable them to live in the community. An individualized services agreement for each person with a serious mental illness delineates needed supplemental care, such as assistance with personal hygiene, life skills, prescribed medication, transportation to health/mental health appointments, and connection with healthy social activities. These providers include, but are not limited to: Divines Home, Modesto Residential Living Center, Oak Hills Residential Facility, Pleasant Hill Oasis, United Family Care (Family Courtyard), Williams Board and Care Home, and Woodhaven. An additional provider, Crestwood Healing Center, has 64 augmented board and care beds in Pleasant Hill, and has a transitional residential program, The Pathway, that provides clinical mental health specialty services for up to a year (with a possible six-month extension) for those residents considered to be most compromised by mental health issues. During this three-year period CCBHS will seek to maintain and increase the number of augmented board and care beds available for adults with serious mental illness. Additional funding is also being allocated to address market competitiveness for rates being paid to small adult residential facilities and to assist older adult clients to maintain the home and placement that they have successfully lived in for many years. 3)Supportive Housing: Master Leased and Scattered Site. Shelter, Inc. contracts with the County to provide a master leasing program, in which adults or children and their families are provided 24 tenancy in apartments and houses throughout the County. Through a combination of self- owned units and agreements with landlords, Shelter, Inc. acts as the lessee to the owners and provides staff, maintenance and administers County-funded rental subsidies to support individuals and their families to move in and maintain their homes independently. Until 2016 the County participated in a specially legislated state-run MHSA Housing Program through the California Housing Finance Agency (CalHFA). In collaboration with many community partners the County embarked on several one-time capitalization projects to create 39 permanent housing units for individuals with serious mental illness. These individuals receive their mental health support from CCBHS contract and county service providers. The sites include Villa Vasconcellos in Walnut Creek, Lillie Mae Jones Plaza in North Richmond, The Virginia Street Apartments in Richmond, Robin Lane apartments in Concord, Ohlone Garden apartments in El Cerrito, Third Avenue (Arboleda) Apartments in Walnut Creek, Garden Park apartments in Concord, and scattered units throughout the County operated by Hope Solutions. The state-run MHSA Housing Program ended in 2016 and was replaced by the Special Needs Housing Program (SNHP). Under SNHP, the County added 5 additional units of permanent supportive housing at the St. Paul Commons in Walnut Creek. In July 2016 Assembly Bill 1618, or No Place Like Home, was enacted to dedicate in future years $2 billion in bond proceeds throughout the State to invest in the development of permanent supportive housing for persons who need mental health services and are experiencing homelessness or are at risk of chronic homelessness Voters approved Proposition 2 in November 2018, and various rounds of competitive and non-competitive funding were made available to counties. In Contra Costa, this resulted in over 60 additional permanent supportive housing units in the following locations: •Veteran’s Square – Satellite Affordable Housing Associates (SAHA) - East County (operational) •Galindo Terrace – Resources for Community Development (RCD) - Central County (completion expected December 2024) •699 Ygnacio Valley Rd. - RCD - Central County (pre-development) •Legacy Court – Community Housing Development Corporation (CHDC) and Eden Housing – West County (pre-development) 4)Housing Continuum and Resource Development. Over the course of this three-year planning period, the State and Federal government have and will release multiple housing infrastructure-related grant opportunities for Counties. Including but not limited to Behavioral Health Continuum Infrastructure Program (BHCIP) and Behavioral Health Bridge Housing (BHBH). CCBHS has also accepted an allocation from Department of Social Services to fund the 25 Community Care Expansion Preservation program intended to stabilize existing licensed adult residential facilities (ARF) and residential care facilities for the elderly (RCFE). County intends to continue to apply for other opportunities as they are released. CCBHS recognizes supported housing for people living with a mental health condition as a priority issue and is committed to leveraging existing resources to meet that need by fortifying our existing housing continuum of care. This plan budgets funds to allow CCBHS to complete proposed projects and provides funding for any potential County required funding match needed to take advantage of historic funding opportunities. Additional funding has also been allocated to allow the CCBHS to locally fund and take advantage of potential projects that address other gaps in the housing continuum. Finally, in order to better support clients additional funding is being allocated to emergency care funds to support clients at certain facilities while social security benefits are pending. Additionally, this budget allocates funding to support clients and Housing Services staff address the often- unforeseen challenges that arise by creating a housing flex fund. This fund may be used to address small, unplanned and/or temporary financial needs related to maintaining a home. 5)Coordination Team. The Housing Services Coordination Team provides support to residents, facilitates linkages with other Contra Costa behavioral health programs and services, and provides contract monitoring and quality control. A Chief of Supportive Housing Services oversees the Coordination Team and MHSA funded housing units. Amounts summarized below are the MHSA allocation for MHSA funded housing services: Plan Element County/ Contract Region Served Number of MHSA beds, units budgeted MHSA Funds Allocated for FY 24-25 / Cost per Person Shelter Beds County Operated Countywide 75 beds (est.) 2,828,899 / 37,719 Augmented Board and Care * Crestwood Healing Center – Bridge Program Countywide 64 beds 1,113,620 / 17,400 Augmented Board and Care * Various Countywide 335 beds 6,943,356 / 20,726 26 Master Lease Contract Countywide 110 units 3,289,660 / 29,906 Scattered Site Contractor Operated Countywide 39 units State MHSA funded CCE Preservation Match Countywide Varies 336,320 BHCIP/Infrastructure Program Match Countywide Varies 3,000,000 BHCIP Program Estimates Countywide Varies 5,952,021 Coordination Team County Operated Countywide Varies 1,584,155 Emergency Care Funds (ECF) Countywide Varies 60,000 Housing Flex Fund Countywide Varies 140,000 County Support Costs (Vehicles) Countywide 192,676 Continuum Resource Development To be determined Countywide TBD 3,800,000 Total 690 $29,240,707 *Augmented Board and Care facility contracts vary in negotiated daily rate, and several contracts have both realignment as well as MHSA as funding sources. Thus, the budgeted amount may not match the total contract limit for the facility and beds available. The amount of MHSA funds budgeted are projections based upon: 1) history of actual utilization of beds paid by MHSA funding, 2) history of expenditures charged to MHSA, and 3) projected utilization for the upcoming year. CCBHS will continue to look for and secure additional augmented board and care beds. Annual Three-Year Plan Updates will reflect adjustments in budgeted amounts. 27 Non-FSP Programs (General System Development) General System Development is the service category in which the County uses Mental Health Services Act funds to improve the County’s mental health service delivery system for all clients who experience a serious mental illness or serious emotional disturbance, and to pay for mental health services for specific groups of clients, and, when appropriate, their families. Since the Community Services and Supports component was first approved in 2006, programs and plan elements included herein have been incrementally added each year by means of the community program planning process. These services are designed to support those individuals who need services the most. Funds are now allocated in the General System Development category for the following programs and services designed to improve the overall system of care: Supporting Older Adults. There are two MHSA funded programs serving the older adult population over the age of 60, 1) Intensive Care Management, and 2) IMPACT (Improving Mood: Providing Access to Collaborative Treatment). 1)Intensive Care Management. Three multi-disciplinary teams, one for each region of the County, provide mental health services to older adults in their homes, in the community, and within a clinical setting. The primary goal is to support aging in place and to improve consumers’ mental health, physical health and overall quality of life. Each multi-disciplinary team is comprised of a psychiatrist, a nurse, a clinical specialist, and a community support worker. The teams deliver a comprehensive array of care management services, linkage to primary care and community programs, advocacy, educational outreach, medication support and monitoring, and transportation assistance. 2)IMPACT. IMPACT is an evidence-based practice which provides depression treatment to older adults in a primary care setting who are experiencing co-occurring physical health impairments. The model involves short-term (8 to 12 visits) problem solving therapy and medication support, with up to one year follow-up as necessary. MHSA funded mental health clinicians are integrated into a primary treatment team. Amounts summarized below are the MHSA funded portion for Older Adult Mental Health Program: 28 Program County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Intensive Care Management County Operated Countywide 237 4,353,949 / 18,371 IMPACT County Operated Countywide 138 455,213 / 3,299 Total 375 $4,809,162 Supporting Children and Young Adults. There are two programs supplemented by MHSA funding that serve children and young adults: 1) Wraparound Program, and 2) expansion of the Early and Periodic Screening, Diagnosis and Treatment Program. Wraparound Program. The Countywide Wraparound Program is a strength based approach which supports youth and their families in identifying their own strengths. Wraparound is an intensive, holistic team-based method of engaging with individuals with complex needs (typically children, youth, and their families) so that they can live in their homes and communities and realize their hopes and dreams. Wraparound staff include Facilitators (clinicians), Family Partners (community support workers/peers) and Mentors (mental health specialists). Wraparound Facilitators provide comprehensive team coordination, including bringing youth, families, natural supports and providers to the table to coordinate treatment, develop a plan and support the team in the execution of the plan. These professionals arrange and facilitate team meetings between the family, treatment providers and allied system professionals. Family partners are individuals with lived experience as parents of children and adults with serious emotional disturbance or serious mental illness who assist families with advocacy, transportation, navigation of the service system, and offer support in the home, community, and county service sites. Family partners participate as team members with the mental health clinicians who are providing facilitation to children and their families. Mentors are non- licensed care providers offering rehabilitative services to children and youth including building independent living skills, developing coping mechanisms, and linking to community resources for clients to move towards the goals. 1)EPSDT Expansion. EPSDT is a federally mandated specialty mental health program that provides comprehensive and preventative services to low-income children and adolescents that are conjointly involved with Children and Family Services. State realignment funds have been 29 utilized as the up-front match for the subsequent federal reimbursement that enables the County to provide the full scope of services. This includes assessment, plan development, therapy, rehabilitation, collateral services, case management, medication support, crisis services, intensive home- based services (IHBS), and Intensive Care Coordination (ICC). The Department of Health Care Services has clarified that the continuum of EPSDT services is to be provided to any specialty mental health service beneficiary who needs it. In addition, Assembly Bill 403 mandates statewide reform for care provided to foster care children, to include the County’s responsibility to provide Therapeutic Foster Care (TFC) services. This significant expansion of care responsibility, entitled Continuing Care Reform (CCR), will utilize MHSA funds as the up-front match for the subsequent federal reimbursement that enables the County to provide the full scope of services, and includes adding County mental health clinicians, family partners and administrative support. The MHSA funded portion of the Children Wraparound Support/ EPSDT Support are summarized in the following: Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Wraparound Support County Operated Countywide Supports Wraparound Program 1,272,229 / Included in Children’s Clinic Cost EPSDT Expansion County Operated Countywide Supplements Children’s System of Care 799,921 Total $2,072,150 Concord Health Center. The County’s primary care system staffs the Concord Health Center, which integrates primary and behavioral health care. A Behavioral Health Clinician and Community Support Worker (peer) work together as a team to provide an integrated response to adults visiting the clinic for medical services who also have a co- occurring behavioral health issues. MHSA funds additional similar positions in the regional behavioral health clinics to provide enhanced support. The MHSA allocation for the Concord Health Center and clinics is summarized below: 30 Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24- 25 Supporting all Outpatient Clinics County Operated Supports clients served by clinics 964,869 County Support Costs (Vehicles) 73,834 Total $1,038,703 Liaison Staff. CCBHS partners with CCRMC to provide Community Support Worker positions to liaison with Psychiatric Emergency Services (PES) to assist individuals experiencing a psychiatric crisis connect with services that will support them in the community. These positions are on the CCBHS Transition Team, and schedule regular hours at PES. The allocation for the Liaison Staff is as follows: Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Supporting Liaison Staff County Operated Countywide Supports clients served by PES 173,976 Total $173,976 Clinic Support. County positions are funded through MHSA to supplement clinical staff implementing treatment plans at the adult clinics. These positions were created in direct response to identified needs surfaced in prior Community Program Planning Processes. 1)Resource Planning and Management. Dedicated staff at the three adult clinics assist consumers with money management and the complexities of eligibility for Medi-Cal, Medi-Care, Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) benefits. Money management staff are allocated for each clinic, and work with and are trained by financial specialists. 2)Transportation Support. The Community Program Planning Process identified transportation to and from clinics as a critical priority for accessing services. Toward this end one-time MHSA funds were purchased in prior years to purchase additional county vehicles to be located at the clinics. Community Support Workers have been added to adult clinics to be dedicated to the transporting of consumers to and from appointments. 31 3)Evidence Based Practices. Clinical Specialists, one for each Children’s clinic, have been added to provide training and technical assistance in adherence to the fidelity of treatment practices that have an established body of evidence that support successful outcomes. 4)Transitions Team Expansion. Funds have been allocated to support a Street Psychiatry initiative, which will offer field-based nursing and psychiatry services to community members who are unhoused or facing other challenges that prevent them from coming into the clinic. The Transitions Team will also support a new Mental Health Library Initiative by fielding a team of two field-based staff (one clinician and one peer support specialist). This team will work with county libraries that have been identified as having a high number of unhoused patrons who are living with untreated mental health and substance use disorders. The team with provide outreach and engagement, linkage to community supports and services, and support to library staff. The MHSA allocation for Clinic Support are as follows: Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Resource Planning and Management County Operated Countywide Supplements Clinic Staff 627,289 Transportation Support County Operated Countywide Supplements Clinic Staff 166,342 Evidence Based Practices County Operated Countywide Supplements Clinic Staff 455,213 Total $1,248,843 Forensic Team. Clinical specialists are funded by MHSA to join a multi-disciplinary team that provides mental health services, alcohol and drug treatment, and housing supports to individuals with serious mental illness who are either referred by the courts for diversion from incarceration, or on probation and at risk of re-offending and incarceration. These individuals were determined to be high users of psychiatric emergency services and other public resources, but very low users of the level and type of care needed. This team works very closely with the criminal justice system to assess referrals for serious mental illness, provide rapid access to a treatment plan, and work as a team to provide the appropriate mental health, substance abuse and housing services needed. The MHSA allocation for the Forensic Team are as follows: 32 Plan Element County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Forensic Team County Operated Countywide Support to the Forensic Team 455,213 Total $455,213 Quality Assurance and Administrative Support. MHSA funding supplements County resources to enable CCBHS to provide required administrative support, quality assurance and program evaluation functions for statutory, regulatory and contractual compliance, as well as management of quality-of-care protocols, such as fidelity to Assisted Outpatient Treatment and Assertive Community Treatment. County staff time and funding to support the mandated MHSA community program planning process are also included here. County positions have been incrementally justified, authorized and added each year as the total MHSA budget has increased. The MHSA allocation for the following functions and positions are summarized below: 1)Quality Assurance. Function MHSA Funds Allocated for FY 24-25 Medication Monitoring 276,387 Clinical Quality Management 891,967 Clerical Support 299,694 Total 1,468,048 2)Administrative Support. Function MHSA Funds Allocated for FY 24-25 Program and Project Managers 1,841,739 Clinical Coordinator 143,858 Planner/Evaluators 606,802 Family Service Coordinator 129,185 Administrative and Financial Analysts 563,531 33 Clerical Support 484,608 ACT/AOT Fidelity Evaluation (contract) 100,000 Evaluation and Reporting 100,000 CPP 25,000 Language (Interpreter Services) 10,000 AOD New Positions 708,155 Total $4,712,878 Community Services and Supports (CSS) FY 24-25 Program Budget Summary Full-Service Partnership (FSP Programs) Number to be Served: 1,380 $46,287,026 Children 3,136,539 Transition Age Youth 501,499 Adults – Includes total funding listed in Adult Full-Service Partnership Programming table and Adult Mental Health Clinic Support table. 7,305,526 Assisted Outpatient Treatment 3,346,945 Crisis Residential Center 2,755,810 MHSA Housing Services 29,240,707 Non-FSP Programs (General System Development) $15,978,973 Older Adult Mental Health Program 4,809,162 Children’s Wraparound, EPSDT Support 2,072,150 Concord Health Center 964,869 Liaison Staff 173,976 Clinic Support 1,322,677 Forensic Team 455,213 34 Quality Assurance 1,468,048 Administrative Support 4,712,878 Total $62,266,000 35 PEI EXECUTIVE SUMMARY Prevention and Early Intervention (PEI) is the component of the Three-Year Plan that refers to services designed to prevent mental illnesses from becoming severe and disabling. This means providing outreach and engagement to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. First approved in 2009, with an initial State appropriation of $5.5 million, Contra Costa’s Prevention and Early Intervention budget has grown incrementally to over $11 million in commitments to programs and services. The construction and direction of how and where to provide funding for this component began with an extensive and comprehensive community program planning process that was like that conducted in 2005-2006 for the Community Services and Support component. Underserved and at-risk populations were researched, stakeholders actively participated in identifying and prioritizing mental health needs, and strategies were developed to meet these needs. Plan and Service Requirements: The PEI Community Planning Process requires local stakeholders to recognize the following parameters for this funding stream: •All ages must be served and at least 51% of the funds must serve children and youth ages 0-25 years. •Disparities in access to services for underserved ethnic communities must be addressed. •All regions of the county must have access to services. •Early intervention should be low-intensity and short duration. •Early intervention may be higher in intensity and longer in duration for individuals experiencing first onset of psychosis associated with serious mental illness. •Individuals at risk of or indicating early signs of mental illness or emotional disturbance and links them to treatment and other resources. PEI Strategies: •Prevention •Early intervention •Outreach •Stigma and discrimination reduction •Access and linkage to treatment •Improving timely access to treatment •Suicide prevention PEI Priorities: 36 •Childhood trauma •Early psychosis •Youth outreach and engagement •Culture and language •Older Adults •Early identification The figure on the next page represents both the PEI strategies documented in the California Code of Regulations (CCR) and the priorities enshrined through SB 1004 that all counties must adhere to. 37 Prevention and Early Intervention STRATEGIES and PRIORITIES PEI Strategies & Priorities Crosswalk Preventio n Early Intervent ion Outreach Stigma & Discriminati on Reduction Access and Linkage to Treatmen t Improvin g Timely Access Suicide Preventi on Childhood Trauma BBK COPE First Five We Care CAPC Early Psychosis & Mood Disorders First Hope JMP RCC CCCC Youth Outreach and Engageme nt BBK Vicente PWC Mental Health Connections RYSE COPE First Five Hope Solutions We Care OCE JMP STAND! Juvenile Justice CHD RCC CCCC Culture & Language AFRC JFCS Latina Center CHD CAPC La Clinica LFCD RCC CCCC Older Adults Mental Health Connections and Mental Health Connection Peer Connection Centers AFRC Hope Solutions JFCS OCE NAMI CC CHD La Clinica Lifelong LFCD RCC CCCC Early Identificati BBK Hope Solutions CAPC 38 on Latina Center COPE We Care All programs contained in the PEI component help create access and linkage to mental health treatment, with an emphasis on utilizing non-stigmatizing and non-discriminatory strategies, as well as outreach and engagement to those populations who have been identified as traditionally underserved. Outcome Indicators. PEI regulations (established October 2015) have data reporting requirements that programs started tracking in FY 2016-2017. In FYs 22-23, 37,336 consumers of all ages were served per year by PEI programs in Contra Costa County. This report includes updates from each program and is organized by PEI program category. The information gathered enables CCH to report on the following outcome indicators: •Outreach to Underserved Populations. Demographic data, such as age group, race/ethnicity, primary language, and sexual orientation, enable an assessment of the impact of outreach and engagement efforts over time. •Linkage to Mental Health Care. Number of people connected to care, and average duration of reported untreated mental illness enable an assessment over time of impact of programs on connecting people to mental health care. 39 EVALUATION COMPONENT Contra Costa Behavioral Health Services is committed to evaluating the effective use of funds provided by the Mental Health Services Act. Toward this end, a comprehensive program and fiscal review process has been implemented to: a) improve the services and supports provided; b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan; c) ensure compliance with stature, regulations, and policies. Each of the MHSA funded contract and county operated programs undergoes a triennial program and fiscal review. This entails interviews and surveys of individuals both delivering and receiving the services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: •Delivering services according to the values of MHSA •Serving those who need the service •Providing services for which funding was allocated •Meeting the needs of the community and/or population •Serving the number of individuals that have been agreed upon •Achieving outcomes that have been agreed upon •Assuring quality of care •Protecting confidential information •Providing sufficient and appropriate staff for the program •Having sufficient resources to deliver the services •Following generally accepted accounting principles •Maintaining documentation that supports agreed upon expenditures •Charging reasonable administrative costs •Maintaining required insurance policies •Communicating effectively with community partners Each program receives a written report that addresses the above areas. Promising practices, opportunities for improvement, and/or areas of concern are noted for sharing or follow-up activity, as appropriate. The emphasis is to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. Completed reports are made available to members of the MHSA Advisory Council, formerly CPAW; and distributed at the monthly stakeholder meeting, or to the public upon request. During FY 22-23, the completed PEI Program and Fiscal Review report completed for the program Counseling Option for Parents (COPE) was distributed at the following Mental Health Commission monthly meeting: February 16, 2023. 40 PEI AGGREGATE DATA FY 22-23 Contra Costa is a geographically and culturally diverse county with approximately 1.1 million residents. One of nine counties in the Greater San Francisco Bay Area, we are located in the East Bay region. According to the United States Census Bureau and the 2020 Decennial Census results, it’s estimated that 7.2% of people in Contra Costa County are living in poverty, down from an estimated 9% in 2018. Children, adolescents & young adults (ages 0-25) continue to make up approximately 30% of the population and roughly 25% of residents are foreign born. The most common languages spoken after English include: Spanish, Chinese languages, and Tagalog. MHSA funded Prevention and Early Intervention (PEI) programs in Contra Costa County served over 96,000 individuals during the previous three-year period, FYs 20-23. For a complete listing of PEI programs, please see Appendix A. PEI Providers gather quarterly for a Roundtable Meeting facilitated by MHSA staff and are actively involved in MHSA stakeholder groups including MHSA Advisory Council and various sub-committees. In addition, PEI programs engage in the Community Program Planning Process (CPPP) by participating in annual community forums. The below tables outline PEI Aggregate Data collected during the during the previous three-year period, FYs 20- 23. Please note that the below figures are not a full reflection of the demographics served, as data collection continues to be impacted by changes in collection processes because of the COVID-19 pandemic. A notable amount of data was not captured from participants for two primary reasons: a significant number of participants declined to respond to demographic information, and, due to COVID-19, conducting surveys and self-reporting on behalf of clients served by PEI programs decreased. Additionally, different interpretations of the requested information by the respondents created challenges. Total Served: FY 20-21: 29,105; FY 21-22: 30,442; FYs 22-23: 37,336 TABLE 1. AGE GROUP FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Child (0-15) 831 1,211 1,880 Transition Age Youth (16-25) 2,944 2,376 3,329 Adult (26-59) 7,204 10,029 12,458 Older Adult (60+) 3,185 5,029 5,260 Decline to State / Data Not Captured 14,941 11,798 14,409 41 TABLE 2. PRIMARY LANGUAGE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED English 22,766 24,169 29,352 Spanish 1,522 2,060 2,367 Other 891 1,392 1,194 Decline to State / Data Not Captured 3,926 2,852 4,422 TABLE 3. RACE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED More than one Race 318 488 1,210 American Indian/Alaska Native 136 162 91 Asian 1,512 2,134 2,700 Black or African American 2,251 4,040 4,027 White or Caucasian 8,270 8,737 10,881 Hispanic or Latino/a 2,812 3,510 4,653 Native Hawaiian or Other Pacific Islander 55 192 139 Other 142 508 277 Decline to State / Data Not Captured 13,842 10,709 13,476 42 TABLE 4. ETHNICITY (IF NON-HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED African 309 231 88 Asian Indian/South Asian 754 794 23 Cambodian 2 1 1 Chinese 37 51 46 Eastern European 27 9 5 European 128 142 2 Filipino 30 39 24 Japanese 5 2 3 Korean 6 1 6 Middle Eastern 14 478 216 Vietnamese 185 217 228 More than one Ethnicity 109 78 116 Other 110 368 945 Decline to State / Data Not Captured 26,650 27,395 34,884 TABLE 5. ETHNICITY (IF HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Caribbean 3 3 9 Central American 100 174 252 Mexican/Mexican American /Chicano 713 694 384 Puerto Rican 14 12 13 South American 23 17 3 Other 95 326 269 43 TABLE 6. SEXUAL ORIENTATION FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Heterosexual or Straight 16,400 20,926 3,842 Gay or Lesbian 198 214 240 Bisexual 132 141 189 Queer 21 71 57 Questioning or Unsure of Sexual Orientation 52 36 72 Another Sexual Orientation 111 68 105 Decline to State / Data Not Captured 12,193 8,990 32,842 Table 7. Gender Assigned at Birth FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Male 7,031 7,930 9,443 Female 10,822 14,682 16,526 Decline to State / Data Not Captured 11,252 7,830 11,367 TABLE 8. CURRENT GENDER IDENTITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Man 6,846 8,008 9,248 Woman 10,696 14,319 15,742 Transgender 91 96 154 Genderqueer 14 24 200 Questioning or Unsure of Gender Identity 15 10 29 Another Gender Identity 68 58 73 Decline to State / Data Not Captured 11,377 7,927 11,890 Table 9. Active Military Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 81 105 1 No 2,894 2,983 1,141 44 Decline to State / Data Not Captured 26,132 27,354 34,745 Table 10. Veteran Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 178 124 34 No 3,173 3,863 3,615 Decline to State / Data Not Captured 25,756 26,455 33,324 Table 11. Disability Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 965 557 1,172 No 1,410 1,588 1,939 Decline to State / Data Not Captured 26,730 28,297 34,225 Table 12. Description of Disability Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Difficulty Seeing 101 65 113 Difficulty Hearing or Have Speech Understood 66 46 75 Physical/Mobility 252 228 336 Chronic Health Condition 225 297 293 Other 62 575 382 Decline to State / Data Not Captured 28,399 6,737 32,924 Table 13. Cognitive Disability FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 115 141 203 No 1,983 2,461 2,067 Decline to State / Data Not Captured 27,007 27,840 34,916 45 Table 14. Referrals to Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Clients Referred to Mental Health Services 964 1,141 1,028 Clients who Participated/ Engaged at Least Once in Referred Service 794 1,093 789 Table 15. External Mental Health Referral FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Clients Referred to Mental Health Services 20,397 22,675 27,550 Clients who Participated/ Engaged at Least Once in Referred Service 214 544 349 Table 16. Average Duration Without Mental Health Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Average Duration for all Clients of Untreated Mental Health Issues (In weeks) 67.5 51.6 153.45 Table 17. Average Length of Time Until Mental Health Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Average Length for all Clients between Mental Health Referral and Services (In weeks) 5 4.8 8.25 46 PEI PROGRAMS BY COMPONENT PEI programs are listed within the seven strategy categories delineated in the PEI regulations. OUTREACH FOR INCREASING RECOGNITION OF EARLY SIGNS OF MENTAL ILLNESS Programs in this category provide outreach to individuals with signs and symptoms of mental illness so they can recognize and respond to their own symptoms. Outreach is engaging, educating, and learning from potential primary responders. Primary responders include, but are not limited to, families, employers, law enforcement, school, community service providers, primary health care, social services, and faith-based organizations. Seven programs are included in this category: 1)Asian Family Resource Center (Fiscal sponsor Contra Costa ARC) provides culturally sensitive education and access to mental health services for immigrant Asian communities, especially the Southeast Asian and Chinese population of Contra Costa County. Staff provide outreach, medication compliance education, community integration skills, and mental health system navigation. Early intervention services are provided to those exhibiting symptoms of mental illness, and participants are assisted in actively managing their own recovery process. 2)The Counseling Options Parenting Education (COPE) Family Support Center utilizes the evidence-based practices of the Positive Parenting Program (Triple P) to help parents develop effective skills to address common child and youth behavioral issues that can lead to serious emotional disturbances. Targeting families residing in underserved communities this program delivers in English and Spanish several seminars, training classes and groups throughout the year. 3)First Five of Contra Costa, in partnership with the COPE Family Support Center, takes the lead in training families who have children up to the age of five. First Five also partners with the COPE Family Support Center to provide training in the Positive Parenting Program method to mental health practitioners who serve this at-risk population. 4)Hope Solutions (formerly Contra Costa Interfaith Housing) provides on-site services to formerly homeless families, all with special needs, at the Garden Park Apartments in Pleasant Hill, the Bella Monte Apartments in Bay Point, Los Medanos Village in Pittsburg, and supportive housing sites throughout the County. Services include coordination and assistance with accessing needed community resources, pre- school, and afterschool programs, such as teen and family support groups, assistance with school preparation, and homework clubs. These services are designed to prevent serious mental illness by addressing domestic violence, substance addiction and inadequate life and parenting skills. 5)Jewish Family Community Services of the East Bay (JFCS) provides culturally grounded, community- directed mental health education and navigation services to refugees and immigrants of all ages in the Latino, Afghan, Bosnian, Iranian and Russian communities of Central and East County. Outreach and engagement services are provided in the context of group settings and community cultural events that utilize a variety of non-office settings convenient to individuals and families. 6)The Latina Center serves Latino parents and caregivers in West Contra Costa County by providing culturally and linguistically specific twelve-week parent education classes to high-risk families utilizing the evidence-based curriculum of Systematic Training for Effective Parenting (STEP). In addition, the Latina Center trains parents with lived experience to both conduct parenting education classes and to become 47 Parent Partners who can offer mentoring, emotional support, and assistance in navigating social service and mental health systems. 7)We Care Services for Children (in collaboration with The Early Childhood Prevention and Intervention Coalition - ECPIC) was awarded the Early Childhood Mental Health 0-5 Outreach RFP. We Care Services for Children supports families and children from birth to six years old with a wide range of early childhood education and mental health programs. Through targeted, compassionate, and effective early intervention services, We Care helps young children and their families reach their full potential, regardless of their abilities or circumstances. The collaborative program awarded the RFP, called The Everyday Moments/Los Momentos Cotidianos, provides programming for families with children ages 0-5 and includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment. The allocation for the Outreach for Increasing Recognition of Early Signs of Mental Illness category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Asian Family Resource Center Countywide 50 $170,928 / 3,419 COPE Countywide 210 $287,789 / 1,370 First Five Countywide (Numbers included in COPE) $95,704 / Included in COPE reporting Hope Solutions Central and East County 200 $438,069 / 2,190 Jewish Family Community Services Central and East County 350 $198,291 / 557 The Latina Center West County 300 $142,666 / 476 We Care Services for Children (0-5 Children Outreach RFP) Countywide 99 families $137,917 / 1,393 (per family) TOTAL 1,359+ $1,471,364 48 PREVENTION Programs in this category provide activities intended to reduce risk factors for developing a potentially serious mental illness, and to increase protective factors. Risk factors may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequality, substance abuse, domestic violence, previous mental illness, prolonged isolation, and may include relapse prevention for those in recovery from a serious mental illness. Five programs are included in this category: 1)Fierce Advocates located in the Iron Triangle of Richmond, train family partners from the community with lived mental health experience to reach out and engage at-risk families in activities that address family mental health challenges. Individual and group wellness activities assist participants make and implement plans of action, access community services, and integrate them into higher levels of mental health treatment as needed. 2)Vicente Alternative High School in the Martinez Unified School District provides career academies for at- risk youth that include individualized learning plans, learning projects, internships, and mental health education and counseling support. Students, school staff, parents and community partners work together on projects designed to develop leadership skills, a healthy lifestyle and pursuit of career goals. 3)People Who Care is an afterschool program serving the communities of Pittsburg and Bay Point that is designed to accept referrals of at-risk youth from schools, juvenile justice systems and behavioral health treatment programs. Various vocational projects are conducted both on and off the program’s premises, with selected participants receiving stipends to encourage leadership development. A clinical specialist provides emotional, social, and behavioral treatment through individual and group therapy. 4)Mental Health Connections (formerly Putnam Clubhouse) provides peer-based programming for adults throughout Contra Costa County who are in recovery from a serious mental illness. Following the internationally recognized clubhouse model this structured, work focused programming helps individuals develop support networks, career development skills, and the self-confidence needed to sustain stable, productive, and more independent lives. Features of the program provide respite support to family members, peer-to-peer outreach, and special programming for transition age youth and young adults. 5)Mental Health Connections – Peer Connection Centers contracts with the County to provide wellness and recovery centers situated in West, Central and East County to ensure the full spectrum of mental health services ares available. These centers, known as Peer Connection Centers, offer peer-led recovery- oriented, rehabilitation and self-help groups that teach self-management and coping skills. The centers offer recovery planning, physical health, nutrition education, advocacy services and training, arts and crafts, and support groups. 6)The RYSE Center provides a constellation of age-appropriate activities that enable at-risk youth in Richmond to effectively cope with the continuous presence of violence and trauma in the community and at home. These trauma informed programs and services include drop-in, recreational and structured activities across areas of health and wellness, media, arts and culture, education and career, technology, and developing youth leadership and organizing capacity. The RYSE Center facilitates several city and system-wide training and technical assistance events to educate the community on mental health interventions that can prevent serious mental illness as a result of trauma and violence. 49 The allocation for the Prevention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24- 25 / Cost per Person Fierce Advocates West County 400 $255,246 / 638 Vicente Central County 80 $211,105 / 2,639 People Who Care East County 200 $407,581 / 2,038 Mental Health Connections House Countywide 300 $853,405 / 2,845 Mental Health Connections: Peer Connections Centers Countywide 200 $1,709,491 / 8,548 RYSE West County 2,000 $571,648 / 286 TOTAL 2,980 $4,008,475 50 EARLY INTERVENTION Early intervention provides mental health treatment for persons with a serious emotional disturbance or mental illness early in its emergence. One program is included in this category: 1)The County operated First Hope Program serves youth who show early signs of psychosis or have recently experienced a first psychotic episode. Referrals are accepted from all parts of the County, and through a comprehensive assessment process young people, ages 12-25, and their families are helped to determine whether First Hope is the best treatment to address the psychotic illness and associated disability. A multi-disciplinary team provides intensive care to the individual and their family, and consists of psychiatrists, mental health clinicians, occupational therapists, and employment/education specialists. These services are based on the Portland Identification and Early Referral (PIER) Model, and consists of multi-family group therapy, psychiatric care, family psychoeducation, education and employment support, and occupational therapy. The allocation for the Early Intervention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person First Hope Countywide 200 $3,893,365 / 19,467 TOTAL 200 $3,893,365 51 ACCESS AND LINKAGE TO TREATMENT Programs in this category have a primary focus on screening, assessment, and connecting children and adults as early as practicable to necessary mental health care and treatment. These programs are included in this category: 2)The James Morehouse Project (JMP) (fiscal sponsor Bay Area Community Resources -BACR) JMP is a school-based wellness center at El Cerrito High School. The JMP provides services for young people exposed to trauma who are at risk for school failure. This includes specific outreach to English language learners and their families. The JMP provides individual/group counseling, crisis intervention and support, youth leadership/advocacy and youth development programs. Because the program is on-site and school-based, JMP staff and interns are able to follow up with students to ensure that they have successfully engaged with services. If there is a crisis or urgent referral, students are connected with services immediately. When immigrant students enroll at the school, the registrar alerts the JMP so that Youth ELAC (immigrant/bi-cultural student leaders) students can embrace new arrivals and offer them community and solidarity to support their transition to the US and El Cerrito High School. 3)STAND! Against Domestic Violence utilizes established curricula to assist youth successfully address the debilitating effects of violence occurring both at home and in teen relationships. Fifteen-week support groups are held for teens throughout the County, and teachers and other school personnel are assisted with education and awareness with which to identify and address unhealthy relationships amongst teens that lead to serious mental health issues. Staff may refer students to their Children’s Counseling Program for therapy, or to other community mental health programs including Contra Costa County Behavioral Health Services, on-site school resources and other low-fee programs. Follow up was provided to ensure students referred to internal or external mental health services participated in at least one referred service. 4)Experiencing the Juvenile Justice System. Within County operated Children’s Services, five mental health clinicians support families who are experiencing the juvenile justice system due to their adolescent children’s involvement with the law. Clinicians are out stationed at juvenile probation offices. The clinicians provide direct short-term therapy and coordinate appropriate linkages and referrals to services and supports as youth transition back into their communities. 5)Transitions Team Expansion. Transitions is a County-operated program that provides linkage to care for adults who are living with a behavioral health condition, at risk of homelessness and not connected to routine care or services. Clients are typically referred to the program following hospital or PES discharge. Intensive out-patient services are provided by a multi-disciplinary team. New positions have been added to support the following: a.Library Initiative – a mental health clinician and community support worker (peer) work as a team to support countywide libraries that have been identified as having a high number of patrons who are at risk due homelessness and behavioral health issues. The team offers support to library staff and provides identified patrons with community resources and referrals to housing programs, health and behavioral health services. Warm hand-offs are provided as well as follow up to encourage engagement in care. 52 b.Street Psychiatry – a multidisciplinary team (including nurse practitioner, substance use counselor, peer support worker and mental health clinician) provides outreach and support to unhoused people, including those living in encampments. Services include linkages to psychiatric care, medication management, care management, health services and housing resources for those who are not linked to care and not able to come to a clinic. Services are provided in the field. The team collaborates with community partners including Healthcare for the Homeless, to provide warm hand-offs and follow up to encourage on-going engagement in care. The allocation for the Access and Linkage to Treatment category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person James Morehouse Project West County 300 $120,448 / 402 STAND! Against Domestic Violence Countywide 750 $156,982 / 209 Experiencing Juvenile Justice Countywide 300 $455,213 / 1,517 Transition Team Expansion Countywide 800 $834,796 / 1,044 TOTAL 1,350 $1,567,439 53 IMPROVING TIMELY ACCESS TO MENTAL HEALTH SERVICES FOR UNDERSERVED POPULATIONS Programs in this category provide mental health services as early as possible for individuals and their families from an underserved population. Underserved means not having access due to challenges in the identification of mental health needs, limited language access, or lack of culturally appropriate mental health services. Programs in this category feature cultural and language appropriate services in convenient, accessible settings. Six programs are included in this category: 1)The Center for Human Development fields two programs under this category. The first is an African American wellness group that serves the Bay Point community in East Contra Costa County. Services consist of culturally appropriate education on mental health issues through support groups and workshops. Participants at risk for developing a serious mental illness receive assistance with referral and access to County mental health services. The second program provides mental health education and supports for LGBTQ youth and their supports in East County to work toward more inclusion and acceptance within schools and in the community. 2)The Child Abuse Prevention Council of Contra Costa provides a 23-week curriculum designed to build new parenting skills and alter old behavioral patterns and is intended to strengthen families and support the healthy development of their children. The program is designed to meet the needs of Spanish speaking families in East and Central Counties. 3)La Clínica de la Raza reaches out to at-risk LatinX in Central and East County to provide behavioral health assessments and culturally appropriate early intervention services to address symptoms of mental illness brought about by trauma, domestic violence, and substance abuse. Clinical staff also provide psycho- educational groups that address the stress factors that lead to serious mental illness. 4)Lao Family Community Development provides a comprehensive and culturally sensitive integrated system of care for Asian and Southeast Asian adults and families in West Contra Costa County. Staff provide comprehensive case management services, to include home visits, counseling, parenting classes, and assistance accessing employment, financial management, housing, and other service both within and outside the agency. 5)Lifelong Medical Care provides isolated older adults in West County opportunities for social engagement and access to mental health and social services. A variety of group and one-on-one approaches are employed in three housing developments to engage frail, older adults in social activities, provide screening for depression and other mental and medical health issues, and linking them to appropriate services. 6)Rainbow Community Center provides a community based social support program designed to decrease isolation, depression and suicidal ideation among members who identify as lesbian, gay, bisexual, transgender, or who question their sexual identity. Key activities include reaching out to the community to engage those individuals who are at risk, providing mental health support groups that address isolation and stigma and promote wellness and resiliency, and providing clinical mental health treatment and intervention for those individuals who are identified as seriously mentally ill. 54 The allocation for the Improving Timely Access to Mental Health Services for Underserved Populations category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Child Abuse Prevention Council Central and East County 120 $200,004 / 1,667 Center for Human Development East County 230 $183,698 / 799 La Clínica de la Raza Central and East County 3,750 $328,402 / 88 Lao Family Community Development West County 120 $222,888 / 1,857 Lifelong Medical Care West County 115 $153,089 / 1,331 Rainbow Community Center Countywide 1,125 $887,288 / 789 TOTAL 5,460 $1,975,369 55 STIGMA AND DISCRIMINATION REDUCTION Activities in this category are designed to 1) reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to having a mental illness, 2) increase acceptance, dignity, inclusion, and equity for individuals with mental illness and their families, and 3) advocate for services that are culturally congruent with the values of the population for whom changes, attitudes, knowledge and behavior are intended. The County operated Office for Consumer Empowerment (OCE) provides leadership and staff support to several initiatives designed to reduce stigma and discrimination, develop leadership and advocacy skills among consumers of behavioral health services, support the role of peers as providers, and encourage consumers to actively participate in the planning and evaluation of MHSA funded services. Staff from the OCE support the following activities designed to educate the community to raise awareness of the stigma that can accompany mental illness. 1)The OCE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness. 2)The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other er drug services within the Behavioral Health Services Division. In addition, OCE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. 3)The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. 4)The OCE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. 5)Through the Take Action for Mental Health and Know the Signs initiatives California Mental Health Services Authority (CalMHSA) provides technical assistance to encourage the County’s integration of available statewide resources on stigma and discrimination reduction and suicide prevention. CCH contracts with CalMHSA to link county level stigma and discrimination reduction efforts with statewide social marketing programs. This linkage expands the County’s capacity via language specific materials, social media, and subject matter consultation with regional and state experts to reach diverse underserved communities. 56 The allocation for the Stigma and Discrimination Reduction category is below: Program County/Contract Region Served MHSA Funds Allocated for FY 24-25 OCE County Operated Countywide $807,341 CalMHSA MOU Countywide $78,000 RFP New Funding -Peer Leadership TBD Countywide $300,000 TOTAL $1,185,341 57 SUICIDE PREVENTION There are three plan elements that support the County’s efforts to reduce the number of suicides in Contra Costa County: 1) augmenting the Contra Costa Crisis Center, and 2) supporting a suicide prevention committee. Additional funds are allocated to dedicate staff trained in suicide prevention to provide countywide trainings, education, and consultation for a host of entities such as schools, social service providers, criminal justice and first responder community-based organizations to know the signs of persons at risk of suicide, assess lethality and respond appropriately. 1)The Contra Costa Crisis Center provides services to prevent suicides by operating a certified 24-hour suicide prevention hotline. The hotline connects with people when they are most vulnerable and at risk for suicide, enhances safety, and builds a bridge to community resources. Staff conduct a lethality assessment on each call, provide support and intervention for the person in crisis, and make follow-up calls (with the caller’s consent) to persons who are at medium to high risk of suicide. MHSA funds enable additional paid and volunteer staff capacity, most particularly in the hotline’s trained multi-lingual, multi- cultural response. 2)The Contra Costa Crisis Center also operates a PES Follow Up Program, designed to target patients with suicidal ideation/recent attempts who are being released from PES. The program aims to increase linkages and reduce service gaps by offering immediate 24/7 support from counselors who are specially trained in providing crisis and suicide intervention and assessment. The Crisis Center is accredited by the American Associate of Suicidology (AAS) and provides local response for the National Suicide Prevention Lifeline (NSPL) as well as the 211 Information and Referral hotline. 3)A multi-disciplinary, multi-agency Suicide Prevention Committee has been established, and has published a draft countywide Suicide Prevention Strategic Plan located here. A final draft of the plan is slated to be published in calendar year 2023. This ongoing committee oversees the implementation of the Plan by addressing the strategies outlined in the Plan. These strategies include i) creating a countywide system of suicide prevention, ii) increasing interagency coordination and collaboration, iii) implementing education and training opportunities to prevent suicide, iv) implementing evidence-based practices to prevent suicide, and v) evaluating the effectiveness of the County’s suicide prevention efforts. In 2021, a subcommittee was convened to address Youth Suicide Prevention. In the light of the pandemic, school- based providers and people living and working with youth have expressed great concern about their mental health during these challenging times. The group meets in the late afternoon to encourage participation of students and young people. The allocation for the Suicide Prevention category is summarized below: Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Contra Costa Crisis Center Countywide 25,000 $434,375 / 17 58 County Supported Countywide N/A Included in PEI administrative cost TOTAL 25,000 $434,375 59 PEI ADMINISTRATIVE SUPPORT Staff time has been allocated by the County to provide administrative support and evaluation of programs and plan elements that are funded by MHSA. The allocation for PEI Administration is summarized below: Plan Element Region Served Yearly Funds Allocated Administrative and Evaluation Support Countywide $607,272 TOTAL $607,272 PREVENTION AND EARLY INTERVENTION (PEI) SUMMARY FOR FY 2024-25 Outreach for Increasing Recognition of Early Signs of Mental Illness $1,471,364 Prevention $4,008,475 Early Intervention $3,893,365 Access and Linkage to Treatment $1,567,439 Improving Timely Access to Mental Health Services for Underserved Populations $1,975,369 Stigma and Discrimination Reduction $1,185,341 Suicide Prevention $434,375 Administrative, Evaluation Support $607,272 Total $15,143,000 60 Innovation Innovation is the component of the Three-Year Program and Expenditure Plan that funds new or different patterns of service that contribute to informing the behavioral health system of care as to best or promising practices that may be subsequently added or incorporated into the system. Innovative projects for CCBHS are developed by an ongoing community program planning process that is described in the CPPP chapter of this report. Innovation Regulations went into effect October 2015. While Innovation projects have always been time-limited, the Innovation Regulations have placed a five-year time limit on Innovation projects. As before, innovative projects accomplish one or more of the following objectives: •Increase access to underserved groups •Increase the quality of services, to include better outcomes •Promote interagency collaboration •Increase access to services. The MHSA Advisory Council and Innovation Sub-Committee are the driving stakeholder bodies behind this work. These groups have contributed to the development of the two newest Innovation projects: Psychiatric Advanced Directives (PADs) and Supporting Equity Through Grants for Community-Defined Practices (both described below). New Innovation Projects Psychiatric Advanced Directives (PADs). PADs is a Multi-County Collaborative Innovation Project approved by the Mental Health Systems Oversight and Accountability Commission (MHSOAC). PADs are used to support treatment decisions for people who are experiencing a mental health crisis. The project will offer standardized training on the usage and benefits of PADs, development of a peer-created standardized PAD template, provide a training toolkit (in 9 languages) and implement a customized cloud-based technology platform to access and utilize PADs. Unlike an electronic health record, the technology will not be used to store HIPAA protected data. The technology will be developed with peers and stakeholders. Phase One of his project was approved from 2022-2025. Phase Two is expected to begin in 2025. 61 PADs CA - Psychiatric Advance Directives Supporting Equity Through Grants for Community Defined Practices. The newest Innovation project, approved by the MHSOAC in March, 2023, addresses the problem of equitable access to behavioral health supports for underserved and unserved communities including Asian American/Pacific Islander (AAPI), Latino/a/x, Black/African American, LGBTQ and others. Through a competitive RFP process, community organizations may apply for grants that support community-defined practices and other forms of outreach, engagement and treatment not offered within the existing Contra Costa County Behavioral Health System of Care. Links to Innovation annual reports can be found in the Appendix section. New Organiza�ons funded through MHSA Innova�on Project: Grants for Community Defined Prac�ces 62 The allocation for Innovation projects is summarized below: Project County/ Contract Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 / Cost per Person Psychiatric Advanced Directives (PADs) Concepts Forward Consulting Countywide NA 499,732 Supporting Equity Through Grants for Community Defined Practices County Operated Countywide 850 2,003,139 / 2,357 Administrative Support/Contract Providers County Countywide Innovation Support 525,129 Total 850 $3,028,000 63 Workforce Education and Training Workforce Education and Training (WET) is the component of the Three-Year Plan that provides education and training, workforce activities, to include career pathway development, and financial incentive programs for current and prospective CCBHS employees, contractor agency staff, and clients/consumer/peers and family members who are paid or volunteer their time to support the public behavioral health effort. The purpose of this component is to develop and maintain a diverse behavioral health workforce capable of providing client/consumer/peer and family-driven services that are compassionate, culturally and linguistically responsive, and promote wellness, recovery and resilience across healthcare systems and community-based settings. CCBHS’s WET Plan was developed and first approved in May 2009, with subsequent yearly updates. The following represents funds and activities allocated in the categories of 1) Workforce Staffing Support, 2) Training and Technical Assistance, 3) Mental Health Career Pathway Programs, 4) Residency and Internship Programs, and 5) Financial Incentive Programs. Workforce Staffing Support 1)Workforce Education and Training Coordination. County staff are designated to develop and coordinate all aspects of this component. This includes conducting a workforce needs assessment, coordinating education and training activities, acting as an educational and training resource by participating in the WET Greater Bay Area Regional Partnership and state level workforce activities, providing staff support to County sponsored ongoing and ad-hoc workforce workgroups, developing and managing the budget for this component, applying for and maintaining the County’s mental health professional shortage designations, applying for workforce grants and requests for proposals, coordination for intern placements throughout the County, managing contracts with various training providers and community based organizations who implement the various workforce education and training activities, and lastly coordinating training efforts. 2)Supporting Family Members. A cadre of volunteers are recruited, trained and supervised for the purpose of supporting family members of persons experiencing mental health challenges. Critical to successful treatment is the need for service providers to partner with family members and loved ones of individuals experiencing mental health and wellness challenges. Family members of clients/consumers/peers should be provided with assistance to enable them to become powerful natural supports in the recovery of their loved ones. Stakeholders have voiced the need to provide families and loved ones with education and training, emotional support, and assistance with navigating the behavioral health system. CCBHS 64 contracts with the NAMI Contra Costa to recruit, train and develop family members and loved ones with lived experience to act as subject matter experts in a volunteer capacity to educate and support other family members in understanding, navigating and participating in the system of care. 3)Senior Peer Counseling Program. The Senior Peer Counseling Program within the CCBHS Older Adult Program recruits, trains and supports volunteer senior peer counselors to reach out to older adults at risk of developing mental health challenges by providing home visits and group support. Two clinical specialists support the efforts aimed at reaching Latina/o and Asian American seniors. The volunteers receive extensive training and consultation support. The MHSA funding for Workforce Staffing Support is summarized below: Program/Plan Element County/ Contract Region Served MHSA Funds Allocated for FY 24-25 WET Coordination County Operated Countywide 264,936 Supporting Families NAMI CC Countywide 702,317 Senior Peer Counseling County Operated Countywide 151,738 Total $1,118,992 Training and Technical Assistance 1)Staff Training and Technical Assistance. Various individual and group staff trainings will be funded that support the values of the MHSA. As a part of the MHSA community program planning process, CCBHS workforce surveys, CCBHS’s Training Advisory Workgroup and Reducing Health Disparities Workgroup, stakeholders identified training needs prioritized for MHSA funding in the Three-Year Plan. Training is offered by various vendors primarily to CCBHS staff, CCBHS CBO staff, and when possible other Contra Costa Health staff and community partners. Training topics may include, but are not limited to: Mental Health First Aid (MHFA), Crisis Intervention, (CIT), Culturally and Linguistically Appropriate Services (CLAS), Suicide Assessment, Law and Ethics, Health Insurance Portability and Accountability Act (HIPAA), Trans and Gender Expansive Communities, 5150 Involuntary Holds, Taking Action, Peer Provider Support, Cognitive Behavioral Therapy, Dialectical Behavioral Therapy, Family Based Therapy, Trauma Informed Care, Clinical Supervision, Integrated Substance Abuse Treatment, Cultural Humility, Diversity, Equity and Inclusion, and other training topics. Other expanded training efforts are directly related to California Advancing and Innovating Medi-Cal (CalAIM) implementation to support training for both CCBHS and CBO staff. 2)CCBHS is participating in the California Mental Health Services Authority (CalMHSA) Behavioral Health Master Workforce Program aimed at addressing workforce staffing shortages, workforce retention strategies and training needs. CCBHS is participating in the following; 1) Temporary Clinical Staffing/Permanent Staff Recruitment Program to support temporary and 65 permanent in-person staffing for behavioral health needs, specifically for hard-to-fill/retain positions; 2) Remote Supervision for clinicians working towards licensure as a Clinical Psychologist (PhD, PsyD), Licensed Marriage and Family Therapist (LMFT), Licensed Clinical Social Worker (LCSW), and Licensed Professional Clinical Counselor. 3) Training and Certification Courses related to law and ethics focused on 5150 involuntary holds, care coordination; and 4) Medi-Cal Peer Support Specialist Certification Offerings to provide support for peer providers wishing to become Medi-Cal Certified Peer Support Specialist and allow for the CCBHS SPIRIT program to become a designated and official training provider for Medi-Cal Certified Peer Support Specialists. 3)NAMI Basics/ Faith Net/ Family to Family (De Familia a Familia)/ Conversations with Local Law Enforcement. NAMI CC will offer these evidence-based NAMI educational training programs on a countywide basis to family members, care givers of individuals experiencing mental health challenges, faith leaders/ communities, and local law enforcement. These training programs and classes are designed to support and increase knowledge of mental health issues, navigation of systems, coping skills, and connectivity with community resources that are responsive and understanding of the challenges and impact of mental illness. NAMI CC shall offer NAMI Basics and Family to Family/ De Familia a Familia in Spanish and Chinese languages. NAMI CC shall also offer Conversations with Local Law Enforcement. This shall allow for conversations between local law enforcement and consumers/families through CCBHS’s Crisis Intervention Training (CIT) as well as other conversations in partnership with local law enforcement agencies throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The desired goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. The MHSA funding allocation for Training and Technical Support is summarized below: Plan Element County/ Contract Region Served MHSA Funds Allocated for FY 24-25 Staff Training Various vendors Countywide 630,203 NAMI Basics/ Faith Net/ Family to Family/ De Familia a Familia/ Conversations with Local Law Enforcement NAMI Contra Costa Countywide 79,456 Total $709,659 Mental Health Career Pathway Program 1)Service Provider Individualized Recovery Intensive Training (SPIRIT). SPIRIT is a college accredited recovery oriented, peer led classroom and experiential-based program for individuals with lived behavioral health experience as a client/consumer or a family member of 66 a client/consumer. This classroom and internship experience leads to a certification for individuals who successfully complete the program and is accepted as the minimum qualifications necessary for employment within CCBHS in the classification of Community Support Worker. Participants learn peer provider skills, group facilitation, recovery planning development, wellness self-management strategies and other skills needed to gain employment in peer provider and family partner positions in both County operated and community-based organizations. The Office for Consumer Empowerment (OCE) offers this training annually and supplements the class with a monthly peer support group for those individuals who are employed by the County in various peer and family partner roles. The SPIRIT Program also provides support and assistance with placement and advancement for SPIRIT graduates consistent with their career aspirations. The MHSA funding allocation for the Mental Health Career Pathway Program is summarized in the following: Program County/ Contract Region Served Number to be Trained Yearly MHSA Funds Allocated for FY 23-24 SPIRIT Contra Costa College Countywide 50 25,000 Total 50 $25,000 Residency and Internship Programs Internships. CCBHS supports internship programs which place graduate level students in various County operated and community-based organizations. Emphasis is put on the recruitment of individuals who can meet the linguistical and cultural need of clients/consumers and/or the family member experience, and individuals who can reduce the disparity of race/ethnicity identification of staff with that of the population served. CCBHS provides funding to enable approximately 50 graduate level students to participate in paid internships in both County-operated and contracted community-based agencies that lead to licensure as a Marriage and Family Therapist (MFT), Clinical Social Worker (LCSW), Professional Clinical Counselor and Clinical Psychologist. The MHSA funding allocation for Internship Programs is summarized below: Program County/ Contract Region Served Number to be Trained MHSA Funds Allocated for FY 23-24 Graduate Level Internships County Operated Countywide 237,350 Graduate Level Internships Contract Agencies Countywide 500,000 Total TBD $737,350 67 Financial Incentive Programs Loan Repayment Program. For the Three-Year Plan CCBHS is continuing its County funded Loan Repayment Program and contracting with CalMHSA to deliver payment. This program assists in addressing diversity equity and inclusion and critical staff shortages, such as language need, and hard-to-fill, hard-to-retain positions with a primary focus on filling psychiatric and nurse practitioner shortages within CCBHS. CCBHS has partnered with CalMHSA to administer the Workforce Education and Training Greater Bay Area Regional Partnership Loan Repayment Program. This partnership is between the Bay Area counties, the California Department of Health Care Information Access (HCAI), formerly Office of Statewide Health Planning and Development (OSHPD), and CalMHSA to enhance CCBHS’s existing Loan Repayment Program. No funding is allocated in this fiscal year, as CCBHS has provided its 33% matching funds in previous years with the remaining 67% of funding provided through HCAI. This loan repayment program is patterned after state level loan repayment programs but differing in providing flexibility in the amount awarded to each individual, and the County selecting the awardees based upon workforce needs. This program focuses, but is not limited to providers such as; Registered Nurses, Psychologists, LCSWs, LMFTs, LPCCs, and peer providers prioritizing providers with language and cultural capacity to fill needs both within CCBHS and contracted CBO partners. Workforce Education and Training (WET) Component Budget Authorization for FY 2024-25: Workforce Staffing Support 1,118,991 Training and Technical Assistance 709,659 Mental Health Career Pathways 25,000 Residency and Internship Program 737,350 Financial Incentive Programs 0 (already funded) Total $2,591,000 68 Capital Facilities/Information Technology The Capital Facilities/Information Technology component of the Mental Health Services Act enables counties to utilize MHSA funds on a one-time basis for major infrastructure costs necessary to i) implement MHSA services and supports, and ii) generally improve support to the County’s community mental health service system. For the Three-Year Plan, Contra Costa has one Information Technology Project. Information Technology 1)Electronic Mental Health Record System – Data Management. In 2017, Contra Costa adopted an electronic behavioral health record system (EHR) called Epic (ccLink). This allowed clinical documentation to become centralized and made accessible to all members of a consumer’s treatment team, with shared decision-making functionality. The EHR system allows doctors to submit their pharmacy orders electronically, permits sharing between psychiatrists and primary care physicians to allow knowledge of existing health conditions and drug inter-operability and allows consumers to access part of their medical record, make appointments, and electronically communicate with their treatment providers. The EHR also has data management capability by means of ongoing and ad hoc reports, which improve planning, analysis, communication and decision making to improve the overall quality of services provided. For the upcoming three-year period, CCBHS will set aside MHSA CFTN funds to support major new initiatives as required by CalAIM healthcare reform. One major milestone beginning July 1, 2023 involves two significant changes: 1.Sunsetting the current billing system (ShareCare) and using ccLink for claims to DHCS. A major part of this change involves using healthcare standard CPT/HCPCS codes for claiming/reimbursement purposes rather than local codes currently in use. 2.ccLink will now be used for both clinical documentation and billing in a unified system. This integration will significantly improve efficiencies and reporting capacity. After going live with the new billing functionality there will be a period of auditing in ccLink to ensure the correct coding is taking place, the claim cycle is tested and validated, and required reporting is submitted correctly. Another part of the process is optimization of current and new workflows and the user experience with the system. 70 BHS is currently engaged in prioritizing projects for the next year and beyond. For 2023 Q3/Q4 there are a number of IT projects, including plans to expand use of MyChart – the ccLink Patient Portal; redesigning ccLink for CalAIM initiatives such as Enhanced Care Management (ECM), and optimizing the appointment scheduling for BHS. Capital Facilities Funds have been set aside to support Capital Facilities projects that may arise in the upcoming cycle. Pending the outcome of grant applications and the availability of potential other funding, MHSA funds may be used as one of the funding sources to support these efforts. Proposed capital facilities project ideas have been developed with stakeholder participation and include building and construction of: •Two 16-bed social rehabilitation facilities on the border between Central and East County •A recovery center campus that would include various programs comprising a full continuum of mental health and housing services in one location. The proposed site would be located in West County. Capital Facilities/ Information Technology (CFTN) Budget Authorization for FY 2024-25: Electronic Mental Health Data Management System and Capital Facilities Projects 5,000,000 71 The Budget Previous chapters provide detailed projected budgets for individual MHSA plan elements, projects, programs, categories and components for FY 2024-25. The following table summarizes a budget estimate of total MHSA spending authority by component. CSS PEI INN WET CF/TN TOTAL FY 24-25 62,265,999 15,143,000 3,028,000 2,591,000 2,500,000 85,528,000 Appendix E, entitled Funding Summaries, provides a FY 2024-25 through FY 2025-26 Three Year Mental Health Services Act Expenditure Plan. This funding summary matches budget authority with projected revenues and shows sufficient MHSA funds are available to fully fund all programs, projects and plan elements for the duration of the three-year period. The following fund ledger depicts projected available funding versus total budget authority for FY 24-25: A.Estimated FY 2024-25 Available Funding CSS PEI INN WET CF/TN Prudent Reserve TOTAL 1.Estimated unspent funds from prior fiscal years 37,446,814 19,883,617 11,921,250 652,917 11,579,248 81,483,845 2. Estimated new FY 24-25 funding 63,912,930 15,978,232 4,204,798 84,095,960 3. Transfers in FY 24- 25 (6,500,000) 4,000,000 2,500,000 4.Estimated available funding for FY 24-25 94,859,743 35,861,849 16,126,048 4,652,917 2,500,000 11,579,248 165,579,805 72 B. Budget Authority for FY 24-25 62,266,000 15,143,000 3,028,000 2,591,000 2,500,000 85,528,000 C. Estimated FY 24- 25 Unspent Fund Balance 32,593,743 25,718,849 13,098,048 2,076,917 11,579,248 80,051,805 Estimated Prudent Reserve for FY 24-25 11,579,248 Notes. 1.The Mental Health Services Act requires that 20% of the total of new funds received by the County from the State MHSA Trust Fund be allocated for the PEI component. The balance of new funding is for the CSS component. The exception to this funding percentage mandate is for instances in which a County has Innovation (INN) projects; in which 5% combined PEI & CSS funding will be utilized to fund INN. CCBHS has existing INN projects and therefore the funding percentages are divided as follows; 76% CSS, 19% PEI, and 5% INN. The estimated new funding for each fiscal year includes this distribution. 2.Estimated new funding year includes the sum of the distribution from the State MHSA Trust Fund and interest earned from the County’s MHSA fund. 3.The County may set aside up to 20% annually of the average amount of funds allocated to the County for the previous five years for the Workforce, Education and Training (WET) component, Capital Facilities, Information Technology (CF/TN) component, and a prudent reserve. For this period, the County has allocated an $7,000,000 transfer in FY 2023-24 4.The MHSA requires that counties set aside sufficient funds, entitled a Prudent Reserve, to ensure that services do not have to be significantly reduced in years in which revenues are below the average of previous years. The County’s prudent reserve balance through June 30, 2024, is $11,579,248, and includes interest earned. This amount is less than the estimated maximum allowed of $13,188,000 as per formula stipulated in Department of Health Care Services Information Notice No. 19-037 5.It is projected that the requested total budget authority for the Three-Year Plan period enables the County to fully fund all proposed programs and plan elements while maintaining sufficient funding reserves (prudent reserve plus unspent funds from previous years) to offset any reduction in state MHSA Trust Fund distribution. 73 Evaluating the Plan Contra Costa Behavioral Health Services is committed to evaluating the effective use of funds provided by the Mental Health Services Act. Toward this end a comprehensive program and fiscal review process has been implemented to a) improve the services and supports provided, b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan, and c) ensure compliance with statute, regulations and policies. During COVID 19, the process has been put on hold for safety reasons but has gradually resumed beginning in September 2022. Typically, during each three-year period, the MHSA funded contract and county operated programs undergo a program and fiscal review which entails the following: site visit, interviews and surveys of individuals both delivering and receiving services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: •Delivering services according to the values of the Mental Health Services Act. •Serving those who need the service. •Providing services for which funding was allocated. •Meeting the needs of the community and/or population. •Serving the number of individuals that have been agreed upon. •Achieving the outcomes that have been agreed upon. •Assuring quality of care. •Protecting confidential information. •Providing sufficient and appropriate staff for the program. •Having sufficient resources to deliver the services. •Following generally accepted accounting principles. •Maintaining documentation that supports agreed upon expenditures. •Charging reasonable administrative costs. •Maintaining required insurance policies. •Communicating effectively with community partners. Each program receives a written report that addresses each of the above areas. Promising practices, opportunities for improvement, and/or areas of concern will be noted for sharing or 74 follow-up activity, as appropriate. The emphasis will be to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. In addition, a MHSA Financial Report is generated that depicts funds budgeted versus spent funds for each program and plan element included in this plan. This enables ongoing fiscal accountability, as well as provides information with which to engage in sound planning. 75 Acknowledgements We acknowledge that this document is not a description of how Contra Costa Behavioral Health Services has delivered on the promise provided by the Mental Health Services Act. It is, however, a plan for how the County can continually improve upon delivering on the promise. We have had the honor of meeting many people who have overcome tremendous obstacles on their journey to recovery. They were quite open that the care they received literally saved their life. We also met people who were quite open and honest regarding where we need to improve. For these individuals, we thank you for sharing. We would also like to acknowledge those Contra Costa stakeholders, both volunteer and professional, who have devoted their time and energy over the years to actively and positively improve the quality and quantity of care that has made such a difference in people’s lives. They often have come from a place of frustration and anger with how they and their loved ones were not afforded the care that could have avoided unnecessary pain and suffering. They have instead chosen to model the kindness and care needed, while continually working as a team member to seek and implement better and more effective treatment programs and practices. For these individuals, we thank you, and feel privileged to be a part of your team. A-1 Appendix A Service Maps Central County Adult Mental Health Services Population Served: Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Augmented Board and Care Homes Care for One (Concord) Concord Royale (Concord) Crestwood Hope Center (Vallejo) Crestwood Our House (Vallejo) Crestwood The Bridge (Pleasant Hill) Gine’s Residential Care Home II (Alamo) JVTCM- Camino Ramon Home for Seniors (Danville) JVTCM- Harmony House (Walnut Creek) JVTCM-Ramona Care Home (Pleasant Hill) Pleasant Hill Oasis (Pleasant Hill) Psynergy (5 sites – out-of-county) Williams Board and Care Home (Vallejo) Woodhaven (Concord) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH Central County Adult Mental Health Services Prevention & Early Intervention Programs Child Abuse Prevention Council (Concord) Contra Costa Crisis Center (Walnut Creek) Center for Human Development (Pleasant Hill) C.O.P.E. Family Support Center (Concord) Hope Solutions (Walnut Creek) Jewish Family & Children’s Svcs (Walnut Creek) La Clinica de la Raza (Concord) Rainbow Community Center (Concord) STAND! (Concord) Long-term Care Providers(IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Countywide Services Private Practitioners System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Peer Operated Services Connections House Community Based Organizations •Portia Bell Hume Behavioral Health and Training Center •Rainbow Community Center •Telecare Corporation Don Brown Shelter (Antioch) Available to all County Adult Behavioral Health Clients Community Defined Practice Contractors •Early Childhood MH Program •La Concordia •La Clinica •International Rescue Committee •NAMI CC MHSA Housing Master leased and scattered sites (184 Units) A-2 Central County Children’s Mental Health Services Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln, We Care Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace •Multi-Systemic Therapy •Functional Family Therapy Youth Homes •TAY FSP •Community Outpatient Services TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Community Based Organizations •We Care (0 –5) •YWCA •Hope Solutions •EMBRACE •MDUSD •Fred Finch Youth Center •Seneca •Youth Homes •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County)) Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Prevention & Early Intervention Programs •Child Abuse Prevention Council •Contra Costa Crisis Center •Hope Solutions •Center for Human Development •C.O.P.E •Jewish Family and Children’s Services. •La Clinica de la Raza •Vicente(Martinez) •Rainbow Community Center •STAND! School Based Mental Health Services •Fred Finch Bel Air Elementary •Fred Finch Shore Acres Elementary •Fred Finch Ygnacio Valley Elementary •Fred Finch El Dorado •Fred Finch at Mt. Diablo •Fred Finch Meadow Homes Elementary •Fred Finch Ygnacio Valley High School •Fred Finch Concord High •Fred Finch Wren Elementary •Fred Finch Oak Grove •MDUSD Wraparound & Counseling Center •MDUSD ACSEL •MDUSD Alliance •MDUSD Bases •MDUSD Olivera •MDUSD Sunrise •MDUSD PHMS CEP •MDUSD Sun Terrace •MDUSD Meadow Homes •Seneca Alhambra High Contracted Hospitals John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks First Hope Early Intervention in Psychosis Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise Adolescent Homes, Bay Area Alliance Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Central County Children’s Mental Health Services Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices Community Services and Support BHS BH Services 10-24-2023 Private Practitioners Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents A3 Anyone, Anywhere, Anytime Mobile Crisis Response BHS Service Maps 5-17-2024 Community Defined Practice Contractors •Being Well CA •Early Childhood MH Program •One Day At a Time A-3 West County Adult Mental Health Services Population Served:Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Augmented Board and Care Homes A&A Health Services (San Pablo) Divine’s Home (San Pablo) Ducre’s Residential Care (Richmond) Family Courtyard (Richmond) God’s Grace (Hayward) Psynergy (5 sites – out-of-county) Williams Board and Care Home II (Richmond) Yvonne’s Home Care Services (Richmond) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH West County Adult Mental Health Services Prevention & Early Intervention Programs Countywide Services System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Community Based Organizations •Familias Unidas •Fred Finch-TAY •Hume Center Adult FSP Long-term Care Providers(IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Asian Family Resource Center (Richmond) Fierce Advocates (Richmond) The James Morehouse Project (El Cerrito) Lao Family Community Development (San Pablo) The Latina Center (Richmond) Lifelong Medical Center (Richmond) RYSE (Richmond) STAND! (Richmond) Peer Operated Services Connections House Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Private Practitioners Don Brown Shelter (Antioch) Available to all County Adult Behavioral Health Clients Community Defined Practice Contractors •CoCo API Coalition •Richmond Community Foundation •Early Childhood MH Program •International Rescue Committee •PEERS •NAMI CC •One Accord Project MHSA Housing Master leased and scattered sites (184 Units) A-4 West County Children’s Mental Health Services West County Children’s Mental HealthServices Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace Mental Health •Multi-Systemic Therapy •Functional Family Therapy Fred Finch •TAY FSP Community Based Organizations •Early Childhood Mental Health Program •Child Therapy Institute •Community Health for Asian Americans •Contra Costa Youth Service Bureau •Familias Unidas •La Cheim •Seneca Family of Agencies •WCCUSD •Bay Area Community Resources •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County) •Berkeley Youth Alternatives (Out-of- County) Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Prevention & Early Intervention Programs •RYSE •Latina Center •Child Abuse Prevention Council •Contra Costa Crisis Center •C.O.P.E •Rainbow Community Center •STAND! •Lao Family Community Development •James Morehouse Project School Based MentalHealth Services •Bay Area Community Resources (Chavez Elementary, DeJean Middle, Dover Elementary, Helms Middle, Carquinez Middle, John Swett High, Kennedy High, Downer Elementary, King Elementary, Lincoln Elementary, Nystrom Elementary, Peres Elementary, Richmond High. Rodeo Hills Elementary, Stege Elementary, Washington Elementary, Willow Continuation) •La Cheim Richmond/El Sobrante School •Seneca Family of Agencies (Caliber Beta Academy, All-In Verde, All-In Ford Elementary, All-In Grant Elementary, Catalyst Academy, All-In Montalvin Manor Elementary) •West Contra Costa Unified School District Contracted Hospitals John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Community Services and Support BHS BH Services 10-24-2023 Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln First Hope Early Intervention in Psychosis Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents Private Practitioners A3 Anyone, Anywhere, Anytime Mobile Crisis Response Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise, Bay Area Alliance BHS Service Maps 5-17-2024 Community Defined Practice Contractors •Early Childhood MH Program •East Bay Center for Performing Arts •James Morehouse Project (JMP) A-5 East County Adult Mental Health Services Augmented Board and Care Homes AFU’S One Voice (Bay Point) Baltic Sea Manor II (Pittsburg) Blessed Care Home (Pittsburg) Menona Drive Care Home (Antioch) Menona Drive Care Home II (Antioch) Modesto Residential Living Center (Modesto) Oak Hills Residential Facility (Pittsburg) Paraiso Homes (Oakley) Psynergy (5 sites – out-of-county) Springhill Home (Pittsburg) Everwell Health Systems (7 sites) * All Board and Care Programs are available for all beneficiaries Contracted Hospitals John Muir BH; BHC Sierra Vista; BHC Heritage Oaks; BHC Fremont Hospital; San Jose BH East County AdultMental Health Services Prevention & Early Intervention Programs Hope Solutions (Pittsburg) La Clinica de la Raza (Pittsburg) People Who Care (Pitsburg) STAND! Hume Center Countywide Services System of Care Community Based Organizations Long-term Care Providers Prevention & Early Intervention Programs Contracted Hospitals Augmented Board & Care Homes Forensic Services Transition Services Vocational Services Conservatorship/Guardianship Older Adult Services BHS Service Maps 05-17-24 Housing Support Services Don Brown Shelter (Antioch) Community Based Organizations •La Clinica Oakley •Community Health for Asian Americans •Portia Bell Hume Behavioral Health and Training Center Long-term Care Providers(IMD/MHRC/STF/STP): Idylwood, Telecare (4 sites), Canyon Manor, Crestwood (11 sites), CPT All out of county facilities Private Practitioners Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Population Served: Adults, Older Adults & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Benefits Assistance Housing Services Residential Services/Social Rehabilitation The Pathway (Adult Residential) Hope House (Crisis Residential) Peer Operated Services Connections House Community Defined Practice Contractors •Village Community Resource Center •La Clinica •La Concordia •Richmond Community Foundation •Early Childhood MH Program •CoCo Family Justice Alliance •PEERS •NAMI CC MHSA Housing Master leased and scattered sites (184 Units) A-6 East County Children’s Mental Health Services Seneca •Mobile Response Team MRT •START FSP •Therapeutic Outpatient Program Lincoln: •Multi Dimensional Family Therapy •In Home Behavioral Services Embrace Mental Health •Multi-Systemic Therapy •Functional Family Therapy Youth Homes •TAY FSP •Community Outpatient Services Community Based Organizations •Aspiranet •Center for Psychotherapy •Community Health for Asian Americans •Child Therapy Institute •Fred Finch •Lincoln •Lynn Center (0 -5) •La Clinica •Contra Costa Youth Services Bureau •Youth Homes •YWCA •Alternative Family Services (Out-of- County) •A Better Way (Out-of-County) Prevention & Early Intervention Programs •Child Abuse Prevention Council •Contra Costa Crisis Center •Hope Solutions •Center for Human Development •C.O.P.E •Jewish Family and Children’s Services •La Clinica de la Raza •Rainbow Community Center •STAND! •People Who Care School Based Mental Health Services •Lincoln Hope CC Black Diamond High •Lincoln Hope CC Foothill Elementary •Lincoln Hope CC Heights Elementary •Lincoln Hope CC Highlands •Lincoln Hope CC Hillview Jr High •Lincoln Hope CC Los Medanos •Lincoln Hope CC Marina Vista Elementary •Lincoln Hope CC MLK Jr. High •Lincoln Hope CC Park Middle •Lincoln Hope CC Parkside Elementary •Lincoln Hope CC Pittsburg High •Lincoln Hope CC Rancho Medanos Jr High •Lincoln Hope CC Stoneman Elementary School •Lincoln Hope CC Willow Cove Elementary •Lincoln Hope CC Antioch Middle •Lincoln Hope CC Dallas Ranch Middle •MDUSD Pacifica Contracted Hospitals: John Muir Behavioral Health, Herrick Hospital, BHC Sierra Vista, CHB Vallejo, BHC Heritage Oaks Short Terms Residential Treatment Programs (STRTP) Youth Homes, La Cheim, Paradise, Bay Area Alliance Countywide Services System of Care Community Based Organizations (CBO) School Based Programs Prevention & Early Intervention Programs Contracted Psych. Hospitals Augmented Board & Care Homes Community Services and Support East County Children’s Mental Health Services Population Served: Children, Adolescents, & TAY Services: Mental Health Services Case Management Crisis Intervention Medication Support Parent Partner Svcs Wraparound Services Evidence-Based Practices BHS BH Services 10-24-2023 Private Practitioners Individual and Group Private Practitioners The provider network is comprised of individual & group providers consisting of MDs, NPs, LMFTs, LCSWs, & LPCCs. Child and Family Services •Intensive Care Coordination •Consultation & Assessment Team –Social Services •CHS –Mental Health Liaisons •Continuum of Care Reform Liaison Continuum of Care contracts /ICC-IHBS Seneca, A Better Way, Mountain Valley, Youth Homes, Lincoln First Hope Early Intervention in Psychosis Hospital & Residential Services County-wide Assessment Team •Emergency Foster Care •Hosp. & PES Liaison •Therapeutic Behavioral Services (TBS) coordination Mental Health and Probation Services •Juvenile Detention Mental Health •Regional Probation Liaisons •Community Pathways TBS Provider •Seneca •Fred Finch •Youth Homes •La Cheim •Mountain Valley •Center for Psychotherapy Room for Overcoming, Achievement and Recovery (ROAR) Mental Health and Substance Use Treatment for Adolescents A3 Anyone, Anywhere, Anytime Mobile Crisis Response BHS Service Maps 05-17-2024 Community Defined Practice Contractors •One Day at a Time •Center for Human Development •Genesis Church •Being Well CA •Early Childhood MH Program A-7 B-1 APPENDIX B – PROGRAM PROFILES CSS Central County Adult Mental Health Clinic (Contra Costa Health) .................................................................................... B-4 Central County Children’s Mental Health Clinic (Contra Costa Health)............................................................................. B-5 Crestwood Behavioral Health, Inc. .................................................................................................................................... B-6 Divine’s Home .................................................................................................................................................................... B-7 East County Adult Mental Health Clinic (Contra Costa Health) ......................................................................................... B-8 East County Children’s Mental Health Clinic (Contra Costa Health) .................................................................................B-9 Everwell Health Systems, LLC ........................................................................................................................................... B-10 Familias Unidas (Formerly Desarrollo Familiar, Inc.) ....................................................................................................... B-11 Forensic Mental Health (Contra Costa Health)..................................................................................................................B-13 Fred Finch Youth Center ....................................................................................................................................................B-15 Lincoln.................................................................................................................................................................................B-17 PH Senior Care, LLC (Pleasant Hill Manor) .........................................................................................................................B-19 Mental Health Connections (Formerly Putnam Clubhouse)..............................................................................................B-20 MHSA Housing Services (Contra Costa Health, Housing, And Homeless Services – H3) ............................................... B-22 Modesto Residential Living Center, LLC.............................................................................................................................B-23 Oak Hills Residential Facility ..............................................................................................................................................B-24 Older Adult Mental Health (Contra Costa Behavioral Health Services).............................................................................B-25 Portia Bell Hume Behavioral Health And Training Center (Hume Center) ........................................................................B-26 Primary Care Clinic Behavioral Health Support (Contra Costa Health) .............................................................................B-29 Psynergy Programs, Inc......................................................................................................................................................B-34 Seneca Family Of Agencies ................................................................................................................................................B-35 B-2 SHELTER, Inc……………………………………………………………………………………………………………………………………………………………..B-36 Telecare Corporation ........................................................................................................................................................B-38 United Family Care, LLC (Family Courtyard) .....................................................................................................................B-40 West County Adult Mental Health Clinic (Contra Costa Health) ......................................................................................B-41 West County Children’s Mental Health Clinic (Contra Costa Behavioral Health Services)..............................................B-42 Williams Board And Care ..................................................................................................................................................B-43 Woodhaven........................................................................................................................................................................B-44 Youth Homes, Inc..............................................................................................................................................................B-45 PEI Asian Family Resource Center (AFRC) .............................................................................................................................. B-47 Center for Human Development (CHD)..........................................................................................................................B-49 Child Abuse Prevention Council (CAPC)............................................................................................................................B-51 Contra Costa Crisis Center ................................................................................................................................................B-52 Counseling Options Parent Education (C.O.P.E.) Family Support Center .........................................................................B-54 Fierce Advocates (formerly BBK)…………………………………………………………………………………………………………………………………B-56 First Five Contra Costa Health)..........................................................................................................................................B-58 First Hope (Contra Costa ……………… ................................................................................................................................B-59 Hope Solutions (Formerly Contra Costa Interfaith Housing)............................................................................................B-61 James Morehouse Project (JMP) (Fiscal Sponsor Bay Area Community Resources).......................................................B-63 Jewish Family & Community Services East Bay (JFCS) ......................................................................................................B-64 Juvenile Justice System – Supporting Youth (Contra Costa Health) ................................................................................B-65 La Clinica De La Raza ........................................................................................................................................................B-66 Lao Family Community Development (LFCD) ..................................................................................................................B-68 The Latina Center.............................................................................................................................................................B-69 Lifelong Medical Care……………………………………………………………………………………………………………………………………………….B-70 Mental Health Connections House (formerly Putnam)……………………………………………………………………………………………..B-71 Office for Consumer Empowerment (OCE) (Contra Costa Health) .................................................................................B-73 People Who Care (PWC) Children Association ................................................................................................................B-75 B-3 Rainbow Community Center............................................................................................................................................B-76 RYSE Center ......................................................................................................................................................................B-78 Stand! For Families Free Of Violence...............................................................................................................................B-80 Vicente Martinez High School - Martinez Unified School District ...................................................................................B-81 We Care Services For Children.........................................................................................................................................B-83 WET Familias Unidas (Formerly Desarrollo Familiar, Inc.) ..................................................................................................... B-87 Hope Solutions (Formerly Contra Costa Interfaith Housing) ..........................................................................................B-88 James Morehouse Project (JMP) At El Cerrito High (Fiscal Sponsor Of Bay Area Community Resources) ....................B-89 Lincoln...............................................................................................................................................................................B-90 National Alliance On Mental Illness Contra Costa (NAMI CC) .........................................................................................B-91 Office for Consumer Empowerment (OCE) (Contra Costa Behavioral Health Services) .................................................B-94 Older Adult Mental Health (Contra Costa Behavioral Health Services)..........................................................................B-95 Seneca Family of Agencies ..............................................................................................................................................B-96 B-4 CSS CENTRAL COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 1420 Willow Pass Road, Suite 200, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Terry Ahad, Mental Health Program Manager, (925) 646-5480, Terry.Ahad@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The Central Adult Mental Health Clinic operates within Contra Costa Mental Health’s Adult System of Care, and provides assessments, case management, therapy, groups, psychiatric services, crisis intervention, peer support, housing services, and benefits assistance. Within the Adult Mental Health Clinic are the following MHSA funded programs and plan elements: PLAN ELEMENT: ADULT FULL-SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinical staff at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full-Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management acts as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full-Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to 1) assist consumers in obtaining benefits they are entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a.Clinic Target Population: Adults aged 18 years and older, who live in Central County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b.Number Served: For FY 22-23: Approximately 2,330 Individuals. B-5 CENTRAL COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2425 Bisso Lane, Suite 200, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Betsy Hanna, PsyD, Mental Health Program Manager, (925) 521-5767, Betsy.Hanna@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health and Alcohol & Other Drugs into a single system of care. The Central Children’s Mental Health Clinic operates within Contra Costa Behavioral Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and Wraparound services. Within the Children’s Mental Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: •Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the children. Family partners are located in each of the regional clinics for children and adult services, and often participate on wraparound teams following the evidence-based model. •A Clinical Specialist in each regional clinic who provides technical assistance and oversight of evidence-based practices in the clinic. •Support for full-service partners. a.Target Population: Children aged 17 years and younger, who live in Central County, are diagnosed with a serious emotional disturbance or serious mental illness and are uninsured or receive Medi-Cal benefits. b.Number Served: For FY 22-23: Approximately 942 Individuals. B-6 CRESTWOOD BEHAVIORAL HEALTH, INC. Contact Information: 550 Patterson Boulevard, Pleasant Hill, CA 94523, https://crestwoodbehavioralhealth.com/ Point of Contact: Travis Curran, Campus Administrator for Pleasant Hill Campus, (925)938-8050, tcurran@cbhi.net GENERAL DESCRIPTION OF THE ORGANIZATION The mission at Crestwood Healing Center is to partner with Contra Costa County clients, employees, families, business associates, and the broader community in serving individuals affected by mental health issues. Together, they enhance quality of life, social interaction, community involvement and empowerment of mental health clients toward the goal of creating a fulfilling life. Clients are assisted and encouraged to develop life skills, participate in community-based activities, repair or enhance primary relationships, and enjoy leisure activities. A supportive, compassionate, and inclusive program increases motivation and commitment. PROGRAM: THE PATHWAY PROGRAM (MENTAL HEALTH HOUSING SERVICES – CSS The Pathway Program provides psychosocial rehabilitation for 16 clients who have had little, if any, previous mental health treatment. The program provides intensive skills training to promote independent living. Many clients complete their high school requirements, enroll in college or are participating in competitive employment by the end of treatment. a.Scope of Services: •Case management •Mental health services •Medication management •Crisis intervention •Adult residential b.Target Population: Adults aged 18 years and older, who live in Central County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c.Payment Limit: FY 24-25 $1,113620 d.Number served: For FY 22-23: Capacity of 64 beds at The Bridge in Pleasant Hill. Capacity of 30 beds at Our House in Vallejo. B-7 DIVINE’S HOME 2430 Bancroft Lane, San Pablo, CA 94806 Point of Contact: Maria Riformo, (510) 222-4109, HHailey194@aol.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Divine’s Home, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a.Scope of Services: Augmented residential services, including but not limited to: •Medication management •Nutritional meal planning •Assistance with laundry •Transportation to psychiatric and medical appointments •Improving socialization •Assist with activities of daily living (i.e., grooming, hygiene, etc.) •Encouraging meaningful activity •Other services as needed for individual residents b.Target Population: Adults aged 60 years and older, who live in Western Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c.Number served: For FY 22-23: Capacity of 6 beds. B-8 EAST COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2311 Loveridge Road, Pittsburg, CA 94565, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Beverly Fuhrman, Program Manager, (925) 431-2621, Beverly.Fuhrman@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION East County Adult Mental Health Services operates within Contra Costa Mental Health’s Adult System of Care. Services are provided within a Care Team model. Each Care Team is comprised of a core team of psychiatrists, therapists, and community support workers. Additional services may be provided by nurses, family support worker, and a substance abuse counselor. The initial assessment, Co-Visit, is provided jointly by a psychiatrist and a therapist where both mental health and medication needs are addressed at this initial visit. Other services include crisis intervention, individual/group therapy, case management, housing services, benefits assistance, vocational services, and linkage to community-based programs and agencies. PLAN ELEMENT: ADULT FULL-SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full-Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management act as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full-Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in 1) obtaining benefits they are entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a.Clinic Target Population: Adults aged 18 years and older, who live in East County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b. Number Served: For FY 22-23 Approximately 2,418 Individuals. B-9 EAST COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 2335 Country Hills Drive, Antioch, CA 94509, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Christine Madruga, Program Manager, (925) 608-8736, Christine.Madruga@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The East Children’s Mental Health Clinic operates within Contra Costa Behavioral Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and wraparound services. Within the Children’s Behavioral Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: •Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the clinic. Family partners are located in each of the regional clinics for children and adult services, and often participate on wraparound teams following the evidence-based model. •A Clinical Specialist/EBP Team Leader in each regional clinic who provides technical assistance, clinical consultation, and oversight of evidence-based practices in the clinic. •Support for full-service partnership programs. a.Target Population: Children and youth aged 5 through 22 years, who live in East County, are diagnosed with a serious emotional disturbance or serious mental illness and are uninsured or receive Medi-Cal benefits. b.Number Served in FY 22-23: Approximately 2,507 Individuals. B-10 EVERWELL HEALTH SYSTEMS, LLC Contact Information: Administrative Offices 310 James Way, Ste. 280, Pismo Beach, CA 93449 Point of Contact: Dr. Chris Zubiate, czubiate@everwellhealth.org GENERAL DESCRIPTION OF THE ORGANIZATION Everwell operates modern therapeutic treatment communities that bring lasting recovery in a changing healthcare environment. Their residential behavioral health services provide care to adults diagnosed with serious mental illness (SMI) who are stepping down from acute and sub-acute care settings and transitioning back to the community. Services are provided in an adult residential facility (ARF) or residential care facility for the elderly (RCFE), as Everwell operates multiple locations that utilize the Healing Enclave Model. There are varying phases of on-site supportive services, depending on the client’s level of need. Services are provided on-site by a multi- disciplinary team and may include: •Behavioral health treatment services •Medication management •Crisis intervention •Care management •Individual and group treatment •Independent living skill development • f.Target Population: CCBHS clients who are diagnosed with an SMI and stepping down from an acute treatment facility to a community setting g.FY 23-24 MHSA Budget: $1,256,899 (increased to 18 beds in 23-24) h.Number served in 22-23: 6 i.Successful Outcomes: •Participants demonstrate improved health and functioning and progress to the least restrictive level of care possible •Health condition(s) are well-controlled with medications and/or lifestyle supports •Participants discharge to supported or independent living B-11 FAMILIAS UNIDAS (FORMERLY DESARROLLO FAMILIAR, INC.) 205 39th Street, Richmond, CA 94805, http://www.familias-unidas.org/ Point of Contact: Lorena Huerta, Executive Director, (510) 412–5930, LHuerta@Familias-Unidas.org. GENERAL DESCRIPTION OF THE ORGANIZATION Familias Unidas exists to improve wellness and self-sufficiency in Latino and other communities. The agency accomplishes this by delivering quality mental health counseling, service advocacy, and information/referral services. Familias Unidas programs include: mental health, education and prevention, and information/referrals. PROGRAM: FAMILIAS UNIDAS – FULL-SERVICE PARTNERSHIP - CSS Familias Unidas provides a comprehensive range of services and supports in Contra Costa County to adults with serious emotional disturbance/serious mental illness who are homeless or at serious risk of homelessness. Services are based in West Contra Costa County. a.Scope of Services: •Services are provided using an integrated team approach, based on a modified Assertive Community Treatment (ACT) model of care. Services include: •Outreach and engagement •Case management •Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems •Crisis Intervention •Collateral services •Medication support (may be provided by County Physician) •Housing support •Flexible funds •Contractor must be available to the consumer on a 24/7 basis b.Target Population: Adults in West County, who are diagnosed with a serious mental illness, are homeless or at imminent risk of homelessness, are at or below 300% of the federally defined poverty level and are uninsured or receive Medi-Cal benefits. c.Payment Limit: FY 24-25 $199,077 (cost based portion) d.Number served: For FY 22-23: 178 Individuals e.Outcomes: For FY 22-23: •Program participants will experience a net reduction in their Psychiatric Emergency Services utilization rate of at least 40% when the annual utilization rate for the clients’ most recent 12 months of service, or total number of months the client has been enrolled for less than 12 months, is compared to the pre-enrollment rate.* •Program participants will experience a net reduction in their inpatient utilization rate of at least 60% when the annual utilization rate for the clients’ most recent 12 months of service, or total number of months if a client has been enrolled for less than 12 months, is compared to the pre-enrollment rate.* •75% of FSP participants placed into housing will receive housing support to maintain housing stability or be progressively placed into more independent living environments, as appropriate. •75% of FSP participants will rank Familias Unidas FSP services with a score of 4 or higher in the Client Satisfaction Questionnaire (CSQ-8), twice annually, or upon client discharge from the program. •Less than 25% of active Familias Unidas FSPs will be arrested, or incarcerated post-enrollment measured at the end of the fiscal year. •Collect baseline data utilizing an engagement in meaningful activity/quality of life assessment tool (tool to be determined). •Reduction in incidence of psychiatric crisis •Reduction of the incidence of restriction B-12 Table 1. Pre-and post-enrollment utilization rates for 20 Familias Unidas (Desarrollo Familiar, Inc.) FSP Participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- % change Enrollment enrollment enrollment enrollment PES episodes 22 0 0.094 0.000 -100.0% Inpatient episodes 6 0 0.026 0.000 -100.0% Inpatient days 41 0 0.175 0.000 -100.0% DET 7 4 0.030 0.018 -39.2% B-13 FORENSIC MENTAL HEALTH (CONTRA COSTA HEALTH) 1430 Willow Pass Road, Suite 100, Concord CA 94520 Point of Contact: Natalie Dimidjian, Program Manager, (925) 313-9554, Natalie.Dimidjian@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The Forensic Services team operates within Contra Costa Mental Health’s Adult System of Care, and works closely with Adult Probation, the courts, and local police departments. PROGRAM: FORENSIC SERVICES - CSS The Forensics Services team is a multidisciplinary team comprised of mental health clinical specialists, registered nurses and community support workers. The purpose of the team is to engage and offer voluntary services to participants who are seriously and persistently mentally ill and are involved in the criminal justice system. Forensic Services hosts office hours at the three regional probation offices to enhance the opportunity for screening and service participation. The co-located model allows for increased collaboration among the participants, service providers, and Deputy Probation Officers. The Forensic MHCS, CSWs, and nurses coordinate to offer Case Management services, individual therapy, and evidence-based group therapies (CBSST, Seeking Safety and WRAP). WRAP services are also provided on an individual basis. In addition, monthly Case Coordination meetings are held for each probation department (east, west, and central) with the Probation Officers, Forensic MH staff, and other community providers. These meetings are used to discuss and coordinate services for individual probationers that are facing challenges in engaging and utilizing services. The forensic staff participates in continuation of care by initiating contacts with probationers while in custody. These contacts are both pre-release and during probation violations. In addition, the Forensic CSW and clinicians provides WRAP & CBSST groups in MDF. The Forensic MHCS located at east county probation has begun coordination of, and providing, services for the TAY population in conjunction with re-entry services. AOT: The Forensic Mental Health Team (FMHT) manages and provides an Assistant Outpatient Treatment Program, aka Laura Law AB 1421. The FMHT works in conjunction with Mental Health Systems (MHS) to provide contracted services. All requests for potential AOT services come through the FMHT. The FMHT is responsible to determine if the requestors meet the requirements as stated in the Welfare and Institution code and if the person for whom the request is being made meets the 9 criteria for eligible AOT services. The FMHT also provides linkage to other services for individuals that do not meet all the criteria for AOT. The Forensic Team expanded its mobile crisis response capacity from fielding a mobile Mental Health Evaluation Team (MHET) to fielding a full Mobile Crisis Response Team to respond to adult consumers experiencing mental health crises in the community. Mental health clinicians and community support workers will work closely with the County’s Psychiatric Emergency Services and law enforcement, if necessary, to respond to residents in crises who would be better served in their B-14 respective communities. MHSA funds will be utilized to supplement funding that enables this team to respond seven days a week with expanded hours of operation and the addition of two positions. a.Scope of Services: Authorized in Fiscal Year 2011-12 four clinical specialists were funded by MHSA to join Forensics Services Team. This team works very closely with the criminal justice system to assess referrals for serious mental illness, provide rapid access to a treatment plan, and work as a team to provide the appropriate mental health, substance abuse and housing services needed. b.Target Population: Individuals who are seriously and persistently mentally ill who are on probation and at risk of re- offending and incarceration. c.MHSA-Funded Staff: 4.0 Full-time equivalent D.Number Served for FY 22-23: 312 B-15 FRED FINCH YOUTH CENTER 2523 El Portal Drive, Suite 201, San Pablo, CA 94806, https://www.fredfinch.org/ Point of Contact: Julie Kinloch, Program Director, (510) 439–3130 Ext. 6107, juliekinloch@fredfinch.org GENERAL DESCRIPTION OF THE ORGANIZATION Fred Finch seeks to provide innovative, effective, caring mental health and social services to children, young adults, and their families that allow them to build on their strengths, overcome challenges, and live healthy and productive lives. Fred Finch serves children, adolescents, young adults, and families facing complex life challenges. Many have experienced trauma and abuse; live at or below the poverty line; have been institutionalized or incarcerated; have a family member that has been involved in the criminal justice system; have a history of substance abuse; or have experienced discrimination or stigma. PROGRAM: CONTRA COSTA TRANSITION AGE YOUTH FULL-SERVICE PARTNERSHIP - CSS Fred Finch is the lead agency that collaborates with the Contra Costa Youth Continuum of Services, The Latina Center and Contra Costa Mental Health to provide a Full-Service Partnership program for Transition Age Youth in West and Central Contra Costa County. a.Scope of Services: Services will be provided using an integrated team approach, based on a modified Assertive Community Treatment (ACT) model of care and the Individual Placement and Support (IPS) model designed to support our TAY with gaining and maintaining competitive employment. The team includes a Personal Service Coordinator working in concert with a multi-disciplinary team of staff, including a Peer Mentor and Family Partner, an Employment Specialist, a Psychiatric Nurse Practitioner, staff with various clinical specialties, including co- occurring substance disorder and bi-lingual capacity. Services include: •Outreach and engagement •Case management •Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems •Crisis Intervention •Collateral •Medication support (may be provided by County Physician) •Housing support •Flexible funds •Referrals to Money Management services as needed •Supported Employment Services •Available to consumer on 24/7 basis a.Target Population: Young adults with serious mental illness or serious emotional disturbance. These young adults exhibit key risk factors of homelessness, limited English proficiency, co-occurring substance abuse, exposure to trauma, repeated school failure, multiple foster-care or family-caregiver placements, and experience with the juvenile justice system and/or Psychiatric Emergency Services. Fred Finch serves Central and West County. b.Payment Limit: FY 24-25 $379,864 (cost based portion) c.Number served: For FY 22-23: 30 d.Outcomes: For FY 21-22: •Reduction in incidence of psychiatric hospitalizations •Reduction in detention bookings B-16 Table 1. Pre- and post-enrollment utilization rates for 33 Fred Finch FSP participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- % change enrollment enrollment enrollment enrollment PES episodes 27 11 0.082 0.030 -63.4% Inpatient episodes 13 7 0.039 0.019 -51.3% Inpatient days 126 154 0.382 0.418 +9.42% DET Bookings 2 2 0.006 0.005 -16.7% B-17 LINCOLN 1266 14th Street, Oakland CA 94607, http://lincolnfamilies.org/ Point of Contact: Allison Staulcup Becwar, LCSW President & CEO, (510) 867-0944, allisonbecwar@lincolnfamilies.org GENERAL DESCRIPTION OF THE ORGANIZATION Lincoln was founded in 1883 as the region's first volunteer-run, non-sectarian, and fully integrated orphanage. As times and community needs evolved, Lincoln's commitment to vulnerable children remained strong. In 1951, Lincoln began serving abused, neglected and emotionally challenged children. Today, as a highly respected provider of youth and family services, Lincoln has a continuum of programs to serve children and families impacted by poverty and trauma throughout Alameda and Contra Costa Counties. Their therapeutic school and community-based services include early intervention to intensive programming and focus on family strengthening, educational achievement and youth positive outlook. PROGRAM: MULTI-DIMENSIONAL FAMILY THERAPY (MDFT) – FSP - CSS Multidimensional Family Therapy (MDFT), an evidence-based practice, is a comprehensive and multi-systemic family-based outpatient program for adolescents with co-occurring substance use and mental health issues who may be at high risk for continued substance abuse and other challenging behaviors, such as emotional dysregulation, defiance and delinquency. Working with the youth and their families, MDFT helps youth develop more effective coping and problem-solving skills for better decision making, and helps the family improve interpersonal functioning as a protective factor against substance abuse and related problems. Services are delivered over 5 to 7 months, with weekly or twice-weekly, face-to-face contact, either in the home, the community or in the clinic. a.Scope of Services: •Services include but are not limited to: •Outreach and engagement •Case management •Outpatient Mental Health Services •Crisis Intervention •Collateral Services •Group Rehab •Flexible funds •Contractor must be available to consumer on 24/7 basis b.Target Population: Children in West, Central and East County experiencing co-occurring serious mental health and substance abuse challenges. Youth and their families can be served by this program. c.Payment Limit: FY 24-25 $618,225 (cost based portion) d.Number Served: For FY 22-23: 21 e.Outcomes: For FY 21-22: •Reduction in delinquency or maintained positive functioning in community involvement •Increase in detention bookings B-18 Table 1. Pre- and post-enrollment utilization rates for 39 Lincoln Child Center participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 3 0 0.009 0.010 -100.0% Inpatient episodes 0 0 0.000 0.000 -0% Inpatient days 0 0 0.000 0.000 -0% JACS Bookings 10 12 0.031 0.047 +51.6% B-19 PH SENIOR CARE, LLC (PLEASANT HILL MANOR) 40 Boyd Road, Pleasant Hill CA, 94523 Point of Contact: Evelyn Mendez-Choy, (925) 937-5348, emendez@northstarsl.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Pleasant Hill Manor, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 60 years and older, who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. C. Number served: For FY 22-23: Capacity of 37 beds. B-20 MENTAL HEALTH CONNECTIONS (FORMERLY PUTNAM) 3711 Lone Tree Way, Antioch, CA 94509 (East County) 2975 Treat Boulevard C-8, Concord, CA 94518 (Central County) 2101 Vale Road #300, San Pablo, CA 94806 (West County), Point of Contact: Tamara Hunter, Executive Director, (925) 691-4276, tamara@mentalhealthconnectionsca.org GENERAL DESCRIPTION OF THE ORGANIZATION Mental Health Connections (formerly Putnam Clubhouse) provides a safe, welcoming place, where participants (called members), recovering from mental illness, build on personal strengths instead of focusing on illness. Members work as colleagues with peers and a small staff to maintain recovery and prevent relapse through work and work-mediated relationships. Members learn vocational and social skills while doing everything involved in running programing. PROGRAM: PEER CONNECTION CENTERS – CSS Peer Connection Centers provide self-help/peer support groups, social/recreational activities, educational supports, and linkages to community resources in the East, Central and West regions of Contra Costa County. Peer Connection Centers refer any peer members seeking employment and/or school enrollment to Mental Health Connections Clubhouse for vocational supports. They provide transportation, when possible, by Supporting Transportation and Rides (STAR), for individuals participating in the Peer Connection Center programs. Assist CCBHS in supporting Service Provider Individualized Recovery Intensive Training (SPIRIT) offered in partnership with Contra Costa Community College and CCBHS’s Office for Consumer Empowerment (OCE). Provide SPIRIT students interested in working within the local mental health service delivery system with learning opportunities in partnership with OCE. Administer stipends to SPIRIT students in accordance with documentation provided by OCE and Contra Costa Community College. Encourage Peer Connection Center participants to learn about SPIRIT and if possible, apply to participate in SPIRIT as part of their recovery journey. Recovery is embodied in the vision and mission of The Contra Costa Clubhouses, Inc. which provides a safe and welcoming place where participants (called members, not patients or clients or consumers) build on personal strengths instead of focusing on illness. a. Scope of Services: • Peer and family support • Personal recovery planning using the Peer Connection Coaching model • Quarterly one-on-one coaching and meaningful outcome tracking • Recovery-focused curriculum including: Wellness Recovery Action Plan (WRAP), evidence-based Illness Management Recovery (IMR) groups, and wellness education focused on topics such as relationships, boundaries, structure, mindfulness, nutrition, spirituality, physical health, and financial soundness. • Community outreach and collaboration • Care coordination - supporting citizens in obtaining/receiving medical, dental, mental health, addiction medicine and other health/wellness services. • Supportive employment program is done in partnership with the Clubhouses School and Work Supports (SAWS) Unit including, but not limited to support filling out applications, writing resumes/cover letters, preparing for interviews • Healthy snacks and lunch during operating hours • Transportation to/from the Peer Connection Centers and community activities relating to programming; when possible to/from medical appointments, interviews, and school/work. B-21 •Access to computers/phones for studying, seeking employment, working and engaging in virtual appointments. b.Target Population: Adult mental health participants in Contra Costa County. The Clubhouse services will be delivered within each region of the county through Peer Connection Centers located in Antioch, Concord and San Pablo. c.Annual MHSA Payment Limit: FY 24-25 $1,709,491 d.Number served FY 22-23: 224 (Antioch 89, San Pablo 78, Concord 57) e.Outcomes FY 22-23: •Participation was increased by 20% at the Antioch and San Pablo sites. •100% of participants were welcomed/greeted with Putnam Peer Connection Center information. •100% of participants were invited to attend a Putnam Peer Connection Center orientation and become involved and contribute to the Wellness Community. •Wellness classes/groups offered at all three sites twice per day, Monday-Thursday, and one core group on Friday •Regular Town Hall Meetings were held to make announcements, acknowledge participant achievements and receive feedback regarding programming/services. •Monthly activity/class calendars were created for each site with member input. •Provided/facilitated weekly opportunities for psycho-education, skill-building and social engagement. •Provided unique programming for young adults, older adults and LGBTQIA+ participants. •Recreational and community service opportunities were offered to all •The average number of hours attended per site was between 6.5 hours per day. •Survey participants reported the following: o Percentage of individuals feeling involved. 98% o 2. Percentage of individuals feeling they can recover. 96% o 3. Percentage of individuals feeling hopeful. 97% o 4. Percentage of individuals feeling supported. 95% o 5. Percentage of individuals feeling meetings were helpful. 93% o 6. Percentage of individuals feeling they learned about personal responsibility. 90% •Peer Connection Wellness Plans were created - Concord (10), San Pablo (17), and Antioch (28). B-22 M HSA HOUSING SERVICES (CONTRA COSTA HEALTH, HOUSING, AND HOMELESS SERVICES – H3) 2400 Bisso Lane, Suite D2, Concord, CA 94520, https://cchealth.org/h3/ GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division partners with the Health, Housing and Homeless Division to provide permanent and temporary housing with supports for person experiencing a serious mental illness and who are homeless or at risk of being homeless. PROGRAM: HOMELESS PROGRAMS - TEMPORARY SHELTER BEDS - CSS The County’s Health Housing and Homeless Services Division operate a number of temporary bed facilities in West and Central County for transitional age youth and adults. CCBHS, maintains a Memorandum of Understanding with the Health Housing and Homeless Services Division that provides additional funding to enable up to 64 individuals with a serious mental illness per year to receive temporary emergency housing for up to four months. a.Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed; and are homeless. b.Total MHSA Portion of Budget: $2,828,899 c.Number Served: FY 22-23: 75 beds fully utilized for 365 days in the year. PROGRAM: PERMANENT HOUSING - CSS Having participated in a specially legislated MHSA Housing Program through the California Housing Finance Agency the County, in collaboration with many community partners, the County completed a number of one-time capitalization projects to create 50 permanent housing units for individuals with serious mental illness. These individuals receive their mental health support from Contra Costa Behavioral Health contract and county service providers. The sites include Villa Vasconcellos in Walnut Creek, Lillie Mae Jones Plaza in North Richmond, The Virginia Street Apartments in Richmond, Robin Lane apartments in Concord, Ohlone Garden apartments in El Cerrito, Third Avenue Apartments in Walnut Creek, Garden Park apartments in Concord, and scattered units throughout the County operated by Hope Solutions (formerly Contra Costa Interfaith Housing). a.Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed and are homeless or at risk of homelessness. b.Total MHSA Portion of Budget: One Time Funding Allocated. c.Number Served: FY 21-22 50 units. PROGRAM: COORDINATION TEAM - CSS The CCBHS Health Housing and Homeless Services Coordinator and staff work closely with County’s Homeless Services Division staff to coordinate referrals and placements, facilitate linkages with other Contra Costa mental health programs and services, and provide contract monitoring and quality control of 26 augmented board and care providers to provide permanent supportive housing for chronically homeless disabled individuals. a.Target Population: Individuals who are severely and persistently mentally ill or seriously emotionally disturbed and are homeless or at risk of homelessness. b.Total FTE: 9.0 FTE c.Total MHSA Portion of Budget: $1,584,155 D.Number Served: FY 22-23: Approximately 700 individuals per year receive permanent or temporary supportive housing by means of MHSA funded housing services. B-23 MODESTO RESIDENTIAL LIVING CENTER, LLC. 1932 Evergreen Avenue, Modesto CA, 95350 Point of Contact: Dennis Monterosso, (209) 530-9300, info@modestoRLC.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Modesto Residential, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS The County contracts with Modesto Residential Living Center, a licensed board and care provider, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. a.Scope of Services: Augmented residential services, including but not limited to: •Medication management •Nutritional meal planning •Assistance with laundry •Transportation to psychiatric and medical appointments •Improving socialization •Assist with activities of daily living (i.e., grooming, hygiene, etc.) •Encouraging meaningful activity •Other services as needed for individual residents b.Target Population: Adults aged 18 years to 59 years who lived in Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits and accepted augmented board and care at Modesto Residential Living Center. C.Number served: For FY 21-22: Capacity of 12 beds. B-24 OAK HILLS RESIDENTIAL FACILITY 141 Green Meadow Circle, Pittsburg, CA 94565 Point of Contact: Rebecca Lapasa, (925) 709-8853, Rlapasa@yahoo.com GENERAL DESCRIPTION OF THE ORGANIZATION: The County contracts with Oak Hills, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARES – MHSA HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. Number Served: Capacity of 6 beds. B-25 OLDER ADULT MENTAL HEALTH (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 2425 Bisso Lane, Suite 100, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Heather Sweeten-Healy, (925)-521-5620, Heather.Sweeten-Healy@cchealth.org or Ellie Shirgul, (925)-521-5620, Ellen.Shirgul@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Older Adult Mental Health Clinic is in the Adult System of Care and provides mental health services to Contra Costa’s senior citizens, including preventive care, linkage and outreach to under-served at risk communities, problem solving short-term therapy, and intensive care management for severely mentally ill individuals. PROGRAM: INTENSIVE CARE MANAGEMENT - CSS The Intensive Care Management Teams (ICMT) provide mental health services to older adults in their homes, in the community and within a clinical setting. Services are provided to Contra Costa County residents with serious psychiatric impairments who are 60 years of age or older. The program provides services to those who are insured through Medi-Cal, dually covered under Medi-Cal and MediCare, or uninsured. The primary goal of these teams is to support aging in place as well as to improve consumers’ mental health, physical health, prevent psychiatric hospitalization and placement in a higher level of care, and provide linkage to primary care appointments, community resources and events, and public transportation in an effort to maintain independence in the community. Additionally, the teams provide services to those who are homeless, living in shelters, or in residential care facilities. There are three multi-disciplinary Intensive Care Management Teams, one for each region of the county that increases access to resources throughout the county. PROGRAM: IMPROVING MOOD PROVIDING ACCESS TO COLLABORATIVE TREATMENT (IMPACT) - CSS IMPACT is an evidence-based practice which provides depression treatment to individuals aged 55 and over in a primary care setting. The IMPACT model prescribes short-term (8 to 12 visits) Problem Solving Therapy and medication consultation with up to one year of follow-up as necessary. Services are provided by a treatment team consisting of licensed clinicians, psychiatrists, and primary care physicians in a primary care setting. The target population for the IMPACT Program is adults aged 55 years and older who are receiving health care services at a federally qualified health center. The program focuses on treating older adults with late-life depression and co- occurring physical health impairments, such as cardio-vascular disease, diabetes, or chronic pain. The primary goals of the Impact Program are to prevent more severe psychiatric symptoms, assist clients in accessing community resources as needed, reducing stigma related to accessing mental health treatment and providing access to therapy to this underserved population. a. Target Population: Depending on program, Older Adults aged 55 or 60 years and older experiencing serious mental illness or at risk for developing a serious mental illness. b. Total Budget 24-25: Intensive Care Management - $4,353,949; IMPACT - $455,213 c. Staff: 22 Full time equivalent multi-disciplinary staff. d. Number served: For FY 22-23: Impact: 164; Intensive Care Management: 225 e. Outcomes: For IMPACT and ICM: Changes in Level of Care Utilization System (LOCUS) scores, reductions in Psychiatric Emergency Service visits, reductions in hospitalizations, decreased Patient Health Questionnaire (PHQ-9) scores, and reduced isolation, which is assessed by the PEARLS (ICM only). B-26 PORTIA BELL HUME BEHAVIORAL HEALTH AND TRAINING CENTER (HUME CENTER) 555 School Street, Pittsburg, CA 94565, https://www.humecenter.org/ Point of Contact: Reynold Fujikawa, Community Support Program East, (925) 384-7727, rfujikawa@humecenter.org 3095 Richmond Parkway #201, Richmond, CA 94806, https://www.humecenter.org/ Point of Contact: Margaret Schiltz, Community Support Program West, (510) 944-3781, mschiltz@humecenter.org GENERAL DESCRIPTION OF THE ORGANIZATION The Hume Center is a Community Mental Health Center that provides high quality, culturally sensitive and comprehensive behavioral health care services and training. The agency strives to promote mental health, reduce disparities and psychological suffering, and strengthen communities and systems in collaboration with the people most involved in the lives of those served. They are committed to training behavioral health professionals to the highest standards of practice, while working within a culture of support and mutual respect. They provide a continuity of care in Contra Costa that includes prevention and early intervention, behavioral consultation services, outpatient psychotherapy and psychiatry, case management, Partial Hospitalization services, and Full-Service Partnership (FSP) Programs. Their FSPs are located in East and West County. PROGRAM: ADULT FULL-SERVICE PARTNERSHIP - CSS The Adult Full-Service Partnership is a collaborative program that joins the resources of Hume Center and Contra Costa County Behavioral Health Services. a.Goal of the Program: •Prevent repeat hospitalizations •Transition from institutional settings •Attain and/or maintain medication compliance •Improve community tenure and quality of life •Attain and/or maintain housing stability •Attain self-sufficiency through vocational and educational support •Strengthen support networks, including family and community supports •Limit the personal impact of substance abuse on mental health recovery b.Referral, Admission Criteria, and Authorization: i. Referral: To inquire about yourself or someone else receiving our Full-Service Partnership Services in our Community Support Program (CSP) East program, please call our Pittsburg office at (925) 432-4118. For services in our CSP West program, please contact our Richmond office at (510) 778-2816. ii.Admission Criteria: This program serves adult aged 26 and older who are diagnosed with severe mental illness and are: •Frequent users of emergency services and/or psychiatric emergency services •Homeless or at risk of homelessness •Involved in the justice system or at risk of this •Have Medi-Cal insurance or are uninsured iii. Authorization: Referrals are approved by Contra Costa Behavioral Health Division. c.Scope of Services: Services will be provided using an integrated team approach called Community Support Program (CSP). Our services include: •Community outreach, engagement, and education to encourage participation in the recovery process and our program •Case management and resource navigation for the purposes of gaining stability and increasing self-sufficiency •Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems B-27 •Crisis Intervention, which is an immediate response to support a consumer to manage an unplanned event and ensure safety for all involved, which can include involving additional community resources •Collateral services, which includes family psychotherapy and consultation. These services help significant persons to understand and accept the consumer’s condition and involve them in service planning and delivery. •Medication support, including medication assessment and ongoing management (may also be provided by County Physician) •Housing support, including assisting consumers to acquire and maintain appropriate housing and providing skill building to support successful housing. When appropriate, assist consumers to attain and maintain MHSA subsidized housing. •Flexible funds are used to support consumer’s treatment goals. The most common use of flexible funds is to support housing placements through direct payment of deposit, first/last month’s rent, or unexpected expenses in order to maintain housing. •Vocational and Educational Preparation, which includes supportive services and psychoeducation to prepare consumers to return to school or work settings. This aims to return a sense of hope and trust in themselves to be able to achieve the goal while building the necessary skills, support networks, and structures/habits. •Recreational and Social Activities aim to assist consumers to decrease isolation while increasing self-efficacy and community involvement. The goal is to assist consumers to see themselves as members of the larger community and not marginalized by society or themselves. •Money Management, which is provided by sub-contractors, aims to increase stability for consumers who have struggled to manage their income. Services aim to increase money management skills to reduce the need for this service. •24/7 Afterhours/Crisis Line is answered during non-office hours so that consumers in crisis can reach a staff member at any time. Direct services are provided on weekends and holidays as well. d.Target Population: Adults diagnosed with severe mental illness in East, Central and West County who are diagnosed with a serious mental illness, are at or below 300% of the federally defined poverty level and are uninsured or receive Medi-Cal benefits. e.Payment Limit: For FY 23/24 (East and West): $ $2,745,778 (cost based portion only) f.Number served FY 22-23: 53 individuals (East); and 37 individuals (West) g.Outcomes: For FY 21/22 (East): •Reduction in incidence of psychiatric crisis •Reduction of the incidence of restriction •For FY (West): 1. Reduction in incidence of psychiatric crisis 2. Reduction of the incidence of restriction Table 1. Pre- and post-enrollment utilization rates for 47 Hume West FSP participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 96 64 0.180 0.113 -37.2% Inpatient episodes 14 2 0.026 0.004 -84.6% Inpatient days 145 30 0.272 0.053 -80.5% B-28 DET Bookings 13 2 0.024 .004 -83.3% Table 1. Pre- and post-enrollment utilization rates for 67 Hume East FSP participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 302 72 0.378 0.091 -75.9% Inpatient episodes 44 16 0.055 0.020 -63.6% Inpatient days 381 176 0.477 0.223 -53.2% DET Bookings 22 12 0.028 0.015 -46.4% B-29 PRIMARY CARE CLINIC BEHAVIORAL HEALTH SUPPORT (CONTRA COSTA HEALTH) 3052 Willow Pass Road, Concord, CA 94519, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Kelley Taylor, Ambulatory Care Clinic Supervisor, (925) 681-4100, Kelley.Taylor@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION Behavioral health clinicians staff the county Primary Care Health Centers in Concord. The goal is to integrate primary and behavioral health care. Two mental health clinicians are part of a multi-disciplinary team with the intent to provide timely and integrated response to those at risk, and/or to prevent the onset of serious mental health functioning among adults visiting the clinic for medical reasons. PLAN ELEMENT: CLINIC SUPPORT - CSS a. Scope of Services: Perform brief mental health assessment and intervention with adults, children, and their families. Provide short term case management, mental health services, individual and family support, crisis intervention, triage, coordination of care between primary care and Behavioral Health Services. Tasks also include linkage to schools, probation, social services and community services and lead groups at County Primary Care Center. b. Target Population: Adults in central county, who present at the clinic for medical reasons c. Number Served: For FY 22/23: 200+. d. Outcomes: Improve overall health for individuals through decrease medical visit and increase coping with life situations. B-34 PSYNERGY PROGRAMS, INC Contact Information: 18225 Hale Ave., Morgan Hill, CA 95037 Point of Contact: Arturo Uribe, LCSW, President/CEO, amuribe@psynergy.org GENERAL DESCRIPTION OF THE ORGANIZATION Psynergy Programs offers Adult Residential Facilities (ARF), Residential Care Facilities for the Elderly (RCFE) and specialty mental health outpatient clinics in close proximity to the client home. Providing reliable adult residential home care in combination with intensive outpatient mental health services can help individuals with mental illness avoid the unnecessary expense and emotional trauma often associated with incarceration and hospitalization. The program utilizes tenets of the Wellness and Recovery, Integrated Dual Diagnosis Treatment and Modified Therapeutic Community (MTC) treatment models. Psynergy programs are an alternative to locked settings such as a State Hospital, Psychiatric Hospital, an Institute for Mental Disease (IMD), Psychiatric Health Facility (PHF) and Jail. The intent and goal of Psynergy services is to improve individual’s quality of life, to help gain the skills and ability necessary to stay out of locked hospital settings and to move into a less restrictive living arrangement in the community. Psynergy Programs provide innovative treatment programs for individuals living with a serious mental illness to assist them in successfully graduating from locked settings to community living. Services may include: •Mental health services •Medication management •Crisis intervention •Care management •Individual and group treatment •Independent living skill development •Nutrition and Wellness including three well-balanced meals per day •Clean and comfortable lodging and accommodations •Comprehensive daily activities program •Holistic health •Physical fitness •Peer and family support •Linkage to community resources j.Target Population: CCBHS clients who are diagnosed with an SMI and stepping down from an acute treatment facility to a community setting k.Payment Limit: FY 23-24 MHSA portion of total contract:$91,737 l.Number served FY 22-23: 14 M.Successful Outcomes: •Clients will transition to independent living or the least restrictive environment in their community •They will be linked to the appropriate community resources to maintain stable community living B-35 SENECA FAMILY OF AGENCIES 3200 Clayton Road, Concord, CA, 94519, http://www.senecafoa.org/ Point of Contact: Jennifer Blanza, Program Director (415) 238-9945, jennifer_blanza@senecacenter.org GENERAL DESCRIPTION OF THE ORGANIZATION Seneca Family of Agencies is a leading innovator in the field of community-based and family-based service options for emotionally troubled children and their families. With a continuum of care ranging from intensive crisis intervention to in-home wraparound services, to public school-based services, Seneca is one of the premier children’s mental health agencies in Northern California. PROGRAM: SHORT TERM ASSESSMENT OF RESOURCES AND TREATMENT (START) - FSP - CSS Seneca Family of Agencies (SFA) provides an integrated, coordinated service to youth who frequently utilize crisis services, and may be involved in the child welfare and/or juvenile justice system. START provides three to six months of short-term intensive services to stabilize the youth in their community, and to connect them and their families with sustainable resources and supports. The goals of the program are to 1) reduce the need to utilize crisis services, and the necessity for out-of-home and emergency care for youth enrolled in the program, 2) maintain and stabilize the youth in the community by assessing the needs of the family system, identifying appropriate community resources and supports, and ensuring their connection with sustainable resources and supports, and 3) successfully link youth and family with formal services and informal supports in their neighborhood, school and community. Payment Limit FY 23-24: $737,109 Number Served FY 22-23: 48 B-36 SHELTER, INC. PO Box 5368, Concord, CA 94524, https://shelterinc.org/ Point of Contact: John Eckstrom, Chief Executive Office, (925) 957-7595, john.eckstrom@shelterinc.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of SHELTER, Inc. is to prevent and end homelessness for low-income, homeless, and disadvantaged families and individuals by providing housing, services, support, and resources that lead to self-sufficiency. SHELTER, Inc. was founded in 1986 to alleviate Contra Costa County's homeless crisis, and its work encompasses three main elements: 1) prevent the onset of homelessness, including rental assistance, case management, and housing counseling services, 2) ending the cycle of homelessness by providing housing plus services including employment, education, counseling and household budgeting to help regain self-sufficiency and 3) providing permanent affordable housing for over 200 low-income households, including such special needs groups as transition-age youth, people with HIV/AIDS, and those with mental health disabilities. PROGRAM: SUPPORTIVE HOUSING - CSS SHELTER, Inc. provides a master leasing program, in which adults or children and their families are provided tenancy in apartments and houses throughout the County. Through a combination of self-owned units and agreements with landlords SHELTER, Inc. acts as the lessee to the owners and provides staff to support individuals and their families move in and maintain their homes independently. Housing and rental subsidy services are provided to residents of the County who are homeless and that have been certified by Contra Costa Behavioral Health as eligible. This project is committed to providing housing opportunities that provide low barriers to obtaining housing that is affordable, safe and promotes independence to MHSA consumers. a. Scope of Services. • Provide services in accordance with the State of California Mental Health Service Act (MHSA) Housing Program, the Contra Costa County Behavioral Health Mental Health Division’s Work Plan, all State, Federal and Local Fair Housing Laws and Regulations, and the State of California’s Landlord and Tenants Laws. • Provide consultation and technical support to Contra Costa Behavioral Health with regard to services provided under the housing services and rental subsidy program. • Utilize existing housing units already on the market to provide immediate housing to consumers through master leasing and tenant-based services. • Acquire and maintain not less than 100 master-leased housing units throughout Contra Costa County. • Negotiate lease terms and ensure timely payment of rent to landlords. • Leverage housing resources through working relationships with owners of affordable housing within the community. • Integrate innovative practices to attract and retain landlords and advocate on behalf of consumers. • Leverage other rental subsidy programs including, but not limited to, Shelter Plus Care and HUD Housing Choice Voucher (Section 8). • Reserve or set aside units of owned property dedicated for MHSA consumers. • Ensure condition of leased units meet habitability standards by having Housing Quality Standard (HQS) trained staff conduct unit inspections prior to a unit being leased and annually as needed. • Establish maximum rent level to be subsidized with MHSA funding to be Fair Market Rent (FMR) as published by US Department of Housing and Urban Development (HUD) for Contra Costa County in the year that the unit is initially rented or meeting rent reasonableness utilizing the guidelines established by HUD and for each year thereafter. • Provide quality property management services to consumers living in master leased and owned properties. • Maintain property management systems to track leases, occupancy, and maintenance records. B-37 •Maintain an accounting system to track rent and security deposit charges and payments. •Conduct annual income re-certifications to ensure consumer rent does not exceed 30% of income minus utility allowance. The utility allowance used shall be in accordance with the utility allowances established by the prevailing Housing Authority for the jurisdiction that the housing unit is located in. •Provide and/or coordinate with outside contractors and SHELTER, Inc. maintenance staff for routine maintenance and repair services and provide after-hours emergency maintenance services to consumers. •Ensure that landlords adhere to habitability standards and complete major maintenance and repairs. •Process and oversee evictions for non-payment of rent, criminal activities, harmful acts upon others, and severe and repeated lease violations. •Work collaboratively with full-service partnerships and/or County Mental Health Staff around housing issues and provide referrals to alternative housing options. •Attend collaborative meetings, mediations and crisis interventions to support consumer housing retention. •Provide tenant education to consumers to support housing retention. b.Target Population: Consumers eligible for MHSA services. The priority is given to those who are homeless or imminently homeless and otherwise eligible for the full-service partnership programs, including carrying an SMI diagnosis. c.Annual Payment Limit 24-25: $3,289,660 d. Number served FY 22-23: Shelter, Inc. served 110 consumers. •Outcomes: Quality of life: housing stability. i.Goal: 70% of MHSA Consumers residing in master leased housing shall remain stably housed for 18 months or longer. ii. Goal: 70% of MHSA Consumers residing in SHELTER, Inc. owned property shall remain stably housed for 12 months or longer. iii.Capacity of 110 Units. B-38 TELECARE CORPORATION 300 Ilene Street, Martinez, CA 94553, https://www.telecarecorp.com/ Point of Contact: Bjay Jones, Program Administrator, (925) 266-6521, bjjones@telecarecorp.com or Caitlin Young, Clinical Director, chyoung@telecarecorp.com GENERAL DESCRIPTION OF THE ORGANIZATION Telecare Corporation was established in 1965 in the belief that persons with mental illness are best able to achieve recovery through individualized services provided in the least restrictive setting possible. Today, they operate over 145 programs staffed by more than 5,000 employees in California, Oregon, Washington, Arizona, Nebraska, North Carolina, Texas, New Mexico and Pennsylvania and provide a broad continuum of services and supports, including Inpatient Acute Care, Inpatient Non-Acute/Sub-Acute Care, Crisis Services, Residential Services, Assertive Community Treatment (ACT) services, Case Management and Prevention services. PROGRAM: HOPE HOUSE CRISIS RESIDENTIAL FACILITY - CSS Telecare Corporation operates Hope House, a voluntary, highly structured 16-bed Short-Term Crisis Residential Facility (CRF) for adults between the ages of 18 and 59. Hope House is serves individuals who require crisis support to avoid hospitalization or are discharging from the hospital or long-term locked facilities and need step-down care to transition back to community living. The focus is client-centered and recovery-focused and underscores the concept of personal responsibility for the resident's illness and independence. The program supports a social rehabilitation model, which is designed to enhance an individual's social connection with family and community so that they can move back into the community and prevent a hospitalization. Services are recovery based and tailored to the unique strengths of each individual resident. The program offers an environment where residents have the power to make decisions and are supported as they look at their own life experiences, set their own paths toward recovery, and work towards the fulfillment of their hopes and dreams. Telecare’s program is designed to enhance client motivation to actively participate in treatment, provide clients with intensive assistance in accessing community resources, and assist clients develop strategies to maintain independent living in the community and improve their overall quality of life. The program’s service design draws on evidence-based practices such as Wellness Action and Recovery Planning (WRAP), motivational interviewing, and integrated treatment for co- occurring disorders. a. Scope of Services: • Individualized assessments, including, but not limited to, psychosocial skills, reported medical needs/health status, social supports, and current functional limitations within 72 hours of admission. • Psychiatric assessment within 72 hours of admission. • Treatment plan development with 72 hours of admission. • Therapeutic individual and group counseling sessions on a daily basis to assist clients in developing skills that enable them to progress towards self-sufficiency and to reside in less intensive levels of care. • Crisis intervention and management services designed to enable the client to cope with the crisis at hand, maintaining functioning status in the community, and prevent further decompensation or hospitalization. • Medication support services, including provision of medications, as clinically appropriate, to all clients regardless of funding; individual and group education for consumers on the role of medication in their recovery plans, medication choices, risks, benefits, alternatives, side effects and how these can be managed; supervised self- administration of medication based on physician’s order by licensed staff; medication follow-up visit by a psychiatrist at a frequency necessary to manage the acute symptoms to allow the client to safely stay at the Crisis Residential Program, and to prepare the client to transition to outpatient level of care upon discharge. B-39 • Co-occurring capable interventions, using the Telecare Co-Occurring Education Group materials for substance use following a harm reduction modality as well as availability of weekly AA and NA meetings in the community. • Weekly life skills groups offered to develop and enhance skills needed to manage supported independent and independent living in the community. • A comprehensive weekly calendar of activities, including physical, recreational, social, artistic, therapeutic, spiritual, dual recovery, skills development and outings. • Peer support services/groups offered weekly. • Engagement of family in treatment, as appropriate. • Assessments for involuntary hospitalization, when necessary. • Discharge planning and assisting clients with successful linkage to community resources, such as outpatient mental health clinics, substance abuse treatment programs, housing, full-service partnerships, physical health care, and benefits programs. • Follow-up with client and their mental health service provider following discharge to ensure that appropriate linkage has been successful. • Daily provision of healthy meals and snacks for residents. • Transportation to services and activities provided in the community, as well as medical and court appointments, if the resident’s case manager or county worker is unavailable, as needed. b. Target Population: Adults ages 18 to 59 who require crisis support to avoid psychiatric hospitalization or are discharging from the hospital or long-term locked facilities and need step-down care to transition back to community living. c. Payment Limit: FY 24-25 $2,755,810 d. Number served: FY22-23 Unduplicated client count of 214 e. Outcomes: • Reduction in severity of psychiatric symptoms: Discharge at least 90% of clients to a lower level of care. • Consumer Satisfaction: Maintain an overall client satisfaction score of at least 4.0 out of 5.0. B-40 UNITED FAMILY CARE, LLC (FAMILY COURTYARD) 2840 Salesian Avenue, Richmond, CA 94804 Point of Contact: Juliana Taburaza, (510) 235-8284, JuTaburaza@gmail.com GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with United Family Care, LLC (Family Courtyard), a licensed board and care provider, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 60 years and older who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: Capacity of 40 beds. B-41 WEST COUNTY ADULT MENTAL HEALTH CLINIC (CONTRA COSTA HEALTH) 13585 San Pablo Avenue, 2nd Floor, San Pablo CA 94806, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Robin O’Neill, Mental Health Program Manager, (510) 215-3700, Robin.ONeill@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The East Adult Mental Health Clinic operates within Contra Costa Mental Health’s Adult System of Care, and provides assessments, case management, psychiatric services, crisis intervention, housing services, and benefits assistance. Within the Adult Mental Health Clinic are the following MHSA funded programs and plan elements: PLAN ELEMENT: ADULT FULL-SERVICE PARTNERSHIP SUPPORT - CSS Contra Costa Mental Health has dedicated clinicians at each of the three adult mental health clinics to provide support, coordination and rapid access for full-service partners to health and mental health clinic services as needed and appropriate. Rapid Access Clinicians offer drop-in screening and intake appointments to clients who have been discharged from the County Hospital or Psychiatric Emergency Services but who are not open to the county mental health system of care. Rapid Access Clinicians will then refer clients to appropriate services and, when possible, follow-up with clients to ensure a linkage to services was made. If a client meets eligibility criteria for Full-Service Partnership services, the Rapid Access Clinician will seek approval to refer the client to Full-Service Partnership services. Clinic management acts as the gatekeepers for the Full-Service Partnership programs, authorizing referrals and discharges as well as providing clinical oversight to the regional Full-Service Partnership programs. Full-Service Partnership Liaisons provide support to the Full-Service Partnership programs by assisting the programs with referrals and discharges, offering clinical expertise, and helping the programs to navigate the County systems of care. PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to 1) assist consumers in obtaining benefits they entitled to, educate consumers on how to maximize use of those benefits and manage resources, and 2) provide transportation support for consumers and families. a. Clinic Target Population: Adults aged 18 years and older who live in West County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. b. Total Number Served: For FY 22-23: Approximately 2,139 Individuals. B-42 WEST COUNTY CHILDREN’S MENTAL HEALTH CLINIC (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 13585 San Pablo Avenue, 1st Floor, San Pablo CA 94806, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: , (510) 374-7208, marilyn.franklin@CCHealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The West Children’s Mental Health Clinic operates within Contra Costa Mental Health’s Children’s System of Care, and provides psychiatric and outpatient services, family partners, and wraparound services. Within the Children’s Mental Health Clinic are the following MHSA funded plan elements: PLAN ELEMENT: CLINIC SUPPORT - CSS General Systems Development strategies are programs or strategies that improve the larger mental health system of care. These programs and strategies expand and enhance the existing service structure to assist consumers in the following areas: Family Partners and Wraparound Facilitation. The family partners assist families with advocacy, transportation assistance, navigation of the service system, and offer support in the home, community, and county service sites. Family partners support families with children of all ages who are receiving services in the children. Family partners are located in each of the regional clinics for children and adult services, and often participate on wraparound teams following the evidence-based model. A Clinical Specialist in each regional clinic who provides technical assistance and oversight of evidence-based practices in the clinic. Support for full-service partners. a.Target Population: Children aged 17 years and younger, who live in West County, are diagnosed with a serious emotional disturbance or serious mental illness, and are uninsured or receive Medi-Cal benefits b.Number Served: For FY 22-23: Approximately 676Individuals. B-43 WILLIAMS BOARD AND CARE 430 Fordham Drive, Vallejo CA, 94589 Point of Contact: Frederick Williams, (707) 731-2326, Fred_Williams@b-f.com or Katrina Williams, (707) 731-2326 GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Williams Board and Care, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE - HOUSING SERVICES - CSS a.Scope of Services: Augmented residential services, including but not limited to: •Medication management •Nutritional meal planning •Assistance with laundry •Transportation to psychiatric and medical appointments •Improving socialization •Assist with activities of daily living (i.e., grooming, hygiene, etc.) •Encouraging meaningful activity •Other services as needed for individual residents b.Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c.Number served: Capacity of 12 beds. B-44 WOODHAVEN 3319 Woodhaven Lane, Concord, CA 94519 Point of Contact: Milagros Quezon, (925) 349-4225, Rcasuperprint635@comcast.net GENERAL DESCRIPTION OF THE ORGANIZATION The County contracts with Woodhaven, a licensed board and care operator, to provide additional staff care to enable those with serious mental illness to avoid institutionalization and enable them to live in the community. PROGRAM: AUGMENTED BOARD AND CARE - HOUSING SERVICES - CSS a. Scope of Services: Augmented residential services, including but not limited to: • Medication management • Nutritional meal planning • Assistance with laundry • Transportation to psychiatric and medical appointments • Improving socialization • Assist with activities of daily living (i.e., grooming, hygiene, etc.) • Encouraging meaningful activity • Other services as needed for individual residents b. Target Population: Adults aged 18 years to 59 years who live in Western, Central, and Eastern Contra Costa County, are diagnosed with a serious mental illness and are uninsured or receive Medi-Cal benefits. c. Number served: Capacity of 6 beds. B-45 YOUTH HOMES, INC. 3480 Buskirk Avenue #210, Pleasant Hill, CA 94523, https://www.youthhomes.org/ Point of Contact: , Chief Executive Officer or Byron Iacuaniello, Clinical Director, (925) 324-6114, byroni@youthhomes.org GENERAL DESCRIPTION OF THE ORGANIZATION Youth Homes, Inc. is committed to serving the needs of abused and neglected children and adolescents in California's San Francisco Bay Area. Youth Homes provides intensive residential treatment programs and community-based counseling services that promote the healing process for seriously emotionally abused and traumatized children and adolescents. PROGRAM: TRANSITION AGE YOUTH FULL-SERVICE PARTNERSHIP – CSS Youth Homes implements a full-service partnership program using a combination of aspects of the Integrated Treatment for Co-Occurring Disorders model (also known as Integrated Dual Disorders Treatment – IDDT) and aspects of the Assertive Community Treatment (ACT) model. These models are recognized evidence-based practices for which the Substance Abuse and Mental Health Services Administration (SAMHSA) has created a tool kit to support implementation. The Assertive Community Treatment (ACT) model continues to be the strongest model of services to keep those with serious mental illnesses out of institutional care (hospital or criminal justice system) through intensive, coordinated multidisciplinary treatment. Integrated Treatment for Co-Occurring Disorders is an evidence-based practice for treating clients diagnosed with both mental health and substance abuse disorders. Youth Homes is committed to advancing training and integration of the ACT and IDDT models into daily practice. Participants in the Youth Homes FSP program are assigned a team of providers, so consumers do not get lost in the health care system, excluded from treatment, or confused by going back and forth between separate mental health and substance abuse programs. Each client will have a primary clinician/case manager to facilitate treatment. The team may also include a life skills coach, substance abuse specialist, youth advocate, psychiatrist, nurse, or family clinician depending on the need of the client. Employment, education and life skills workshops and individual coaching occur weekly through Youth Homes’ Steppingstones program, which is an integral part of Youth Homes’ TAY Services. It is not expected that all full-service partners will be experiencing a substance use issue; however, for those who have co-occurring issues, both disorders can be addressed by one team of providers. Although the program has office space in Antioch and in Pleasant Hill, the bulk of all meetings and support services occur in the community, in homes, parks, and other community locations which are part of the young adult consumer’s natural environments. a. Scope of Services (FSP): • Outreach and engagement • Case management • Outpatient Mental Health Services, including services for individuals with co-occurring mental health & alcohol and other drug problems • Crisis Intervention • Collateral • Medication support (may be provided by County Physician) • Housing support • Flexible funds • Money Management • Vocational Services • Contractor must be available to consumer on 24/7 basis B-46 b. Target Population: Young adults ages 16 to 25 years with serious emotional disturbance/serious mental illness, and who are likely to exhibit co-occurring disorders with severe life stressors and are from an underserved population. Services are based in East Contra Costa County as well as Central Contra Costa County. c. Annual MHSA Payment Limit (FSP) 24-25: $116,735 (cost based portion only) d. Number served FSPFY 22-23: 23 individuals e. Outcomes FSP: For FY 21-22: • Reduction in incidence of psychiatric crisis • Reduction of the incidence of restriction Table 1. Pre- and post-enrollment utilization rates for 33 Youth Homes FSP Participants enrolled in the FSP program during FY 21-22 No. pre- No. post- Rate pre- Rate post- %change enrollment enrollment enrollment enrollment PES episodes 131 42 0.358 0.119 -66.5% Inpatient episodes 36 13 0.098 0.037 -62.6% Inpatient days 441 181 1.205 0.513 -57.4% DET Bookings 12 7 0.033 0.020 -39.4% B-47 PEI ASIAN FAMILY RESOURCE CENTER (AFRC) Sun Karnsouvong, Skarnsouvong@arcofcc.org Asian Family Resource Center (AFRC), 12240 San Pablo Ave, Richmond, CA GENERAL DESCRIPTION OF THE ORGANIZATION AFRC provides multicultural and multilingual services, empowering the most vulnerable members of our community to lead healthy, productive, and contributing lives. PROGRAM: BUILDING CONNECTIONS (ASIAN FAMILY RESOURCE CENTER) a. Scope of Services: Asian Family Resource Center (AFRC), under the fiscal sponsorship of Contra Costa ARC, will provide comprehensive and culturally sensitive education and access to mental health services for Asian and Asian Pacific Islander (API) immigrant and refugee communities, especially the Southeast Asian and Chinese population of Contra Costa County. AFRC will employ multilingual and multidisciplinary staff from the communities which they serve. Staff will provide the following scope of services: b. Outreach and Engagement Services: Individual and/or community outreach and engagement to promote mental health awareness, educate community members on signs and symptoms of mental illness, provide mental health workshops, and promote mental health wellness through community events. Engage community members in various activities to screen and assess for mental illness and/or assist in navigating them into the service systems for appropriate interventions: community integration skills to reduce MH stressors, older adult care giving skills, basic financial management, survival English communication skills, basic life skills, health and safety education and computer education, structured group activities (on topics such as, coping with adolescents, housing issues, aid cut-off, domestic violence, criminal justice issues, health care and disability services), mental health education and awareness, and health/mental health system navigation. AFRC, in collaboration with community-based organizations, will participate in 3-5 mental health and wellness events to provide wellness and mental health outreach, engagement, and education to immigrants and refugees in the Contra Costa County. c. Individual Mental Health Consultation: This service will also be provided to those who are exhibiting early signs of mental illness, to assess needs, identify signs/symptoms of mental health crisis/trauma, provide linkages/referrals, or assist in navigation into the mental health system, provide wellness support groups, access essential community resources, and linkage/referral to mental health services. Peer Navigators will be utilized to support participants in accessing services in a culturally sensitive manner. These services will generally be provided for a period of less than one year. AFRC will serve a minimum of 50 high risk and underserved Southeast Asian community members within a 12-month period, 25 of which will reside in East County with the balance in West and Central County. d. Translation and Case Management: AFRC staff will provide translation and case management services to identified mono-lingual consumers in the West County Adult Behavioral Health Clinic in San Pablo, CA. Services will include attending medical appointments, assisting with applications and forms, advocacy, and system navigation. e. Target Population: Asian and Pacific Islander immigrant and refugee communities (especially Chinese and Southeast Asian population) in Contra Costa County f. Payment Limit: FY 24-25: $170,928 g. Number served: FY 20-21: 584; FY 21-22: 624; FY 22-23: 706 B-48 h.Outcomes: •FY 22-23 o Expanded our goal to serve multilingual and multicultural communities, including those of Vietnamese, Lao, Khmu, Mien, Thai, and Chinese backgrounds. o Successfully managed over 90 cases in multiple languages, assisting clients with resources, translation services, medication education, counseling, and transportation services. o Distributed over 350 program brochures in Vietnamese, Lao, Mien, and Chinese to 19 locations throughout the Bay Area, enhancing outreach and engagement. o Hosted 24 psychoeducation workshops on mental health awareness, self-care, and human wellness, with an average of 25 attendees per workshop, demonstrating strong community interest and participation. o Conducted weekly group sessions for 10 – 17 people on essential life skills such as financial literacy, nutrition, housing, and safety awareness, addressing a broad range of community needs. o Emphasized support for vulnerable populations, including the elderly and homeless, and raised awareness on safety and prevention strategies amid rising anti-Asian hate crimes, reflecting our commitment to these communities. o Increased outreach efforts post-pandemic, focusing on interpersonal community engagement and leveraging family-to-family resources and word of mouth to reach more individuals. o Utilized various strategies to provide access to mental health treatment and support, including direct referrals for Medi-Cal recipients and offering individual/family consultation and wellness support groups in multiple Asian languages under the PEI program. o Received updated training for our staff to better serve and understand the needs of underserved populations, ensuring services are tailored and supportive. o Implemented the Demographics Form for evaluating program outcomes and measuring impact, with modifications for cultural competency and confidentiality maintained for all participants. B-49 CENTER FOR HUMAN DEVELOPMENT (CHD) David Carrillo, david@chd-prevention.org 901 Sun Valley Blvd., Suite 220, Concord, CA 94520 (925) 349-7333, http://chd-prevention.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Center for Human Development (CHD) is a community-based organization that offers a spectrum of Prevention and Wellness services for at-risk youth, individuals, families, and communities in the Bay Area. Since 1972 CHD has provided wellness programs and support aimed at empowering people and promoting growth. Volunteers work side-by-side with staff to deliver quality programs in schools, clinics, and community sites throughout Contra Costa as well as nearby counties. CHD is known for innovative programs and is committed to improving the quality of life in the communities it serves. PROGRAM: AFRICAN AMERICAN WELLNESS PROGRAM & YOUTH EMPOWERMENT PROGRAM a. Scope of Services: The African American Wellness Program (formerly African American Health Conductor Program) serves Bay Point, Pittsburg, and surrounding communities. The purpose is to increase emotional wellness; reduce stress and isolation; and link African American participants, who are underserved due to poor identification of needs and lack of outreach and engagement, to appropriate mental health services. Key activities include: outreach through community events; culturally appropriate education on mental health topics through Mind, Body, and Soul support groups; conduct community health education workshops in accessible and non-stigmatizing settings; and navigation assistance for culturally appropriate mental health referrals. The Youth Empowerment Program provides LGBTQ youth and their allies in Antioch, Pittsburg, and surrounding East County communities with strength-based educational support services that build on youths’ assets, raise awareness of mental health needs identification, and foster resiliency. Key activities include: a) Three weekly educational support groups that promote emotional health and well-being, increase positive identity and self-esteem, and reduce isolation through development of concrete life skills; b) one leadership group that meets a minimum of twice a month to foster community involvement; and c) linkage and referral to culturally appropriate mental health service providers in East County. b. Target Population: Wellness Program: African American residents in East County at risk of developing serious mental illness. Youth Empowerment Program: LGBTQ youth in East County c. Payment Limit: FY 24-25: $183,698 d. Number served: FY 20-21: 198; FY 21-22: 262; FY 22-23: 227 e. Outcomes: • FY 22-23 African American Wellness Program: o The program successfully served 150 unduplicated participants in East Contra Costa County. o Facilitated 72 Mind, Body, & Soul Support Groups across three locations: Pittsburg Health Center, Pittsburg Senior Center, and Ambrose Community Center. o Disseminated 1,147 monthly newsletters in person at group meetings or through email and USPS to all participants. o Conducted 281 one-on-one consultations to discuss holistic wellness resource needs with participants. o Outreach efforts at four community events reached approximately 189 people in East County, providing information and referrals for health, mental health, and other community resources. o Achieved the annual goal of reaching 150 unduplicated participants, offering navigational support to increase emotional well-being and access to culturally appropriate mental health services. B-50 o Returned to full operations for support groups post-COVID-19 restrictions, adhering to CDC guidelines to ensure participant health and safety. o Engaged participants through the “Get Walking” program, promoting mental and physical health improvement, with an increase in participation during the spring walk. o Hosted the Second Health Awareness Fair to connect participants and the community to accessible and affordable health care, including mental health resources. o Maintained continuous engagement with participants through various modes of communication, ensuring that services were accessible and met the needs of the community in a post-pandemic environment. •FY 22-23 Youth Empowerment Program: o Served 74 unduplicated LGBTQ+ identified youth in East Contra Costa County. o Held 84 educational group sessions across four locations, including schools and CHD’s East County Office. o Conducted 761 individual check-ins, assessments, and one-on-one support sessions. o Referred 10 LGBTQ+ youth for mental health services, with 8 accessing those services. o Achieved an average of 2 weeks from referral to accessing services. o 88% of surveyed youth reported having someone to turn to in a crisis since attending support groups. o 92% of surveyed youth felt better informed about LGBTQ+ resources and services in their community. o 76% of surveyed youth felt more comfortable accessing LGBTQ+ services and resources. o 92% of surveyed youth started working with a therapist since attending the program. B-51 CHILD ABUSE PREVENTION COUNCIL (CAPC) Carol Carrillo, ccarrillo@capc-coco.org 2120 Diamond Blvd #120, Concord, CA 94520, www.capc-coco.org GENERAL DESCRIPTION OF THE ORGANIZATION The Child Abuse Prevention Council has worked for many years to prevent the maltreatment of children. Through providing education programs and support services, linking families to community resources, mentoring, and steering county-wide collaborative initiatives, CAPC has led Contra Costa County’s efforts to protect children. It continually evaluates its programs to provide the best possible support to the families of Contra Costa County. PROGRAM: THE NURTURING PARENTING PROGRAM a. Scope of Services: The Child Abuse Prevention Council of Contra Costa provides an evidence-based curriculum of culturally, linguistically, and developmentally appropriate, Spanish speaking families in East County, and Central County’s Monument Corridor. The 20- week curriculum immerses parents in ongoing training, free of charge, designed to build new skills and alter old behavioral patterns intended to strengthen families and support the healthy development of their children in their own neighborhoods. Developmental assessments and referral services are provided to each family served in the program using strategies that are non- stigmatizing and non-discriminatory. Families are provided with linkages to mental health and other services as appropriate. Providing the Nurturing Parenting Program (NPP) in the Monument Corridor of Concord and East County allows underserved parents and children access to mental health support in their own communities and in their primary language. b. Target Population: Latino children and their families in Central and East County. c. Payment Limit: FY 24-25: $200,004 d. Number served: FY 20-21: 159; FY 21-22: 213; FY 22-23: 116 e. Outcomes: • FY 22-23: o Implemented two 18-week sessions of The Nurturing Parenting Program (NPP) targeting the Latino community in Central and East County, with sessions beginning in July 2022 and concluding in June 2023. o Enrolled a total of 63 Latino parents and 53 children, emphasizing the importance of parenting skills, mental health awareness, and the reduction of stigma around accessing mental health services. o Adapted program delivery to a hybrid approach in response to feedback from parents about preferences for in-person vs. online participation, addressing challenges related to returning to the workforce and managing school demands. o Collaborated with local community agencies and school districts to promote the program and recruit families, ensuring a culturally sensitive approach. o Provided hands-on, collaborative group sessions for parents and children, enhancing skills in key areas such as empathy, discipline, and understanding developmental milestones. o Engaged Dr. Hector Rivera-Lopez to offer sessions on identifying behavioral/mental health needs, furthering the program’s goal of normalizing mental health discussions within the community. o Distributed the Surviving Parenthood Resource Guide and facilitated access to a wide range of community services, supporting families in navigating various support systems. o Administered the Inventory AAPI "A" and "B" as evaluation tools at the beginning and end of the program, demonstrating improvements in parenting practices and reductions in risk factors associated with child abuse and neglect. B-52 CONTRA COSTA CRISIS CENTER Elaine Cortez Schroth, elainecs@crisis-center.org P.O. Box 3364 Walnut Creek, CA 94598 925 939-1916, x107, www.crisis-center.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of the Contra Costa Crisis Center is to keep people alive and safe, help them through crises, and connect them with culturally relevant resources in the community. PROGRAM: SUICIDE PREVENTION CRISIS LINE a. Scope of Services: • Contra Costa Crisis Center will provide services to prevent suicides throughout Contra Costa County by operating a nationally certified 24-hour suicide prevention hotline. The hotline lowers the risk of suicide by assuring 24-hour access to real time services rendered by a trained crisis counselor who not only assesses suicide and self-harm lethality and provides intervention, but links callers to numerous mental health treatment options. This linkage occurs via referral to culturally relevant mental health services as well as provides real time warm transfer to those services when appropriate. because the hotline operates continuously regardless of time or day, all callers receive timely intervention and access to service when they need it and Immediately upon their request. The Crisis Center’s programs are implemented (including agency program and hiring policies, bylaws, etc.) In a welcoming and intentionally non-discriminatory manner. Much of our outreach activities and staff/volunteer training activities center around increased awareness of myriad mental health issues, as well as mental health services, consumer stigma reduction to increase community comfort at accessing services and in referring those in need. • Key activities include: answering local calls to toll-free suicide hotlines, including a Spanish-language hotline; the Crisis Center will maintain an abandonment rate at or below national standard; assisting callers whose primary language other than English or Spanish through use of a tele-interpreter service; conducting a lethality assessment on each crisis call consistent with national standards; making follow-up calls to persons (with their consent) who are at medium to high risk of suicide with the goal of 99% one- month follow up survival rate; and training all crisis line staff and volunteers in a consistent and appropriate model consistent with AAS (American Association of Suicidology) certification. As a result of these service activities, >99% of people who call the crisis line and are assessed to be at medium to high risk of suicide will be survivors one month later; the Crisis Center will continuously recruit and train crisis line volunteers to a minimum pool of 25 multi-lingual/culturally competent individuals within the contract year, Spanish- speaking counselors will be provided 80 hours per week. • The Crisis Center will provide community outreach and education about how to access crisis services. Priority and vigorous outreach efforts are directed to underserved and hard to reach populations such as youth, elderly, isolated, persons with limited English, LGBQT, etc. and focus changes as community needs emerge and are identified. • The Crisis Center will offer grief support groups and postvention services to the community • The Crisis Center will liaison with the County Coroner to provide referrals for grieving survivors (and mitigating contagion). • In Partnership with County Behavioral Health, the Contra Costa Crisis Center will co- chair the Countywide Suicide Prevention Committee. b. Target Population: Contra Costa County residents in crisis. c. Payment Limit: FY 24-25: $434,375 B-53 d. Number served: FY 20-21: 20,082; FY 21-22: 21,971; FY 22-23: 27,226 e. Outcomes: • FY 22-23: o Exceeded target goals for the operation of 24-hour Crisis & Suicide Hotlines, providing immediate counseling, active listening, emotional support, and referrals to community resources via phone and text. o Successfully recruited and trained a diverse volunteer pool, exceeding the target goal for the number of active call center volunteers with multilingual skills. o Exceeded target goals for Community Outreach & Education by providing 9 free trainings on Suicide Risk Assessment & Intervention to partner service providers and mental health clinicians countywide. o Met target goals for co-chairing Suicide Prevention Coalition monthly meetings, enhancing collaborative efforts for suicide prevention. o Met target goals for processing County Coroner referrals and analyzing suicide data to inform prevention strategies. o Responded to four Postvention/Mobile Grief Response Requests, offering critical support following sudden deaths in schools, businesses, or agencies. o Met target goals for providing Grief Support Groups, enrolling 85 grief clients in services between 07/01/22-06/30/23. o Successfully promoted and implemented the Psychiatric Emergency Follow-Up Program, receiving 73 total referrals and providing follow-up to consenting patients discharged from PES. B-54 COUNSELING OPTIONS PARENT EDUCATION (C.O.P.E.) FAMILY SUPPORT CENTER Natasha Paddock, n.paddock@copefamilysupport.org 3000 Citrus Circle, Ste. 220, Walnut Creek, CA 94598 (925) 689-5811, http://copefamilysupport.org/ GENERAL DESCRIPTION OF THE ORGANIZATION C.O.P.E.’s mission is to prevent child abuse by providing comprehensive support services to strengthen family relationships and bonds, empower parents, encourage healthy relationships, and cultivate nurturing family units to encourage an optimal environment for the healthy growth and development of parents and children through parent education. PROGRAM: POSITIVE PARENTING PROGRAM (TRIPLE P) EDUCATION AND SUPPORT a.Scope of Services: In partnership with First 5 Contra Costa Children and Families Commission and Contra Costa County Behavioral Health Services, C.O.P.E. is funded to deliver Positive Parenting Program classes to parents of children ages 0–17. The C.O.P.E Family Support Center will provide approximately 21 services using the evidence- based Triple P — Positive Parenting Program Level 2 Seminar, Level 3 Primary Care, Level 4 Group, Level 5 Pathways, Level 5 Enhanced, Level 5 Transitions, Level 5 Lifestyle multi-family support groups, at low or no cost to parents of children two to seventeen years of age. The program utilizes an evidence based self-regulatory model that focuses on strengthening the positive attachment between parents and children by building a parent’s capacity for the following five aspects: i.Self-sufficiency - having the ability to use one’s own resources to independently solve problems and decrease reliance on others. ii.Self-efficacy - having the confidence in performing daily parenting tasks. iii.Self-management - having the tools and skills needed to enable change. iv.Personal agency - attributing the changes made in the family to own effort or the effort of one’s child. v.Problem-solving - having the ability to apply principles and strategies, including creating parenting plans to manage current or future problems. All classes are available in Spanish, Arabic, Farsi and/or English. To outreach to the community about the curriculum and benefits of Triple P Parenting, C.O.P.E. provides management briefings, orientation, and community awareness meetings to partner agencies. C.O.P.E. supports and organizes annual trainings for other partnering agencies, including pre-accreditation trainings, fidelity oversight and clinical and peer support to build and maintain a pool of Triple P practitioners. b.Target Population: Contra Costa County parents of children and youth with identified special needs. Our targeted population includes caregivers residing in underserved communities throughout Contra Costa County. c.Payment Limit: FY 24-25: $287,789 d.Number served: FY 20-21: 200; FY 21-22: 217; FY 22-23: 269 e.Outcomes: •FY 22-23: o Successfully completed all contract provisions, ensuring program activities were delivered by accredited B-55 Triple P practitioners. o Offered twenty-two Triple P Positive Parenting Group classes and seminars across West, Central, and Eastern Contra Costa County. o Enrolled 269 individuals in these classes and seminars, exceeding the annual goal. o Trained and accredited 14 new facilitators across various Triple P levels, enhancing the program's capacity to serve families with children from birth to age 18. o Provided extensive case management services, including supportive check-ins and resource referrals, to every enrolled family. o Delivered 21 classes and one seminar throughout the county, utilizing Zoom video-conferencing and in- person meetings to reach English and Spanish speaking communities. o Achieved significant outcomes through pre and post assessments, showing reductions in dysfunctional discipline practices, parental perceptions of disruptive child behavior, and symptoms of depression, anxiety, and stress among parents. o Engaged in a variety of outreach efforts, collaborating with partner agencies and attending meetings to recruit families at risk, and faced challenges such as high demand for classes which required over- enrollment to meet community needs. B-56 FIERCE ADVOCATES (FORMALLY BUILDING BLOCKS FOR KIDS - BBK) Sheryl Lane, slane@fierceadvocates.org 310 9th Street, Richmond, CA 94804, (510) 232-5812, https://www.fierceadvocates.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Fierce Advocates amplifies the voices of parents/caregivers of color and partners with them to advance equitable access and opportunities for all youth to have a quality education and all families to achieve emotional and physical well-being. We realize our goals through healing centered care, leadership development, and parent-led advocacy. Fierce Advocates serves parents and primary caregivers living in West Contra Costa County that primarily represent low-income African- American, Latinx and immigrant populations. PROGRAM: NOT ABOUT ME WITHOUT ME a.Scope of Services: Fierce Advocates, a project of Tides Center, will provide diverse West County households with improved access to mental health education, and mental health support. The Not About Me Without Me prevention and early intervention work addresses MHSA’s PEI goal of providing Prevention services to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. Accordingly, the goals are three-fold: (1) working with families to ensure that they are knowledgeable about and have access to a network of supportive and effective mental health information and services; (2) reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers and children whose risk of developing a serious mental illness is significantly higher than average including cumulative skills- based training opportunities on effective parenting approaches; and, (3) train and support families to self- advocate and directly engage the services they need. This work represents an evolution in our Not About Me Without Me approach to service provision by working toward a coordinated, comprehensive system that will support families in not just addressing mental illness and recovering from traumatic experiences but will fortify them to create community change. This system will continue to put resident interests and concerns at the fore and additionally be characterized by a model that enables organizations to: work more effectively and responsively with underserved residents in the Richmond and West Contra Costa community; improve outcomes; reduce barriers to success; increase provider accountability and create a truly collaborative and healing environment using strategies that are non- stigmatizing and non-discriminatory. b.Target Population: Parents and caregivers and their families living in West Contra Costa County c.Payment Limit: FY 24-25: $255,246 d.Number served: FY 19-20: 336; FY 20-21: 466; FY 21-22: 300 e.Outcomes •FY 22-23: o Coordinated monthly wellness and community engagement activities with community-based organizations, including nature hikes and park clean-ups, to decrease isolation and support community connection. o Expanded the life coaching program to include Latinx women who speak Spanish, providing them with mental wellness support and referrals to culturally competent mental health resources. o Fully re-launched in-person family wellness activities, connecting families to the importance of physical and mental health through cooking classes, exercise, dance classes, and team-building activities. B-57 o Continued offering three sanctuaries for emotional well-being support tailored to men of color, Latinx women, and Black women, providing access to mental health tools, knowledge about well-being resources, and community connections. B-58 FIRST FIVE CONTRA COSTA Liliana Gonzalez, lgonzalez@first5coco.org 1486 Civic Ct, Concord CA 94520. (925) 771-7328, http://www.first5coco.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The mission of First 5 Contra Costa is to foster the optimal development of children, prenatal to five years of age. In partnership with parents, caregivers, communities, public and private organizations, advocates, and county government, First Five supports a comprehensive, integrated set of sustainable programs, services, and activities designed to improve the health and well-being of young children, advance their potential to succeed in school, and strengthen the ability of their families and caregivers to provide for their physical, mental, and emotional growth. PROGRAMS: TRIPLE P POSITIVE PARENTING PROGRAM a. Scope of Services: First Five Contra Costa and Contra Costa Behavioral Health jointly fund the Triple P Positive Parenting Program that is provided to parents of age 0 - 5 children. The intent is to reduce the maltreatment of children by increasing a family’s ability to manage their children’s behavior and to normalize the need for support to develop positive parenting skills. The Triple P program provides timely access to service by placing the classes throughout county and offering classes year-round. The Program has been proven effective across various cultures, and ethnic groups. Triple P is an evidence-based practice that provides preventive and intervention support. First 5 Contra Costa provides over-site of the subcontractor, works closely with the subcontractor on program implementation, identifying, recruiting, and on-boarding new Triple P Practitioners, management of the database, review of outcome measurements, and quality improvement efforts. The partnership is intended to provide outreach for increasing recognition of early signs of mental illness. b. Target Population: Contra Costa County parents of at risk 0–5 children. c. Payment Limit: FY 24-25: $95,704 d. Number Served: FY 20-21: 189; FY 21-22: 193; FY 22-23: 172 e. Outcomes: FY 21-22: o Conducted fifteen Group Triple P classes specifically designed for parents of children ages 0-5, addressing early childhood behavior and development. (Through partnership with C.O.P.E.) o Held both in-person and Zoom classes across the county to enhance accessibility for all families, acknowledging and addressing transportation barriers. o Successfully enrolled 194 parents in Triple P classes, aiming to strengthen parenting skills and family relationships. o Achieved a program completion rate of 89%, with 172 participants graduating from the Triple P Parenting classes. o Conducted outreach efforts that reached 431 parents/caregivers, significantly increasing awareness and enrollment in the program. o Provided additional case management services to 47 families, offering personalized support and resource connections. o Held 13 presentations and briefings for early childhood organizations as part of an outreach strategy to educate about Triple P class offerings. o Added four new Triple P facilitators to the team, expanding the program's capacity to serve more parents of young children. o Implemented strategies to improve service access for underserved populations, including offering classes in English and Spanish and addressing specific community preferences for in-person engagement. o Overcame challenges in reaching Spanish-speaking and Black/African American communities by adapting outreach strategies and utilizing culturally relevant approaches. B-59 FIRST HOPE (CONTRA COSTA H EALTH) Jude Leung, yatmingjude.leung@cchealth.org 391 Taylor Boulevard, Suite 100, Pleasant Hill, CA 94523 925-608-6550, http://www.firsthopeccc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Contra Costa Behavioral Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The First Hope program operates within Contra Costa Behavioral Health’s Children’s System of Care but is a hybrid program serving both children and young adults. PROGRAM: FIRST HOPE: EARLY IDENTIFICATION AND INTERVENTION IN PSYCHOSIS a.Scope of Service: The mission of the First Hope program is to reduce the incidence of psychosis and the secondary disability of those developing a psychotic disorder in Contra Costa County through: •Early Identification of young people between ages 12 and 30 who are showing very early signs of psychosis and are determined to be at risk for developing a serious mental illness. •Engaging and providing immediate treatment to those identified as “at risk”, while maintaining progress in school, work, and social relationships. •Providing an integrated, multidisciplinary team approach including psychoeducation, multi-family groups, individual and family therapy, case management, occupational therapy, supported education and vocation, family partnering, and psychiatric services within a single service model. •Outreach and community education with the following goals: 1) identifying all young people in Contra Costa County who are at risk for developing a psychotic disorder and would benefit from early intervention services; and 2) reducing stigma and barriers that prevent or delay seeking treatment through educational presentations. •In FY 18-19, the program expanded to offer Coordinated Specialty Care (CSC) services to First Episode Psychosis (FEP) young people ages 16-30, and their families, who are within 18 months of their first episode b.Target Population: 12–30-year-old young people and their families c.Total Budget: FY 24-25: $3,893,365 d.Staff: 27 FTE full time equivalent multi-disciplinary staff e.Number served: FY 20-21: 987; FY 21-22: 876; FY 22-23: 983 f.Outcomes: •FY 22-23: o Delivered 19 community outreach presentations and trainings on early psychosis intervention, reaching 146 attendees from various health and community organizations. o Enhanced the program's cultural and linguistic accessibility by hiring a Spanish bilingual Psychiatric Nurse Practitioner, catering specifically to the Latinx community's needs. o Significantly expanded therapy and rehabilitation group offerings to combat social isolation, providing a wide array of support groups including Nature Walk Group, Cognitive Behavioral Social Skills Treatment (CBSST), Dungeons & Dragons, and more. o Reduced the conversion rate to psychosis from 33% to 2%, demonstrating the program's effectiveness in early psychosis intervention. o Incorporated a former First Hope program client as a peer specialist/mentor, leveraging lived experience to enhance program delivery and relatability.. B-60 • Long Term Public Health Outcomes: o Reduce conversion rate from Clinical High-Risk symptoms to schizophrenia. o Reduce incidence of psychotic illnesses in Contra Costa County. o Increase community awareness and acceptance of the value and advantages of seeking mental health care early. B-61 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Beth Limberg, blimberg@hopesolutions.org 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA 94530 (925) 944-2244, https://www.hopesolutions.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: STRENGTHENING VULNERABLE FAMILIES a. Scope of Services: • The Strengthening Vulnerable Families program provides support services at 5 locations. All these locations house vulnerable adults and/or families with histories of homelessness, mental health challenges and/or substance abuse problems. Case management was provided on-site and in-home for all residents requesting this support. Youth enrichment/afterschool programming was provided at all family housing sites. The total number of households offered services under this contract was 286, including the following sites: o Garden Park Apartments (Pleasant Hill) – 27 units permanent supportive housing for formerly homeless families with disabilities o Lakeside Apartments (Concord) – 124 units of affordable housing for low-income families and individuals (including 12 units of permanent supportive housing for formerly homeless residents with disabilities). o Bella Monte Apartments (Bay Point) – 52 units of affordable housing for low- income families and individuals o Los Medanos Village (Pittsburg) – 71 units of affordable housing for low-income families and individuals o MHSA funded housing (Concord, Pittsburg) - 12 residents in 3 houses. • In addition to case management, Hope Solutions also provides property management and maintenance for the 12 units of MHSA housing. • Hope Solutions also agreed to participate with helping to host a community forum on permanent supportive housing during the year. b. Target Population: Formerly homeless/at-risk families and youth. c. Payment Limit: FY 24-25: $438,069 d. Number served: FY 20-21: 367; FY 21-22: 429; FY 22-23: 700 e. Outcomes: FY 22-23: o Implemented strategies to eliminate barriers to accessing services by providing on-site support in affordable housing settings, ensuring full-time availability of case managers and youth enrichment coordinators. o Reduced stigma around mental health needs by integrating culturally aware case management and youth enrichment services, facilitating easier access to a multitude of community services, including mental health treatment. o Achieved an improvement in social functioning among school-aged youth in enrichment programs, with at least 75% expected to show improvement in self-esteem and confidence. o Demonstrated improved family functioning in the realm of self-sufficiency, with at least 75% of families served showing improvement in at least one area of self-sufficiency. B-62 o Ensured stability of housing for program participants, aiming for 95% of households to retain safe, permanent housing. B-63 JAMES MOREHOUSE PROJECT (JMP) (FISCAL SPONSOR BAY AREA COMMUNITY RESOURCES) Jenn Rader, jenn@jmhop.org 540 Ashbury Ave, El Cerrito, CA 94530, (510) 231-1437, http://www.jamesmorehouseproject.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) a. Scope of Services: The James Morehouse Project (JMP), a school health center at El Cerrito High School (fiscal sponsor: BACR), offers access to care and wellness through a wide range of innovative youth development programs for 300 multicultural youth in West Contra Costa County. Through strategic partnerships with community-based agencies, local universities, and county programs, JMP offers three main program areas that include: Counseling & Youth Development, Restorative School-Wide Activities, and Medical & Dental Services. Key activities designed to improve students’ well-being and success in school include: AOD Prevention; Migrations/Journeys (immigration/acculturation); Bereavement Groups (loss of a loved one); Culture Keepers (youth of color leadership); Discovering the Realities of Our Communities (DROC – environmental and societal factors that contribute to substance abuse); Peer Conflict Mediation; and Dynamic Mindfulness. As an on-campus student health center, the JMP is uniquely situated to maximize access and linkage to mental health services for young people from underserved communities. The JMP connects directly with young people at school and provides timely, ongoing, and consistent services to youth on-site. Because the JMP also offers a wide range of youth development programs and activities, JMP space has the energy and safety of a youth center. For that reason, students do not experience stigma around coming into the health center or accessing services. b. Target Population: At-risk students at El Cerrito High School c. Payment Limit: FY 24-25: $120,448 d. Numbers Served: FY 20-21: 328; FY 21-22: 399; FY 22-23: 364 e. Outcomes: FY 22-23: o The James Morehouse Project provided essential mental health and wellness services, demonstrating a robust engagement with 1,064 unique individuals accessing the JMP, which accounted for a significant portion of the school population. o A notable 95% of students engaged in JMP activities reported improvements in various resiliency indicators, reflecting the program's impact on enhancing coping skills and well-being. o Spanish-speaking parents and guardians found a supportive community in Rincón Latino, with 54 participants attending groups, emphasizing the program's inclusive and culturally responsive approach. o The program successfully conducted 19 community outreach presentations/trainings, enriching the educational community's understanding of early intervention and support for mental health issues. o The addition of a Spanish bilingual Psychiatric Nurse Practitioner expanded access to psychiatric services for the Latinx community, addressing linguistic and cultural barriers to care. o By hiring a former client as a peer specialist/mentor, JMP enriched its service model with lived experience, strengthening its client-centered approach. o The program faced challenges in maintaining a stable and supportive school environment due to significant staff turnover, highlighting the importance of continuity and community in fostering a nurturing educational setting.. B-64 JEWISH FAMILY & COMMUNITY SERVICES EAST BAY (JFCS) Fouzia Azizi, fazizi@jfcs-eastbay.org 1855 Olympic Blvd. #200, Walnut Creek, CA 94596 (925) 927-2000, https://jfcs-eastbay.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Rooted in Jewish values and historical experiences, and inspired by the diverse communities the agency serves, JFCS East Bay promotes the well-being of individuals and families by providing essential mental health and social services to people of all ages, races, and religions. Established in 1877, JFCS East Bay’s long tradition of caring directly impacts the lives of approximately 6,000 Alameda and Contra Costa residents each year. The agency provides services in three main program areas: Refugees & Immigrants, Children & Parents, and Adults & Seniors. Woven throughout these services is a comprehensive volunteer program. PROGRAM: COMMUNITY BRIDGES a. Scope of Services: During the term of this contract, Jewish Family & Community Services East Bay will assist Contra Costa Behavioral Health to implement the Mental Health Services Act (MHSA), Prevention and Early Intervention Program “Reducing Risk of Developing Mental Illness” by providing Outreach and Engagement to Underserved Communities with the Community Bridges Program, providing culturally grounded, community- directed mental health education and navigation services to 200 to 300 refugees and immigrants of all ages and sexual orientations in the Afghan, Syrian, Iranian, Iraqi, African, and Russian communities of central Contra Costa County. Prevention and early intervention-oriented program components include culturally and linguistically accessible mental health education; early assessment and intervention for individuals and families; and health and mental health system navigation assistance. Services will be provided in the context of group settings and community cultural events, as well as with individuals and families, using a variety of convenient non-office settings such as schools, senior centers, and client homes. In addition, the program will include mental health training for frontline staff from JFCS East Bay and other community agencies working with diverse cultural populations, especially those who are refugees and immigrants. b. Target Population: Immigrant and refugee families of Contra Costa County at risk for developing a serious mental illness. c. Payment Limit: FY 24-25: $198,291 d. Number served: FY 20-21: 225; FY 21-22: 461; FY 22-23: 203 e. Outcomes: • FY 22-23: o Implemented 2 online trainings on cross-cultural mental health concepts for a wide range of service providers, enhancing their understanding and skills in working with culturally diverse clients. o Hosted 4 online interactive workshops on public health topics for Afghan parents, tailored to address their specific interests and challenges, with efforts to collect feedback and ensure satisfaction. o Facilitated two community-building events, aiming to reduce social isolation among Afghan newcomer families and foster community connections. o Provided individual mental health education sessions via phone to Russian-speaking seniors, adapting the delivery method to their comfort level and ensuring personalized support. B-65 JUVENILE JUSTICE SYSTEM – SUPPORTING YOUTH (CONTRA C OSTA H EALTH) Steve Blum, steven.blum@cchealth.org 202 Glacier Drive, Martinez, CA 94553 (925) 957-2739 GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The staff working to support youth in the juvenile justice system operate within Contra Costa Behavioral Health’s Children’s System of Care. PROGRAM: MENTAL HEALTH PROBATION LIAISON SERVICES (MHPLS) County behavioral health clinicians strive to help youth experiencing the juvenile justice system become emotionally mature and law-abiding members of their communities. Services include: screening and assessment, consultation, therapy, and case management for inmates of the Juvenile Detention Facility and juveniles on probation, who are at risk of developing or struggle with mental illness or severe emotional disturbance. a. Scope of Services: Mental Health Probation Liaison Services (MHPLS) has a team of three mental health probation liaisons stationed at each of the three field probation offices (in East, Central, and West Contra Costa County). The mental health probation liaisons are responsible for assisting youth and families as they transition out of detention settings and return to their communities. Services include: providing mental health and social service referrals, short term case management, short term individual therapy, short term family therapy. Additionally, the mental health probation liaisons are responsible for conducting court- ordered mental health assessments for youth within the county detention system. b. Target Population: Youth in the juvenile justice system in need of mental health support c. Payment Limit: FY 24-25: $455,213 d. Staff: Mental Health Clinical Specialists: 3 probation liaisons e. Number Served: FYs 19-20, 20-21, and 21-22: 300+ f. Outcomes: • FYs 20-21, 21-22, and 22-23: o Help youth address mental health and substance abuse issues that may underlie problems with delinquency. o Increased access to mental health services and other community resources for at risk youth. o Provide referrals, short-term therapy, and short-term case management to help decrease symptoms of mental health disturbance. o Increase family and youth help-seeking behavior; decrease stigma associated with mental illness. o Work with Probation, families, and youth to decrease out-of-home placements and rates of recidivism. o Help youth and families increase problem-solving skills. B-66 LA CLINICA DE LA RAZA Khushboo Asija, kasija@laclinica.org PO Box 22210, Oakland, CA, 94623, (510) 535 2911, https://www.laclinica.org/ GENERAL DESCRIPTION OF THE ORGANIZATION With 35 sites spread across Alameda, Contra Costa, and Solano Counties, La Clínica delivers culturally and linguistically appropriate health care services to address the needs of the diverse populations it serves. La Clínica is one of the largest community health centers in California. PROGRAM: VÍAS DE SALUD AND FAMILIAS FUERTES a. Scope of Services: La Clínica de La Raza, Inc. (La Clínica) will implement Vías de Salud (Pathways to Health) to target Latinos residing in Central and East Contra Costa County with a goal of: a) 3,000 depression screenings; b) 250 assessment and early intervention services provided by a Behavioral Health Specialist to identify risk of mental illness or emotional distress, or other risk factors such as social isolation; and c) 1,250 follow-up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment. La Clínica’s PEI program category is Improving Timely Access to Services for Underserved Populations. Contractor will also implement Familias Fuertes (Strong Families), to educate and support Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. The project activities will include: 1) Screening for risk factors in youth ages 0-18 (750 screenings); 2) 75 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist will be provided to parents/caretakers of children ages 0-18; 3) Three hundred (300) follow up visits with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. The goal is to be designed and implemented to help create access and linkage to mental health treatment, be designed, implemented, and promoted in ways that improve timely access to mental health treatment services for persons and/or families from underserved populations, and be designed, implemented, and promoted using strategies that are non-stigmatizing and non-discriminatory. b. Target Population: Contra Costa County Latino residents at risk for developing a serious mental illness. c. Payment Limit: FY 24-25: $328,402 d. Number served: FY 20-21: 845; FY 21-22: 799; FY 22-23: 896 e. Outcomes: • FY 22-23 Vías de Salud: o Vías de Salud exceeded its targets by conducting 9,164 depression and anxiety screenings, providing a clear indication of the high demand and necessity for such services within the community. o The program further excelled by delivering 1,496 assessments and early intervention services, addressing the critical need for early identification of mental health issues. o With 6,025 follow-up support/brief treatment services, Vías de Salud ensured ongoing care and support for adults facing mental health challenges. • FY 22-23 Familias Fuertes: o Familias Fuertes, focused on youth and families, surpassed expectations by providing 1,126 screenings for risk factors in youth, demonstrating a proactive approach to identifying potential issues early on. o Through 777 assessments for parents and caregivers, Familias Fuertes equipped families with the tools and knowledge needed to support their children's mental and emotional well-being. o The program also made significant strides in offering comprehensive support by conducting 1,131 B-67 follow-up visits with children and families, providing valuable psycho-education and brief treatment services. B-68 LAO FAMILY COMMUNITY DEVELOPMENT (LFCD) Kathy Rothberg, krothberg@lfcd.org 1865 Rumrill Blvd. Suite #B, San Pablo, CA 94806, (510) 215-1220, https://lfcd.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1980, Lao Family Community Development, Inc. (LFCD) annually assists more than 15,000 diverse refugee, immigrant, limited English, and low-income U.S. born community members in achieving long-term financial and social self-sufficiency. LFCD operates in 3 Northern California counties delivering timely, linguistically, and culturally appropriate services using an integrated service model that addresses the needs of the entire family unit, with the goal of achieving self-sufficiency in one generation. PROGRAM: HEALTH AND WELL-BEING FOR ASIAN FAMILIES a.Scope of Services: Lao Family Community Development, Inc. provides a comprehensive and culturally sensitive Prevention and Early Intervention Program that combines an integrated service system approach for serving underserved Asian and Southeast Asian adults throughout Contra Costa County. The program activities designed and implemented include: comprehensive case management; evidence based educational workshops using the Strengthening Families Curriculum; and peer support groups. Strategies used reflect non- discriminatory and non-stigmatizing values. We will provide outreach, education, and support to a diverse underserved population to facilitate increased development of problem-solving skills, increase protective factors to ensure families emotional well-being, stability, and resilience. We will provide timely access, referral, and linkage to increase client’s access to mental health treatment and health care providers in the community based, public, and private system. LFCD provides in language outreach, education, and support to develop problem solving skills, and increase families’ emotional well-being and stability, and help reduce the stigmas and discriminations associated with experiencing mental health. The staff provides a client centered, family focused, strength-based case management and planning process, to include home visits, brief counseling, parenting classes, advocacy, and referral to other in-house services such as employment services, financial education, and housing services. These services are provided in clients’ homes, other community- based settings, and the offices of LFCD in San Pablo. b.Target Population: South Asian and Southeast Asian Families at risk for developing serious mental illness. c.Payment Limit: FY 24-25: $222,888 d.Number served: FY 20-21: 126; FY 21-22: 127; FY 22-23: 127 e.Outcomes: FY 22-23: o Completed 127 Pre LSNS assessments and Post LSNS assessments, showing an average progression that strongly correlated with the level of participation in monthly social peer support groups' activities and workshops. o Achieved a high satisfaction rate among participants, with 94% satisfied and 6% somewhat satisfied with the program services. o Conducted 13 workshops, engaging 183 participants, and 13 peer support groups with 163 participants participating, illustrating the program's capacity to foster community and individual resilience. o Organized 4 social gatherings, with a total of 255 participants, and 19 community outreach events, reaching 853 clients, highlighting the program's expansive reach and ability to engage the community effectively. o Ensured timely access to a wide range of services, including mental health care, legal assistance, and health insurance navigation, by escorting high-barrier clients to essential appointments and facilitating warm handoffs to service providers. o Utilized a variety of evaluation tools, including activity evaluation forms and a general program evaluation form, to continuously assess and improve program services based on participant feedback. B-69 THE LATINA CENTER Miriam Wong, mwong@thelatinacenter.org 3701 Barrett Ave #12, Richmond, CA 94805, (510) 233-8595, https://thelatinacenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Latina Center is an organization of and for Latinas that strive to develop emerging leaders in the San Francisco Bay Area through innovative training, support groups and leadership programs. The mission of The Latina Center is to improve the quality of life and health of the Latino Community by providing leadership and personal development opportunities for Latina women. PROGRAM: OUR CHILDREN FIRST/PRIMERO NUESTROS NIÑOS a. Scope of Services: The Latina Center (TLC) provides culturally and linguistically specific parenting education and support to at least 300 Latino parents and caregivers in West Contra Costa County that 1) supports healthy emotional, social, and educational development of children and youth ages 0-15, and 2) reduces verbal, physical and emotional abuse. The Latina Center enrolls primarily low- income, immigrant, monolingual/bilingual Latino parents and grandparent caregivers of high-risk families in a 12-week parenting class using the Systematic Training for Effective Parenting (STEP) curriculum or PECES in Spanish (Padres Eficaces con Entrenamiento Eficaz). Parent Advocates are trained to conduct parenting education classes, and Parent Partners are trained to offer mentoring, support, and systems navigation. TLC provides family activity nights, creative learning circles, cultural celebrations, and community forums on parenting topics. b. Target Population: Latino Families and their children in West County at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $142,666 d. Number served: FY 20-21: 309; FY 21-22: 291; FY 22-23: 293 e. Outcomes: • FY 22-23: o Made over 3,200 outreach calls, resulting in 387 registrations for parenting classes. Out of these, 189 participants took part in the classes, and 54 parents completed all sessions and graduated. o Formed 21 parent groups for the classes, with 18 conducted on Zoom and 3 in person, demonstrating adaptability to participant needs and preferences. o Hosted 5 workshops on various mental health topics, reaching 82 participants through Zoom and Facebook live broadcasts, evidencing an effective use of digital platforms to engage the community. o Offered a stress management program to 3 groups, totaling 22 participants, covering anxiety and stress control, emotional awareness, and self-care strategies. o Provided referrals to a Mental Health Coach for clients needing specialized mental health support, highlighting a tailored approach to individual needs. o Addressed several challenges, including participation rates and logistical issues with class venues, through diligent follow-up and community collaboration.. B-70 LIFELONG MEDICAL CARE Brenda Goldstein, bgoldstein@lifelongmedical.org 2344 6th Street, Berkeley, CA 94710 (510) 981-4156, https://www.lifelongmedical.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1976, LifeLong Medical Care (LifeLong) is a multi-site safety-net provider of comprehensive medical, dental, behavioral health and social services to low-income individuals and families in West Contra Costa and Northern Alameda counties. In 2017, LifeLong provided approximately 300,000 health care visits to 61,000 people of all ages and cultural backgrounds. PROGRAM: SENIOR NETWORK AND ACTIVITY PROGRAM (SNAP) a. Scope of Services: LifeLong’s PEI program, SNAP, brings therapeutic drama, art, music, and wellness programs to isolated and underserved primarily African American older adults living in Richmond. SNAP encourages lifelong learning and creativity, reduces feelings of depression and social isolation, and connects consumers with mental health and social services as needed. All services are designed with consumer input to promote feelings of wellness and self-efficacy, reduce the effects of stigma and discrimination, build community connections, and provide timely access to underserved populations who are reluctant or unable to access other mental health and social services. SNAP provides services on-site at three low-income housing locations in West County, including weekly group activities, one-on-one check-ins, and case management. Activities vary based on consumer interests, but may include choir, theater, art, board games, word games, special events, and holiday celebrations. Services also include quarterly outings, screening for depression and isolation, information and referral services, and outreach to invite participation in group activities and develop a rapport with residents. Services are designed to improve timely access to mental health treatment services for persons and/or families from underserved populations, utilizing strategies that are non- stigmatizing and non-discriminatory. The expected impact of these services includes: reducing isolation and promoting feelings of wellness and self- efficacy; increasing trust and reducing reluctance to revealing unmet needs or accepting support services; decreasing stigma and discrimination among underserved populations; and improving quality of life by reducing loneliness and promoting friendships and connections with others. b. Target Population: Seniors in low-income housing projects at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $153,089 d. Number served: FY 20-21: 106; FY 21-22: 137; FY 22-23: 175 e. Outcomes: • FY 22-23: o Initiated a new service at St. John Apartments, expanding their reach and providing social services to a broader older adult population. o Established a resident council at Harbour to improve communication and advocacy for quality-of- life enhancements. o Organized Health & Wellness events across Nevin, Harbour, and Friendship locations to promote physical, mental, and spiritual health. o Aided a Nevin Plaza resident with healthcare navigation for cardiac surgery, demonstrating their commitment to individual health needs. o Adapted to the logistical challenges of building renovations and management changes at Nevin Plaza by providing group education and increasing one-on-one visits. B-71 MENTAL HEALTH CONNECTIONS HOUSE (FORMERLY PUTNAM CLUBHOUSE) Jane Fischberg, jane@mentalhealthconnectionsca.org 3024 Willow Pass Rd #230, Concord CA 94519 (925) 691-4276, (510) 926-0474, https://mentalhealthconnectionsca.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Mental Health Connections provides a safe, welcoming place, where participants (called members), recovering from mental illness, build on personal strengths instead of focusing on illness. Members work as colleagues with peers and a small staff to maintain recovery and prevent relapse through work and work-mediated relationships. Members learn vocational and social skills while doing everything involved in running The Clubhouse. PROGRAM: PREVENTING RELAPSE OF INDIVIDUALS IN RECOVERY a.Scope of Services: i.Project Area A: Mental Health Connections’ peer-based programming helps adults recovering from psychiatric disorders access support networks, social opportunities, wellness tools, employment, housing, and health services. The work-ordered day program helps members gain prevocational, social, and healthy living skills as well as access vocational options within Contra Costa. The Clubhouse teaches skills needed for navigating/accessing the system of care, helps members set goals (including educational, vocational, and wellness), provides opportunities to become involved in stigma reduction and advocacy. Ongoing community outreach is provided throughout the County via presentations and by distributing materials, including a brochure in both English and Spanish. The Young Adult Initiative provides weekly activities and programming planned by younger adult members to attract and retain younger adult members in the under-30 age group. Mental Health Connections helps increase family wellness and reduces stress related to caregiving by providing respite through Clubhouse programming and by helping Clubhouse members improve their independence. ii.Project Area B: Mental Health Connections assists the Office for Consumer Empowerment (OCE) by providing career support through hosting Career Corner, an online career resource for mental health consumers in Contra Costa County and holding countywide career workshops. iii.Project Area C: Mental Health Connections assists Contra Costa County Behavioral Health in several other projects, including organizing community events and by assisting with administering consumer perception surveys. iv.Project Area D: Mental Health Connections assists Contra Costa County Behavioral Health in implementing the Portland Identification and Early Referral (PIER) program for individuals at risk of psychosis, First Hope, by providing logistical and operational support. b.Target Population: Contra Costa County residents with identified mental illness and their families. c.Payment Limit: FY 24-25: $853,405 d.Number served: FY 20-21: 505; FY 21-22: 326; FY 22-23: 328 e.Outcomes: •FY 22-23: o Achieved an increase in membership activity, serving 328 unduplicated members, surpassing the target of 300 and contributing to a total of 42,425 hours of engagement in Clubhouse programming. o Exceeded enrollment targets for new Clubhouse members, with 72 new members participating in Clubhouse activities, notably including 53 young adults aged 18 to 25 years. o Hosted a significant number of activities specifically tailored for young adults, with 53 activities conducted, demonstrating a strong focus on this demographic. o Provided 10,996 meals to members at the Clubhouse, ensuring nutritional support and social engagement. o Offered comprehensive transportation support with 671 rides provided to members for various essential purposes. B-72 o Executed 283 in-home outreach visits, adapting service delivery to meet member needs outside the traditional Clubhouse setting. o Published 42 blog postings on the Career Corner Blog and conducted 39 career workshops, greatly exceeding the target and supporting members' vocational aspirations. o Celebrated member achievements and community connections through significant events, including the SPIRIT graduation and community partners picnics and holiday parties, enhancing social cohesion and recognition of member successes. o Conducted targeted outreach efforts, achieving remarkable engagement and recruitment results, including the successful recruitment of 248 parents for Parent Groups, and the delivery of Home-Based Support to 57 families. o Demonstrated high levels of satisfaction and positive outcomes among members and caregivers, with significant improvements in independence, well-being, peer interactions, and access to mental health resources. B-73 OFFICE FOR CONSUMER EMPOWERMENT (OCE) (CONTRA C OSTA HEALTH) Jennifer Tuipulotu, Jennifer.Tuipulotu@cchealth.org 1340 Arnold Drive, Suite 200, Martinez, CA 94553, (925) 957-5206 GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Consumer Empowerment is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: REDUCING STIGMA AND DISCRIMINATION a. Scope of Services • The OCE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness • The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other drug services within the Behavioral Health Services Division. In addition, OCE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. • The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. • The OCE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. • Staff provides outreach and support to peers and family members to enable them to actively participate in various committees and sub-committees throughout the system. These include the Mental Health Commission, the Consolidated Planning and Advisory Workgroup and sub-committees, and Behavioral Health Integration planning efforts. Staff provides mentoring and instruction to consumers who wish to learn how to participate in community planning processes or to give public comments to advisory bodies. b. Target Population: Participants of public mental health services, their families, and the public. c. Total MHSA Funding for FY 24-25: $260,985 d. Staff: Three e. Number Served: FY 20-21: 1336; FY 21-22: 485; FY 22-23:738 f. Outcomes: • FY 22-23: o Social Inclusion: B-74 • Facilitated 11 monthly committee meetings and 11 monthly planning sessions including participation from 58 community members (duplicated). • Committee members, in addition to OCE support staff, engaged in tabling and outreach at 11 community events, interacting with 585 members of the public while sharing mental health resources and information on reducing stigma o WRAP: • County-employed Advanced Level Facilitators, in coordination with OCE, facilitated 3 WRAP Seminar II trainings with 37 participants representing staff from county-operated programs and community-based organizations. Participants obtained training on facilitating WRAP in group settings. • County-employed WRAP Facilitators, in coordination with OCE, facilitated 9 WRAP Seminar I trainings with a total of 77 participants, including SPIRIT 2023 students and clients from East and Central County Adult Behavioral Health, as well as Forensic Mental Health. Participants learned how to complete their own personal Wellness Recovery Action Plan. • 1 on 1 WRAP facilitation with 8 clients at East County Adult Behavioral Health, in coordination with OCE. o Overcoming Transportation Barriers (OTB) Flex Funds: • Processed 10 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. B-75 PEOPLE WHO CARE (PWC) CHILDREN ASSOCIATION Constance Russell, Russell@pwccassociation.org 2231 Railroad Ave, Pittsburg, 94565 (925) 427-5037, http://www.peoplewhocarechildrenassociation.org/ GENERAL DESCRIPTION OF THE ORGANIZATION People Who Care Children Association has provided educational, vocational and employment training programs to young people ages 12 through 21 years old, since 2001. Many are at risk of dropping out of school and involved with, or highly at risk of entering, the criminal juvenile justice system. The mission of the organization is to empower youth to become productive citizens by promoting educational and vocational opportunities, and by providing training, support and other tools needed to overcome challenging circumstances. PROGRAM: PWC AFTERSCHOOL PROGRAM a. Scope of Services: Through its After School Program, People Who Care (PWC) will provide Prevention services through providing work experience for 200+ multicultural at-risk youth residing in the Pittsburg/Bay Point and surrounding East Contra Costa County communities, as well as programs aimed at increasing educational success among those who are either at- risk of dropping out of school or committing a repeat offense. Key activities include job training and job readiness training, mental health support and linkage to mental health counseling, as well as civic and community service activities. b. Target Population: At risk youth with special needs in East Contra Costa County. c. Payment Limit: FY 24-25: $407,581 d. Number served: FY 20-21: 140; FY 21-22: 130; FY 22-23: 220 e. Outcomes: • FY 22-23: o Successfully provided green jobs, financial literacy, and vocational training to 150-200 students in the Clinical Success After-school Program. o Offered incentives for student participation in green jobs/financial literacy programs, enhancing engagement and learning outcomes. o Conducted classes and projects both at the program site and in community locations, expanding the reach and impact of services. o Employed a part-time mental health clinician intern and a full-time Licensed Therapist to provide comprehensive clinical services to clients and their families. o Established a Memorandum of Understanding with Pittsburg Unified School District to extend clinical services to students in need on and off school sites. o Served 220 unduplicated at-risk clients, offering programs to build self-esteem, cope with trauma, and prevent further psychological issues or criminal activities. o Facilitated mental health preventative services for 53 clients and families, addressing depression and anxiety through clinical support. o Incentivized 22 clients in the Entrepreneurial Training Program, covering key business skills over a four-week period. o Engaged clients in the Green Jobs Training Program in partnership with the East Bay Regional Park District, focusing on environmental justice and sustainability. o Supported 106 clients to complete 3,036 hours of volunteering at community events, enhancing their civic engagement and community service experience. B-76 RAINBOW COMMUNITY CENTER Nicole Lapointe, nicole@rainbowcc.org 2118 Willow Pass Rd, Concord, CA 94520. (925) 692-0090, https://www.rainbowcc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Rainbow Community Center of Contra Costa County builds community and promotes well-being among Lesbian, Gay, Bisexual, Transgender, Queer, and Questioning (LGBTQ) people and our allies. Services are provided in our main office in Concord, our satellite location in West County, and in East County by arrangements with partner organizations. PROGRAMS: OUTPATIENT BEHAVIORAL HEALTH AND TRAINING, AND COMMUNITY-BASED PREVENTION AND EARLY INTERVENTION a. Scope of Services: i. Outpatient Services: Rainbow works with LGBTQ mental health consumers to develop a healthy and un- conflicted self-concept by providing individual, group, couples, and family counseling, as well as case management and linkage/brokerage services. Services are available in English, Spanish, and ii. Pride and Joy: Three-tiered prevention and early intervention model. Tier One: outreach to hidden groups, isolation reduction and awareness building. Tier Two: Support groups and services for clients with identified mild to moderate mental health needs. Tier Three: Identification and linkage of clients with high levels of need and who require system navigation support. Services are aimed at underserved segments of the LGBTQ community (seniors, people living with HIV, and community members with unrecognized health and mental health disorders). iii. Youth Development: Three tiered services (see above) aimed at LGBTQ youth as a particularly vulnerable population. Programming focuses on building resiliency against rejection and bullying, promoting healthy LBGTQ identity, and identifying and referring youth in need of higher levels of care. Services are provided on-site and at local schools. iv. Inclusive Schools: Community outreach and training involving school leaders, staff, parents, CBO partners, faith leaders and students to build acceptance of LGBTQ youth in Contra Costa County schools, families, and faith communities. b. Target Population: LGBTQ community of Contra Costa County who are at risk of developing serious mental illness. c. Payment Limit: FY 24-25: $887,288 d. Number served: FY 20-21: 677; FY 21-22: 547; FY 22-23: 508 e. Outcomes: • FY 22-23: o Expanded mental health care access and linkage for the BIPOC LGBTQIA+ community, focusing on early intervention and prevention services. o Witnessed an increase in trans and nonbinary youth accessing programs, enhancing their support and resources. o Improved mental health care linkage, reducing wait times for clients seeking services. o Implemented harm reduction strategies, catering to clients' diverse needs and promoting safer practices. o Re-engaged clients with social and support groups, fostering community connections and reducing isolation. o Broadened internship opportunities, increasing clinical service provision and supporting professional Portuguese. B-77 development. o Adopted non-stigmatizing and non-discriminatory strategies, ensuring services are accessible and respectful to all. o Noticed an increase in substance use among clients, prompting a focus on relevant support and intervention services. B-78 RYSE CENTER Kanwarpal Dhaliwal, Kanwarpal@rysecenter.org 205 41st Street, Richmond. CA 94805 (925) 374-3401, https://rysecenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION RYSE is a youth center in Richmond that offers a wide range of activities, programs, and classes for young people including media arts, health education, career and educational support, and youth leadership and advocacy. RYSE operates within a community behavioral health model and employs trauma informed and healing centered approaches in all areas of engagement, including one-on-one, group and larger community efforts. In these areas, RYSE focuses on the conditions, impact, and strategies to name and address community distress, stigma, and mental health inequities linked to historical trauma and racism, as well as complex, chronic trauma. This focus enables RYSE to provide culturally relevant, empathetic, and timely community mental health and wellness services, resources, and supports across all our program areas and levels of engagement. PROGRAM: SUPPORTING YOUTH a.Scope of Services: i.Trauma Response and Resilience System (TRRS): Develop and implement Trauma and Healing Learning Series for key system partners, facilitate development of a coordinated community response to violence and trauma, evaluate impact of trauma informed practice, provide critical response and crisis relief for young people experiencing acute incidents of violence (individual, group, and community-wide). ii.Health and Wellness: Support young people (ages 13 to 21) from the diverse communities of West County to become better informed (health services) consumers and active agents of their own health and wellness, support young people in expressing and addressing the impact of stigma, discrimination, and community distress; and foster healthy peer and youth-adult relationships. Activities include mental health counseling and referrals, outreach to schools, workshops and ‘edutainment’ activities that promote inclusion, healing, and justice, youth assessment and implementation of partnership plans (Chat it Up Plans). iii.Inclusive Schools: Facilitate collaborative work with West Contra Costa schools and organizations working with and in schools aimed at making WCCUSD an environment free of stigma, discrimination, and isolation for LGBTQ students. Activities include assistance in provision of LGBT specific services, conducting organizational assessments, training for adults and students, engaging students in leadership activities, and providing support groups at target schools, etc. b.Target Population: West County Youth at risk for developing serious mental illness. c.Payment Limit: FY 24-25: $571,648 d.Number served: FY 20-21: 255; FY 21-22: 340; FY 22-23: 701 e.Outcomes: •FY 22-23: o Enhanced mental health and wellness support at RYSE, with 96% of youth feeling safe, and established strong linkages with local schools to extend youth-centered resources. o Maintained high levels of youth engagement and satisfaction, with positive feedback on belonging, peer relationships, and emotional well-being across diverse groups. o Addressed interpersonal and systemic crises impacting youth, coordinating comprehensive care and identifying restorative solutions. o Transitioned to a new campus designed by and for youth, significantly increasing youth engagement in programming, services, and community events. B-79 o Implemented COVID-19 safety protocols aligned with racial and disability justice, supporting impacted youth with measures that prioritize their health and safety. o Launched peer-led workshops and community events, fostering a supportive environment for creative expression, leadership development, and community building. o Provided individual counseling and case management, offering tailored support for mental health, education, career, and legal needs, ensuring accessible and culturally competent care. o Engaged in impactful community collaborations, including initiatives to address youth homelessness and support legal needs, enhancing community care and support. B-80 STAND! FOR FAMILIES FREE OF VIOLENCE Rhonda James, rhondaj@standffov.org 1410 Danzig Plaza #220, Concord, CA 94520, (925) 676-2845, http://www.standffov.org/ GENERAL DESCRIPTION OF THE ORGANIZATION STAND! For Families Free of Violence is a provider of comprehensive domestic violence and child abuse services in Contra Costa County, offering prevention, intervention, and treatment programs. STAND! builds safe and strong families through early detection, enhanced support services, community prevention and education, and empowerment to help individuals rebuild their lives. STAND! enlists the efforts of residents, organizations, and institutions, all of whom are partners in ending family violence. STAND! is a founding member of the "Zero Tolerance for Domestic Violence Initiative", a cross-sector organization working for fifteen years to help end domestic violence, sexual assault, and childhood exposure to violence. PROGRAM: “EXPECT RESPECT” AND “YOU NEVER WIN WITH VIOLENCE” a. Scope of Services: STAND! provides services to address the effects of teen dating violence/domestic violence and helps maintain healthy relationships for at-risk youth throughout Contra Costa County. STAND! uses two evidence-based, best-practice programs: “Expect Respect” and “You Never Win with Violence” to directly impact youth behavior by preventing future violence and enhancing positive mental health outcomes for students already experiencing teen dating violence. Primary prevention activities include educating middle and high school youth about teen dating through the ‘You Never Win with Violence’ curriculum, and providing school personnel, service providers and parents with knowledge and awareness of the scope and causes of dating violence. The program strives to increase knowledge and awareness around the tenets of a healthy adolescent dating relationship. Secondary prevention activities include supporting youth experiencing, or at- risk for teen dating violence by conducting 20 gender-based, 15-week support groups. Each school site has a system for referring youth to the support groups. As a result of these service activities, youth experiencing or at-risk for teen dating violence will demonstrate an increased knowledge of: 1) the difference between healthy and unhealthy teen dating relationships, 2) an increased sense of belonging to positive peer groups, 3) an enhanced understanding that violence does not have to be “normal”, and 4) an increased knowledge of their rights and responsibilities in a dating relationship. b. Target Population: Middle and high school students at risk of dating violence. c. Payment Limit: FY 24-25: $156,982 d. Number served: FY 20-21: 743; FY 21-22: 649; FY 22-23: 1132 e. Outcomes: • FY 22-23: o Educated 750 youth on teen dating violence through primary prevention activities. o Trained 60 school personnel and community members on the nuances of dating violence and healthy relationships. o Conducted 16 gender-based support groups, reaching 200 at-risk youth. o Provided linkage to mental health services, addressing the heightened need for support. o Adapted to challenges in school resource availability, ensuring continued engagement with students. o Implemented a new data management system to enhance outcome tracking and reporting. o Strengthened community ties and referral networks through active participation in local events and schools. o Offered a comprehensive support ecosystem, including counseling and crisis intervention services. B-81 VICENTE MARTINEZ HIGH SCHOOL - MARTINEZ UNIFIED SCHOOL DISTRICT Patty O'Malley, pomalley@martinez.k12.ca.us 925 Susana Street, Martinez, CA 94553 (925) 335-5880, http://vmhs-martinez-ca.schoolloop.com/ GENERAL DESCRIPTION OF THE ORGANIZATION The PEI program at Vicente Martinez High School and Briones School (co-located on the same campus) offers an integrated mental health focused experience for 10th-12th grade at- risk students of all cultural backgrounds. Students are provided a variety of experiential and leadership opportunities that support social, emotional, and behavioral health, career exposure and academic growth while also encouraging, linking, and increasing student access to direct mental health services. PROGRAM: VICENTE MARTINEZ HIGH SCHOOL & BRIONES SCHOOL a. Scope of Services: Vicente Martinez High School and Briones School provide students of all cultural backgrounds an integrated, mental health focused, learning experience. Key services include student activities that support: o individualized learning plans o mindfulness and stress management interventions o team and community building o character, leadership, and asset development o place-based learning, service projects that promote hands-on learning and intergenerational relationships o career-focused exploration, preparation, and internships o direct mental health counseling o timely access and linkage to direct mental health counseling Services support achievement of a high school diploma, transferable career skills, college readiness, post- secondary training and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. All students also have access to a licensed Mental Health Counselor for individual and group counseling. Students enrolled in Vicente and Briones have access to the variety of programs/services that meet their individual learning goals. Classes have a maximum of 23 students and are led by teachers and staff who have training in working with at-risk students and using restorative justice techniques. Students regularly monitor their own progress through a comprehensive advisory program designed to assist them in becoming more self- confident through various academic, leadership, communication, career, and holistic health activities. b. Target Population: At-risk high school students in Central County c. Payment Limit: FY 24-25: $211,105 d. Number served: FY 20-21: 125; FY 21-22: 125; FY 22-23: 49 e. Outcomes: • FY 22-23: o Conducted prevention activities, educating 750 middle and high school students on teen dating violence. o Trained 60 school personnel, service providers, and parents on dating violence and healthy relationships. o Offered secondary prevention to 200 youth at risk for teen dating violence through 16 gender-based support groups. o Engaged students and staff at five high schools in West Contra Costa County, focusing on teen dating B-82 violence and healthy relationships. o Utilized tabling events and direct outreach to compensate for limited classroom presentations due to school staffing challenges. o Transitioned to a robust data management system for improved tracking of program outcomes and participant demographics. o Maintained strong connections with school staff for referrals and supported community incidents with individual support. o Provided mental health counseling referrals within STAND! and to external community programs for comprehensive support. o Actively participated in community events for Teen Dating Violence Awareness Month, advocating for prevention funding and raising awareness. B-83 WE CARE SERVICES FOR CHILDREN Pete Caldwell, pcaldwell@wecarechildren.org 2191 Kirker Pass Road, Concord, CA 94521 (925) 671-0777, https://www.wecarechildren.org/ GENERAL DESCRIPTION OF THE ORGANIZATION We Care Services for Children was founded 62 years ago in Contra Costa County, California, by parents of children with developmental and cognitive disabilities in response to a lack of appropriate services in their community. These parents understood the unique and complex needs of at-risk children and forged an agency that has since evolved to address a wide range of developmental and mental health concerns – all while keeping focus on each family and its specific strengths. Today, We Care supports the unique mental health, developmental, and educational needs of disadvantaged children up to age 5 through an array of effective, research-based therapies. Embedded in We Care’s programs are developmentally, linguistically, and culturally appropriate activities helping provide each child with the best possible start to his or her life. PROGRAM: EVERYDAY MOMENTS/LOS MOMENTOS COTIDIANOS f. Scope of Services: The Everyday Moments/Los Momentos Cotidianos programming for families with children ages 0-5 includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment, as described below: Component 1: Family Engagement and Outreach. First 5 Contra Costa will develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities (as described below in Components 2 and 3) by tapping the power of word-of-mouth and trusted community supports. The First 5 communications team will develop marketing assets, including a flyer, a texting template, and other materials as needed, with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging will help reduce stigma and foster understanding that early childhood mental health can be about healthy child development in the context of everyday relationships with trusted caregivers. First 5 will share these assets with its community contacts and networks, and ECPIC members and partners will reach out to their community contacts as well. ECPIC members will conduct collaboration with community providers such as pediatricians and public health nurses and reach out to families through community “hubs” such as the First 5 Centers and primary care clinics as well as through Family Partners and Peer Supports, faith-based organization, and other trusted community supports. Component 2: Early Childhood Mental Health Home-Based Support. This component, Everyday Moments/Los Momentos Cotidianos Home-Based Support, will provide trauma-informed care and education to support families, guardians and caregivers in their home or community environments. Home-Based Support will provide a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component will focus on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services will be provided in multiple languages, using culturally relevant supports wherever feasible. Applicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) will be carefully observed. Services in this Component will be provided by ECMHP in West, We Care in Central, and Lynn Center in East County. B-84 “Meeting the child and family where they are,” in home and community settings and/or at home via telehealth during the covid crisis, Home-Based Support will provide non-didactic developmental guidance and encouragement to caregivers as they are engaging with their child in their home environment during “everyday moments” of interaction. Caregivers will be supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma- informed Early Childhood Mental Health provider. This approach will enable an individualized, trauma- informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support early childhood social-emotional development and resilience. Families who participate in Los Momentos Cotidianos/Everyday Moments Home-Based Support will each receive a Welcome Bag with activities for parents and children to participate in, related to the programming (provided to families at the first session), and a graduation certificate and gift card (provided to families who attend all 10 sessions). If more than 99 families request to participate in the program, the three agencies will provide all families above that number with a packet of psychoeducational materials about how caregivers can support their children’s social-emotional development and mental health in everyday moments of interaction, in either English or Spanish, and offer referral to the suite of early childhood mental health services offered by each agency. Component 3: Parenthood Education and Empowerment Component. This component, the Everyday Moments/Los Momentos Cotidianos Parent Groups/Grupos de Padres will provide non-pathologizing opportunities for parents/caregivers to gather (or via video during the covid crisis) around topical subjects related to parenting babies and young children. The groups will provide trauma-informed education and peer support opportunities to support families, guardians and caregivers to learn about Early Childhood Mental Health and social-emotional development, to be empowered in their caregiving role alongside their parent peers in the community, and to learn about protective factors that will strengthen their children’s resilience. This component will provide services in multiple languages and use culturally relevant supports wherever feasible. Recognizing that caregivers have very full plates, a core piece of Component 3 will be acknowledging the time and energy it takes to participate in the Parent Groups/Grupos de Padres, so we will be providing meal vouchers to all parents who attend as an incentive and thank you. The groups will be limited to 10 attendees per group to facilitate group interaction and will be conducted in person at the C.O.P.E. Family Support Center, or via online video during the Covid-19 crisis. The Parent Groups/Grupos de Padres component will be based on one of the group intervention models (Discussion Groups) within the Triple P - Positive Parenting Program System which helps parents learn strategies to promote social competence and self-regulation in children as well as decrease problem behavior. Parents set personal goals, develop their own parenting plans, and learn to use positive parenting strategies to encourage children to learn the skills and competencies they need. The Parent Groups/Grupos de Padres sessions cover commonly encountered problems such as disobedience, fighting and aggression, and managing situations such as shopping with children and bedtime. Parents are actively involved throughout the 1.5 - 2 hour small group format discussions, and are encouraged to independently implement parenting plans generated during each session and apply new parenting skills to other problems that may arise. g. Target Population: Families with children ages 0-5 h. Payment Limit: FY 24-25: $137,917 i. Number served: FY 21-22: 234; FY 22-23: 333 j. Outcomes: • FY 21-22: B-85 o We Care, C.O.P.E., First 5, Early Childhood, and Lynn Center completed all provisions of the 2021-22 contract, and worked together well as part of an Early Childhood Mental Health collaborative. o Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. o Family Engagement & Outreach: •Goal: Recruit minimum number of 299 parents •Actual: 420 parents were recruited; 4400 were contacted. •Goal: Recruit 200 parents for Parent Groups •Actual: 388 parents were recruited; 190 participated •Goal: Recruit 99 parents for Home-Based Services •Actual: 32 parents were recruited; 22 participated o Parent Groups: •Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) •Actual: 388 parents were recruited; 190 participated in Parent Groups held by zoom 2 X per month. Groups were provided in English and Spanish in East, West, and Central regions of the County. •Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. •Actual: 95.5% Intend to use or follow the parenting advice received; 90% learned what to do to help their child gain new skills and improved behavior; 86% Obtained information about questions they had about parenting. o Home-Based Support: •Goal: Contractor will provide Home-Based Support services for up to 10 sessions per family (maximum 99 participants) •Actual: 32 parents were recruited; 22 participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County, with an average number of 4.95 sessions requested by parents. 15% of parents requested the full 10 sessions of services. A total of 109 Home-Based Support sessions were provided to caregiver-child dyads during the reporting period. •Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self-efficacy beliefs and perceptions of their child’s behaviors. 80% of participating parents will report improvements in parenting self-efficacy beliefs and perception of child’s behaviors. •Actual: For 97% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 89% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). •FY 22-23: o Collaborated effectively as part of an Early Childhood Mental Health collaborative, completing all provisions of the contract. o Provided program activities through staff trained in Triple P Parent Groups and Home-Based Support, emphasizing quality service. o Exceeded goals in Family Engagement & Outreach, recruiting 322 parents and contacting thousands, surpassing the recruitment target of 299 parents. o Conducted 25 Community Groups in English and Spanish, with 219 parents participating, learning strategies to aid their child’s development and behavior improvement. o Achieved high engagement in Parent Groups, with 248 parents recruited and 219 participating, significantly exceeding the goal of 200 parents for Parent Groups. o Parent Groups reported positive impacts, with 89% of participating parents intending to use or follow the advice received and noting improved positive parenting practices. B-86 o Delivered Home-Based Support to 57 families, offering services in English and Spanish across the county, with 99% of parents reporting increased confidence in their parenting. o Maintained a focus on cultural competency, with diverse staff and training in cultural awareness, diversity, equity, inclusion, and belonging. o Ensured integrity and confidentiality of data and records in compliance with HIPAA and county behavioral health guidelines. o Overall, the program reflected MHSA values by providing integrated, community-based, culturally responsive services to promote wellness, recovery, and resiliency among traditionally underserved populations. B-87 WET FAMILIAS UNIDAS (FORMERLY DESARROLLO FAMILIAR, INC.) 205 39th Street, Richmond, CA 94805, http://www.familias-unidas.org/ Point of Contact: Lorena Huerta, Executive Director, (510) 412–5930, LHuerta@Familias-Unidas.org. GENERAL DESCRIPTION OF THE ORGANIZATION Familias Unidas exists to improve wellness and self-sufficiency in Latino and other communities. The agency accomplishes this by delivering quality mental health counseling, service advocacy, and information/referral services. Familias Unidas programs include: mental health, education and prevention, and information/referrals. PROGRAM: FAMILIAS UNIDAS – CBO INTERNSHIP PROGRAM – WET a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit: FY 24-25: TBD d. Outcomes: For FY 22-23: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Received a $23,000 award to support six interns averaging 19.5 internship hours per week. • All six interns had language capacity to support the program in Spanish. • Interns supported agency and families through play therapy, building social skills, group interventions, parenting and relationship skills, and self-care. B-88 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Contact Information: 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA, 94530, https://www.hopesolutions.org Point of Contact: Sara Marsh, (925) 944-2244, smarsh@hopesolutions.org GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: HOPE SOLUTIONS – CBO INTERNSHIP PROGRAM – WET e. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. f. Payment Limit: FY 24-25: TBD d. Outcomes: For FY 22-23: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Received $26,000 to support three interns averaging between 20 internship hours per week. • Interns supported agency and families through art, movement and play therapies, building social skills, group interventions, conflict resolution skills, parenting and relationship skills, and self-care. B-89 JAMES MOREHOUSE PROJECT (JMP) AT EL CERRITO HIGH (FISCAL SPONSOR OF BAY AREA COMMUNITY RESOURCES) 540 Ashbury Avenue, El Cerrito, CA 94530, http://www.jamesmorehouseproject.org/ Point of Contact: Jenn Rader, (510) 231-1437, jenn@jmhop.org GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) – CBO INTERNSHIP PROGRAM – WET a.Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b.Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c.Payment Limit: FY 24-25: TBD d. d. Outcomes: For FY 22-23: •Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce •Received $26,000 to support ten interns averaging 21 internship hours per week. •Five interns had language capacity to support the program in Spanish •Two interns had language capacity to support the program in Mandarin. •One intern had language capacity to support the program in Portuguese. •Interns supported agency and youth, and parent/guardians through individual and group counseling. B-90 LINCOLN 1266 14th Street, Oakland CA 94607, http://lincolnfamilies.org/ Point of Contact: Allison Staulcup Becwar, LCSW, President & CEO, (510) 867-0944, allisonbecwar@lincolnfamilies.org GENERAL DESCRIPTION OF THE ORGANIZATION Lincoln was founded in 1883 as the region's first volunteer-run, non-sectarian, and fully integrated orphanage. As times and community needs evolved, Lincoln's commitment to vulnerable children remained strong. In 1951, Lincoln began serving abused, neglected and emotionally challenged children. Today, as a highly respected provider of youth and family services, Lincoln has a continuum of programs to serve children and families impacted by poverty and trauma throughout Alameda and Contra Costa Counties. Their therapeutic school and community-based services include early intervention to intensive programming and focus on family strengthening, educational achievement and youth positive outlook. PROGRAM: LINCOLN – CBO INTERNSHIP PROGRAM – WET a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. c. Payment Limit: FY 24-25: TBD d. Outcomes: For FY 22-23: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Received $19,000 to support four interns averaging 20 internship hours per week. • Interns supported agency, children youth, and parent/guardians. B-91 NATIONAL ALLIANCE ON MENTAL ILLNESS CONTRA COSTA (NAMI CC) 2151 Salvio Street, Suite V, Concord, CA 94520, http://www.namicontracosta.org/ Point of Contact: Gigi Crowder, (925) 942-0767, Gigi@namicontracosta.org GENERAL DESCRIPTION OF THE ORGANIZATION NAMI CC has been assisting people affected by mental illness for over 30 years now. Services provide support, outreach, education, and advocacy to those affected by mental illness. NAMI’s office is located in central Contra Costa County and the program has partnerships with other community and faith-based organizations throughout the county that allow them to utilize their space and meet with people in their communities. PROGRAM: FAMILY VOLUNTEER SUPPORT NETWORK (FVSN) - WET NAMI CC will recruit, train and manage a network of volunteers with lived experience to support families and loved ones of people experiencing mental health issues. These volunteers will be an extended support network of resources, while assisting families in navigating the behavioral health system. This group of subject matter experts will help families gain a basic understanding of various mental health and substance abuse issues, learn to advocate for themselves or their loves one’s needs and become a network to other families experiencing similar situations. a. Scope of Services: Operate a main site in the Central region of the county and utilize satellite sites to extend outreach to other regions for the purpose of conducting volunteer training, support groups, and other educational activities that will build and maintain a cadre of volunteers. • Continuously recruit volunteers from all county regions, communities, economic levels, age groups, cultures, race/ethnicities and sexual preferences • Partner with organizations who specifically prepare individuals for volunteer service in community, such as CCBHS’s SPIRIT program. • Develop and maintain training curriculum as defined in Service Work Plan that prepares volunteers for their role in supporting family members and loved ones of persons experiencing mental health issues. • Establish partnerships with CCBHS and community and faith-based organizations; as well as ethnic and culturally specific agencies to coordinate family support efforts, assist CCBHS’s connectivity with families of consumers, stay abreast and adapt to current and future needs. Key CCBHS partnerships include the Family Partner (Children’s System of Care), Family Support Worker (Adult System of Care) Programs, and the Office for Consumer Empowerment. b. Target Population: Family members and care givers of individuals with lived mental health issues. c. Payment Limit: FY 23-24: $681,861 d. Number Served: FY 22-23: Outreach to 2200 individuals e. Outcomes: • In FY 2022-23, 200 volunteers were recruited for FVSN training, of those 82 individuals completed FVSN training. • Facilitated a total of six volunteer training modules (in English, Mandarin and Spanish), which each consist of five sessions • Culturally specific outreach and support to the community B-92 PROGRAM: FAMILY PSYCHO-EDUCATION PROGRAM (FAMILY TO FAMILY: SPANISH AND MANDARIN/CANTONESE, FAITHNET, NAMI BASICS, AND CONVERSATIONS WITH LOCAL LAW ENFORCEMENT) - WET a. Scope of Services: Family to Family is an evidence-based NAMI educational training program offered throughout the county in Spanish, Mandarin and Cantonese languages to family members and caregivers of individuals experiencing mental health challenges. This training is designed to support and increase a family member’s/care giver’s knowledge of mental health, its impact on the family, navigation of systems, connections to community resources, and coping mechanisms. NAMI FaithNet is an interfaith resource network of NAMI members, friends, clergy and congregations of all faith traditions who wish to encourage faith communities to be welcoming and supportive of persons and families living with mental illness. NAMI Basics is aimed to give an overview about mental health, how best to support a loved one at home, at school and when in getting medical care. The course is taught by a trained team of individuals and loved ones with lived experience. Conversations with Local Law Enforcement will serve to support the dialogue between local law enforcement and consumers/families through CCBH’s Crisis Intervention Training (CIT). NAMI CC will also host six other conversations in partnership with local law enforcement agencies throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The desired goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. • For Family to Family (Mandarin/Cantonese) and De Familia a Familia (Spanish); provide training program to help address the unique needs of the specified population, helping to serve Spanish, Mandarin and Cantonese speaking communities to help families develop coping skills to address challenges posed by mental health issues in the family, and develop skills to support the recovery of loved ones. • For NAMI Basics, provide instruction related to the mental health concepts, wellness and recovery principles, symptoms of mental health issues; as well as education on how mental illness and medications affect loved ones. • For the FaithNet program, implement a mental health spirituality curriculum targeting faith leaders and the faith- based communities in the County, who have congregants or loved ones with severe and persistent mental illness. The goals are to implement training to equip faith leaders to have a better understanding of mental health issues; and their roles as first responders at times and replace misinformation about mental health diagnoses, treatment, medication, etc. with accurate information. • For Conversations with Local Law Enforcement, support dialogue between local law enforcement and consumers/families through CCBH’s Crisis Intervention Training (CIT) throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. The desired goal is to enhance information sharing and relationships between law enforcement and those affected by mental health. • Create partnerships with CCBHS, local law enforcement agencies, community/faith-based organizations as well as ethnic and culturally specific agencies in order to coordinate family support efforts, ensure CCBHS connectivity with families of consumers, and stay abreast and be adaptive to current and future needs. • All training will be augmented by utilizing sites, such as faith centers, community-based organizations, and community locations throughout the county on an as needed basis in order to enable access to diverse communities with the goal of reaching the broadest audiences • Goal Deliver 6 Family-to-Family (at least one in Spanish and Mandarin/Cantonese) (12) week trainings during fiscal year. • Deliver 4 NAMI Basics (6) session trainings during fiscal year, with at least one in Spanish. • Hold 4 FaithNet events during fiscal year. • Deliver 6 Conversations with Local Law Enforcement in partnership with local law enforcement agencies and individuals or families affected by mental health issues throughout the County to enhance learning and dialogue between all groups in response to community concerns and mental health supports. • All trainings will educate individuals on how to manage crises, solve problems, communicate effectively, learn the importance of self-care, and assist in developing confidence and stamina to provide support with compassion, and learn about the impact of mental illness on the family. B-93 •Feedback will inform decision making. Member participation surveys will be created, administered and collected on a regular basis. Information collected will be analyzed to adjust methods to better meet the needs of all involved. Surveys will gauge participant knowledge, and level of confidence and understanding of mental health, advocacy and the public mental health system. b.Target Population: Family members, care givers and loved ones of individuals with mental health challenges, as well as faith communities, local law enforcement, and the overall community who would like to learn more about supporting those with mental health challenges. c.Payment Limit: FY 23-24: $77,890 d.Number served: For FY 22-23: It is estimated that about 200 individuals participated in training, workshops, and events through the FPEP program. e.Outcomes: Volunteers delivered NAMI Basics Course (consisting of six sessions) to the following communities: •22 graduates from the English course •22 graduates from the Mandarin course •20 graduates from the Spanish course B-94 OFFICE FOR CONSUMER EMPOWERMENT (OCE) (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 1340 Arnold Drive, Suite 200, Martinez, CA 94553 Point of Contact: Jennifer Tuipulotu, (925) 957-5206, Jennifer.Tuipulotu@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Consumer Empowerment is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: MENTAL HEALTH CAREER PATHWAY PROGRAM - WET a. Scope of Services: The Service Provider Individualized Recovery Intensive Training (SPIRIT) Program is a recovery- oriented peer led classroom and experientially based college accredited program that prepares individuals to become providers of service. Certification from this program is a requirement for many Community Support Worker positions in Contra Costa Behavioral Health. Staff provide instruction and administrative support and provide ongoing support to graduates. b. Target Population: Participants of public mental health services, their families and the general public. c. Total MHSA Funding for FY 23-24: $520,336 d. Staff: Five full-time equivalent staff positions. e. Numbers Served: FY 22-23: 47 students graduated from the SPIRIT course f. Outcomes: • 48 students enrolled, 47 students graduated. • All graduates received a certificate of completion that is accepted as the minimum qualifications necessary for employment within CCBHS in the classification of Community Support Worker. • Graduates learned peer provider skills, group facilitation, Wellness Recovery Action Plan (WRAP) development, wellness self-management strategies and other skills needed to gain employment in peer provider and family partner positions in both County operated and community-based organizations. • Monthly peer support groups were offered virtually and continue to be made available for peers employed by the County in various peer and family partner roles. • SPIRIT students are provided an internship in a behavioral health program, either through CCBHS, or through a contracted community-based agency, as part of the course. • All SPIRIT graduates are provided support and assistance with placement and advancement consistent with their career aspirations. B-95 OLDER ADULT MENTAL HEALTH (CONTRA COSTA BEHAVIORAL HEALTH SERVICES) 2425 Bisso Lane, Suite 100, Concord, CA 94520, https://cchealth.org/mentalhealth/#simpleContained4 Point of Contact: Heather Sweeten-Healy, (925)-521-5620, Heather.Sweeten-Healy@cchealth.org or Ellie Shirgul, (925)-521-5620, Ellen.Shirgul@cchealth.org GENERAL DESCRIPTION OF THE ORGANIZATION The Older Adult Mental Health Clinic is in the Adult System of Care and provides mental health services to Contra Costa’s senior citizens, including preventive care, linkage and outreach to under-served at risk communities, problem solving short-term therapy, and intensive care management for severely mentally ill individuals. PROGRAM: SENIOR PEER COUNSELING - WET This program reaches out to isolated and mildly depressed older adults in their home environments and links them to appropriate community resources in a culturally competent manner. Services are provided by Senior Peer Volunteers, who are trained and supervised by the Senior Peer Counseling Coordinators. The Latino Senior Peer Counseling Program is recognized as a resource for this underserved population. This program serves older adults ages 55 and older who are experiencing aging issues such as grief and loss, multiple health problems, loneliness, depression and isolation. Primary goals of this program are to prevent more severe psychiatric symptoms and loss of independence, reduce stigma related to seeking mental health services, and increase access to counseling services to this underserved population. f.Target Population: Older Adults ages 60 years and older experiencing serious mental illness or at risk for developing a serious mental illness. g.Total MHSA Funding for FY 24-25: $151,738 h.Staff: One Full time equivalent staff person oversees the program. i.Number served: For FY 22-23: Senior Peer Counseling (SPC) program trained and supported 18 volunteers (12 English speaking volunteers, and 6 Spanish speaking volunteers) and served 92 clients which included 64 English speaking clients and 28 Spanish speaking clients at various sites in the community j.Outcomes: The SPC Program continues to administer the Depression Anxiety Stress Scales (DASS) at intake, and at the end of counseling to assess levels of anxiety and depression. B-96 SENECA FAMILY OF AGENCIES 3200 Clayton Road, Concord, CA, 94519, http://www.senecafoa.org/ Point of Contact: Jennifer Blanza, Program Director (415) 238-9945, jennifer_blanza@senecacenter.org GENERAL DESCRIPTION OF THE ORGANIZATION Seneca Family of Agencies is a leading innovator in the field of community-based and family-based service options for emotionally troubled children and their families. With a continuum of care ranging from intensive crisis intervention, to in-home wraparound services, to public school-based services, Seneca is one of the premier children’s mental health agencies in Northern California. PROGRAM: SENECA – CBO INTERNSHIP PROGRAM – WET a. Scope of Services: Develop, recruit, train, and supervise intern(s) which reflect the various communities, cultures and language capacity of clients served by the agency. Internships should be directed towards graduate-level interns pursuing a degree in a behavioral health related field. b. Target Population: Graduate level interns pursuing a degree in a behavioral health related field. b. Payment Limit: FY 24-25: TBD d. Outcomes: For FY 22-23: • Supported training, education and supervision of individuals preparing to enter the public behavioral health workforce • Received $20,000 to support six interns averaging 20 internship hours per week. • Interns supported agency, children and parent/guardians through individual and family therapy, facilitating groups, linkage and advocacy. C-1 Appendix C Glossary AB 1421 or Laura’s Law - Assembly Bill 1421. Enacted in 2002, to create an assisted outpatient treatment program for any person who is suffering from a mental disorder and meets certain criteria. The program operates in counties that choose to provide the services. Adoption of this law enables a court, upon a verified petition to the court, to order a person to obtain and participate in assisted outpatient treatment. The bill provides that if the person who is the subject of the petition fails to comply with outpatient treatment, despite efforts to solicit compliance, a licensed mental health treatment provider may request that the person be placed under a 72-hour hold, based on an involuntary commitment. The law would be operative in those counties in which the county board of supervisors, by resolution, authorized its application and made a finding that no voluntary mental health program serving adults, and no children’s mental health program, would be reduced as a result of the implementation of the law. ACT - Assertive Community Treatment. An intensive and highly integrated approach for community mental health service delivery. It is an outpatient treatment for individuals whose symptoms of mental illness result in serious functioning difficulties in several major areas of life, often including work, social relationships, residential independence, money management, and physical health and wellness. Its mission to promote the participants' independence, rehabilitation, and recovery, and in so doing to prevent homelessness, unnecessary hospitalization, and other negative outcomes. It emphasizes out of the office interventions, a low participant to staff ratio, a coordinated team approach, and typically involves a psychiatrist, mental health clinician, nurse, peer provider, and other rehabilitation professionals. ADA - Americans with Disabilities Act. Prohibits discrimination against people with disabilities in several areas, including employment, transportation, public accommodations, communications and access to state and local government’ programs and services. AOD – Alcohol and Other Drugs. Is an office like Mental Health that is part of the division of Behavioral Health Services. Behavioral Health Services is under the Health Services Department. AOT - Assisted Outpatient Treatment. A civil court ordered mental health treatment for persons demonstrating resistance to participating in services. Treatment is modeled after assertive community treatment, which is the delivery of mobile, community-based care by multidisciplinary teams of highly trained mental health professionals with staff- to-client ratios of not more than one to ten, and additional services, as specified, for adults with the most persistent and severe mental illness. AOT involves a service and delivery process that has a clearly designated personal services coordinator who is responsible for providing or assuring needed services. These include complete assessment of the client’s needs, development with the client of a personal services plan, outreach and consultation with the family and other significant persons, linkage with all appropriate community services, monitoring of the quality and follow through of C-2 services, and necessary advocacy to ensure each client receives those services which are agreed to in the personal services plan. AOT is cited under AB 1421 or Laura’s Law. APA - American Psychological Association. The mission of the APA is to promote the advancement, communication, and application of psychological science and knowledge to benefit society and improve lives. BHS - Behavioral Health Services. A division under Contra Costa Health Services, which provides Mental Health and Alcohol and Other Drug Services (AODS). Board and Care - Augmented. A facility licensed by the State that contracts with Contra Costa Behavioral Health Services (CCBHS) to provide a therapeutic home-like environment where residents can gain independence and skills through various wellness activities. Persons who experience severe and persistent mental illness are eligible. BOS - Board of Supervisors. Elected body that is responsible for; 1) appointing most County department heads (except elected officials), and appointmenting all other County employees, 2) providing for the compensation of all County officials and employees, 3) creating officers, boards and commissions as needed, appointing members and establishing the terms of office, 4) awarding all contracts except those that are within the authority delegated to the County Purchasing Agent, 5) adopting an annual budget, 6) sponsoring an annual audit made of all County accounts, books, and records, 7) supervising the operations of departments and exercising executive and administrative authority through the County government and County Administrator 8) serving as the appellate body for Planning and Zoning issues, 9) serving as the County Board of Equalization (the Board has created an Assessment Appeals Board to perform this function Brown Act. Established in 1953; ensures the public's right to attend and participate in meetings of local legislative bodies. It declares that the California public commissions, boards and councils and the other public agencies in this state exist to aid in the conduct of the people's business. Actions should be taken openly and their deliberations be conducted openly. The people should remain informed so that they may retain control over the instruments they have created. The Brown Act has been interpreted to apply to email communication as well. CalMHSA - California Mental Health Services Authority. The mission of CalMHSA is to provide member counties a flexible, efficient, and effective administrative/fiscal structure focused on collaborative partnerships and pooling efforts in1) development and implementation of common strategies and programs, 2) fiscal integrity, protections, and management of collective risk, 3) accountability at state, regional, and local levels. CAO - County Administrator’s Officer. The County Administrator's Office is responsible for; 1) staffing the Board of Supervisors and Board committees, 2) overseeing implementation of Board directives, 3) planning, monitoring, and overseeing County operations, 4) ensuring that Board policies are carried out in the most efficient, cost-effective, and service oriented manner, 5) supervising appointed Department C-3 Heads and performing general administrative duties, 6) preparing the annual budget, 7) administering the County's labor management relations program, including managing the collective bargaining process, grievance investigations, providing training and counseling to managers and employees, as well as problem resolution Case Management. Refers to a service in which a mental health clinician develops and implements a treatment plan with a consumer. This treatment plan contains a diagnosis, level of severity, agreed upon goals, and actions by the consumer, the case manager, and other service providers to reach those goals. The mental health clinician provides therapy and additionally takes responsibility for the delivery and/or coordination of both mental and rehabilitation services that assist the consumer reach his/her goals. CASRA - California Association of Social Rehabilitation Agencies. A statewide non-profit organization that service clients of the California public mental health system. Member agencies provide a variety of services to enhance the quality of life and community participation of youth, adults and older adults living with challenging mental health issues. CBHDA – California Behavioral Health Director’s Association. A non-profit advocacy association representing the behavioral health directors from each of California’s 58 counties, as well as two cities (Berkeley and Tri-City). Through advocacy, lobbying and education efforts, CBHDA promotes the reduction of individual and community problems related to unaddressed behavioral health issues. CBHDA regularly brings together behavioral health professionals to discuss ways to inform public policy and improve the delivery of behavioral health services. CBO - Community Based Organization. An agency or organization based in the community that is often a non-profit. CCBHS - Contra Costa Behavioral Health Services. One of 58 counties, the City of Berkeley, and the Tri-Cities area East of Los Angeles legislatively empowered to engage in a contract, or Mental Health Plan, with the state to perform public mental health services. This enables Contra Costa County to utilize federal, state, county and private funding for these mental health services. The Mental Health Services Act is one source of state funding. CCSHS is divided into a Children’s System of Care and an Adult and Older Adult System of Care. CFO - Chief Financial Officer. Abbreviation used to describe term. CF/TN - Capital Facilities/Information Technology. One of five components of the MHSA. This component enables a county to utilize MHSA funds for one-time construction projects and/or installation or upgrading of electronic health record systems. CHHS – California Health and Human Services Agency. The agency which oversees twelve departments and five offices that provides a range of health care services, social services, mental health services, alcohol and drug services, income C-4 assistance, and public health services to Californians. More than 33,000 people work for departments in CHHS at state headquarters in Sacramento, regional offices throughout the state, state institutions and residential facilities serving the mentally ill and people with developmental disabilities. CIBHS - California Institute for Behavioral Health Solutions. A non-profit agency that helps health professionals, agencies and funders improve the lives of people with mental health and substance use challenges through policy, training, evaluation, technical assistance, and research. Clinical Specialist. In the context of this document, refers to a licensed or registered intern in the specialties of social work, marriage and family therapy, psychology, psychiatric nurse practitioner, licensed professional clinical counselor, or psychiatrist. A Clinical Specialist is capable of signing a mental health consumer’s treatment plan that can enable the County to bill Medi-Cal for part of the cost to deliver the service. Clubhouse Model. A comprehensive program of support and opportunities for people with severe and persistent mental illness. In contrast to traditional day-treatment and other day program models, Clubhouse participants are called "members" (as opposed to consumers, patients, or clients) and restorative activities focus on their strengths and abilities, not their illness. The Clubhouse is unique in that it is not a clinical program, meaning there are no therapists or psychiatrists on staff. All participation in a clubhouse is strictly on a voluntary basis. Members and staff work side-by-side as partners to manage all the operations of the Clubhouse, providing an opportunity for members to contribute in significant and meaningful ways. A Clubhouse is a place where people can belong as contributing adults, rather than passing their time as patients who need to be treated. The Clubhouse Model seeks to demonstrate that people with mental illness can successfully live productive lives and work in the community, regardless of the nature or severity of their mental illness. COLA - Cost of Living Adjustment. Abbreviation used to describe term. Community Forum. In this context a community forum is a planned group activity where consumers, family members, service providers, and representatives of community, cultural groups or other entities are invited to provide input on a topic or set of issues relevant to planning, implementing or evaluating public services. Conservatorship - A court proceeding where a judge appoints a responsible person (called a conservator) to care for another adult who cannot care for him/herself or his/her finances. Consumer. In this context consumers refer to individuals and their families who receive behavioral health services from the County, contract partners, or private providers. Consumers are also referred to as clients, patients, participants or members. Co-Occurring Disorders or Dual Diagnosis. Refers to more than one behavioral and/or medical health disorder that an individual can experience and present for care and treatment. Common examples are an individual with a substance abuse disorder C-5 coupled with a mental health diagnosis, or a developmental disability, such as autism, coupled with a thought disorder. CPAW - Consolidated Planning Advisory Workgroup. An ongoing advisory body appointed by the Contra Costa Mental Health Director that provides advice and counsel in the planning and evaluation of services funded by MHSA. It is also comprised of several sub-committees that focus on specific areas. It is comprised of individuals with consumer and family member experience, service providers from the County and community based organizations, and individuals representing allied public services, such as education and social services. CPPP - Community Program Planning Process. This a term used in regulations pertaining to the Mental Health Services Act. It means the process to be used by the County to develop Three-Year Expenditure Plans, and updates in partnership with stakeholders to 1) identify community issues related to mental illness resulting from lack of community services and supports, including any issues identified during the implementation of the Mental Health Services Act, 2) Analyze the mental health needs in the community, and 3) identify and re-evaluate priorities and strategies to meet those mental health needs. CSS - Community Services and Supports. Largest of the five components funded by the MHSA. It refers to behavioral health service delivery systems for children and youth, transition age youth, adults, and older adults. Within this category are: full service partnerships, general system development, outreach and engagement, and housing programs. CSW – Community Support Worker. Peer Provider in Contra Costa County public behavioral health system. CTYA – Children’s, Teens, and Young Adults. Abbreviation used to describe term. Cultural Humility. A process of self-reflection and discovery in order to build honest and trustworthy relationships. In this context, refers to a process that can address health disparities and social inequities among racial/ethnic, cultural, and linguistic populations or communities. DHCS - Department of Health Care Services. The mission of DHCS is to provide Californians with access to affordable, integrated, high-quality health care, including medical, dental, mental health, substance use treatment services and long-term care. Our vision is to preserve and improve the overall health and well-being of all Californians. DSM IV - Diagnostic and Statistical Manual of Mental Disorders Fifth Edition. The handbook used by health care professionals to diagnosis mental disorders. DSM contains descriptions, symptoms, and other criteria for diagnosing mental disorders. Dual Diagnosis. See Co-Occurring Disorders. C-6 Employment or Vocational Services. A continuum of services and supports designed to enable individuals to get and keep a job. It includes 1) pre-vocational services, such as removing barriers to employment, 2) employment preparation, to include career counseling and education, training and volunteer activity support, 3) job placement, to include job seeking, placement assistance and on-the-job training, and 4) job retention, to include supported employment. EPIC System. A nationwide computer software company that offers an integrated suite of health care software centered on a database. Their applications support functions related to patient care, including registration and scheduling; clinical systems for doctors, nurses, emergency personnel, and other care providers; systems for lab technicians, pharmacists, and radiologists; and billing systems for insurers. EPSDT - Early and Periodic Screening, Diagnosis and Treatment. A federally mandated specialty mental health program that provides comprehensive and preventative services to low-income children and adolescents that are also involved with Children and Family Services. Evidence Based Practices. This term refers to treatment practices that follow a prescribed method that has been shown to be effective by the best available evidence. This evidence is comprised of research findings derived from the systematic collection of data through observation and experiment, and the formulation of questions and testing of hypotheses. Family Partners. Also referred to as Parent Partners, this professional brings lived experience as a family member of an individual with a serious mental illness to their provision of services. They often participate as a member of a multi-disciplinary team providing mental health treatment, and assist families understand, acquire and navigate the various services and resources needed. In Contra Costa County, Family or Parent Partners have a job classification of Community Support Worker. Family-to-Family Training. An educational course for family, caregivers and friends of individuals living with mental illness. Taught by trained volunteer instructors from NAMI CC it is a free of cost twelve-week course that provides critical information and strategies related to caregiving, and assists in better collaboration with mental health treatment providers. Federal Poverty Level. This is a total household income amount that the federal government provides an annual guideline that defines whether individuals are living above or below the poverty level. For example, a family of four is determined to live under the poverty level if their total income in 2014 is $23,850. 5150. Refers to the Welfare and Institutions Code of California for the temporary, involuntary psychiatric commitment of individuals who present a danger to themselves or others due to signs of mental illness. C-7 FY- Fiscal Year. A fiscal year is a specified 12-month period used for accounting and reporting purposes. In Contra Costa County, the fiscal year runs from July 1st of one year to June 30th of the next year. Focus Groups. In this context, refers to a small group (usually 8-15) of individuals to provide input, advice and counsel on practices, policies or proposed rulemaking on matters that affect them. Often these individuals are grouped by similar demographics or characteristics in order to provide clarity on a particular perspective. Forensics. In this context, refers to the term used for individuals involved in the legal court system with mental health issues. 4C. Term used to refer to Psychiatric Ward of Contra Costa County Regional Medical Center. FSP - Full-Service Partnership. A term created by the MHSA as a means to require funding from the Act to be used in a certain manner for individuals with serious mental illness. Required features of full-service partnerships are that there be a written agreement, or individual services and supports plan, entered into with the client, and when appropriate, the client’s family. This plan may include the full spectrum of community services necessary to attain mutually agreed upon goals. The full spectrum of community services consists of, but is not limited to, mental health treatment, peer support, supportive services to assist the client, and when appropriate the client’s family, in obtaining and maintaining employment, housing, and/or education, wellness centers, culturally specific treatment approaches, crisis intervention/stabilization services, and family education services. Also included are non-mental health services and supports, to include food, clothing, housing, cost of health care and co-occurring disorder treatment, respite care, and wrap-around services to children. The County shall designate a personal service coordinator or case manager for each client to be the single point of responsibility for services and supports and provide a qualified individual to be available to respond to the client/family 24 hours a day, seven days a week. The Full-Service Partnership category is part of the Community Services and Supports (CSS) component of the MHSA. At least 50% of the funding for CSS is to go toward supporting the County’s full-service partnership category. General System Development. A term created by the MHSA, and refers to a category of services funded in the Community Services and Supports component, and are similar to those services provided by community public mental health programs authorized in the Welfare and Institutions Code. MHSA funded services contained in the general system development category are designed to improve and supplement the county behavioral health service delivery system for all clients and their families. Greater Bay Area Regional Partnership. Regional partnership means a group of County approved individuals and/or organizations within geographic proximity that acts C-8 as an employment and education resource for the public mental health system. These individuals and/or organizations may be county staff, behavioral health service providers, clients, clients’ family members, and any individuals and/or organizations that have an interest in developing and supporting the workforce of the public mental health system. The Greater Bay Area Regional Partnership refers to an ongoing effort of individuals and/or organizations from the twelve county greater California bay area regions. Health Care Access and Information (HCAI) (formerly Office of Statewide Health Planning and Development (OSHDP)). A state department that assists California improve the structure and function of its healthcare delivery systems and promote healthcare accessibility. HCAI is the state entity responsible for the implementation of various MHSA state level funded workforce education and training programs, such as the mental health loan assumption program, psychiatric residency programs, and several graduate stipend and internship programs. H3 – Health, Housing and Homeless Services Division. Division under Health Services that partners with Behavioral Health Services and focuses on the integration of housing and homeless services across this County’s health system. It coordinates health and homeless services across county and in the community; and works with key partners to develop strategies to address the community’s health and social needs. HIPAA - Health Information Portability and Accountability Act. Enacted into law in 1996 and provides the following: 1) the ability to transfer and continue health insurance coverage for millions of American workers and their families when they change or lose their jobs, 2) reduce health care fraud and abuse, 3) mandates industry-wide standards for health care information on electronic billing and other processes, and 4) requires the protection and confidential handling of protected health information HPSA - Health Professional Shortage Area. A geographic area, population, or facility with a shortage of primary care, dental, or mental health providers and services. The Health Resources and Services Administration (HRSA) and State Primary Care Offices (PCOs) work together using public, private, and state-provided data to determine when such a shortage qualifies for designation as a HPSA. HSD - Health Services Department. The largest department of County government. The mission of HSD is to care for and improve the health of all people in Contra Costa County with special attention to those who are most vulnerable to health problems. Behavioral Health Services is one of the nine divisions under HSD. IMD – Institution for Mental Disease. Facility established and maintained primarily for the care and treatment of individuals with serious mental illness. General criteria include: 1) licensed or accredited as a psychiatric facility; 2) under the jurisdiction of the state’s mental health authority; 3) specializes in providing psychiatric care and treatment. IMPACT - Improving Mood Providing Access to Collaborative Treatment. Evidence based mental health treatment for depression utilized specifically for older adults and C-9 provided in a primary care setting where older adults are concurrently receiving medical care for physical health problems. Up to twelve sessions of problem-solving therapy with a year follow up is provided by a licensed clinical therapist, with supervision and support from a psychiatrist who specializes in older adults. The psychiatrist assesses for and monitors medications as needed, and both the clinician and psychiatrist work in collaboration with the primary care physician. INN - Innovation. A component of the MHSA that funds new or different patterns of service that contribute to informing the behavioral health system of care as to best or promising practices that may be subsequently added or incorporated into the system. These innovative programs accomplish one or more of the following objectives; 1) increase access to underserved groups, 2) increase the quality of services, to include better outcomes, 3) promote interagency collaboration, and 4) increase access to services. All new Innovation programs shall be reviewed and approved by the Mental Health Services Oversight and Accountability Commission. The Act states that five per cent of a County’s revenues shall go for Innovation. Laura’s Law. See AB 1421. LCSW - Licensed Clinical Social Worker. Abbreviation used to describe term. See Clinical Specialist. LGBTQI - Lesbian, Gay, Bi-sexual, Transgender, Queer, Intersex. Abbreviation used to describe this community. Licensed Clinical Specialist. In this context, refers to the term a County civil service classification that denotes a person meeting minimum mental health provider qualifications, to include possessing a license to practice mental health treatment by the California Board of Behavioral Sciences (BBS). An intern registered by BBS also qualifies. A licensed clinical specialist or registered intern can sign mental health treatment plans that qualify for federal financial participation through the Medi-Cal program. LMFT - Licensed Marriage Family Therapist. Abbreviation used to describe term. See Clinical Specialist. LPS – Lanterman Petris Short Act. Established in 1967, codified California Welfare and Institutions Code 5000, the act was named for its co-authors — Assembly member Frank Lanterman and Senators Nicholas C. Petris and Alan Short. The intent of the LPS Act is to end inappropriate lifetime commitment of people with mental illness and firmly establish the right to due process in the commitment process while significantly reducing state institutional expense. LRP - Loan Repayment Program. Abbreviation used to describe term. MDFT - Multi-Dimensional Family Therapy. An evidence based comprehensive and multi-systemic family-based outpatient or partial hospitalization program for adolescents with co-occurring substance use and mental disorders, and those at high risk for C-10 continued substance abuse. Treatment is delivered in a series of 12 to 16 weekly or twice weekly 60 to 90 minute sessions. Treatment focuses on the social interaction areas of parents and peers, the parents’ parenting practices, parent-adolescent interactions in therapy, and communications between family members and key social systems, such as school and child welfare. Medi-Cal. California’s version of the federal Medi-Caid program, in which health and behavioral health care can be provided by public health entities to individuals who do not have the ability to pay the full cost of care, and who meet medical necessity requirements. The federal Medi-Caid program reimburses states approximately half of the cost, with the remainder of the cost provided by a variety of state and local funding streams, to include the MHSA. Mental Health Career Pathway Program. Programs designed to educate, train, recruit prepare, and counsel individuals for entry into and advancement in jobs in the public mental health system. These programs are a category listed as part of the Workforce Education and Training (WET) component of the MHSA. MHP - Mental Health Plan. An agreement each county has with the state detailing the services that are to be provided. Mental Health Professional Shortage Designations. Term used by the federal Human Resource Services Administration (HRSA) to determine areas of the country where there is a verified shortage of mental health professionals. These geographical areas are then eligible to apply for a number of federal programs where financial incentives in recruiting and retention are applied to address the workforce shortage. MH – Mental Health. Abbreviation used for term. MHC - Mental Health Commission. A group of individuals, often with lived experience as a consumer and/or family member of a consumer, who are appointed as representatives of the County’s Board of Supervisors to provide 1) oversight and monitoring of the County’s behavioral health system, 2) advocacy for persons with serious mental illness, and 3) advise the Board of Supervisors and the Behavioral Health Director. MHLAP - Mental Health Loan Assumption Program. A program that makes payments to an educational lending institution on behalf of an employee who has incurred debt while obtaining an education, provided the individual agrees to work in the public behavioral health system for a specified period of time and in a capacity that meets the employer’s workforce needs. The MHLAP is funded by the MHSA in the Workforce Education and Training component. MHSA - Mental Health Services Act or Proposition 63. Was voted into law by Californians in November 2004. This Act combines prevention services with a full range of integrated services to treat the whole person and promote wellness and recovery. The MHSA has five components; community services and supports, prevention and early intervention, innovation, workforce education and training, and capital facilities and C-11 technology. An additional one percent of state income tax is collected on incomes exceeding one million dollars and deposited into a Mental Health Services Fund. These funds are provided to the County based upon an agreed upon fair share formula. MHSA Three Year Plan - Mental Health Services Act Three Year Program and Expenditure Plan. Each County prepares and submits a three-year plan, which shall be updated at least annually; known as the Plan or Annual Update and approved by the County’s Board of Supervisors. The plan is developed with local stakeholders by means of a community program planning process, and includes programs and funding planned for each component, as well as providing for a prudent reserve. Each plan or update indicates the number of children, adults and seniors to be served, as well as reports on the achievement of performance outcomes for services provided. MHSIP - Mental Health Statistics Improvement Program. Is a survey used in Contra Costa as required by DHCS. QI staff elicit feedback from survey sites regarding barriers to acceptable response rates, and based on this, implemented a variety of strategies including training a substantial volunteer workforce to assist with participant recruitment and survey completion. MHSOAC - Mental Health Services Oversight and Accountability Commission. Established by the MHSA to provide state oversight of MHSA programs and expenditures. Responsible for reviewing and approving each county’s Innovation programs, expenditures and evaluation. Money Management. Term that refers to services that can encompass all aspects of assisting an individual plan and manage financial benefits and resources. It can include counseling on the interplay of work and other sources of income on Medi-Cal, Medicare, Social Security Disability Income (SSDI), and Supplemental Security Income (SSI). It can include becoming a conservator of funds for an individual who has been deemed unable to manage their own funds. MST - Multi-Systemic Therapy. An evidence based mental health service that is a community-based, family driven treatment for antisocial/delinquent behavior in youth. The focus is on empowering parents and caregivers to solve current and future problems, and actively involves the entire ecology of the youth; family, peers, school and the neighborhood. NAMI - National Alliance on Mental Illness. The nation’s largest grassroots mental health organization dedicated to building better lives for the millions of Americans affected by mental illness. NAMI advocates for access to services, treatment, supports and research and is steadfast in its commitment to raise awareness and build a community for hope for all of those in need. NAMI is the foundation for hundreds of NAMI State Organizations, NAMI Affiliates and volunteer leaders who work in local communities across the country to raise awareness and provide essential and free education, advocacy and support group programs. In Contra Costa County, there is a NAMI Contra Costa Office or NAMI CC. Needs Assessment. Refers to a process where the behavioral health services and C-12 supports needs of the community are identified and assessed. This includes identifying populations, age groups and communities that remain unserved, underserved or inappropriately served. NOFA – Notice of Funding Availability. Abbreviation used to describe term. NPLH – No Place Like Home or Proposition 2. Allows the state to approve the use of the MHSA Funds to build and rehabilitate housing for those with mental illness who are homeless or at-risk of becoming homeless. OCE – Office for Consumer Empowerment. A Contra Costa County operated program under the Behavioral Health Services division that offers a range of trainings and supports by and for individuals who have experience receiving mental health services. The goal is to increase access to wellness and empowerment for consumers; and to engage in their own individual recovery and become active in the community. This office leads the SPIRIT, WREACH, and WRAP programs. Outreach and Engagement. In this context, is a MHSA term that is a community services and support category, and a category in which prevention and early intervention services can be provided. Services are designed to reach out and engage individuals in mental health care which have a serious mental illness, or are at risk of developing a serious mental illness. These are individuals who have not sought services in a traditional manner, possibly due to cultural or linguistic barriers. Peer Provider. Term that refers to a professional who brings lived experience as a behavioral health consumer to their provision of services. They often participate as a member of a multi-disciplinary team providing mental health treatment, and assist consumers and their families understand, acquire and navigate the various services and resources needed. In Contra Costa County, Peer Providers often have a job classification of Community Support Worker. PEI - Prevention and Early Intervention. Refers to a component of MHSA funding in which services are designed to prevent mental illnesses from becoming severe and disabling. This means providing outreach and engagement to increase recognition of early signs of mental illness, and intervening early in the onset of a mental illness. Twenty percent of funds received by the MHSA are to be spent for prevention and early intervention services. PES - Psychiatric Emergency Services. A unit of the Contra Costa County Regional Medical Center located next door to the Emergency Room in the county hospital in Martinez. It operated 24 hours a day, seven days a week, and consists of psychiatrists, nurses and mental health clinicians who are on call and available to respond to individuals who are brought in due to a psychiatric emergency. Persons who are seen are either treated and released, or admitted to the in-patient psychiatric hospital ward. PhotoVoice Empowerment Program. The County sponsors classes designed to enable individuals to create artwork consisting of a photograph and a personally written story that speak to or represent the challenges of prejudice, discrimination and C-13 ignorance that people with behavioral health challenges face. These artworks are then displayed in the community to educate, raise awareness and reduce stigma. PIER Model - Portland Identification and Early Referral Model. This is an evidence based treatment developed by the PIERS Institute of Portland, Maine. It is an early intervention program for youth, ages 12-25 which are at risk for developing psychosis. It is a multi-disciplinary team approach consisting of a structured interview to assess risk for psychosis, multi-family group therapy, psychiatric care, family psycho-education, supported education and employment, and occupational therapy. PSC - Personal Service Coordinators. Refers to a mental health clinician or case manager who develops and implements an individual services and support plan with an individual diagnosed with a serious mental illness, and who is part of a full-service partner program under the MHSA. This plan contains a diagnosis, level of severity, agreed upon goals, and actions by the consumer, the personal services coordinator, and other service providers to reach those goals. The personal service coordinator provides therapy, and additionally takes responsibility for the delivery and/or coordination of both mental health and rehabilitation services that assist the consumer reach his/her goals. PTSD - Post-Traumatic Stress Disorder. An emotional illness that that is classified as an anxiety disorder, and usually develops as a result of a terribly frightening, life- threatening, or otherwise highly unsafe experience. PTSD sufferers re-experience the traumatic event or events in some way, tend to avoid places, people, or other things that remind them of the event (avoidance), and are exquisitely sensitive to normal life experiences (hyper arousal). Public Health Services. A division under Health Services whose mission is to promote and protect the health and well-being of individuals, families and community in Contra Costa County. Public Mental Health System. This term is used to describe the public system that is in place to provide mental health services. There are 58 counties and 2 cities that receive MHSA funds to support their public mental health system. Each county’s system is uniquely structured where services are provided by county staff or through contractors, such as community based organizations and other agencies. Pre-Vocational Employment Services. These are services that enable a person to actively engage in finding and keeping a job. Often the services remove barriers to employment services, such as counseling on how working affects benefits, stabilizing medications, obtaining a driver’s license or general education diploma, and resolving immigration or other legal issues. Prudent Reserve. Regarding MHSA, the term refers to a County setting aside sufficient MHSA revenues in order to ensure that services do not have to be significantly reduced in years in which revenues are below the average of previous years. Psychiatric Residency. Physicians who specialize in psychiatry complete a four-year C-14 residency program at one of several schools of psychiatry, such as that located at the University of California at San Francisco. This is essentially a paid work study arrangement, where they practice under close supervision and concurrently take coursework. At the final residency year, the psychiatrist can elect to work in a medical setting, teach, do research, or work in a community mental health setting. QA/QI - Quality Assurance and Quality Improvement. Entities in Contra Costa County responsible for monitoring the Mental Health Plan’s effectiveness by providing oversight and review of clinics, organizations, and clinicians providing services to consumers. The goals are to perform program development and coordination work to implement and maintain a quality management program that effectively measures, assesses, and continuously improves the access to and quality of care and services provided to the County's mental health consumers. The Quality Management Coordinator is responsible for Chairing and facilitating the Quality Improvement Committee (QIC) and ensuring members receive timely and relevant information. RFA - Request for Application. Abbreviation used to describe term. RFI - Request for Information. Abbreviation used to describe term. RFP - Request for Proposal. Abbreviation used to describe term. RFQ - Request for Qualifications. Abbreviation used to describe term. RHD - Reducing Health Disparities. Abbreviation used to describe term. SAMHSA - Substance Abuse and Mental Health Services Administration. The agency within the U.S. Department of Health and Human Services that leads public health efforts to advance the behavioral health of the nation. SAMHSA's mission is to reduce the impact of substance abuse and mental illness on America's communities. SB - Senate Bill. Abbreviation used to describe term. SNHP – Special Needs Housing Program. Allowed local governments to use MHSA and other local funds to provide financing for the development of permanent supportive rental housing that includes units dedicated for individuals with serious mental illness, and their families, who are homeless or at risk of homelessness. SNF - Skilled Nursing Facility. A special facility or part of a hospital that provides medically necessary services from nurses, physical and occupational therapists, speech pathologists and audiologist. A SNF aims to prevent hospitalizations, optimize antipsychotic medication use, and serve as an intermediate step into the community. STRTP – Short Term Residential Treatment Program. A residential treatment model that serves youth who have high-level mental health needs or are seriously emotionally disturbed. The goal of STRTPs is to focus on stabilizing high-needs youth to allow an expedient and successful transition to a home setting. C-15 SED - Seriously Emotionally Disturbed. Children from birth up to age eighteen with serious emotional disturbance are persons who currently or at any time during the past year have had a diagnosable mental, behavioral, or emotional disorder of sufficient duration to meet diagnostic criteria specified within the Diagnostic and Statistical Manual and results in functional impairment which substantially interferes with or limits the child's role or functioning in family, school, or community activities. SMI - Serious Mental Illness. Adults with a serious mental illness are persons eighteen years and older who, at any time during a given year, have a diagnosable mental, behavioral, or emotional disorder that meet the criteria of the Diagnostic and Statistical Manual, and the disorder has resulted in functional impairment which substantially interferes with or limits one or more major life activities. SOC – System of Care. Term used to refer to this county’s public behavioral health system. SPIRIT - Service Provider Individualized Recovery Intensive Training. A recovery oriented, peer led classroom and experiential-based, college accredited educational program for individuals with lived experience as a consumer of mental health services. It is sponsored by Contra Costa Behavioral Health and Contra Costa Community College, and successful completion satisfies the minimum qualifications to be considered for employment by the County as a Community Support Worker. Stakeholders. Stakeholders is a term defined in the California Code of Regulations to mean individuals or entities with an interest in mental health services, including but not limited to individuals with serious mental illness and/or serious emotional disturbance and/or their families, providers of mental health and/or related services such as physical health care and/or social services, educators and/or representatives of education, representatives of law enforcement, and any organization that represents the interests of individuals with serious mental illness and/or serious emotional disturbance and/or their families. Stigma and Discrimination. In this context, refers to the negative thoughts and/or behaviors that form an inaccurate generalization or judgment, and adversely affects the recovery, wellness and resiliency of persons with mental health issues. SUD - Substance Use Disorder. When recurrent use of alcohol and/or other drugs causes clinical and functional impairment that may include health issues, failure to meet major responsibilities at work, school or home, legal problems or problems with interpersonal relationships. STEP - Systematic Training for Effective Parenting. A parent education program published as a series of books developed and published by the psychologists Don Dinkmeyer Sr., Gary D. McKay and Don Dinkmeyer Jr. STEP has reached more than four million parents and has been translated into several languages. It provides skills training for parents dealing with frequently encountered challenges with their children that often result from autocratic parenting styles. STEP is rooted in Adlerian psychology and promotes a more participatory family structure by fostering responsibility, C-16 independence, and competence in children; improving communication between parents and children; and helping children learn from the natural and logical consequences of their own choices. Supported Employment. A federal vocational rehabilitation term that means competitive work for individuals with significant disabilities that occurs in integrated work settings, or settings in which individuals are working toward competitive work. Such work is consistent with the strengths, resources, priorities, concerns, abilities, capabilities, interests, and informed choice of the individuals. Supported employment usually means that a professional support person, or job coach, assists the individual in a competitive work setting until assistance is no longer needed. Supportive Housing. A combination of housing and services intended as a cost- effective way to help people live more stable, productive lives. Supportive housing is widely believed to work well for those who face the most complex challenges— individuals and families confronted with homelessness and who also have very low incomes and/or serious, persistent issues that may include substance abuse, mental illness, or other serious challenges. Supportive housing can be coupled with such social services as job training, life skills training, alcohol and drug abuse programs, community support services, such as child care and educational programs, and case management to populations in need of assistance. Supportive housing is intended to be a pragmatic solution that helps people have better lives while reducing, to the extent feasible, the overall cost of care. TAY - Transition Age Youth. Individuals between the age of 16 and 25 years of age. Specific mental health programs that address this age group are in the adult system of care, and were designed to assist in the transition of services from the children’s system of care, where individuals stop receiving services at 18. Triple P - Positive Parenting Program. An evidence-based practice designed to increase parents’ sense of competence in their parenting abilities. It is a multi-level system of family intervention that aims to prevent severe emotional and behavioral disturbances in children by promoting positive and nurturing relationships between parent and child. Improved family communication and reduced conflict reduces the risk that children will develop a variety of behavioral and emotional problems. WET - Workforce Education and Training. Refers to the component of the MHSA that funds programs and services that assist in the recruitment and retention of a skilled and culturally competent behavioral health workforce. WIC - Welfare and Institutions Code. Regulations set that address services relating to welfare, dependent children, mental health, handicapped, elderly, delinquency, foster care, Medi-Cal, food stamps, rehabilitation, and long-term care, to name a few. WRAP - Wellness Recovery Action Plan. An evidence-based practice that is used by people who are dealing with mental health and other kinds of health challenges, and by people who want to attain the highest possible level of wellness. It was developed by a group of people who have a lived experience with mental health difficulties and who C-17 were searching for ways to resolve issues that had been troubling them for a long time. WRAP involves listing one’s personal resources and wellness tools, and then using those resources to develop action plans to use in specific situations. Wraparound Services. An intensive, individualized care management process for children with serious emotional disturbances. During the wraparound process, a team of individuals who are relevant to the well-being of the child or youth, such as family members, other natural supports, service providers, and agency representatives collaboratively develop an individualized plan of care, implement this plan, and evaluate success over time. The wraparound plan typically includes formal services and interventions, together with community services and interpersonal support and assistance provided by friends and other people drawn from the family’s social networks. The team convenes frequently to measure the plan’s components against relevant indicators of success. Plan components and strategies are revised when outcomes are not being achieved. WREACH - Wellness Recovery Education for Acceptance, Choice and Hope. The WREACH Speaker’s Bureau is designed to reduce the stigma that consumers and family members often face in the workplace, behavioral and physical health care systems, and in their communities. The WREACH program forms connections between people in the community and people with lived mental health and co-occurring disorders experiences by providing opportunities for sharing stories of recovery and resiliency, and sharing current information on health treatment and supports. Workshops are held to teach people and their families how to write and present their recovery and resilience stories. These individuals are then connected with audiences that include behavioral health providers, high school and college staff and students, law enforcement, physical health providers and the general community. Appendix D – Public Comment and Hearing Contra Costa Behavioral Health Services Administration Summary and Response to Public Comments As per Section 5848 of the California Welfare and Institutions Code, the County shall summarize and analyze any substantive written recommendations for revisions by the public and/or the Mental Health Commission to the MHSA Three Year Program and Expenditure Plan. I.30 Day Public Comment Period While the Plan Draft was posted on the website for the 30-day public comment period, questions were received from the community and members of the Mental Health Commission (Board). Below is a summary. •Advocacy for Early Childhood (0-5) mental health programs •Preserving Prevention and Early Intervention (PEI) programs under the upcoming Behavioral Health Services Act (BHSA) •Clarifications on how demographic information is collected under PEI •Clarifications on Housing and FSP programs •Clarifications on contract changes II.Public Hearing – Comments from Mental Health Commissioners and the Public A presentation on the 24-25 Annual Update was provided, and questions were addressed. The complete Public Hearing minutes are included in the Plan. Below is a summary of public comments received during the Public Hearing. •Advocacy for the importance of early childhood (0-5) mental health supports and early intervention during these critical years. Request to increase county funding to support early childhood programs. •Statement that report is too long and does not contain enough data, especially regarding housing for the adult seriously mentally ill (SMI) community. •Concerns about the contracting process, including questions about allowing more opportunity for new providers to contract with the county (rather than renewing the same contracts year after year). Advocacy to provide more support to applicants during the RFP process, including technical assistance. •Concerns about utilization of unspent MHSA funds •Concerns about lack of behavioral health resources and services in East County. •Questions about behavioral health budget oversight and program evaluation. •Advocacy for SUD services for youth Mental Health Commission 08/07/2024 Meeting Minutes Page 1 of 5 PUBLIC HEARING Mental Health Services Act (MHSA) 2024/25 Annual Update to the Three-Year Program and Expenditure Plan (FY 2023-2026) August 7, 2024 – DRAFT Agenda Item / Discussion Action /Follow-Up I.Opening Comments by the Chair of the Mental Health Commission Cmsr. L. Griffin, Mental Health Commission (MHC Chair, called the Public Hearing to order @ 5:30pm I would like to first go over the process for this public hearing. We will first hear an overview of the MHSA Annual Update on the Three-Year Program and Expenditure Plan, Fiscal Years 2023-2026. Second, we will then listen to public comments. Third will be commissioner comments. We will also be developing a list of comments and recommendations to the county Mental Health Administration and to the Board of Supervisors. To ensure that everyone has a chance to comment, please wait to be recognized before commenting and to keep comments direct and brief. Remember to limit your questions and comments to two minutes. Now I would like to introduce Jennifer Bruggeman, LMFT, Program Manager, Mental Health Services Act (MHSA), Contra Costa County Behavioral Health Services (CCCBHS) Meeting was held via Zoom platform II.Mental Health Services Act (MHSA) 2024/25 Annual Update to the Three- Year Program and Expenditure Plan by Jennifer Bruggeman, LMFT, Program Manager, Mental Health Services Act (MHSA), Contra Costa County Behavioral Health Services I would like to thank the commission for hosting this process for us, as you do every year. We greatly appreciate it and your active involvement, feedback, as well as from the community. Your comments are very important to us MHSA 3-year Plan 2024/25 Annual Update Overview:. <Please refer to the presentation slides attached to the meeting minutes> *Note: We are required to post this plan on our website for 30-days, in order to allow public comment on the website. Draft posted on CCBHS MHSA website: https://www.cchealth.org/services-and-programs/behavioral-health/mental-health- services-act-mhsa A bit of navigation to the plan. Contents Include the Plan and appendices including: •Service Maps •Program Profiles •Glossary of Terms and Acronyms •Funding Summaries •PEI Annual Report •Innovation Annual Report •Certifications and Public Comment Summary (Pending) There is a community planning process, the plan is posted for 30-days to allow for public comments and any substantive feedback is summarized and incorporated following today’s public hearing. Next, the plan goes to the Board of Supervisors (BoS) for approval and the final version is sent to the state, as well as posted to the website. 2024-2025 Plan Updates •Updated Budget for 24-25 – there is a reduction from last year’s budget due to one-time contract enhancements for our providers under MediCAL billable services because of the transition to CALAim and it was a one-time cost. •Community Supports & Services (CSS) •Continued expansions to bolster housing continuum of care •Children’s mobile crisis response services are now offered by A3 – 24/7 countywide PowerPoint slide show presentation for this agenda item was shared to the Mental Health Commission via screen share. This will be added to the minutes as the file was not ready at time of posting. Documentation on this agenda item can also be found: https://contra- costa.legistar.com/Calendar.aspx The full Three-Year Program and Expenditure Plan (FY 2023 – 2026) Draft has been posted on the MHSA website and you may review the document here: https://cchealth.org/mentalhealth/mhsa / Mental Health Commission 08/07/2024 Meeting Minutes Page 2 of 5 •Assisted Outpatient Treatment (AOT) and Central County FSP now county- operated •Prevention and Early Intervention (PEI) – Annual Report for all programs included •Innovation (INN) – Project updates Proposition 1 Impact – Modernizing the MHSA: •Mental Health Commission and Alcohol and Other Drugs (AOD) Advisory Boards merge 1/1/25 •Competitive Housing grants released by the State beginning this year •State to release comprehensive policy guidance to Counites by early 2025 •Three Year 2026-29 Behavioral Health Services Act (BHSA)Integrated Plan completed by 7/1/26 •Includes new funding categories (Housing, FSP, Behavioral Health Supports and Services) •Changes to planning process and stakeholder involvement •MHSA Three Year Plan >>> BHSA Integrated Plan (IG) •Annual Revenue and Expenditure Report (ARER) >>> Behavioral Health Oversight, Accountability & Transparency Report (BHOATR) BHSA (SB326) Changes Current Components: •Community Supports and Services (76%) •Prevention and Early Intervention (PEI) (19%) •Innovation (INN) Updates (5%) •Workforce Education and Training (WET) •Capital Facilities / Technological Needs (CFTN) New Components (new structure beginning in 2026 •Housing and Related Supports – 30% •FSP and Related Services – 35% •Behavioral Health Supports and Services (BHSS) – 35% New Allocations for State and Counties •90% total County with 10% State Summary of Public Feedback •Advocacy for Early Childhood Mental Health •Preserving PEI programs under BHSA •Clarifications on demographic information collected under PEI •Shortening the Report •Clarifications around Housing and FSP programs •Clarifications around contract changes Questions and Comments Email: MHSA@cchealth.org •Call: 925-313-9525 •View MHSA Three-Year Program and Expenditure Plan FY 2023-2036 Draft and Provide a Public Comment at: https://cchealth.org/mentalhealth/mhsa •Jennifer Bruggeman, LMFT, Program Manager Jennifer.Bruggeman@cchealth.org MHSA@cchealth.org III.PUBLIC COMMENT: •(Dr. Ruth Hernandez) For 25 years, First 5 Contra Costa has worked to support every child in reaching their full potential by focusing on their most critical years of development (prenatal to five). I wanted to remind you the of the importance of investing in the early years. There is now three decades of research that demonstrates experiences in a child’s first five years affect the physical structure of the brain and shape their capacity for the rest of their lives. There is this ‘magical window’ of opportunity where early intervention services can pay off in multitudes for young children, their families in our community at large. Mental Health Commission 08/07/2024 Meeting Minutes Page 3 of 5 Currently, our county is investing very little in the early years where our investments can have the highest impact. Our county allocates less than 2% of the $11m of PEI funds from MHSA towards dedicated services for the pre-natal to age five population, which in previous plans used to be identified as ‘at risk’ group. This is not meeting the needs of our more than 70K children in the county under age six. One loophole is that, by definition, children services are zero to 25. So, the emphasis here is on dedicated funding for services for children (prenatal to five). The minimal allocation we have at the moment is now at risk with the passing of Prop 1, which will require counties to redirect approximately one third of all MHSA funding towards housing interventions. On behalf of First 5 CC, I would like to ask the county and advocate to increase the amount of MHSA funding dedicated to children under age six and to consider increasing it to at least 6% of the PEI allocation. This amount aligns to the 6% of our counties overall population that are under age 6. This means increasing the current $200k in PEI funding dedicated to early childhood to, at least, $700k. We urgently need more funding for dedicated early childhood community based programs. I know early childhood mental health is often misunderstood, but we are speaking to counseling support groups, screenings, and consultations for childhood providers and more. I am encouraged to see mention of advocacy for early childhood mental health in today’s summary of public input to date. I know budgetary decisions are difficult and want to thank the county staff for their hard work in collecting input from community and commission. Please keep in mind our county’s youngest residence who are not yet old enough to make their own public comment tonight. •(Teresa Pasquini) I do not have specific comments this year, but I do agree the length of the report is a bit overwhelming. I don’t have enough information to make recommendations on any changes. There isn’t enough data provided to us all to be able to make objective recommendations. This is a high level overview and it’s broken down but I have a lot of concerns about the current state of the housing situation for the adult seriously mentally ill (SMI) population. What are needs are is more important. I understand the county is waiting for direction from the state. I’m frustrated and nervous as a mom of someone that has not been living in Contra Costa for over 10 or more years and has been out of county. I don’t know what is available to bring him back home or to step down from the level of care he is at now, should that be appropriate. IV.COMMISSIONER COMMENTS: •(Cmsr. Burrell) The list of programs currently funded, previously funded or going to be funded (Pg. 48-?) is this an exhaustive list? If we are transferring over the same organizations that supported PEI programming prior, giving them funding again, it looks as though we are just transferring over. How do other organizations become a part of the funding cycle to give services? If some of these organizations regranted some of the money to other organizations, how can they be listed as well? The appearance of the way it is written is the same five or six are now going into the new 3yr cycle. The funds are listed, the numbers are listed as though there is no opportunity for other organizations. Appendix E1 of expenditures, under PEI (each year) there is a list of unspent funds. If it could be noted (in the notes section) to identify and explore what that means. It appears to be money left on the table. I believe the overall definition is ’unspent’ and that should be a huge alarm. Why? We need it. So if there can be an explanation of that unspent millions of dollars each year since 2023/24, 2024/25. •(Cmsr. Tate) How are the needs assessed per county region compared to West, Central and East county? Demographically, are we making sure everyone is represented? Lastly, how do we come to a conversation where we can prioritize the funding or contracts or partnership opportunities for the regions that seem to have less identified services and less funding, in particular, East County. It is very resource short and we have the same agencies that are funded but either Mental Health Commission 08/07/2024 Meeting Minutes Page 4 of 5 West or Central County. These are very scarce in East County. How can we advocate for more services in $ and partnership opportunities to flood East County? •(Dr. Tavano) We very much agree that we need to really provide more resources to East County. It is finding providers there. We have to go to an RFP process now, which was done this year through BidSync and followed up with a continuous solicitation. It might be the notification of those opportunities with pretty broadly distributed (unsure how many received) but we can look at who is. For MediCAL contracts – it is the RFP Process, which is different than it has been historically. For PEI, what is the state going to consider prevention vs. early intervention and then what will intervention really need to look like. We need clearer direction from the state. There will be a whole new planning process that is incredibly different that what it has been, that is where there will be more significant changes occurring than in this annual update. Innovation (community defined practices) are very important but we don’t have enough information at this time to know how much of current PEI and community defined practices will still be able to lift up. <looking back at chart in presentation> 51% of the funds are for youth. What are able to sustain under early intervention and community defined practices, we will have to see when we do all the other calculations. •(Cmsr. Burrell) We must recognize that not everyone knows that Terminology. You also have to be set up in a system to get BidSync, it is a whole federal portal. The organizations that we want in East County have no clue about BidSync, so the technical assistance has to be tremendous. We would have to shepherd them through. There is a lot of validation that happens in BidSync. •(Dr. Tavano) We will need to understand, moving forward, what portions of the MHSA will have to go to bid or not. There are just a lot of unknowns we are working with. Any contract with MediCAL in it, it often has MHSA funds and have to go through the bid process you are describing. PEI -specific programs, were approved by the community and the commission and an approved plan that went to the Board of Supervisors (BOS), we didn’t have to do the bid process this year. We just don’t know going forward. •(Cmsr. Tate) Are there funds that go towards technical assistance? There was an RFP that went out and I noticed the RFP was asking for non-traditionally funded non-profits to (specifically) apply for this grant. They were looking for innovative community culturally-based organizations to apply for those funds. •(Dr. Tavano) Thank you for raising that. The community defined practices, we were looking at the unspent funds going to unspent funds and what else could we do? We thought this would be a good opportunity under innovation to do community-defined practices and the intent was to reach out to the community- based grassroots doing the work and provide technical assistance. •(Jennifer Bruggeman) One additional point, to your point Cmsr. Tate (in terms of technical assistance), when we did put together this proposal for the community defined practices, we had to submit that to a state agency, the Mental Health Services Oversight and Accountability Commission (MHSOAC) to get it approved. But because of the nature of the organizations we really wanted to lift up and support, we made sure to build in technical assistance into that budget proposal, so we have a consultant helping us with this project. Prior to the RFP, we worked really hard on the wording of the RFP to ensure it would feel accessible to people. They held a series of workshops to offer assistance on how to submit an application for those interested. There was definitely an awareness of that and to build that into the project. •(Cmsr. Loveday-Cohen) I was part of a committee that was part of innovation. A lot were disqualified because they didn’t know what information they were presenting. It didn’t have anything to do with technical support. It was the same organization, they didn’t know what we were asking for, there was so much information and no one could provide that information. We were looking for something totally new. The definitions need to be clear. Mental Health Commission 08/07/2024 Meeting Minutes Page 5 of 5 •(Cmsr. Towle) It sounds like we have been given a lot of responsibility as a county, yet there is oversight stating we are free to spend the money the way we want you to. Who is the oversight? Who makes sure the money is spent in a way that does the most good? Who oversees the county? •(Dr. Tavano) You (the MHC) is part of it, the community is part of it. The plan, the 30-day posting and the public here and then it is submitted to the state. Jennifer was speaking to this, the MHSOAC oversees innovation and some other pieces. Their role is going to expand under Prop 1, they have a broader purview, also the state department of health care services (DHCS) will have more direct oversight. •(Cmsr. Swirsding) Does the AOD program that exists in the county, does it take care of children that can be addicted? Do we have treatment facilities to help children who are in households with addiction happening (drug dealing, use, etc.). •(Dr. Tavano) It has certainly been discussed in the AOD AB, also we received opioid settlement funds, every city in the county received part of the settlement funds. We did a very extensive listening process throughout the county in many places we don’t usually go to hear what the needs are and what services for youth came front and center. It is something we are very focused on now. We do not have a residential treatment program for youth but we know we need one. Many counties in the bay area are in the same boat and we are looking to try to act collaboratively. I would say that is a bit challenging is the few programs that are around are private and do not accept MediCAL and we have challenges there. Kids should not have to go to Juvenile Hall to have their needs identified and met. •(Nicole Green) Dr. Tavano actually covered everything but wanted to confirm what she just mentioned. Within our programs and services committee, that is something we are definitely into to address the gap. V.DEVELOP a list of Comments and Recommendations to the County Mental Health Administration and to the Board of Supervisor I want to thank the public and the commissioners for a very robust conversation in our meeting and the hearing. We have taken down your questions and comments. They will be reviewed and added to the list of all our other comments and questions. Thank you Dr. Tavano, Jennifer Bruggeman for a wonderful presentation and all the hard work you do. Supervisor Carlson, also, in supporting mental health in the county and also Angela and Audrey. VI.Adjourned Public Meeting at 6:30 pm ZOOM recording available at: https://zoom.us/rec/share/LrdQ1nemgl AE2Yqg- vbUSLgc52svvwrReC9Pf_EsWUoJXw8EU SOx8xHc1oCGoe7W.qmsYZX_CWm5kE- Xq [zoom.us] Passcode: 0yC#i=YE County:Contra Costa Date: A B C D E F Community Services and Supports Prevention and Early Intervention Innovation Workforce Education and Training Capital Facilities and Technological Needs Prudent Reserve Total A. Estimated FY 2023/24 Funding 1.Unspent Funds from Prior Fiscal Years 52,908,995 12,290,912 10,844,328 1,697,917 0 7,579,248 85,321,400 2.Estimated New FY2023/24 Funding 77,442,818 19,360,705 5,094,922 101,898,445 3.Transfer in FY2023/24 (11,000,000)2,000,000 5,000,000 4,000,000 - 5.Estimated Available Funding for FY2023/24 119,351,813 31,651,617 15,939,250 3,697,917 5,000,000 11,579,248 187,219,845 B. Budgeted FY23/24 Expenditures 81,905,000 11,768,000 4,018,000 3,045,000 5,000,000 - 105,736,000 C. Estimated FY2024/25 Funding 1.Estimated Unspent Funds from Prior Fiscal Years 37,446,813 19,883,617 11,921,250 652,917 0 11,579,248 81,483,845 2.Estimated New FY2024/25 Funding 63,912,930 15,978,232 4,204,798 84,095,960 3.Transfer in FY2024/25 (6,500,000) 4,000,000 2,500,000 - 4.Estimated Available Funding for FY2024/25 94,859,743 35,861,849 16,126,048 4,652,917 2,500,000 11,579,248 165,579,805 D. Budgeted FY2024/25 Expenditures 62,266,000 15,143,000 3,028,000 2,591,000 2,500,000 - 85,528,000 E. Estimated FY2025/26 Funding 1.Estimated Unspent Funds from Prior Fiscal Years 32,593,743 20,718,849 13,098,048 2,061,917 - 11,579,248 80,051,805 2.Estimated New FY2025/26 Funding 42,999,394 10,749,849 2,828,908 56,578,150 3.Transfer in FY2025/26 (5,500,000) 3,000,000 2,500,000 - 4.Estimated Available Funding for FY2025/26 70,093,137 31,468,698 15,926,956 5,061,917 2,500,000 11,579,248 136,629,955 F. Budgeted FY2025/26 Expenditures 59,089,005 15,807,000 2,651,000 2,626,995 2,500,000 - 82,674,000 G. Estimated FY2025/26 Unspent Fund Balance 11,004,132 15,661,698 13,275,956 2,434,922 - 11,579,248 53,955,955 H. Estimated Local Prudent Reserve Balance 1. Estimated Local Prudent Reserve Balance on June 30, 2026 11,579,248 (2) I. Beginning Balance for FY 2023/24 1. Unspent Funds from Fiscal Year 2022/23 77,742,152 2. Local Prudent Reserve Balance on June 30, 2022 7,579,248 3. Total Beginning Balance 85,321,400 Mental Health Services Act FY 2023-24 Through FY 25-26 Three-Year Mental Health Services Act Expenditure Plan Funding Summary 6/6/2024 MHSA Funding \\ISSERVER1\Hsdusers$\Shared\Mental Health\Admin\MHSA\MHSA 3 Year Plan Update 24-25\App E - Funding Summaries\FY 23-26_MHSA Appendix E_per FY 24-25 Plan Update_6-7-2024_WT Appendix E – Funding Summaries County:Contra Costa Date: A B C D E Total Mental Health Expenditures CSS Funding Medi-Cal FFP 1991 Realignment Behavioral Health Subaccount FSP Programs 1.Children 22,301,102 22,301,102 2.Transition Age Youth 3,582,273 3,582,273 3.Adults 12,287,853 12,287,853 4.Assisted Outpatient Treatment 3,082,702 3,082,702 5.Recovery Center 1,100,039 1,100,039 6.Crisis Residential Center 2,408,428 2,408,428 7.MHSA Housing Services 21,907,599 21,907,599 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. Non-FSP Programs 1.Older Adult Mental Health Program 4,397,822 4,397,822 2.Children's Wraparound Support/EPSDT Support 1,973,476 1,973,476 3.Clinic Support 1,916,157 1,916,157 4.Forensic Team 660,904 660,904 5.Concord Health Center 918,923 918,923 6.Liaison Staffs 165,692 165,692 7.Quality Assurance 1,457,030 1,457,030 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0 16.0 17.0 CSS Administration 3,745,000 3,745,000 CSS MHSA Housing Program Assigned Funds 0 Total CSS Program Estimated Expenditures 81,905,000 81,905,000 0 0 0 FSP Programs as Percent of Total 81.4% FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet Fiscal Year 2023/24 County:Contra Costa Date: FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet A B C D E Estimated Total Mental Health Expenditures Estimated CSS Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount FSP Programs 1.Children 3,136,539 3,136,539 2.Transition Age Youth 501,499 501,499 3.Adults 7,305,526 7,305,526 4.Assisted Outpatient Treatment 3,346,945 3,346,945 5.Crisis Residential Center 2,755,810 2,755,810 6.MHSA Housing Services 29,240,707 29,240,707 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Non-FSP Programs 1.Older Adult Mental Health Program 4,809,162 4,809,162 2.Children's Wraparound Support/EPSDT Support 2,072,150 2,072,150 3.Clinic Support 1,322,677 1,322,677 4.Forensic Team 455,213 455,213 5.Concord Health Center 964,869 964,869 6.Liaison Staff 173,976 173,976 7.Quality Assurance 1,468,048 1,468,048 8. 9. 10. 11. 12. 13. 14. 15. 16. CSS Administration 4,712,879 4,712,879 CSS MHSA Housing Program Assigned Funds Total CSS Program Estimated Expenditures 62,266,000 62,266,000 0 0 FSP Programs as Percent of Total 74.3% Fiscal Year 2024/25 County:Contra Costa Date: FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Community Services and Supports (CSS) Component Worksheet A B C D E Estimated Total Mental Health Expenditures Estimated CSS Funding Estimated Medi-Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount FSP Programs 1.Children 3,168,200 3,168,200 2.Transition Age Youth 501,499 501,499 3.Adults 7,235,589 7,235,589 4.Assisted Outpatient Treatment 3,332,173 3,332,173 5.Crisis Residential Center 2,755,810 2,755,810 6.MHSA Housing Services 25,439,695 25,439,695 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. Non-FSP Programs 1.Older Adult Mental Health Program 5,017,263 5,017,263 2.Children's Wraparound Support/EPSDT Expansion 2,175,757 2,175,757 3.Clinic Support 1,311,286 1,311,286 4.Forensic Team 477,973 477,973 5.Concord Health Center 1,013,113 1,013,113 6.Liaison Staff 182,675 182,675 7.Quality Assurance 1,541,450 1,541,450 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. CSS Administration 4,936,519 4,936,519 CSS MHSA Housing Program Assigned Funds Total CSS Program Estimated Expenditures 59,089,002 59,089,002 0 0 0 FSP Programs as Percent of Total 71.8% Fiscal Year 2025/26 County:Contra Costa Date:June 7, 2024 A B C D E F Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1.Outreach for Increasing Recognition of Early Signs of Mental Illness 1,688,224 1,688,224 2.Prevention 2,210,562 2,210,562 3.Access and Linkage to Treatment 700,295 700,295 4.Improving Timely Access to Mental Health Services for Underserved Population 1,899,393 1,899,393 5.Stigma and Discrimination Reduction 326,577 326,577 6.Suicide Prevention 813,652 813,652 7. 8. 9. 10. PEI Programs - Early Intervention 11.First Hope 3,550,789 3,550,789 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 578,508 578,508 PEI Assigned Funds 0 Total PEI Program Estimated Expenditures 11,768,000 11,768,000 0 0 0 0 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet Fiscal Year 2023/24 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1.Outreach for Increasing Recognition of Early Signs of Mental Illness 1,471,364 1,471,364 2.Prevention 4,008,475 4,008,475 3.Access and Linkage to Treatment 1,567,439 1,567,439 4.Improving Timely Access to Mental Health Services for Underserved Population 1,975,369 1,975,369 5.Stigma and Discrimination Reduction 1,185,341 1,185,341 6.Suicide Prevention 434,375 434,375 7. 8. 9. 10. PEI Programs - Early Intervention 11.First Hope 3,893,365 3,893,365 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 607,272 607,272 PEI Assigned Funds Total PEI Program Estimated Expenditures 15,143,000 15,143,000 0 0 0 0 Fiscal Year 2024/25 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Prevention and Early Intervention (PEI) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated PEI Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding PEI Programs - Prevention 1.Outreach for Increasing Recognition of Early Signs of Mental Illness 1,530,218 1,530,218 2.Prevention 2,390,943 2,390,943 3.Access and Linkage to Treatment 1,643,037 1,643,037 4.Improving Timely Access to Mental Health Services for Underserved Population 2,054,384 2,054,384 5.Stigma and Discrimination Reduction 925,708 925,708 6.Suicide Prevention 451,750 451,750 7. 8. 9. 10. PEI Programs - Early Intervention 11.First Hope 4,094,719 4,094,719 12. 13. 14. 15. 16. 17. 18. 19. 20. PEI Administration 637,241 637,241 PEI Assigned Funds Total PEI Program Estimated Expenditures 13,728,000 13,728,000 0 0 0 0 Fiscal Year 2025/26 County:Contra Costa Date:June 7, 2024 A B C D E F Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 1.ROAR Project 658,412 658,412 2.CBSST Project 454,716 454,716 3.Micro Grants 1,907,750 1,907,750 4.PADS 494,646 494,646 5.Contract Projects 78,782 78,782 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. INN Administration 423,694 423,694 Total INN Program Estimated Expenditures 4,018,000 4,018,000 0 0 0 0 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet Fiscal Year 23/24 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 1.ROAR Project 0 2.CBSST Project 0 3.Micro Grants 2,003,139 2,003,139 4.PADS 499,732 499,732 5.Contract Projects 78,438 78,438 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. INN Administration 446,691 446,691 Total INN Program Estimated Expenditures 3,028,000 3,028,000 0 0 0 0 Fiscal Year 2024/25 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Innovations (INN) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated INN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding INN Programs 1.ROAR Project 0 2.CBSST Project 0 3.Micro Grants 2,103,297 2,103,297 4.Contract Projects 78,677 78,677 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. INN Administration 469,026 469,026 Total INN Program Estimated Expenditures 2,651,000 2,651,000 0 0 0 0 Fiscal Year 2025/26 County:Contra Costa Date:June 7, 2024 A B C D E F Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1.Workforce Staffing Support 1,069,969 1,069,969 2.Training and Technical Support 692,345 692,345 3.Mental Health Career Pathway Program 545,336 545,336 4.Internship Programs 737,350 737,350 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. WET Administration Total WET Program Estimated Expenditures 3,045,000 3,045,000 0 0 0 0 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Workforce Education and Training (WET) Component Worksheet Fiscal Year 23/24 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Workforce Education and Training (WET) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1.Workforce Staffing Support 1,118,991 1,118,991 2.Training and Technical Support 694,659 694,659 3.Mental Health Career Pathway Program 25,000 25,000 4.Internship Programs 752,350 752,350 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. WET Administration Total WET Program Estimated Expenditures 2,591,000 2,591,000 0 0 0 0 Fiscal Year 2024/25 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Workforce Education and Training (WET) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated WET Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding WET Programs 1.Workforce Staffing Support 1,167,601 1,167,601 2.Training and Technical Support 697,043 697,043 3.Mental Health Career Pathway Program 25,000 25,000 4.Internship Programs 737,350 737,350 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. WET Administration Total WET Program Estimated Expenditures 2,626,994 2,626,994 0 0 0 0 Fiscal Year 2025/26 County:Contra Costa Date:June 7, 2024 A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 1.Capital Facilities Projects 5,000,000 5,000,000 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 5,000,000 5,000,000 0 0 0 0 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet Fiscal Year 2023/24 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 1.Capital Facilities Projects 2,500,000 2,500,000 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 11.0 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 2,500,000 2,500,000 0 0 0 0 Fiscal Year 2024/25 County:Contra Costa Date:June 7, 2024 FY 2023-26 Through FY 2023-26 Three-Year Mental Health Services Act Expenditure Plan Capital Facilities/Technological Needs (CFTN) Component Worksheet A B C D E F Estimated Total Mental Health Expenditures Estimated CFTN Funding Estimated Medi- Cal FFP Estimated 1991 Realignment Estimated Behavioral Health Subaccount Estimated Other Funding CFTN Programs - Capital Facilities Projects 1.Capital Facilities Projects 2,500,000 2,500,000 2. 3. 4. 5. 6. 7. 8. 9. 10. CFTN Programs - Technological Needs Projects 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. CFTN Administration Total CFTN Program Estimated Expenditures 2,500,000 2,500,000 0 0 0 0 Fiscal Year 2025/26 2022-2023 PEI ANNUAL UPDATE MENTAL HEALTH SERVICES ACT CCHEALTH.ORG/MENTALHEALTH.MHSA/ 2 Table of Contents Executive Summary ....................................................................................................................................................................................... 3 PEI Aggregate Data ........................................................................................................................................................................................ 8 PEI Programs by Component ....................................................................................................................................................................... 13 Appendix A – Program Profiles .................................................................................................................................................................. A-1 Appendix B – Annual Reports .................................................................................................................................................................... B-1 3 EXECUTIVE SUMMARY Prevention and Early Intervention (PEI) is the component of the Three-Year Plan that refers to services designed to prevent mental illnesses from becoming severe and disabling. This means providing outreach and engagement to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. First approved in 2009, with an initial State appropriation of $5.5 million, Contra Costa’s Prevention and Early Intervention budget has grown incrementally to over $11 million in commitments to programs and services. The construction and direction of how and where to provide funding for this component began with an extensive and comprehensive community program planning process that was like that conducted in 2005-2006 for the Community Services and Support component. Underserved and at-risk populations were researched, stakeholders actively participated in identifying and prioritizing mental health needs, and strategies were developed to meet these needs. Plan and Service Requirements: The PEI Community Planning Process requires local stakeholders to recognize the following parameters for this funding stream: • All ages must be served and at least 51% of the funds must serve children and youth ages 0-25 years. • Disparities in access to services for underserved ethnic communities must be addressed. • All regions of the county must have access to services. • Early intervention should be low-intensity and short duration. • Early intervention may be higher in intensity and longer in duration for individuals experiencing first onset of psychosis associated with serious mental illness. • Individuals at risk of or indicating early signs of mental illness or emotional disturbance and links them to treatment and other resources. PEI Strategies: PEI Priorities: • Prevention • Early intervention • Outreach • Stigma and discrimination reduction • Access and linkage to treatment • Improving timely access to treatment • Suicide prevention • Childhood trauma • Early psychosis • Youth outreach and engagement • Culture and language • Older Adults • Early identification The figure on the next page represents both the PEI strategies documented in the California Code of Regulations (CCR) and the priorities enshrined through SB 1004 that all counties must adhere to. 4 Prevention and Early Intervention STRATEGIES and PRIORITIES 5 PEI Strategies & Priorities Crosswalk Prevention Early Intervention Outreach Stigma & Discrimination Reduction Access and Linkage to Treatment Improving Timely Access Suicide Prevention Childhood Trauma BBK COPE First Five We Care CAPC Early Psychosis & Mood Disorders First Hope JMP RCC CCCC Youth Outreach and Engagement BBK Vicente PWC Putnam RYSE COPE First Five Hope Solutions We Care OCE JMP STAND! Juvenile Justice CHD RCC CCCC Culture & Language AFRC JFCS NAHC Latina Center CHD CAPC La Clinica LFCD RCC CCCC Older Adults Putnam AFRC Hope Solutions JFCS NAHC OCE CHD La Clinica Lifelong LFCD RCC CCCC Early Identification BBK Hope Solutions Latina Center COPE We Care CAPC All programs contained in the PEI component help create access and linkage to mental health treatment, with an emphasis on utilizing non-stigmatizing and non-discriminatory strategies, as well as outreach and engagement to those populations who have been identified as traditionally underserved. Outcome Indicators. PEI regulations (established October 2015) have data reporting requirements that programs started tracking in FY 2016-2017. In FYs 22-23, 37,336 consumers of all ages were served per year by PEI programs in Contra Costa County. This report includes updates from each program and is organized by PEI program category. 6 The information gathered enables CCH to report on the following outcome indicators: • Outreach to Underserved Populations. Demographic data, such as age group, race/ethnicity, primary language, and sexual orientation, enable an assessment of the impact of outreach and engagement efforts over time. • Linkage to Mental Health Care. Number of people connected to care, and average duration of reported untreated mental illness enable an assessment over time of impact of programs on connecting people to mental health care. 7 EVALUATION COMPONENT Contra Costa Behavioral Health Services is committed to evaluating the effective use of funds provided by the Mental Health Services Act. Toward this end, a comprehensive program and fiscal review process has been implemented to: a) improve the services and supports provided; b) more efficiently support the County’s MHSA Three Year Program and Expenditure Plan; c) ensure compliance with stature, regulations, and policies. Each of the MHSA funded contract and county operated programs undergoes a triennial program and fiscal review. This entails interviews and surveys of individuals both delivering and receiving the services, review of data, case files, program and financial records, and performance history. Key areas of inquiry include: • Delivering services according to the values of MHSA • Serving those who need the service • Providing services for which funding was allocated • Meeting the needs of the community and/or population • Serving the number of individuals that have been agreed upon • Achieving outcomes that have been agreed upon • Assuring quality of care • Protecting confidential information • Providing sufficient and appropriate staff for the program • Having sufficient resources to deliver the services • Following generally accepted accounting principles • Maintaining documentation that supports agreed upon expenditures • Charging reasonable administrative costs • Maintaining required insurance policies • Communicating effectively with community partners Each program receives a written report that addresses the above areas. Promising practices, opportunities for improvement, and/or areas of concern are noted for sharing or follow-up activity, as appropriate. The emphasis is to establish a culture of continuous improvement of service delivery, and quality feedback for future planning efforts. Completed reports are made available to members of the Consolidated Planning Advisory Workgroup (CPAW) and distributed at the monthly stakeholder meeting, or to the public upon request. During FY 22-23, the completed PEI Program and Fiscal Review report completed for the program Counseling Option for Parents (COPE) was distributed at the following Mental Health Commission monthly meeting: February 16, 2023. 8 PEI AGGREGATE DATA FY 21 -22 Contra Costa is a geographically and culturally diverse county with approximately 1.1 million residents. One of nine counties in the Greater San Francisco Bay Area, we are located in the East Bay region. According to the United States Census Bureau and the 2020 Decennial Census results, it’s estimated that 7.2% of people in Contra Costa County are living in poverty, down from an estimated 9% in 2018. Children, adolescents & young adults (ages 0- 25) continue to make up approximately 30% of the population and roughly 25% of residents are foreign born. The most common languages spoken after English include: Spanish, Chinese languages, and Tagalog. MHSA funded Prevention and Early Intervention (PEI) programs in Contra Costa County served over 96,000 individuals per year during the previous three-year period, FYs 20-23. For a complete listing of PEI programs, please see Appendix A. PEI Providers gather quarterly for a Roundtable Meeting facilitated by MHSA staff and are actively involved in MHSA stakeholder groups including Consolidated Planning and Advisory Workgroup (CPAW) and various sub-committees. In addition, PEI programs engage in the Community Program Planning Process (CPPP) by participating in three annual community forums located in various regions of the county. The below tables outline PEI Aggregate Data collected during the during the previous three-year period, FYs 20-23. Please note that the below figures are not a full reflection of the demographics served, as data collection continues to be impacted by changes in collection processes because of the COVID-19 pandemic. A notable amount of data was not captured from participants for two primary reasons: a significant number of participants declined to respond to demographic information, 40.8% 26.8% 19.3% 9.5% 5.8% 1.1%0.6% CONTRA COSTA RACIAL / ETHNIC POPULATIONS: 2020 Caucasian / White Latino / Hispanic Asian African American / Black Multi-Ethnic American Indian/ Alaskan Native Native Hawaiian / Pacific Islander 9 and, due to COVID-19, conducting surveys and self-reporting on behalf of clients served by PEI programs decreased. Additionally, different interpretations of the requested information by the respondents created challenges. Total Served: FY 20-21: 29,105; FY 21-22: 30,442; FYs 22-23: 37,336 TABLE 1. AGE GROUP FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Child (0-15) 831 1,211 1,880 Transition Age Youth (16-25) 2,944 2,376 3,329 Adult (26-59) 7,204 10,029 12,458 Older Adult (60+) 3,185 5,029 5,260 Decline to State / Data Not Captured 14,941 11,798 14,409 TABLE 2. PRIMARY LANGUAGE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED English 22,766 24,169 29,352 Spanish 1,522 2,060 2,367 Other 891 1,392 1,194 Decline to State / Data Not Captured 3,926 2,852 4,422 TABLE 3. RACE FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED More than one Race 318 488 1,210 American Indian/Alaska Native 136 162 91 Asian 1,512 2,134 2,700 Black or African American 2,251 4,040 4,027 White or Caucasian 8,270 8,737 10,881 Hispanic or Latino/a 2,812 3,510 4,653 Native Hawaiian or Other Pacific Islander 55 192 139 Other 142 508 277 Decline to State / Data Not Captured 13,842 10,709 13,476 10 TABLE 4. ETHNICITY (IF NON-HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED African 309 231 88 Asian Indian/South Asian 754 794 23 Cambodian 2 1 1 Chinese 37 51 46 Eastern European 27 9 5 European 128 142 2 Filipino 30 39 24 Japanese 5 2 3 Korean 6 1 6 Middle Eastern 14 478 216 Vietnamese 185 217 228 More than one Ethnicity 109 78 116 Other 110 368 945 Decline to State / Data Not Captured 26,650 27,395 34,884 TABLE 5. ETHNICITY (IF HISPANIC OR LATINO/A) FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Caribbean 3 3 9 Central American 100 174 252 Mexican/Mexican American /Chicano 713 694 384 Puerto Rican 14 12 13 South American 23 17 3 Other 95 326 269 TABLE 6. SEXUAL ORIENTATION FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Heterosexual or Straight 16,400 20,926 3,842 Gay or Lesbian 198 214 240 Bisexual 132 141 189 Queer 21 71 57 Questioning or Unsure of Sexual Orientation 52 36 72 Another Sexual Orientation 111 68 105 Decline to State / Data Not Captured 12,193 8,990 32,842 11 Table 7. Gender Assigned at Birth FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Male 7,031 7,930 9,443 Female 10,822 14,682 16,526 Decline to State / Data Not Captured 11,252 7,830 11,367 TABLE 8. CURRENT GENDER IDENTITY FY 20-21 # SERVED FY 21-22 # SERVED FY 22-23 # SERVED Man 6,846 8,008 9,248 Woman 10,696 14,319 15,742 Transgender 91 96 154 Genderqueer 14 24 200 Questioning or Unsure of Gender Identity 15 10 29 Another Gender Identity 68 58 73 Decline to State / Data Not Captured 11,377 7,927 11,890 Table 9. Active Military Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 81 105 1 No 2,894 2,983 1,141 Decline to State / Data Not Captured 26,132 27,354 34,745 Table 10. Veteran Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 178 124 34 No 3,173 3,863 3,615 Decline to State / Data Not Captured 25,756 26,455 33,324 Table 11. Disability Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 965 557 1,172 No 1,410 1,588 1,939 Decline to State / Data Not Captured 26,730 28,297 34,225 12 Table 12. Description of Disability Status FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Difficulty Seeing 101 65 113 Difficulty Hearing or Have Speech Understood 66 46 75 Physical/Mobility 252 228 336 Chronic Health Condition 225 297 293 Other 62 575 382 Decline to State / Data Not Captured 28,399 6,737 32,924 Table 13. Cognitive Disability FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Yes 115 141 203 No 1,983 2,461 2,067 Decline to State / Data Not Captured 27,007 27,840 34,916 Table 14. Referrals to Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Clients Referred to Mental Health Services 964 1,141 1,028 Clients who Participated/ Engaged at Least Once in Referred Service 794 1,093 789 Table 15. External Mental Health Referral FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Clients Referred to Mental Health Services 20,397 22,675 27,550 Clients who Participated/ Engaged at Least Once in Referred Service 214 544 349 Table 16. Average Duration Without Mental Health Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Average Duration for all Clients of Untreated Mental Health Issues (In weeks) 67.5 51.6 153.45 Table 17. Average Length of Time Until Mental Health Services FY 20-21 # Served FY 21-22 # Served FY 22-23 # SERVED Average Length for all Clients between Mental Health Referral and Services (In weeks) 5 4.8 8.25 13 PEI PROGRAMS BY COMPONENT PEI programs are listed within the seven strategy categories delineated in the PEI regulations. OUTREACH FOR INCREASING RECOGNITION OF EARLY SIGNS OF MENTAL ILLNESS Programs in this category provide outreach to individuals with signs and symptoms of mental illness so they can recognize and respond to their own symptoms. Outreach is engaging, educating, and learning from potential primary responders. Primary responders include, but are not limited to, families, employers, law enforcement, school, community service providers, primary health care, social services, and faith-based organizations. Seven programs are included in this category: 1)Asian Family Resource Center (Fiscal sponsor Contra Costa ARC) provides culturally sensitive education and access to mental health services for immigrant Asian communities, especially the Southeast Asian and Chinese population of Contra Costa County. Staff provide outreach, medication compliance education, community integration skills, and mental health system navigation. Early intervention services are provided to those exhibiting symptoms of mental illness, and participants are assisted in actively managing their own recovery process. 2)The Counseling Options Parenting Education (COPE) Family Support Center utilizes the evidence-based practices of the Positive Parenting Program (Triple P) to help parents develop effective skills to address common child and youth behavioral issues that can lead to serious emotional disturbances. Targeting families residing in underserved communities this program delivers in English and Spanish several seminars, training classes and groups throughout the year. 3)First Five of Contra Costa, in partnership with the COPE Family Support Center, takes the lead in training families who have children up to the age of five. First Five also partners with the COPE Family Support Center to provide training in the Positive Parenting Program method to mental health practitioners who serve this at-risk population. 4)Hope Solutions (formerly Contra Costa Interfaith Housing) provides on-site services to formerly homeless families, all with special needs, at the Garden Park Apartments in Pleasant Hill, the Bella Monte Apartments in Bay Point, Los Medanos Village in Pittsburg, and supportive housing sites throughout the County. Services include coordination and assistance with accessing needed community resources, pre-school, and afterschool programs, such as teen and family support groups, assistance with school preparation, and homework clubs. These services are designed to prevent serious mental illness by addressing domestic violence, substance addiction and inadequate life and parenting skills. 5)Jewish Family Community Services of the East Bay (JFCS) provides culturally grounded, community-directed mental health education and navigation services to refugees and immigrants of all ages in the Latino, Afghan, Bosnian, Iranian and Russian communities of Central and East County. Outreach and engagement services are provided in the context of group settings and community cultural events that utilize a variety of non-office settings convenient to individuals and families. 6)The Native American Health Center (NAHC) provides a variety of culturally specific methods of outreach and engagement to educate Native Americans throughout the County regarding mental illness, identify those at risk for developing a serious mental illness, and help them access and navigate the human service systems in the County. Methods include an elder support group, a youth wellness group, a traditional arts group, talking circles, Positive Indian Parenting sessions, and Gatherings of Native Americans. Please note, NAHC’s contract was not renewed for FY 23-24 due to changes in the organization and their closing of their Contra Costa County location. 7)The Latina Center serves Latino parents and caregivers in West Contra Costa County by providing culturally and linguistically specific twelve-week parent education classes to high-risk families utilizing the evidence-based curriculum 14 of Systematic Training for Effective Parenting (STEP). In addition, the Latina Center trains parents with lived experience to both conduct parenting education classes and to become Parent Partners who can offer mentoring, emotional support, and assistance in navigating social service and mental health systems. 8) We Care Services for Children (in collaboration with The Early Childhood Prevention and Intervention Coalition - ECPIC) was awarded the Early Childhood Mental Health 0-5 Outreach RFP. We Care Services for Children supports families and children from birth to six years old with a wide range of early childhood education and mental health programs. Through targeted, compassionate, and effective early intervention services, We Care helps young children and their families reach their full potential, regardless of their abilities or circumstances. The collaborative program awarded the RFP, called The Everyday Moments/Los Momentos Cotidianos, provides programming for families with children ages 0- 5 and includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment. The allocation for the Outreach for Increasing Recognition of Early Signs of Mental Illness category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Asian Family Resource Center Countywide 50 $170,928 COPE Countywide 210 $287,789 First Five Countywide (Numbers included in COPE) $95,704 Hope Solutions Central and East County 200 $438,069 Jewish Family Community Services Central and East County 350 $198,291 The Latina Center West County 300 $142,666 We Care Services for Children (0-5 Children Outreach RFP) Countywide 99 families $137,917 TOTAL ........................ 1,359+ .............................. $1 ,471 ,364 15 PREVENTION Programs in this category provide activities intended to reduce risk factors for developing a potentially serious mental illness, and to increase protective factors. Risk factors may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequality, substance abuse, domestic violence, previous mental illness, prolonged isolation, and may include relapse prevention for those in recovery from a serious mental illness. Five programs are included in this category: 1) Fierce Advocates located in the Iron Triangle of Richmond, train family partners from the community with lived mental health experience to reach out and engage at-risk families in activities that address family mental health challenges. Individual and group wellness activities assist participants make and implement plans of action, access community services, and integrate them into higher levels of mental health treatment as needed. 2) Vicente Alternative High School in the Martinez Unified School District provides career academies for at-risk youth that include individualized learning plans, learning projects, internships, and mental health education and counseling support. Students, school staff, parents and community partners work together on projects designed to develop leadership skills, a healthy lifestyle and pursuit of career goals. 3) People Who Care is an afterschool program serving the communities of Pittsburg and Bay Point that is designed to accept referrals of at-risk youth from schools, juvenile justice systems and behavioral health treatment programs. Various vocational projects are conducted both on and off the program’s premises, with selected participants receiving stipends to encourage leadership development. A clinical specialist provides emotional, social, and behavioral treatment through individual and group therapy. 4) Mental Health Connections provides peer-based programming for adults throughout Contra Costa County who are in recovery from a serious mental illness. Following the internationally recognized clubhouse model this structured, work focused programming helps individuals develop support networks, career development skills, and the self-confidence needed to sustain stable, productive, and more independent lives. Features of the program provide respite support to family members, peer-to-peer outreach, and special programming for transition age youth and young adults. 5) The RYSE Center provides a constellation of age-appropriate activities that enable at-risk youth in Richmond to effectively cope with the continuous presence of violence and trauma in the community and at home. These trauma informed programs and services include drop-in, recreational and structured activities across areas of health and wellness, media, arts and culture, education and career, technology, and developing youth leadership and organizing capacity. The RYSE Center facilitates several city and system-wide training and technical assistance events to educate the community on mental health interventions that can prevent serious mental illness as a result of trauma and violence. 16 The allocation for the Prevention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Fierce Advocates West County 400 $255,246 Vicente Central County 80 $211,105 People Who Care East County 200 $407,581 Mental Health Connections Countywide 300 $853,405 RYSE West County 2,000 $571,648 TOTAL ...................... 2,980 ................................. $2,2 98,985 17 EARLY INTERVENTION Early intervention provides mental health treatment for persons with a serious emotional disturbance or mental illness early in its emergence. One program is included in this category: 1) The County operated First Hope Program serves youth who show early signs of psychosis or have recently experienced a first psychotic episode. Referrals are accepted from all parts of the County, and through a comprehensive assessment process young people, ages 12-25, and their families are helped to determine whether First Hope is the best treatment to address the psychotic illness and associated disability. A multi-disciplinary team provides intensive care to the individual and their family, and consists of psychiatrists, mental health clinicians, occupational therapists, and employment/education specialists. These services are based on the Portland Identification and Early Referral (PIER) Model, and consists of multi-family group therapy, psychiatric care, family psychoeducation, education and employment support, and occupational therapy. The allocation for the Early Intervention category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 First Hope Countywide 200 $3,893,365 TOTAL 200 ................................ $3,893 ,365 18 ACCESS AND LINKAGE TO TREATMENT Programs in this category have a primary focus on screening, assessment, and connecting children and adults as early as practicable to necessary mental health care and treatment. Three programs are included in this category: 2) The James Morehouse Project (fiscal sponsor Bay Area Community Resources -BACR) at El Cerrito High School, a student health center that partners with community-based organizations, government agencies and local universities, provides a range of youth development groups designed to increase access to mental health services for at-risk high school students. These on-campus groups address mindfulness (anger/stress management), violence and bereavement, environmental and societal factors leading to substance abuse, peer conflict mediation and immigration/acculturation. 3) STAND! Against Domestic Violence utilizes established curricula to assist youth successfully address the debilitating effects of violence occurring both at home and in teen relationships. Fifteen-week support groups are held for teens throughout the County, and teachers and other school personnel are assisted with education and awareness with which to identify and address unhealthy relationships amongst teens that lead to serious mental health issues. 4) Experiencing the Juvenile Justice System. Within the County operated Children’s Services five mental health clinicians support families who are experiencing the juvenile justice system due to their adolescent children’s involvement with the law. Three clinicians are out stationed at juvenile probation offices. The clinicians provide direct short-term therapy and coordinate appropriate linkages to services and supports as youth transition back into their communities. The allocation for the Access and Linkage to Treatment category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 James Morehouse Project West County 300 $120,448 STAND! Against Domestic Violence Countywide 750 $156,982 Experiencing Juvenile Justice Countywide 300 $455,213 TOTAL 1,350 $732,643 19 IMPROVING TIMELY ACCESS TO MENTAL HEALTH SERVICES FOR UNDERSERVED POPULATIONS Programs in this category provide mental health services as early as possible for individuals and their families from an underserved population. Underserved means not having access due to challenges in the identification of mental health needs, limited language access, or lack of culturally appropriate mental health services. Programs in this category feature cultural and language appropriate services in convenient, accessible settings. Six programs are included in this category: 1) The Center for Human Development fields two programs under this category. The first is an African American wellness group that serves the Bay Point community in East Contra Costa County. Services consist of culturally appropriate education on mental health issues through support groups and workshops. Participants at risk for developing a serious mental illness receive assistance with referral and access to County mental health services. The second program provides mental health education and supports for LGBTQ youth and their supports in East County to work toward more inclusion and acceptance within schools and in the community. 2) The Child Abuse Prevention Council of Contra Costa provides a 23-week curriculum designed to build new parenting skills and alter old behavioral patterns and is intended to strengthen families and support the healthy development of their children. The program is designed to meet the needs of Spanish speaking families in East and Central Counties. 3) La Clínica de la Raza reaches out to at-risk LatinX in Central and East County to provide behavioral health assessments and culturally appropriate early intervention services to address symptoms of mental illness brought about by trauma, domestic violence, and substance abuse. Clinical staff also provide psycho-educational groups that address the stress factors that lead to serious mental illness. 4) Lao Family Community Development provides a comprehensive and culturally sensitive integrated system of care for Asian and Southeast Asian adults and families in West Contra Costa County. Staff provide comprehensive case management services, to include home visits, counseling, parenting classes, and assistance accessing employment, financial management, housing, and other service both within and outside the agency. 5) Lifelong Medical Care provides isolated older adults in West County opportunities for social engagement and access to mental health and social services. A variety of group and one-on-one approaches are employed in three housing developments to engage frail, older adults in social activities, provide screening for depression and other mental and medical health issues, and linking them to appropriate services. 6) Rainbow Community Center provides a community based social support program designed to decrease isolation, depression and suicidal ideation among members who identify as lesbian, gay, bisexual, transgender, or who question their sexual identity. Key activities include reaching out to the community to engage those individuals who are at risk, providing mental health support groups that address isolation and stigma and promote wellness and resiliency, and providing clinical mental health treatment and intervention for those individuals who are identified as seriously mentally ill. 20 The allocation for the Improving Timely Access to Mental Health Services for Underserved Populations category is summarized below: Program Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Child Abuse Prevention Council Central and East County 120 $200,004 Center for Human Development East County 230 $183,698 La Clínica de la Raza Central and East County 3,750 $328,402 Lao Family Community Development West County 120 $222,888 Lifelong Medical Care West County 115 $153,089 Rainbow Community Center Countywide 1,125 $887,288 TOTAL ............................. 5,460 ........................... $1,975,369 21 STIGMA AND DISCRIMINATION REDUCTION Activities in this category are designed to 1) reduce negative feelings, attitudes, beliefs, perceptions, stereotypes and/or discrimination related to having a mental illness, 2) increase acceptance, dignity, inclusion, and equity for individuals with mental illness and their families, and 3) advocate for services that are culturally congruent with the values of the population for whom changes, attitudes, knowledge and behavior are intended. The County operated Office for Consumer Empowerment (OCE) provides leadership and staff support to several initiatives designed to reduce stigma and discrimination, develop leadership and advocacy skills among consumers of behavioral health services, support the role of peers as providers, and encourage consumers to actively participate in the planning and evaluation of MHSA funded services. Staff from the OCE support the following activities designed to educate the community to raise awareness of the stigma that can accompany mental illness. 1) The OCE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness. 2) The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other er drug services within the Behavioral Health Services Division. In addition, OCE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. 3) The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. 4) The OCE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. 5) Through the Take Action for Mental Health and Know the Signs initiatives California Mental Health Services Authority (CalMHSA) provides technical assistance to encourage the County’s integration of available statewide resources on stigma and discrimination reduction and suicide prevention. CCH contracts with CalMHSA to link county level stigma and discrimination reduction efforts with statewide social marketing programs. This linkage expands the County’s capacity via language specific materials, social media, and subject matter consultation with regional and state experts to reach diverse underserved communities. 22 The allocation for the Stigma and Discrimination Reduction category is below: Program County/Contract Region Served MHSA Funds Allocated for FY 24-25 OCE County Operated Countywide $260,985 CalMHSA MOU Countywide $78,000 TOTA L ............. $338,985 23 SUICIDE PREVENTION There are three plan elements that support the County’s efforts to reduce the number of suicides in Contra Costa County: 1) augmenting the Contra Costa Crisis Center, and 2) supporting a suicide prevention committee. Additional funds are allocated to dedicate staff trained in suicide prevention to provide countywide trainings, education, and consultation for a host of entities such as schools, social service providers, criminal justice and first responder community-based organizations to know the signs of persons at risk of suicide, assess lethality and respond appropriately. 1) The Contra Costa Crisis Center provides services to prevent suicides by operating a certified 24-hour suicide prevention hotline. The hotline connects with people when they are most vulnerable and at risk for suicide, enhances safety, and builds a bridge to community resources. Staff conduct a lethality assessment on each call, provide support and intervention for the person in crisis, and make follow-up calls (with the caller’s consent) to persons who are at medium to high risk of suicide. MHSA funds enable additional paid and volunteer staff capacity, most particularly in the hotline’s trained multi-lingual, multi-cultural response. 2) The Contra Costa Crisis Center also operates a PES Follow Up Program, designed to target patients with suicidal ideation/recent attempts who are being released from PES. The program aims to increase linkages and reduce service gaps by offering immediate 24/7 support from counselors who are specially trained in providing crisis and suicide intervention and assessment. The Crisis Center is accredited by the American Associate of Suicidology (AAS) and provides local response for the National Suicide Prevention Lifeline (NSPL) as well as the 211 Information and Referral hotline. 3) A multi-disciplinary, multi-agency Suicide Prevention Committee has been established, and has published a draft countywide Suicide Prevention Strategic Plan located here. A final draft of the plan is slated to be published in calendar year 2023. This ongoing committee oversees the implementation of the Plan by addressing the strategies outlined in the Plan. These strategies include i) creating a countywide system of suicide prevention, ii) increasing interagency coordination and collaboration, iii) implementing education and training opportunities to prevent suicide, iv) implementing evidence-based practices to prevent suicide, and v) evaluating the effectiveness of the County’s suicide prevention efforts. In 2021, a subcommittee was convened to address Youth Suicide Prevention. In the light of the pandemic, school-based providers and people living and working with youth have expressed great concern about their mental health during these challenging times. The group meets in the late afternoon to encourage participation of students and young people. The allocation for the Suicide Prevention category is summarized below: Plan Element Region Served Number to be Served Yearly MHSA Funds Allocated for FY 24-25 Contra Costa Crisis Center Countywide 25,000 $434,375 RFP New Funding Countywide $300,000 County Supported Countywide N/A Included in PEI administrative cost TOTAL ..................... 25,0 0 0 ................................. $734,375 24 PEI ADMINISTRATIVE SUPPORT Staff time has been allocated by the County to provide administrative support and evaluation of programs and plan elements that are funded by MHSA. The allocation for PEI Administration is summarized below: Plan Element Region Served Yearly Funds Allocated Administrative and Evaluation Support Countywide $764,914 TOTAL ........................................ $742,862 PREVENTION AND EARLY INTERVENTION (PEI) SUMMARY FOR FY 202 4 -2 5 Outreach for Increasing Recognition of Early Signs of Mental Illness $1,471,364 Prevention $2,298,985 Early Intervention $3,893,365 Access and Linkage to Treatment $732,643 Improving Timely Access to Mental Health Services for Underserved Populations $1,975,369 Stigma and Discrimination Reduction $338,985 Suicide Prevention $734,375 Administrative, Evaluation Support $764,914 Total ........................................ $12,210,000 A-1 APPENDIX A - PROGRAM PROFILES Asian Family Resource Center (AFRC) ..................................................................................................... A-2 Center for Human Development (CHD) .................................................................................................. A-5 Child Abuse Prevention Council (CAPC) .................................................................................................. A-8 Contra Costa Crisis Center .................................................................................................................... A-10 Counseling Options Parent Education (C.O.P.E.) Family Support Center ............................................. A-13 Fierce Advocates (Formally Building Blocks for Kids - BBK) .................................................................. A-15 First Five Contra Costa .......................................................................................................................... A-18 First Hope (Contra Costa Health) .......................................................................................................... A-20 Hope Solutions (Formerly Contra Costa Interfaith Housing) ................................................................ A-22 James Morehouse Project (JMP) (Fiscal sponsor Bay Area Community Resources) ............................ A-24 Jewish Family & Community Services East Bay (JFCS) .......................................................................... A-26 Juvenile Justice System – Supporting Youth (Contra Costa Health) ..................................................... A-29 La Clinica De La Raza Inc. ...................................................................................................................... A-30 Lao Family Community Development (LFCD) ....................................................................................... A-32 The Latina Center .................................................................................................................................. A-34 Lifelong Medical Care ........................................................................................................................... A-36 Mental Health Connections .................................................................................................................. A-38 Native American Health Center (NAHC) ............................................................................................... A-41 Office for Consumer Empowerment (OCE) (Contra Costa Health) ....................................................... A-43 People Who Care (PWC) Children Association ..................................................................................... A-45 Rainbow Community Center (RCC) ....................................................................................................... A-47 RYSE Center ........................................................................................................................................... A-49 Stand! For Families Free of Violence .................................................................................................... A-52 Vicente Martinez High School - Martinez Unified School District ........................................................ A-54 We Care Services for Children…………………………………………………………………………………………………………. A-56 A-2 ASIAN FAMILY RESOURCE CENTER (AFRC) Sun Karnsouvong, Skarnsouvong@arcofcc.org Asian Family Resource Center (AFRC), 12240 San Pablo Ave, Richmond, CA GENERAL DESCRIPTION OF THE ORGANIZATION AFRC provides multicultural and multilingual services, empowering the most vulnerable members of our community to lead healthy, productive, and contributing lives. PROGRAM: BUILDING CONNECTIONS (ASIAN FAMILY RESOURCE CENTER) a. Scope of Services: Asian Family Resource Center (AFRC), under the fiscal sponsorship of Contra Costa ARC, will provide comprehensive and culturally sensitive education and access to mental health services for Asian and Asian Pacific Islander (API) immigrant and refugee communities, especially the Southeast Asian and Chinese population of Contra Costa County. AFRC will employ multilingual and multidisciplinary staff from the communities which they serve. Staff will provide the following scope of services: b. Outreach and Engagement Services: Individual and/or community outreach and engagement to promote mental health awareness, educate community members on signs and symptoms of mental illness, provide mental health workshops, and promote mental health wellness through community events. Engage community members in various activities to screen and assess for mental illness and/or assist in navigating them into the service systems for appropriate interventions: community integration skills to reduce MH stressors, older adult care giving skills, basic financial management, survival English communication skills, basic life skills, health and safety education and computer education, structured group activities (on topics such as, coping with adolescents, housing issues, aid cut-off, domestic violence, criminal justice issues, health care and disability services), mental health education and awareness, and health/mental health system navigation. AFRC, in collaboration with community-based organizations, will participate in 3-5 mental health and wellness events to provide wellness and mental health outreach, engagement, and education to immigrants and refugees in the Contra Costa County. c. Individual Mental Health Consultation: This service will also be provided to those who are exhibiting early signs of mental illness, to assess needs, identify signs/symptoms of mental health crisis/trauma, provide linkages/referrals, or assist in navigation into the mental health system, provide wellness support groups, access essential community resources, and linkage/referral to mental health services. Peer Navigators will be utilized to support participants in accessing services in a culturally sensitive manner. These services will generally be provided for a period of less than one year. AFRC will serve a minimum of 50 high risk and underserved Southeast Asian community members within a 12-month period, 25 of which will reside in East County with the balance in West and Central County. d. Translation and Case Management: AFRC staff will provide translation and case management services to identified mono-lingual consumers in the West County Adult Behavioral Health Clinic in San Pablo, CA. Services will include attending medical appointments, assisting with applications and forms, advocacy, and system navigation. e. Target Population: Asian and Pacific Islander immigrant and refugee communities (especially Chinese and Southeast Asian population) in Contra Costa County f. Payment Limit: FY 24-25: $170,928 g. Number served: FY 20-21: 584; FY 21-22: 624; FY 22-23: 706 h. Outcomes: • FY 20-21: o Continued adaptation of services due to COVID-19 including telehealth, social distancing, mask wearing, A-3 and connecting participants to resources that were more difficult to access due to the pandemic. o Primarily reached multilingual and multicultural individuals and families (specifically of Chinese, Vietnamese, Laos, Khmu, and Mien backgrounds) currently living in Contra Costa County (with the majority residing in the western region of the county). o Emphasized on offering support to vulnerable populations like the elderly and the homeless. o Primary method of outreach and engagement with potential responders were program brochures. These brochures were printed in several languages, such as Chinese, Vietnamese, Laos, and Mien to reach a wider range of potential responders. These brochures consisted of AFRC’s mission, the types of services offered, language availability, and contact information. o Held virtual psychoeducation workshops for community members on mental health (warning signs, risk factors, stigma reduction, etc.), self-care, human wellness, cultural and family/parenting issues, and where and how to get help if needed, particularly for those who may feel limited due to language barriers. o All program participants received system navigation support for mental health treatment, Medi-Cal benefits, and other essential benefits. o Program collaborated with other service providers via zoom during the pandemic to share resources, information, and support. • FY 21-22 o After the height of the COVID-19 pandemic, responders reached primarily consisted of multilingual and multicultural individuals and families (specifically of Vietnamese, Laos, Khmu, Mien, and Chinese backgrounds) currently living in Contra Costa County (with the majority residing in the western region of the county) o Due to the ongoing consequences of the COVID-19 pandemic, AFRC emphasized offering support to vulnerable populations like the elderly and the homeless. o The primary method of outreach and engagement were program brochures printed in several languages (e.g., Vietnamese, Laos, Mien, and Chinese) and began to increase outreach compared to during the height of the pandemic. o Held psychoeducation workshops (some virtual some in-person small groups of 10-12 people) for community members on prevention and early intervention, self-care and human wellness, cultural and family/parenting issues, early signs of mental health issues, resources, etc. to increase knowledge about mental health, reduce stigma, and lessen barriers to accessing treatment. o All program participants received system navigation support for mental health treatment, Medi-Cal benefits, connecting with local community leaders such as pastors and community associations, and other essential benefits. • FY 22-23 o Expanded our goal to serve multilingual and multicultural communities, including those of Vietnamese, Lao, Khmu, Mien, Thai, and Chinese backgrounds. o Successfully managed over 90 cases in multiple languages, assisting clients with resources, translation services, medication education, counseling, and transportation services. o Distributed over 350 program brochures in Vietnamese, Lao, Mien, and Chinese to 19 locations throughout the Bay Area, enhancing outreach and engagement. o Hosted 24 psychoeducation workshops on mental health awareness, self-care, and human wellness, with an average of 25 attendees per workshop, demonstrating strong community interest and participation. o Conducted weekly group sessions for 10 – 17 people on essential life skills such as financial literacy, nutrition, housing, and safety awareness, addressing a broad range of community needs. o Emphasized support for vulnerable populations, including the elderly and homeless, and raised A-4 awareness on safety and prevention strategies amid rising anti-Asian hate crimes, reflecting our commitment to these communities. o Increased outreach efforts post-pandemic, focusing on interpersonal community engagement and leveraging family-to-family resources and word of mouth to reach more individuals. o Utilized various strategies to provide access to mental health treatment and support, including direct referrals for Medi-Cal recipients and offering individual/family consultation and wellness support groups in multiple Asian languages under the PEI program. o Received updated training for our staff to better serve and understand the needs of underserved populations, ensuring services are tailored and supportive. o Implemented the Demographics Form for evaluating program outcomes and measuring impact, with modifications for cultural competency and confidentiality maintained for all participants. A-5 CENTER FOR HUMAN DEVELOPMENT (CHD) David Carrillo, david@chd-prevention.org 901 Sun Valley Blvd., Suite 220, Concord, CA 94520 (925) 349-7333, http://chd-prevention.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Center for Human Development (CHD) is a community-based organization that offers a spectrum of Prevention and Wellness services for at-risk youth, individuals, families, and communities in the Bay Area. Since 1972 CHD has provided wellness programs and support aimed at empowering people and promoting growth. Volunteers work side-by-side with staff to deliver quality programs in schools, clinics, and community sites throughout Contra Costa as well as nearby counties. CHD is known for innovative programs and is committed to improving the quality of life in the communities it serves. PROGRAM: AFRICAN AMERICAN WELLNESS PROGRAM & YOUTH EMPOWERMENT PROGRAM a. Scope of Services: The African American Wellness Program (formerly African American Health Conductor Program) serves Bay Point, Pittsburg, and surrounding communities. The purpose is to increase emotional wellness; reduce stress and isolation; and link African American participants, who are underserved due to poor identification of needs and lack of outreach and engagement, to appropriate mental health services. Key activities include: outreach through community events; culturally appropriate education on mental health topics through Mind, Body, and Soul support groups; conduct community health education workshops in accessible and non-stigmatizing settings; and navigation assistance for culturally appropriate mental health referrals. The Youth Empowerment Program provides LGBTQ youth and their allies in Antioch, Pittsburg, and surrounding East County communities with strength-based educational support services that build on youths’ assets, raise awareness of mental health needs identification, and foster resiliency. Key activities include: a) Three weekly educational support groups that promote emotional health and well-being, increase positive identity and self-esteem, and reduce isolation through development of concrete life skills; b) one leadership group that meets a minimum of twice a month to foster community involvement; and c) linkage and referral to culturally appropriate mental health service providers in East County. b. Target Population: Wellness Program: African American residents in East County at risk of developing serious mental illness. Youth Empowerment Program: LGBTQ youth in East County c. Payment Limit: FY 24-25: $183,698 d. Number served: FY 20-21: 198; FY 21-22: 262; FY 22-23: 227 e. Outcomes: • FY 20-21 African American Wellness Program: o The African American Wellness Program Roster for support groups from July 2020- June 2021contained a total of 141 unduplicated attendees. o There were 389 newsletters distributed to people (outreach) and 67 people attended outreach events. o Participants who attended the Mind, Body & Soul support groups received tools & techniques to identify barriers. Participants were individually provided services to help them address their current issues. Participants were referred to Contra Costa Crisis 211 and the Mental Health Access Line. o Staff assisted participants by helping them to navigate through the system by assisting with calls to the Mental Health Access line for appointments, attending doctor appointments, and following up with participants to check on progress. A-6 • FY20-21 Youth Empowerment Program: o 57 individuals were served. This number is much less than previous years due to the extreme difficulty in connecting with LGBTQ+ youth in their home environments during COVID-19. Youth cited lack of privacy in their home environments and overall stress due to the pandemic as a reason for lack of participation. o Telephone communications, email and secure video conferencing, via Zoom, were the main forms of delivering telehealth support to participants, since COVID-19. o Staff facilitated 43 educational group sessions, one leadership session, and 833 individual check-ins, assessments and support sessions. This is double the number of individual check-ins and one-on-one meetings from the previous year. The sharp increase in this number is due primarily to the shelter in place order, which led to many participants being willing to only engage in one-on-one, non-video, communication with staff, and not wanting to participate in groups via telehealth platforms. o Staff worked closely with local schools in East County to coordinate care and referrals. o Staff periodically administers the Adolescent Mental Health Continuum Short Form (MHC-SF) during one-on-one meetings to help assess need for referral to mental health services. Staff provided 10 clients with mental health referrals. o All Empowerment participants receive an emergency services “Safety Phone List”, including contact information for CHD’s Empowerment Program, Contra Costa Crisis Center, The Trevor Project, Planned Parenthood, Community Violence Solutions, STAND Against Violence, Runaway Hotline, Homeless Hotline, as well as having space to add information for trusted adults and friends. Additional referrals and linkages are provided as needed, and upon participant assent. • FY 21-22 African American Wellness Program: o The African American Wellness Program serves adults 18 and older, living in East Contra Costa County. African American Wellness Program supports participants by empowering them to recognize and achieve inner strengths and coping strategies to maintain emotional wellness. o Provided support groups for 155 unduplicated attendees. o 755 newsletters were distributed o Outreached to 120 people at community events. o Participants who attended Mind, Body & Soul support groups received tools & techniques to identity barriers. Participants were individually provided services to help them address their current issues. Participants were referred to Contra Costa crisis center 211, mental health access line. o C.H.A. Michelle Moorehead & R.L. Lisa Gordon assist participants with system navigation. o The Community Health Advocate called the mental health access line with participants to support making appointments. They also attended doctor’s appointment, provided follow up. • FY 21-22 Youth Empowerment Program: o Staff facilitated 116 educational group sessions and 1137 individual check-ins, assessments and support sessions. This is more than double the number of group sessions and more than 300 more individual check-ins and one-on-one meetings from last year. o Information on mental health topics and services comes up “naturally” during the weekly support groups so this is not seen as a “stand alone” component by staff. However, regular check-ins and one- on-one meetings and assessments were provided allowing staff to identify possible “red flags”, such as symptoms of anxiety, depression, and suicidal ideation, or youth are distressed. o During check-ins and one-on-one meetings, staff always inquires as to youth’s experiences with school, family and peers, interest, wellness, and willingness to participate in mental health services, outside and in addition to Empowerment’s programming. A-7 o Telephone communications, email and secure video conferencing, via Zoom, are the main forms of delivering telehealth support to participants, in addition to in person meetings, since COVID-19. o As indicators warrant, staff makes referrals to appropriate, culturally responsive services. o Staff has ongoing relationships with Care and Cost Teams at Hillview Junior High, in Pittsburg; Pittsburg High, in Pittsburg; and Deer Valley High, in Antioch which include mental health providers allowing expeditious entry into treatment, as youth became willing to do so (except in emergency circumstances). o Staff also had a functioning knowledge of the processes for referral to access services through Contra Costa Health Services and private providers and actively support participants and their guardians navigate these systems. o The average length of time between referral and access to treatment for this year is just four (4) weeks. The average duration of symptoms related to mental illness prior to referral is also four (4) weeks. • FY 22-23 African American Wellness Program: o The program successfully served 150 unduplicated participants in East Contra Costa County. o Facilitated 72 Mind, Body, & Soul Support Groups across three locations: Pittsburg Health Center, Pittsburg Senior Center, and Ambrose Community Center. o Disseminated 1,147 monthly newsletters in person at group meetings or through email and USPS to all participants. o Conducted 281 one-on-one consultations to discuss holistic wellness resource needs with participants. o Outreach efforts at four community events reached approximately 189 people in East County, providing information and referrals for health, mental health, and other community resources. o Achieved the annual goal of reaching 150 unduplicated participants, offering navigational support to increase emotional well-being and access to culturally appropriate mental health services. o Returned to full operations for support groups post-COVID-19 restrictions, adhering to CDC guidelines to ensure participant health and safety. o Engaged participants through the “Get Walking” program, promoting mental and physical health improvement, with an increase in participation during the spring walk. o Hosted the Second Health Awareness Fair to connect participants and the community to accessible and affordable health care, including mental health resources. o Maintained continuous engagement with participants through various modes of communication, ensuring that services were accessible and met the needs of the community in a post-pandemic environment. • FY 22-23 Youth Empowerment Program: o Served 74 unduplicated LGBTQ+ identified youth in East Contra Costa County. o Held 84 educational group sessions across four locations, including schools and CHD’s East County Office. o Conducted 761 individual check-ins, assessments, and one-on-one support sessions. o Referred 10 LGBTQ+ youth for mental health services, with 8 accessing those services. o Achieved an average of 2 weeks from referral to accessing services. o 88% of surveyed youth reported having someone to turn to in a crisis since attending support groups. o 92% of surveyed youth felt better informed about LGBTQ+ resources and services in their community. o 76% of surveyed youth felt more comfortable accessing LGBTQ+ services and resources. o 92% of surveyed youth started working with a therapist since attending the program. A-8 CHILD ABUSE PREVENTION COUNCIL (CAPC) Carol Carrillo, ccarrillo@capc-coco.org 2120 Diamond Blvd #120, Concord, CA 94520, www.capc-coco.org GENERAL DESCRIPTION OF THE ORGANIZATION The Child Abuse Prevention Council has worked for many years to prevent the maltreatment of children. Through providing education programs and support services, linking families to community resources, mentoring, and steering county-wide collaborative initiatives, CAPC has led Contra Costa County’s efforts to protect children. It continually evaluates its programs to provide the best possible support to the families of Contra Costa County. PROGRAM: THE NURTURING PARENTING PROGRAM a. Scope of Services: The Child Abuse Prevention Council of Contra Costa provides an evidence-based curriculum of culturally, linguistically, and developmentally appropriate, Spanish speaking families in East County, and Central County’s Monument Corridor. The 20- week curriculum immerses parents in ongoing training, free of charge, designed to build new skills and alter old behavioral patterns intended to strengthen families and support the healthy development of their children in their own neighborhoods. Developmental assessments and referral services are provided to each family served in the program using strategies that are non- stigmatizing and non-discriminatory. Families are provided with linkages to mental health and other services as appropriate. Providing the Nurturing Parenting Program (NPP) in the Monument Corridor of Concord and East County allows underserved parents and children access to mental health support in their own communities and in their primary language. b. Target Population: Latino children and their families in Central and East County. c. Payment Limit: FY 24-25: $200,004 d. Number served: FY 20-21: 159; FY 21-22: 213; FY 22-23: 116 e. Outcomes: • FY 20-21: o Two 20-week classes in Central and East County serving parents and their children. Modifications were made as needed to accommodate challenges that arose due to the COVID-19 pandemic. o The Nurturing Parenting Program enrolled a total of 83 Latino parents and 76 children during the fiscal year. o The first semester Central County served 22 parents, successfully graduating 17 parents, East County served 20 and graduated 12 parents. The second semester Central County served 21 parents and graduated 13, East County served 20 parents and graduated 15. o Parents who dropped out of the program were contacted to gather feedback and offer additional support. Parents dropping out reported having the opportunity to return to the work force, others shared feeling overwhelmed with school demands and not having time to attend sessions. o All parent participants completed pre- and post-tests. Overwhelmingly, parents improved their scores on at least four out of five ‘parenting constructs’ (appropriate expectations, empathy, discipline, appropriate family roles, and values power independence) • FY 21-22: o Four 18-week classes in Central and East County serving parents and their children. o Enrolled a total of 91 Latino parents and 122 children during the fiscal year. o The first semester Central County served 26 parents, 18 participated and 13 successfully graduated the program. East County served 32 parents, 19 participated in sessions and 16 successfully graduated. A-9 o The second semester Central County served 18 parents all 18 participated and 15 graduated, East County served 15 parents and graduated 11. o Parents who dropped out of the program were contacted by NPP staff to offer additional support and linkage if need be. Staff gathered feedback from parents dropping out; parents’ reports provided the following findings: parents financial demand increased, return to the work force, and/or work additional job. o In addition to the curriculum information, psychoeducation was provided to help raise self-awareness, identify mental health/behavioral challenges that may need professional support. o NPP also offered three sessions with the collaboration of Dr. Hector Rivera-Lopez. Dr. Rivera who has experience working with the Latino community in Contra Costa County offers participants an opportunity to identify possible behavioral/mental health needs that in the past were perceived as “normal” parenting practices. • FY 22-23: o Implemented two 18-week sessions of The Nurturing Parenting Program (NPP) targeting the Latino community in Central and East County, with sessions beginning in July 2022 and concluding in June 2023. o Enrolled a total of 63 Latino parents and 53 children, emphasizing the importance of parenting skills, mental health awareness, and the reduction of stigma around accessing mental health services. o Adapted program delivery to a hybrid approach in response to feedback from parents about preferences for in-person vs. online participation, addressing challenges related to returning to the workforce and managing school demands. o Collaborated with local community agencies and school districts to promote the program and recruit families, ensuring a culturally sensitive approach. o Provided hands-on, collaborative group sessions for parents and children, enhancing skills in key areas such as empathy, discipline, and understanding developmental milestones. o Engaged Dr. Hector Rivera-Lopez to offer sessions on identifying behavioral/mental health needs, furthering the program’s goal of normalizing mental health discussions within the community. o Distributed the Surviving Parenthood Resource Guide and facilitated access to a wide range of community services, supporting families in navigating various support systems. o Administered the Inventory AAPI "A" and "B" as evaluation tools at the beginning and end of the program, demonstrating improvements in parenting practices and reductions in risk factors associated with child abuse and neglect. A-10 CONTRA COSTA CRISIS CENTER Elaine Cortez Schroth, elainecs@crisis-center.org P.O. Box 3364 Walnut Creek, CA 94598 925 939-1916, x107, www.crisis-center.org GENERAL DESCRIPTION OF THE ORGANIZATION The mission of the Contra Costa Crisis Center is to keep people alive and safe, help them through crises, and connect them with culturally relevant resources in the community. PROGRAM: SUICIDE PREVENTION CRISIS LINE a. Scope of Services: • Contra Costa Crisis Center will provide services to prevent suicides throughout Contra Costa County by operating a nationally certified 24-hour suicide prevention hotline. The hotline lowers the risk of suicide by assuring 24-hour access to real time services rendered by a trained crisis counselor who not only assesses suicide and self-harm lethality and provides intervention, but links callers to numerous mental health treatment options. This linkage occurs via referral to culturally relevant mental health services as well as provides real time warm transfer to those services when appropriate. because the hotline operates continuously regardless of time or day, all callers receive timely intervention and access to service when they need it and Immediately upon their request. The Crisis Center’s programs are implemented (including agency program and hiring policies, bylaws, etc.) In a welcoming and intentionally non-discriminatory manner. Much of our outreach activities and staff/volunteer training activities center around increased awareness of myriad mental health issues, as well as mental health services, consumer stigma reduction to increase community comfort at accessing services and in referring those in need. • Key activities include: answering local calls to toll-free suicide hotlines, including a Spanish-language hotline; the Crisis Center will maintain an abandonment rate at or below national standard; assisting callers whose primary language other than English or Spanish through use of a tele-interpreter service; conducting a lethality assessment on each crisis call consistent with national standards; making follow-up calls to persons (with their consent) who are at medium to high risk of suicide with the goal of 99% one- month follow up survival rate; and training all crisis line staff and volunteers in a consistent and appropriate model consistent with AAS (American Association of Suicidology) certification. As a result of these service activities, >99% of people who call the crisis line and are assessed to be at medium to high risk of suicide will be survivors one month later; the Crisis Center will continuously recruit and train crisis line volunteers to a minimum pool of 25 multi-lingual/culturally competent individuals within the contract year, Spanish- speaking counselors will be provided 80 hours per week. • The Crisis Center will provide community outreach and education about how to access crisis services. Priority and vigorous outreach efforts are directed to underserved and hard to reach populations such as youth, elderly, isolated, persons with limited English, LGBQT, etc. and focus changes as community needs emerge and are identified. • The Crisis Center will offer grief support groups and postvention services to the community • The Crisis Center will liaison with the County Coroner to provide referrals for grieving survivors (and mitigating contagion). • In Partnership with County Behavioral Health, the Contra Costa Crisis Center will co- chair the Countywide Suicide Prevention Committee. b. Target Population: Contra Costa County residents in crisis. c. Payment Limit: FY 24-25: $434,375 A-11 d. Number served: FY 20-21: 20,082; FY 21-22: 21,971; FY 22-23: 27,226 e. Outcomes: • FY 20-21: o Services provided in English and Spanish, and callers have access to the Language Line interpreter services in 240+ languages. o 20,082 Mental Health / Crisis Calls received. Provided callers linkage to mental health services through community resources as appropriate for each call. 100% of callers were assessed for suicide risk level, and all callers with a risk level of medium or high were offered a follow-up call. o Maintained a pool of 58 active call center volunteers during this reporting period. o Provided 54 hours of training curriculum over 10 weeks virtually (30 hours) and in-person (24+ hours) for each new volunteer training cohort in June-July 2020 and January-February 2021. o Continued to provide virtual outreach and education presentations regarding Crisis Center Agency Services, Suicide Prevention, Grief & Loss, and participated in virtual resource fairs due to COVID-19 concerns during this reporting period o Continued to co-chair the Suicide Prevention Coalition monthly meetings virtually with County Mental Health o Exceeded target goals for Suicide Assessment and Intervention Trainings by providing free virtual trainings offered to all partner agency providers countywide with optional CE credits available: • Three- 6-hour Trainings • Three- 1-hour Trainings (one conducted in Spanish) • Two- 4-hour Trainings • FY 21-22: o Provided immediate counseling, active listening, emotional support, and referrals to community resources via a 24-hour Crisis & Suicide hotline via phone and text. Calls and texts were answered by live Call Specialists in English and Spanish, as well as access to the 24/7 Language Line interpreter services for over 240 languages. o Provided callers linkage to mental health services through community resources as appropriate. 100% of callers were assessed for suicide risk level, and all callers with a risk level of medium or high were offered a follow-up call. o Provided debriefing, supervision, silent monitoring, and consultation for staff and volunteers. Staff and volunteers reflect County demographics in diversity of country of origin, languages spoken, culture, gender, religion, sexual orientation and socio-economic class. o Exceeded target goals for total mental health/crisis/suicide calls, call response time, and call abandonment rate during this reporting period. o Exceeded target goal for number of active call center volunteers including several with multilingual skills during this reporting period. o Provided 54+ hours of classroom and one-on-one mentoring training curriculum for two new volunteer training cohorts (August 2021 and May 2022). o Exceeded target goals for Suicide Assessment and Intervention Trainings by providing free virtual trainings offered to all partner agency providers countywide with optional CE credits available: • Three- 6-hour Trainings (two virtual, one in-person) • Three- 1-hour Virtual Trainings (one conducted in Spanish) • Two- 4-hour Virtual Trainings A-12 o Continued to provide virtual outreach and education presentations regarding Crisis Center Agency Services and Suicide Prevention. o Continued to co-chair the Suicide Prevention Coalition monthly meetings. o Responded to ten Postventions/Mobile Grief Response Requests after the sudden death of a student or colleague at a school, business, or agency. o Conducted several planning and coordination meetings with the PES team for the follow-up program for consenting patients discharged from PES. Follow-Up program promotion to patients began August 1, 2022. • FY 22-23: o Exceeded target goals for the operation of 24-hour Crisis & Suicide Hotlines, providing immediate counseling, active listening, emotional support, and referrals to community resources via phone and text. o Successfully recruited and trained a diverse volunteer pool, exceeding the target goal for the number of active call center volunteers with multilingual skills. o Exceeded target goals for Community Outreach & Education by providing 9 free trainings on Suicide Risk Assessment & Intervention to partner service providers and mental health clinicians countywide. o Met target goals for co-chairing Suicide Prevention Coalition monthly meetings, enhancing collaborative efforts for suicide prevention. o Met target goals for processing County Coroner referrals and analyzing suicide data to inform prevention strategies. o Responded to four Postvention/Mobile Grief Response Requests, offering critical support following sudden deaths in schools, businesses, or agencies. o Met target goals for providing Grief Support Groups, enrolling 85 grief clients in services between 07/01/22-06/30/23. o Successfully promoted and implemented the Psychiatric Emergency Follow-Up Program, receiving 73 total referrals and providing follow-up to consenting patients discharged from PES. A-13 COUNSELING OPTIONS PARENT EDUCATION (C.O.P.E.) FAMILY SUPPORT CENTER Natasha Paddock, n.paddock@copefamilysupport.org 3000 Citrus Circle, Ste. 220, Walnut Creek, CA 94598 (925) 689-5811, http://copefamilysupport.org/ GENERAL DESCRIPTION OF THE ORGANIZATION C.O.P.E.’s mission is to prevent child abuse by providing comprehensive support services to strengthen family relationships and bonds, empower parents, encourage healthy relationships, and cultivate nurturing family units to encourage an optimal environment for the healthy growth and development of parents and children through parent education. PROGRAM: POSITIVE PARENTING PROGRAM (TRIPLE P) EDUCATION AND SUPPORT a. Scope of Services: In partnership with First 5 Contra Costa Children and Families Commission and Contra Costa County Behavioral Health Services, C.O.P.E. is funded to deliver Positive Parenting Program classes to parents of children ages 0–17. The C.O.P.E Family Support Center will provide approximately 21 services using the evidence- based Triple P — Positive Parenting Program Level 2 Seminar, Level 3 Primary Care, Level 4 Group, Level 5 Pathways, Level 5 Enhanced, Level 5 Transitions, Level 5 Lifestyle multi-family support groups, at low or no cost to parents of children two to seventeen years of age. The program utilizes an evidence based self-regulatory model that focuses on strengthening the positive attachment between parents and children by building a parent’s capacity for the following five aspects: i. Self-sufficiency - having the ability to use one’s own resources to independently solve problems and decrease reliance on others. ii. Self-efficacy - having the confidence in performing daily parenting tasks. iii. Self-management - having the tools and skills needed to enable change. iv. Personal agency - attributing the changes made in the family to own effort or the effort of one’s child. v. Problem-solving - having the ability to apply principles and strategies, including creating parenting plans to manage current or future problems. All classes are available in Spanish, Arabic, Farsi and/or English. To outreach to the community about the curriculum and benefits of Triple P Parenting, C.O.P.E. provides management briefings, orientation, and community awareness meetings to partner agencies. C.O.P.E. supports and organizes annual trainings for other partnering agencies, including pre-accreditation trainings, fidelity oversight and clinical and peer support to build and maintain a pool of Triple P practitioners. b. Target Population: Contra Costa County parents of children and youth with identified special needs. Our targeted population includes caregivers residing in underserved communities throughout Contra Costa County. c. Payment Limit: FY 24-25: $287,789 d. Number served: FY 20-21: 200; FY 21-22: 217; FY 22-23: 269 e. Outcomes: • FY 20-21: o Provided twenty-one (21) Triple P Positive Parenting Group classes and seminars to groups in West, A-14 Central and East Contra Costa County. Enrolled 257 individuals in these classes and seminars. o Provided a Family Transitions Triple P training program and accredited 22 practitioners. o Continued Triple P classes online using the Zoom video conferencing platform due to the COVID-19 pandemic. o Provided case management services for families who asked for additional resources. Additionally, if a parent’s assessment indicated a concern, the participant was contacted to determine if additional community support was needed. Where appropriate, referrals were made for additional mental health services. o Access and linkage to on-going treatment supported through warm hand off referrals for housing, vocational, legal, and mental health services. • FY 21-22: o Provided twenty-one (21) Triple P Positive Parenting Group classes and seminars to residents in West, Central and Eastern Contra Costa County. o Enrolled 217 family members in Triple P Positive Parenting classes. o Provided case management services for families in need of additional resources. o Clinical and Master level social work interns were provided pre-accreditation training through assisting accredited Triple P practitioners in their classes. An additional two practitioners were accredited in Level 4 Stepping Stones through a training offered by a Triple P provider agency in Mendocino County. • FY 22-23: o Successfully completed all contract provisions, ensuring program activities were delivered by accredited Triple P practitioners. o Offered twenty-two Triple P Positive Parenting Group classes and seminars across West, Central, and Eastern Contra Costa County. o Enrolled 269 individuals in these classes and seminars, exceeding the annual goal. o Trained and accredited 14 new facilitators across various Triple P levels, enhancing the program's capacity to serve families with children from birth to age 18. o Provided extensive case management services, including supportive check-ins and resource referrals, to every enrolled family. o Delivered 21 classes and one seminar throughout the county, utilizing Zoom video-conferencing and in- person meetings to reach English and Spanish speaking communities. o Achieved significant outcomes through pre and post assessments, showing reductions in dysfunctional discipline practices, parental perceptions of disruptive child behavior, and symptoms of depression, anxiety, and stress among parents. o Engaged in a variety of outreach efforts, collaborating with partner agencies and attending meetings to recruit families at risk, and faced challenges such as high demand for classes which required over- enrollment to meet community needs. A-15 FIERCE ADVOCATES (FORMALLY BUILDING BLOCKS FOR KIDS - BBK) Sheryl Lane, slane@fierceadvocates.org 310 9th Street, Richmond, CA 94804, (510) 232-5812, https://www.fierceadvocates.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Fierce Advocates amplifies the voices of parents/caregivers of color and partners with them to advance equitable access and opportunities for all youth to have a quality education and all families to achieve emotional and physical well-being. We realize our goals through healing centered care, leadership development, and parent-led advocacy. Fierce Advocates serves parents and primary caregivers living in West Contra Costa County that primarily represent low-income African- American, Latinx and immigrant populations. PROGRAM: NOT ABOUT ME WITHOUT ME a. Scope of Services: Fierce Advocates, a project of Tides Center, will provide diverse West County households with improved access to mental health education, and mental health support. The Not About Me Without Me prevention and early intervention work addresses MHSA’s PEI goal of providing Prevention services to increase recognition of early signs of mental illness and intervening early in the onset of a mental illness. Accordingly, the goals are three-fold: (1) working with families to ensure that they are knowledgeable about and have access to a network of supportive and effective mental health information and services; (2) reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers and children whose risk of developing a serious mental illness is significantly higher than average including cumulative skills- based training opportunities on effective parenting approaches; and, (3) train and support families to self- advocate and directly engage the services they need. This work represents an evolution in our Not About Me Without Me approach to service provision by working toward a coordinated, comprehensive system that will support families in not just addressing mental illness and recovering from traumatic experiences but will fortify them to create community change. This system will continue to put resident interests and concerns at the fore and additionally be characterized by a model that enables organizations to: work more effectively and responsively with underserved residents in the Richmond and West Contra Costa community; improve outcomes; reduce barriers to success; increase provider accountability and create a truly collaborative and healing environment using strategies that are non- stigmatizing and non-discriminatory. b. Target Population: Parents and caregivers and their families living in West Contra Costa County c. Payment Limit: FY 24-25: $255,246 d. Number served: FY 19-20: 336; FY 20-21: 466; FY 21-22: 300 e. Outcomes • FY 20-21: o Due to the COVID-19 pandemic, BBK continue to engage the community via a virtual model. o Connected families to accessible mental health professionals that provide no and low-cost individual, family, and group mental health support and prevention services. o Continued to conduct check-in phone calls with program participants, conducted needs assessments, A-16 and connected 24 families to food resources, financial assistance, and free/reduced internet service options, and tenants’ rights resources. o 68 people participated in seven Family Engagement Virtual Events. BBK staff hosted these activities, sometimes in collaboration with community partners including the East Bay Regional Park District. Based on participant feedback, BBK staff focused on family game nights, family bonding arts & crafts, dancing, and storytelling. o Offered Zumba, cooking classes, and playgroups through Facebook live. In the month of July 2020, 313 people joined the live streams. In June 2021, staff launched the 2021 summer program via Zoom in collaboration with the Mindful Life Project, the Native American Health Center, a local Zumba instructor, and Redemption Fitness & Wellness LLC to host live for one hour, 5-days a week, arts and crafts activities, mindfulness activities, story times, boxing classes, and Zumba classes. A total of 88 people participated in these daily activities. o In response to feedback from men surveyed in the community, BBK launched its first men and father’s peer group in 2021. Since March 2021 staff, in collaboration with a male facilitator from Richmond, BBK has hosted a total of four meetings and has served 30 men. Through these meetings, men have built relationships with other men in their community and had conversations about Healthy Communication with Partners, How to Manage Strong Emotions, Goal Setting and Celebrating Accomplishments, and Getting to Know Ourselves. Additionally, before the end of the meetings participants are led through a drumming circle. Since the launch of the Men’s Sanctuary called “Holding Space” BBK has seen increased participation and participants share their excitement about having a healthy space to build relationships and learn from other men. o In February 2021 BBK launched their Life Coaching program. Eight women received six free one-hour sessions with a certified life coach. Participants set short-term goals, midterm, and long-term goals, and used a strength-based approach to create a plan to achieve their goals. The sessions focused on identifying strengths, support systems, and worked on shifting mindset. • FY 21-22: o Linkages with East Bay service providers: Participants connected to 21 health and wellness professionals that provide no and low-cost individual, family, and group support and prevention services. Their services include mindfulness, counseling, nutrition, parenting classes, and fitness classes. o Family Engagement: 169 people participated in 75 weekly Family Engagement Virtual Events. BBK staff hosted these activities periodically in collaboration with community partners including the Mindfulness Life Project, LifeLong Medical Health Promoters program, Tandem, Partners in Early Learning, and other local artists and wellness practitioners. Activities included family bonding arts & crafts, dancing, boxing, storytelling, yoga, and mindfulness activities. o Social Support and Referral: Reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers whose risk of developing a serious mental illness is significantly higher than average including cumulative skills-based training opportunities on effective parenting approaches. o Sanctuary Peer Support Groups: Hosted 33 peer support meetings. 113 women participated in the meetings and learned about self-care, self-love, financial health, and personal growth and development. Through Holding Space, the men’s peer support group, BBK served 31 participants. Through these meetings, men have continued building relationships with other men in their community and had conversations about How to Support our Youth, Forgiveness, Financial Health, Love, and Goal Setting. o Self-and-Collective Advocacy: Trained and supported families to self-advocate, build collective advocacy and directly engage the services they need. o Life-Coaching: 13 African-American women received six free one-hour sessions with a certified life coach. Participants set short-term goals, midterm, and long-term goals, and used a strength-based approach to create a plan to achieve their goals. The sessions focused on identifying strengths, support systems, and worked on shifting mindset. • FY 22-23: A-17 o Coordinated monthly wellness and community engagement activities with community-based organizations, including nature hikes and park clean-ups, to decrease isolation and support community connection. o Expanded the life coaching program to include Latinx women who speak Spanish, providing them with mental wellness support and referrals to culturally competent mental health resources. o Fully re-launched in-person family wellness activities, connecting families to the importance of physical and mental health through cooking classes, exercise, dance classes, and team-building activities. o Continued offering three sanctuaries for emotional well-being support tailored to men of color, Latinx women, and Black women, providing access to mental health tools, knowledge about well-being resources, and community connections. A-18 FIRST FIVE CONTRA COSTA Liliana Gonzalez, lgonzalez@first5coco.org 1486 Civic Ct, Concord CA 94520. (925) 771-7328, http://www.first5coco.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The mission of First 5 Contra Costa is to foster the optimal development of children, prenatal to five years of age. In partnership with parents, caregivers, communities, public and private organizations, advocates, and county government, First Five supports a comprehensive, integrated set of sustainable programs, services, and activities designed to improve the health and well-being of young children, advance their potential to succeed in school, and strengthen the ability of their families and caregivers to provide for their physical, mental, and emotional growth. PROGRAMS: TRIPLE P POSITIVE PARENTING PROGRAM a. Scope of Services: First Five Contra Costa and Contra Costa Behavioral Health jointly fund the Triple P Positive Parenting Program that is provided to parents of age 0 - 5 children. The intent is to reduce the maltreatment of children by increasing a family’s ability to manage their children’s behavior and to normalize the need for support to develop positive parenting skills. The Triple P program provides timely access to service by placing the classes throughout county and offering classes year-round. The Program has been proven effective across various cultures, and ethnic groups. Triple P is an evidence-based practice that provides preventive and intervention support. First 5 Contra Costa provides over-site of the subcontractor, works closely with the subcontractor on program implementation, identifying, recruiting, and on-boarding new Triple P Practitioners, management of the database, review of outcome measurements, and quality improvement efforts. The partnership is intended to provide outreach for increasing recognition of early signs of mental illness. b. Target Population: Contra Costa County parents of at risk 0–5 children. c. Payment Limit: FY 24-25: $95,704 d. Number Served: FY 20-21: 189; FY 21-22: 193; FY 22-23: 172 e. Outcomes: • FY 19-20: o Delivered 15 classes and 2 seminar series throughout the county at various times and convenient locations to accommodate transportation barriers. (through partnership with C.O.P.E.) o Held 12 presentations and briefings to early childhood organizations as an engagement and recruitment tool o Offered case management support to parents as appropriate • FY 20-21: o Delivered 15 classes throughout the county at various times and convenient locations to accommodate transportation barriers. (Through partnership with C.O.P.E.) o Held 14 presentations and briefings to early childhood organizations as an engagement and recruitment tool o Offered case management support to 45 families who asked for additional resources. o Trained and accredited 7 practitioners who supported classes for parents with children ages 0-5. • FY 21-22: o Conducted fifteen Group Triple P classes specifically designed for parents of children ages 0-5, addressing early childhood behavior and development. (Through partnership with C.O.P.E.) o Held both in-person and Zoom classes across the county to enhance accessibility for all families, A-19 acknowledging and addressing transportation barriers. o Successfully enrolled 194 parents in Triple P classes, aiming to strengthen parenting skills and family relationships. o Achieved a program completion rate of 89%, with 172 participants graduating from the Triple P Parenting classes. o Conducted outreach efforts that reached 431 parents/caregivers, significantly increasing awareness and enrollment in the program. o Provided additional case management services to 47 families, offering personalized support and resource connections. o Held 13 presentations and briefings for early childhood organizations as part of an outreach strategy to educate about Triple P class offerings. o Added four new Triple P facilitators to the team, expanding the program's capacity to serve more parents of young children. o Implemented strategies to improve service access for underserved populations, including offering classes in English and Spanish and addressing specific community preferences for in-person engagement. o Overcame challenges in reaching Spanish-speaking and Black/African American communities by adapting outreach strategies and utilizing culturally relevant approaches. A-20 FIRST HOPE (C ONTRA C OSTA H EALTH ) Jude Leung, yatmingjude.leung@cchealth.org 391 Taylor Boulevard, Suite 100, Pleasant Hill, CA 94523 925-608-6550, http://www.firsthopeccc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Contra Costa Behavioral Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The First Hope program operates within Contra Costa Behavioral Health’s Children’s System of Care but is a hybrid program serving both children and young adults. PROGRAM: FIRST HOPE: EARLY IDENTIFICATION AND INTERVENTION IN PSYCHOSIS a. Scope of Service: The mission of the First Hope program is to reduce the incidence of psychosis and the secondary disability of those developing a psychotic disorder in Contra Costa County through: • Early Identification of young people between ages 12 and 30 who are showing very early signs of psychosis and are determined to be at risk for developing a serious mental illness. • Engaging and providing immediate treatment to those identified as “at risk”, while maintaining progress in school, work, and social relationships. • Providing an integrated, multidisciplinary team approach including psychoeducation, multi-family groups, individual and family therapy, case management, occupational therapy, supported education and vocation, family partnering, and psychiatric services within a single service model. • Outreach and community education with the following goals: 1) identifying all young people in Contra Costa County who are at risk for developing a psychotic disorder and would benefit from early intervention services; and 2) reducing stigma and barriers that prevent or delay seeking treatment through educational presentations. • In FY 18-19, the program expanded to offer Coordinated Specialty Care (CSC) services to First Episode Psychosis (FEP) young people ages 16-30, and their families, who are within 18 months of their first episode b. Target Population: 12–30-year-old young people and their families c. Total Budget: FY 24-25: $3,893,365 d. Staff: 27 FTE full time equivalent multi-disciplinary staff e. Number served: FY 20-21: 987; FY 21-22: 876; FY 22-23: 983 f. Outcomes: • FY 20-21: o Helped clients manage Clinical High-Risk symptoms and maintain progress in school, work, and relationships. o Two conversions out of 63 from clinical high risk to psychosis (conversion rate of 3%). o 108 First Hope clients had zero PES visits or hospitalizations. o Zero completed suicides in FY 20-21. o Conducted fewer outreach presentations than usual due to the COVID pandemic; however, First Hope still trained 66 clinicians that included staff from hospitals and community-based mental health agencies such as Seneca and Putnam Clubhouse, as well as psychology interns. o Reduced the stigma associated with symptoms. A-21 • FY 21-22: o Helped clients manage Clinical High-Risk symptoms and maintain progress in school, work, and relationships. o Zero conversions from clinical high risk to psychosis. o 80% of First Hope clients had zero PES visits or hospitalizations. o Zero completed suicides in FY 21-22. o Trained 218 clinicians that included staff from county and community-based mental health agencies such as the Contra Costa Behavioral Health West Childrens Clinic and Seneca, as well as family medicine residents, psychology interns, and students from the SPIRIT program, which trains individuals with lived experience of mental health and/or substance use disorders to become peer providers. o Reduced the stigma associated with symptoms. • FY 22-23: o Delivered 19 community outreach presentations and trainings on early psychosis intervention, reaching 146 attendees from various health and community organizations. o Enhanced the program's cultural and linguistic accessibility by hiring a Spanish bilingual Psychiatric Nurse Practitioner, catering specifically to the Latinx community's needs. o Significantly expanded therapy and rehabilitation group offerings to combat social isolation, providing a wide array of support groups including Nature Walk Group, Cognitive Behavioral Social Skills Treatment (CBSST), Dungeons & Dragons, and more. o Reduced the conversion rate to psychosis from 33% to 2%, demonstrating the program's effectiveness in early psychosis intervention. o Incorporated a former First Hope program client as a peer specialist/mentor, leveraging lived experience to enhance program delivery and relatability.. • Long Term Public Health Outcomes: o Reduce conversion rate from Clinical High-Risk symptoms to schizophrenia. o Reduce incidence of psychotic illnesses in Contra Costa County. o Increase community awareness and acceptance of the value and advantages of seeking mental health care early. A-22 HOPE SOLUTIONS (FORMERLY CONTRA COSTA INTERFAITH HOUSING) Beth Limberg, blimberg@hopesolutions.org 399 Taylor Blvd. Ste. 115, Pleasant Hill, CA 94530 (925) 944-2244, https://www.hopesolutions.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Hope Solutions provides permanent, affordable housing and vital, on-site support services to homeless and at-risk families and individuals in Contra Costa County. By providing services on-site at the housing programs where individuals and families live, we maximize timeliness and access to services. This model also minimizes the discriminatory barriers to support, due to lack of transportation or other resources. PROGRAM: STRENGTHENING VULNERABLE FAMILIES a. Scope of Services: • The Strengthening Vulnerable Families program provides support services at 5 locations. All these locations house vulnerable adults and/or families with histories of homelessness, mental health challenges and/or substance abuse problems. Case management was provided on-site and in-home for all residents requesting this support. Youth enrichment/afterschool programming was provided at all family housing sites. The total number of households offered services under this contract was 286, including the following sites: o Garden Park Apartments (Pleasant Hill) – 27 units permanent supportive housing for formerly homeless families with disabilities o Lakeside Apartments (Concord) – 124 units of affordable housing for low-income families and individuals (including 12 units of permanent supportive housing for formerly homeless residents with disabilities). o Bella Monte Apartments (Bay Point) – 52 units of affordable housing for low- income families and individuals o Los Medanos Village (Pittsburg) – 71 units of affordable housing for low-income families and individuals o MHSA funded housing (Concord, Pittsburg) - 12 residents in 3 houses. • In addition to case management, Hope Solutions also provides property management and maintenance for the 12 units of MHSA housing. • Hope Solutions also agreed to participate with helping to host a community forum on permanent supportive housing during the year. b. Target Population: Formerly homeless/at-risk families and youth. c. Payment Limit: FY 24-25: $438,069 d. Number served: FY 20-21: 367; FY 21-22: 429; FY 22-23: 700 e. Outcomes: • FY 20-21: o Altered services as needed to accommodate family needs during the COVID-19 pandemic. o 89% (16/18) of youth that participated in the afterschool academic and tutoring program achieved at least 4 benchmarks. o 94% (74/79) of the families receiving intensive case management, showed improvement in at least one area of self-sufficiency as measured annually on the 20 area, self-sufficiency matrix (and had an average score of stable (3) or better on this assessment). o 100% (193/193) of families maintained their housing and 100% (103/103) of families at risk for eviction remained housed. One of the families living for many years at Garden Park Apartments was A-23 able to purchase their own home o 98% (126/128) of families requesting assistance with concrete resources had their request fulfilled. This was a heavy year for concrete service needs as families coped with the stay home orders, home schooling, unemployment and access to the financial resources being offered under the pandemic. Examples of their requests included access to food, employment support/unemployment applications, technological resources (computers, internet) transportation, healthcare and mental health resources and benefits offered under the Rescue Bill. o 80% (8/10) of families taking the Parental Stress Index assessment showed lowered levels of stress after group participation. o 100% (10/10) of the residents who attended the wellness/harm-reduction group sessions reported using the coping strategies they learned in the groups. o 100% (74/74) of parents who received educational advocacy/coaching reported having an improved/positive experience working with school personnel. o Provided 914 hours of advocacy for families working with remote learning. o Many parents attended the remote support groups at the 4 sites. Anecdotal feedback from the parents was uniformly positive, as reported above. Hope Solutions had challenges with getting the Parental Stress Index data due to the paper/in-person nature of the assessment. With the realization that the pandemic would be continuing for a while, Hope Solutions applied for and received a grant to purchase digital versions of the PSI assessment tool and will be using that in the coming year to be able to obtain more feedback. • FY 21-22: o Provided on-site case managers and youth enrichment coordinators at 7 housing sites. One of these sites houses 27 formerly homeless families. Three of these housing sites are affordable housing for 247 households that have incomes at 50% or lower than the Average Median Income of the community. The last 3 housing sites house 4 individuals at each of 3 houses. o 83% (34/41) of youth maintained or showed improvement in self-esteem and confidence as measured by the Piers-Harris Self-Concept Scale. o 91% (21/23) families with children at GPA showed improvement in at least one area of self-sufficiency and had an average score of stable (3) or better on this assessment. • FY 22-23: o Implemented strategies to eliminate barriers to accessing services by providing on-site support in affordable housing settings, ensuring full-time availability of case managers and youth enrichment coordinators. o Reduced stigma around mental health needs by integrating culturally aware case management and youth enrichment services, facilitating easier access to a multitude of community services, including mental health treatment. o Achieved an improvement in social functioning among school-aged youth in enrichment programs, with at least 75% expected to show improvement in self-esteem and confidence. o Demonstrated improved family functioning in the realm of self-sufficiency, with at least 75% of families served showing improvement in at least one area of self-sufficiency. o Ensured stability of housing for program participants, aiming for 95% of households to retain safe, permanent housing. A-24 JAMES MOREHOUSE PROJECT (JMP) (FISCAL SPONSOR BAY AREA COMMUNITY RESOURCES) Jenn Rader, jenn@jmhop.org 540 Ashbury Ave, El Cerrito, CA 94530, (510) 231-1437, http://www.jamesmorehouseproject.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The James Morehouse Project (JMP) works to create positive change within El Cerrito High School through health services, counseling, youth leadership projects and campus-wide school climate initiatives. Founded in 1999, the JMP assumes youth have the skills, values, and commitments to create change in their own lives and the life of the school community. The JMP partners with community and government agencies, local providers, and universities. PROGRAM: JAMES MOREHOUSE PROJECT (JMP) a. Scope of Services: The James Morehouse Project (JMP), a school health center at El Cerrito High School (fiscal sponsor: BACR), offers access to care and wellness through a wide range of innovative youth development programs for 300 multicultural youth in West Contra Costa County. Through strategic partnerships with community-based agencies, local universities, and county programs, JMP offers three main program areas that include: Counseling & Youth Development, Restorative School-Wide Activities, and Medical & Dental Services. Key activities designed to improve students’ well-being and success in school include: AOD Prevention; Migrations/Journeys (immigration/acculturation); Bereavement Groups (loss of a loved one); Culture Keepers (youth of color leadership); Discovering the Realities of Our Communities (DROC – environmental and societal factors that contribute to substance abuse); Peer Conflict Mediation; and Dynamic Mindfulness. As an on-campus student health center, the JMP is uniquely situated to maximize access and linkage to mental health services for young people from underserved communities. The JMP connects directly with young people at school and provides timely, ongoing, and consistent services to youth on-site. Because the JMP also offers a wide range of youth development programs and activities, JMP space has the energy and safety of a youth center. For that reason, students do not experience stigma around coming into the health center or accessing services. b. Target Population: At-risk students at El Cerrito High School c. Payment Limit: FY 24-25: $120,448 d. Numbers Served: FY 20-21: 328; FY 21-22: 399; FY 22-23: 364 e. Outcomes: • FY 20-21: o Continued to provide services virtually due to the COVID-19 pandemic. The JMP stayed connected with school staff, young people and families, through a range of outreach strategies: setting up a JMP space on Google Classroom, staffing an ongoing drop-in space through Google Meet and collaborating closely with teachers, guidance counselors, the attendance clerk and JMP’s administrative team to ensure that JMP was able to contact students/families in need. o 328 young people participated in 12 different groups and/or individual counseling. o Partnered with community-based organizations like the Seneca MRT in crisis situations. o Fifteen-Twenty people attended JMP led monthly evening English Language Advisory Committee (ELAC) meetings on Zoom. Families learned to access resources in the community and how to advocate for the rights of their children with school staff. Immigrant families also received case management support connecting them to legal, housing and other family supports in addition to counseling services for youth on-site. o 92% of participating youth reported feeling like “there is an adult at school I could turn to if I need help.” A-25 o 93% of participating youth “I deal with stress and anxiety better” after program participation. o 72% of participating students reported they “skip less school/cut fewer classes after program participation. • FY 21-22: o Stronger connection to caring adults/peers (build relationships with caring adult(s), peers) for participating youth. From student evaluations: 94% of participating youth reported feeling like, “there is an adult at school I could turn to if I need help.” o Increased in well-being (diminished perceptions of stress/anxiety, improvement in family/loved-one relationships, increased self-confidence, etc.) for participating youth. From student evaluations: 91% of participating youth reported, “I deal with stress and anxiety better” after program participation. o Strengthened connection to school (more positive assessment of teacher/staff relationships, positive peer connections, ties with caring adults) for participating youth. From student evaluation: 77% of participating students reported they “skip less school/cut fewer classes after program participation. o Strengthened culture of safety, connectedness and inclusion schoolwide. The WCCUSD implemented The California Healthy Kids Survey at the end of May, 2022. Results are not yet available at this time. • FY 22-23: o The James Morehouse Project provided essential mental health and wellness services, demonstrating a robust engagement with 1,064 unique individuals accessing the JMP, which accounted for a significant portion of the school population. o A notable 95% of students engaged in JMP activities reported improvements in various resiliency indicators, reflecting the program's impact on enhancing coping skills and well-being. o Spanish-speaking parents and guardians found a supportive community in Rincón Latino, with 54 participants attending groups, emphasizing the program's inclusive and culturally responsive approach. o The program successfully conducted 19 community outreach presentations/trainings, enriching the educational community's understanding of early intervention and support for mental health issues. o The addition of a Spanish bilingual Psychiatric Nurse Practitioner expanded access to psychiatric services for the Latinx community, addressing linguistic and cultural barriers to care. o By hiring a former client as a peer specialist/mentor, JMP enriched its service model with lived experience, strengthening its client-centered approach. o The program faced challenges in maintaining a stable and supportive school environment due to significant staff turnover, highlighting the importance of continuity and community in fostering a nurturing educational setting.. A-26 JEWISH FAMILY & COMMUNITY SERVICES EAST BAY (JFCS ) Fouzia Azizi, fazizi@jfcs-eastbay.org 1855 Olympic Blvd. #200, Walnut Creek, CA 94596 (925) 927-2000, https://jfcs-eastbay.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Rooted in Jewish values and historical experiences, and inspired by the diverse communities the agency serves, JFCS East Bay promotes the well-being of individuals and families by providing essential mental health and social services to people of all ages, races, and religions. Established in 1877, JFCS East Bay’s long tradition of caring directly impacts the lives of approximately 6,000 Alameda and Contra Costa residents each year. The agency provides services in three main program areas: Refugees & Immigrants, Children & Parents, and Adults & Seniors. Woven throughout these services is a comprehensive volunteer program. PROGRAM: COMMUNITY BRIDGES a. Scope of Services: During the term of this contract, Jewish Family & Community Services East Bay will assist Contra Costa Behavioral Health to implement the Mental Health Services Act (MHSA), Prevention and Early Intervention Program “Reducing Risk of Developing Mental Illness” by providing Outreach and Engagement to Underserved Communities with the Community Bridges Program, providing culturally grounded, community- directed mental health education and navigation services to 200 to 300 refugees and immigrants of all ages and sexual orientations in the Afghan, Syrian, Iranian, Iraqi, African, and Russian communities of central Contra Costa County. Prevention and early intervention-oriented program components include culturally and linguistically accessible mental health education; early assessment and intervention for individuals and families; and health and mental health system navigation assistance. Services will be provided in the context of group settings and community cultural events, as well as with individuals and families, using a variety of convenient non-office settings such as schools, senior centers, and client homes. In addition, the program will include mental health training for frontline staff from JFCS East Bay and other community agencies working with diverse cultural populations, especially those who are refugees and immigrants. b. Target Population: Immigrant and refugee families of Contra Costa County at risk for developing a serious mental illness. c. Payment Limit: FY 24-25: $198,291 d. Number served: FY 20-21: 225; FY 21-22: 461; FY 22-23: 203 e. Outcomes: • FY 20-21: o Served 225 people, including 120 frontline staff and 105 clients. o Facilitated two virtual trainings (via Zoom) during the pandemic. Trained 120 service providers from the community, exceeding the target of training 75 frontline staff o Provided 10.5 hours of individualized mental health education sessions to 14 Russian-speaking seniors. o Provided three 7- week series online psychosocial support groups serving 20 Afghan mothers. o Provided 77 clients with bilingual/bicultural case management. o Provided over 100 hours of culturally attuned therapy services to 3 refugee clients with in-house and referred 5 refugee clients to external providers. o 94% of the adult case management clients reported upon exit that they were able to independently seek help for mental health services. o 92% of the adult case management clients reported knowing how to link to the appropriate persons for A-27 resolution of health or mental health issues. o 100% of the adult case management clients reported upon exit that they had an increased understanding of health and mental health care systems in Contra Costa County. o 94% of respondents from our cross-cultural staff trainings reported that they had a better understanding of recognizing stress and risk factors after the training. o 91% of respondents from our cross-cultural staff trainings reported that they had a better understanding of when to refer clients to specialized services. o 78% of participants of the Russian Mental Health Classes reported to have a better understanding of when and how to seek help. o 100% of participants of the Russian Mental Health Classes reported that they have an increased ability to recognize stress and risk factors in themselves and/or family members, reported feeling more supported after coming to the group, and reported having a better understanding of the concepts discussed in individual sessions. o 100% of participants of the Afghan Mothers’ Support Groups reported having an increased ability to recognize stress and risk factors, a better understanding of trauma and how it affects the mind and body, a better understanding of the concepts discussed in group, having learned helpful techniques to deal with their own stress and emotions, a better understanding of when and how to seek help if I need it, feeling more supported after attending the group, having learned helpful parenting skills that they will use with their own children, and being able apply what they learned from the group in their own life. o Provided culturally and linguistically appropriate care to all consumers served. • FY 21-22: o Served 461 people. Clients include 185 children (ages 0-15); 98 transition-aged youth (ages 16-25); 166 adults (ages 26-59); and 12 older adults (ages 60+). o Completed 208 pre-post assessments with adult case management clients (ages 18+). o Provided 10- week series family support with Sutter Health partnership serving 6 families. o Provided 208 clients with bilingual/bicultural case management: (ages 18 and older). o Health and Mental Health System Navigation (Case Management) • 96% of the adult case management clients reported upon exit that they were able to independently seek help for mental health services. At entry, 62 % of clients reported that they did not know how to do this. • 93% of the adult case management clients reported upon exit that they knew how to link to the appropriate persons within the county health care system or other community resources for resolution of health or mental health issues. At entry, 79% of clients reported that they did not know how to do this. • 100% of the adult case management clients reported upon exit that they had an increased understanding of health and mental health care systems in Contra Costa County. At entry, 91 % of clients reported that they did not understand care systems. o Women / Men Support / Educational Groups • 100% of participants reported to have an increased ability to recognize stress and risk factors in myself or family. • 100% of participants reported to have a better understanding of trauma and how it affects the mind and body. • 100% of participants reported to have a better understanding of the concepts discussed in group. A-28 • 100% of participants reported to have learned helpful techniques to deal with their own stress and emotions. • 93% of participants reported to have better understanding of when and how to seek help if I need it. • 100% of participants reported to feeling more supported after attending the group. • 100% of participants reported to have learned helpful parenting skills that they will use with their own children. • 100% of participants reported to apply what they learned from the group in their own life. • FY 21-22: o Implemented 2 online trainings on cross-cultural mental health concepts for a wide range of service providers, enhancing their understanding and skills in working with culturally diverse clients. o Hosted 4 online interactive workshops on public health topics for Afghan parents, tailored to address their specific interests and challenges, with efforts to collect feedback and ensure satisfaction. o Facilitated two community-building events, aiming to reduce social isolation among Afghan newcomer families and foster community connections. o Provided individual mental health education sessions via phone to Russian-speaking seniors, adapting the delivery method to their comfort level and ensuring personalized support. A-29 JUVENILE JUSTICE SYSTEM – SUPPORTING YOUTH (C ONTRA C OSTA H EALTH ) Steve Blum, steven.blum@cchealth.org 202 Glacier Drive, Martinez, CA 94553 (925) 957-2739 GENERAL DESCRIPTION OF THE ORGANIZATION The Behavioral Health Services Division of Contra Costa Health Services combines Mental Health, Alcohol & Other Drugs and Homeless Program into a single system of care. The staff working to support youth in the juvenile justice system operate within Contra Costa Behavioral Health’s Children’s System of Care. PROGRAM: ORIN ALLEN YOUTH REHABILITATION FACILITY (OAYRF) / MENTAL HEALTH PROBATION LIAISON SERVICES (MHPLS) County behavioral health clinicians strive to help youth experiencing the juvenile justice system become emotionally mature and law-abiding members of their communities. Services include: screening and assessment, consultation, therapy, and case management for inmates of the Juvenile Detention Facility and juveniles on probation, who are at risk of developing or struggle with mental illness or severe emotional disturbance. a. Scope of Services: Orin Allen Youth Rehabilitation Facility (OAYRF) provides 100 beds for seriously delinquent boys ages 13-21, who have been committed by the Juvenile Court. OAYRF provides year-round schooling, drug education and treatment, Aggression Replacement Training, and extracurricular activities (gardening, softball). Additionally, the following mental health services are provided at OAYRF: psychological screening and assessment, crisis assessment and intervention, risk assessment, individual therapy and consultation, family therapy, psychiatric, case management and transition planning. b. Mental Health Probation Liaison Services (MHPLS) has a team of three mental health probation liaisons stationed at each of the three field probation offices (in East, Central, and West Contra Costa County). The mental health probation liaisons are responsible for assisting youth and families as they transition out of detention settings and return to their communities. Services include: providing mental health and social service referrals, short term case management, short term individual therapy, short term family therapy. Additionally, the mental health probation liaisons are responsible for conducting court- ordered mental health assessments for youth within the county detention system. c. Target Population: Youth in the juvenile justice system in need of mental health support d. Payment Limit: FY 24-25: $455,213 e. Staff: 5 Mental Health Clinical Specialists: 3 probation liaisons, 2 clinicians at the Ranch f. Number Served: FYs 19-20, 20-21, and 21-22: 300+ g. Outcomes: • FYs 20-21, 21-22, and 22-23: o Help youth address mental health and substance abuse issues that may underlie problems with delinquency. o Increased access to mental health services and other community resources for at risk youth. o Provide referrals, short-term therapy, and short-term case management to help decrease symptoms of mental health disturbance. o Increase family and youth help-seeking behavior; decrease stigma associated with mental illness. o Work with Probation, families, and youth to decrease out-of-home placements and rates of recidivism. o Help youth and families increase problem-solving skills. A-30 LA CLINICA DE LA RAZA Khushboo Asija, kasija@laclinica.org PO Box 22210, Oakland, CA, 94623, (510) 535 2911, https://www.laclinica.org/ GENERAL DESCRIPTION OF THE ORGANIZATION With 35 sites spread across Alameda, Contra Costa, and Solano Counties, La Clínica delivers culturally and linguistically appropriate health care services to address the needs of the diverse populations it serves. La Clínica is one of the largest community health centers in California. PROGRAM: VÍAS DE SALUD AND FAMILIAS FUERTES a. Scope of Services: La Clínica de La Raza, Inc. (La Clínica) will implement Vías de Salud (Pathways to Health) to target Latinos residing in Central and East Contra Costa County with a goal of: a) 3,000 depression screenings; b) 250 assessment and early intervention services provided by a Behavioral Health Specialist to identify risk of mental illness or emotional distress, or other risk factors such as social isolation; and c) 1,250 follow-up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment. La Clínica’s PEI program category is Improving Timely Access to Services for Underserved Populations. Contractor will also implement Familias Fuertes (Strong Families), to educate and support Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. The project activities will include: 1) Screening for risk factors in youth ages 0-18 (750 screenings); 2) 75 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist will be provided to parents/caretakers of children ages 0-18; 3) Three hundred (300) follow up visits with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. The goal is to be designed and implemented to help create access and linkage to mental health treatment, be designed, implemented, and promoted in ways that improve timely access to mental health treatment services for persons and/or families from underserved populations, and be designed, implemented, and promoted using strategies that are non-stigmatizing and non-discriminatory. b. Target Population: Contra Costa County Latino residents at risk for developing a serious mental illness. c. Payment Limit: FY 24-25: $328,402 d. Number served: FY 20-21: 845; FY 21-22: 799; FY 22-23: 896 e. Outcomes: • FY 20-21 Vías de Salud: o Offered 8,521 depression and anxiety screenings ( 284% of yearly target), 1,180 assessments and early intervention services provided by a Behavioral Health Specialists to identify risk of mental illness or emotional distress, or other risk factors such as social isolation (472% of yearly target), and 2,786 follow up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment (222% of yearly target). o Continued to provide telehealth services as needed due to COVID-19. • FY 21-22 Vías de Salud: o 9,393 depression and anxiety screenings (313.10% of yearly target). o 1,972 assessments and early intervention services provided by a Behavioral Health Specialists to identify risk of mental illness or emotional distress, or other risk factors such as social isolation (789% of yearly target). A-31 o 4,242 follow up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment (339.36% of yearly target). • FY 22-23 Vías de Salud: o Vías de Salud exceeded its targets by conducting 9,164 depression and anxiety screenings, providing a clear indication of the high demand and necessity for such services within the community. o The program further excelled by delivering 1,496 assessments and early intervention services, addressing the critical need for early identification of mental health issues. o With 6,025 follow-up support/brief treatment services, Vías de Salud ensured ongoing care and support for adults facing mental health challenges. • FY 20-21 Familias Fuertes: o Offered 766 screens for risk factors in youth ages 0-17 (102% of yearly target), 233 Assessments (includes child functioning and parent education/support) with the a Behavioral Health Specialist were provided to parents/caretakers of children ages 0-17 (310% of yearly target), and 597 follow up visits occurred with children/families to provide psycho-education/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues (199% of yearly target). o Continued to provide telehealth services as needed due to COVID-19. • FY 21-22 Familias Fuertes: o 934 screens for risk factors in youth ages 0-17 (124.53% of yearly target). o 469 Assessments (includes child functioning and parent education/support) with a Behavioral Health Specialist were provided to parents/caretakers of children ages 0-17 (625.33% of yearly target). o 683 follow up visits occurred with children/families to provide psychoeducation/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues (227.67% of yearly target). • FY 22-23 Familias Fuertes: o Familias Fuertes, focused on youth and families, surpassed expectations by providing 1,126 screenings for risk factors in youth, demonstrating a proactive approach to identifying potential issues early on. o Through 777 assessments for parents and caregivers, Familias Fuertes equipped families with the tools and knowledge needed to support their children's mental and emotional well-being. o The program also made significant strides in offering comprehensive support by conducting 1,131 follow-up visits with children and families, providing valuable psycho-education and brief treatment services. A-32 LAO FAMILY COMMUNITY DEVELOPMENT (LFCD) Kathy Rothberg, krothberg@lfcd.org 1865 Rumrill Blvd. Suite #B, San Pablo, CA 94806, (510) 215-1220, https://lfcd.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1980, Lao Family Community Development, Inc. (LFCD) annually assists more than 15,000 diverse refugee, immigrant, limited English, and low-income U.S. born community members in achieving long-term financial and social self-sufficiency. LFCD operates in 3 Northern California counties delivering timely, linguistically, and culturally appropriate services using an integrated service model that addresses the needs of the entire family unit, with the goal of achieving self-sufficiency in one generation. PROGRAM: HEALTH AND WELL -BEING FOR ASIAN FAMILIES a. Scope of Services: Lao Family Community Development, Inc. provides a comprehensive and culturally sensitive Prevention and Early Intervention Program that combines an integrated service system approach for serving underserved Asian and Southeast Asian adults throughout Contra Costa County. The program activities designed and implemented include: comprehensive case management; evidence based educational workshops using the Strengthening Families Curriculum; and peer support groups. Strategies used reflect non- discriminatory and non-stigmatizing values. We will provide outreach, education, and support to a diverse underserved population to facilitate increased development of problem-solving skills, increase protective factors to ensure families emotional well-being, stability, and resilience. We will provide timely access, referral, and linkage to increase client’s access to mental health treatment and health care providers in the community based, public, and private system. LFCD provides in language outreach, education, and support to develop problem solving skills, and increase families’ emotional well-being and stability, and help reduce the stigmas and discriminations associated with experiencing mental health. The staff provides a client centered, family focused, strength-based case management and planning process, to include home visits, brief counseling, parenting classes, advocacy, and referral to other in-house services such as employment services, financial education, and housing services. These services are provided in clients’ homes, other community- based settings, and the offices of LFCD in San Pablo. b. Target Population: South Asian and Southeast Asian Families at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $222,888 d. Number served: FY 20-21: 126; FY 21-22: 127; FY 22-23: 127 e. Outcomes: • FY 20-21: o A total of 126 clients completed the Pre LSNS assessment and 126 clients completed the Post LSNS assessments. The average progression was 5 with a high correlation between the participant’s progression and level of participation in monthly social peer support groups activities and workshops. o 95% (120 of 126 respondents) of the participants were satisfied with the program services, and 5% (6 of 126 respondents) were somewhat satisfied with the program services. o 12 participants that were referred to mental health services because of monitoring clients’ mental health status. o Held 10 SFP workshops during the program year (1 workshop per month from August 2020 to May 2021). o Facilitated 24 different thematic peer support groups/events during the FY. • FY 21-22: o Served 127 participants from both communities representing a diverse group (Nepali, Tibetan, Lao, and A-33 Mien). o Provided navigation and timely access to internal and external services including linkages to mental health and other service providers. o A total of 127 clients completed the Pre LSNS assessment and 127 clients completed the Post LSNS assessments. The average progression was 5 with a high correlation between the participant’s progression and level of participation in monthly social peer support groups’ activities and workshops. o 94% (120 of 127 respondents) of the participants were satisfied with the program services, and 5% (6 of 127 respondents) were somewhat satisfied with the program services. • FY 22-23: o Completed 127 Pre LSNS assessments and Post LSNS assessments, showing an average progression that strongly correlated with the level of participation in monthly social peer support groups' activities and workshops. o Achieved a high satisfaction rate among participants, with 94% satisfied and 6% somewhat satisfied with the program services. o Conducted 13 workshops, engaging 183 participants, and 13 peer support groups with 163 participants participating, illustrating the program's capacity to foster community and individual resilience. o Organized 4 social gatherings, with a total of 255 participants, and 19 community outreach events, reaching 853 clients, highlighting the program's expansive reach and ability to engage the community effectively. o Ensured timely access to a wide range of services, including mental health care, legal assistance, and health insurance navigation, by escorting high-barrier clients to essential appointments and facilitating warm handoffs to service providers. o Utilized a variety of evaluation tools, including activity evaluation forms and a general program evaluation form, to continuously assess and improve program services based on participant feedback. A-34 THE LATINA CENTER Miriam Wong, mwong@thelatinacenter.org 3701 Barrett Ave #12, Richmond, CA 94805, (510) 233-8595, https://thelatinacenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Latina Center is an organization of and for Latinas that strive to develop emerging leaders in the San Francisco Bay Area through innovative training, support groups and leadership programs. The mission of The Latina Center is to improve the quality of life and health of the Latino Community by providing leadership and personal development opportunities for Latina women. PROGRAM: OUR CHILDREN FIRST/PRIMERO NUESTROS NIÑOS a. Scope of Services: The Latina Center (TLC) provides culturally and linguistically specific parenting education and support to at least 300 Latino parents and caregivers in West Contra Costa County that 1) supports healthy emotional, social, and educational development of children and youth ages 0-15, and 2) reduces verbal, physical and emotional abuse. The Latina Center enrolls primarily low- income, immigrant, monolingual/bilingual Latino parents and grandparent caregivers of high-risk families in a 12-week parenting class using the Systematic Training for Effective Parenting (STEP) curriculum or PECES in Spanish (Padres Eficaces con Entrenamiento Eficaz). Parent Advocates are trained to conduct parenting education classes, and Parent Partners are trained to offer mentoring, support, and systems navigation. TLC provides family activity nights, creative learning circles, cultural celebrations, and community forums on parenting topics. b. Target Population: Latino Families and their children in West County at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $142,666 d. Number served: FY 20-21: 309; FY 21-22: 291; FY 22-23: 293 e. Outcomes: • FY 20-21: o Served 309 individuals o 198 parents completed a pre-survey in Spanish. o Parenting classes were held via Zoom due to the COVID-19 Pandemic. o During the fiscal year, 3 mental health workshops were offered and conducted for 72 participants. The Latina Center’s social networks garnered more than a thousand views and shares on these workshops/health topics. o 80% participants stated the course helped them improve their relationships. • FY 21-22: o Served 261 participants in Parenting classes. o 30 participants in our 4 Mental health workshops. o 28 participants Psycho-educational sessions. • FY 22-23: o Made over 3,200 outreach calls, resulting in 387 registrations for parenting classes. Out of these, 189 participants took part in the classes, and 54 parents completed all sessions and graduated. o Formed 21 parent groups for the classes, with 18 conducted on Zoom and 3 in person, demonstrating adaptability to participant needs and preferences. o Hosted 5 workshops on various mental health topics, reaching 82 participants through Zoom and Facebook live broadcasts, evidencing an effective use of digital platforms to engage the community. o Offered a stress management program to 3 groups, totaling 22 participants, covering anxiety and stress A-35 control, emotional awareness, and self-care strategies. o Provided referrals to a Mental Health Coach for clients needing specialized mental health support, highlighting a tailored approach to individual needs. o Addressed several challenges, including participation rates and logistical issues with class venues, through diligent follow-up and community collaboration.. A-36 LIFELONG MEDICAL CARE Brenda Goldstein, bgoldstein@lifelongmedical.org 2344 6th Street, Berkeley, CA 94710 (510) 981-4156, https://www.lifelongmedical.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Founded in 1976, LifeLong Medical Care (LifeLong) is a multi-site safety-net provider of comprehensive medical, dental, behavioral health and social services to low-income individuals and families in West Contra Costa and Northern Alameda counties. In 2017, LifeLong provided approximately 300,000 health care visits to 61,000 people of all ages and cultural backgrounds. PROGRAM: SENIOR NETWORK AND ACTIVITY PROGRAM (SNAP) a. Scope of Services: LifeLong’s PEI program, SNAP, brings therapeutic drama, art, music, and wellness programs to isolated and underserved primarily African American older adults living in Richmond. SNAP encourages lifelong learning and creativity, reduces feelings of depression and social isolation, and connects consumers with mental health and social services as needed. All services are designed with consumer input to promote feelings of wellness and self-efficacy, reduce the effects of stigma and discrimination, build community connections, and provide timely access to underserved populations who are reluctant or unable to access other mental health and social services. SNAP provides services on-site at three low-income housing locations in West County, including weekly group activities, one-on-one check-ins, and case management. Activities vary based on consumer interests, but may include choir, theater, art, board games, word games, special events, and holiday celebrations. Services also include quarterly outings, screening for depression and isolation, information and referral services, and outreach to invite participation in group activities and develop a rapport with residents. Services are designed to improve timely access to mental health treatment services for persons and/or families from underserved populations, utilizing strategies that are non- stigmatizing and non-discriminatory. The expected impact of these services includes: reducing isolation and promoting feelings of wellness and self- efficacy; increasing trust and reducing reluctance to revealing unmet needs or accepting support services; decreasing stigma and discrimination among underserved populations; and improving quality of life by reducing loneliness and promoting friendships and connections with others. b. Target Population: Seniors in low-income housing projects at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $153,089 d. Number served: FY 20-21: 106; FY 21-22: 137; FY 22-23: 175 e. Outcomes: • FY 20-21: o Provided services in observance of COVID-19 safety protocols and local mandates and ordinances with services provided primarily in a virtual format. Virtual services took place via telephone and zoom and include telephonic wellness checks and social calls, case management and referrals to mental health and community resources, screening for depression and isolation, as well as meal and grocery distribution in person, thanks to donations from Sojourner Truth Church, Help Berkeley, and Bridge Storage and Artspace. o Provided two enrichment events in accordance with COVID-19 safety protocols. o Presented two live Brazilian music and dance performances in collaboration with Brasarte, a Brazilian Cultural Center in Berkeley. The event also included raffles and audience participation in the dancing. Participants identified “A Taste of Brazil” performances as one of the most enjoyable experiences of the year. A-37 o COVID-19 challenges prevented LifeLong from conducting the annual survey this year. LifeLong is developing plans to conduct the annual survey in FY 21-22. o LifeLong staff completed regular wellness checks and social calls to participants throughout the year and administered the PHQ-2 assessment when appropriate. • FY 21-22: o Provided services on-site at three housing developments: Nevin Plaza, Friendship Manor, and Harbour View Senior Apartments. o Conducted in person wellness checks and social calls, hosted senior resource health fairs, provided individualized social service support, and conducted home visit assessments. o Provided monthly community resource in-services, distributed meals and groceries monthly, hosted community resource holiday celebrations and free flea markets. o 84% of participants agreed that participation in SNAP helped them feel less isolated. o 96% of participants expressed satisfaction with SNAP. o 72% of participants expressed SNAP helped improve their mood. • FY 22-23: o Initiated a new service at St. John Apartments, expanding their reach and providing social services to a broader older adult population. o Established a resident council at Harbour to improve communication and advocacy for quality-of- life enhancements. o Organized Health & Wellness events across Nevin, Harbour, and Friendship locations to promote physical, mental, and spiritual health. o Aided a Nevin Plaza resident with healthcare navigation for cardiac surgery, demonstrating their commitment to individual health needs. o Adapted to the logistical challenges of building renovations and management changes at Nevin Plaza by providing group education and increasing one-on-one visits. A-38 MENTAL HEALTH CONNECTIONS (FORMERLY PUTNAM CLUBHOUSE)- Jane Fischberg, jane@mentalhealthconnectionsca.org 3024 Willow Pass Rd #230, Concord CA 94519 (925) 691-4276, (510) 926-0474, https://mentalhealthconnectionsca.org/ GENERAL DESCRIPTION OF THE ORGANIZATION Mental Health Connections provides a safe, welcoming place, where participants (called members), recovering from mental illness, build on personal strengths instead of focusing on illness. Members work as colleagues with peers and a small staff to maintain recovery and prevent relapse through work and work-mediated relationships. Members learn vocational and social skills while doing everything involved in running The Clubhouse. PROGRAM: PREVENTING RELAPSE OF INDIVIDUALS IN RECOVERY a. Scope of Services: i. Project Area A: Mental Health Connections’ peer-based programming helps adults recovering from psychiatric disorders access support networks, social opportunities, wellness tools, employment, housing, and health services. The work-ordered day program helps members gain prevocational, social, and healthy living skills as well as access vocational options within Contra Costa. The Clubhouse teaches skills needed for navigating/accessing the system of care, helps members set goals (including educational, vocational, and wellness), provides opportunities to become involved in stigma reduction and advocacy. Ongoing community outreach is provided throughout the County via presentations and by distributing materials, including a brochure in both English and Spanish. The Young Adult Initiative provides weekly activities and programming planned by younger adult members to attract and retain younger adult members in the under-30 age group. Mental Health Connections helps increase family wellness and reduces stress related to caregiving by providing respite through Clubhouse programming and by helping Clubhouse members improve their independence. ii. Project Area B: Mental Health Connections assists the Office for Consumer Empowerment (OCE) by providing career support through hosting Career Corner, an online career resource for mental health consumers in Contra Costa County and holding countywide career workshops. iii. Project Area C: Mental Health Connections assists Contra Costa County Behavioral Health in several other projects, including organizing community events and by assisting with administering consumer perception surveys. iv. Project Area D: Mental Health Connections assists Contra Costa County Behavioral Health in implementing the Portland Identification and Early Referral (PIER) program for individuals at risk of psychosis, First Hope, by providing logistical and operational support. b. Target Population: Contra Costa County residents with identified mental illness and their families. c. Payment Limit: FY 24-25: $853,405 d. Number served: FY 20-21: 505; FY 21-22: 326; FY 22-23: 328 e. Outcomes: • FY 20-21: o Members spent 58,642 hours engaged in Clubhouse programming). o 54 newly enrolled Clubhouse members participated in at least one Clubhouse activity, 16 of whom were young adults ages 18-25 years. o 62 activities were held for young adult members ages 18-25 years. o 89 members and caregivers completed the annual survey. o 90% of caregivers who completed the annual survey reported that Clubhouse activities and programs provided them with respite care. o 100% of caregivers who completed the annual survey reported a high level of satisfaction with Clubhouse activities and programs. A-39 o 100% of caregivers and 92% of members completing the annual survey reported that the member’s independence had increased. o 94% of Clubhouse members who used the Career Unit indicated that they were “very satisfied” or “satisfied” with the services related to employment and education. o 100% of Clubhouse members who indicated education in their career plan (return to school/finish degree/enroll in a certificate program) as a goal were referred to education resources within14 days. o 100% of members who indicated employment as a goal in their career plan were referred to employers, applied for jobs, and/or had a job interview within 3 months of indicating goal. o 26,432 meals were served to members. o 94% of members completing the annual survey reported an increase in peer contacts. o 93% of members & 84% of caregivers (88% combined average) completing the annual survey reported an increase in their health and well-being (mental, physical, emotional). o The program achieved its goal of reducing hospitalizations and out-of-home placements of active members. • FY 21-22: o Served 326 unduplicated members. o 40 new members enrolled and participated in at least one activity. 10 of these new members were young adults aged 18 to 25 years. At least 49 activities were held specifically for the young adult age group. o Held 17 career workshops. o Prepared 9,681 meals for members. o Provided 39,637 hours of Clubhouse programming to members. o Provided 432 rides to and from Clubhouse activities. o Provided 427 In-home outreach visits. o Made 127 blog postings. o Caregivers reported the Clubhouse activities provided them with respite care, stated they were highly satisfied with programming, and reported the Clubhouse increased member independence. o Members reported the Clubhouse activities supported them in self-advocacy, communication, increased knowledge on health and wellness, and increased access to healthcare resources, increased peer interactions, and increased sense of belonging. o Members and caregivers reported the Clubhouse activities increased their mental and physical health and overall wellbeing. • FY 22-23: o Achieved an increase in membership activity, serving 328 unduplicated members, surpassing the target of 300 and contributing to a total of 42,425 hours of engagement in Clubhouse programming. o Exceeded enrollment targets for new Clubhouse members, with 72 new members participating in Clubhouse activities, notably including 53 young adults aged 18 to 25 years. o Hosted a significant number of activities specifically tailored for young adults, with 53 activities conducted, demonstrating a strong focus on this demographic. o Provided 10,996 meals to members at the Clubhouse, ensuring nutritional support and social engagement. o Offered comprehensive transportation support with 671 rides provided to members for various essential purposes. A-40 o Executed 283 in-home outreach visits, adapting service delivery to meet member needs outside the traditional Clubhouse setting. o Published 42 blog postings on the Career Corner Blog and conducted 39 career workshops, greatly exceeding the target and supporting members' vocational aspirations. o Celebrated member achievements and community connections through significant events, including the SPIRIT graduation and community partners picnics and holiday parties, enhancing social cohesion and recognition of member successes. o Conducted targeted outreach efforts, achieving remarkable engagement and recruitment results, including the successful recruitment of 248 parents for Parent Groups, and the delivery of Home-Based Support to 57 families. o Demonstrated high levels of satisfaction and positive outcomes among members and caregivers, with significant improvements in independence, well-being, peer interactions, and access to mental health resources. A-41 NATIVE AMERICAN HEALTH CENTER (NAHC) Veronica Shawnego, veronicash@nativehealth.org 2566 MacDonald Ave, Richmond, CA 94804, (510) 434-5483, http://www.nativehealth.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Native American Health Center serves the California Bay Area Native Population and other under-served populations. NAHC has worked at local, state, and federal levels to deliver resources and services for the urban Native American community and other underserved populations, to offer medical, dental, behavioral health, nutrition, perinatal, substance abuse prevention, HIV/HCV care coordination and prevention services. PROGRAM: NATIVE AMERICAN WELLNESS CENTER a. Scope of Services: Native American Health Center provides outreach for the increasing recognition of early signs of mental illness. To this end, they provide mental health prevention groups and quarterly events for Contra Costa County Community Members. These activities help develop partnerships that bring consumers and mental health professionals together to build a community that reflects the history and values of Native American people in Contra Costa County. Community-building activities done by NAHC staff, community members, and consultants, include: an elder’s support group, youth wellness group (including suicide prevention and violence prevention activities). Quarterly cultural events and traditional arts groups including: basket weaving, beading, quilting, health and fitness coaching and drumming. Other activities include: Positive Indian Parenting to teach life and parenting skills, Talking Circles that improve communication skills and address issues related to mental health, including domestic violence, individual and historical trauma, and Gathering of Native Americans (GONA) to build a sense of belonging and cohesive community. Expected outcomes include increases in social connectedness, communication skills, parenting skills, and knowledge of the human service system in the county. Program Staff conduct cultural competency trainings for public officials and other agency personnel. Staff assist with System Navigation including individual peer meetings, referrals to appropriate services (with follow-up), and educational sessions about Contra Costa County’s service system. b. Target Population: Native American residents of Contra Costa County (mainly west region), who are at risk for developing a serious mental illness. c. Payment Limit: FY 24-25: N/A contract is no longer active due to program closing their Contra Costa County location. d. Number served: FY 20-21: 143; FY 21-22: 307; FY 22-23: 194 e. Outcomes: • FY 20-21: o Engaged 143 community members through prevention programming. o 100% of the 13 members who accessed individual referrals services were successfully linked to the requested aid, such as food, behavioral health o NAHC trained 2 interns and 1 staff in prevention and intervention modalities. This staff participated in Question Persuade and Refer, an emergency response training to self-harm and suicide. She participated in a virtual 8-week San Francisco MHSA certification training that focused on behavioral modalities such as Wellness Recovering Action Plan, Motivational Interviewing, Mental Health First Aid, and Safety Planning o During this reporting period, 6 of 6 members report they are having an increased ability in accessing resources. o Attendance and engagement in NAHC mental health prevention and treatment services doubled from the previous fiscal year, with 1004 points of contact in FY 20-21. A-42 o Staff trained 2 interns in partnership with the SPIRIT program, and one staff member also received training on Question, Persuade, Refer, and participated in an 8-week virtual training that focused on behavioral modalities such as Wellness Recovering Action Plan, Motivational Interviewing, Mental Health First Aid, and Safety Planning. • FY 21-22: o This fiscal year we engaged 307 community members through prevention programming. o 100% of the 13 members who accessed individual referrals services were successfully linked to the requested aid, such as food, behavioral health. o Program staff participated in 10 events or activities throughout the course of the year. o This fiscal year, we NAHC trained 1 intern and 1 staff in prevention and intervention modalities. This staff participated in Question Persuade and Refer, an emergency response training to self-harm and suicide. She participated in a virtual 8-week San Francisco MHSA certification training that focused on behavioral modalities such as Wellness Recovering Action Plan, Motivational Interviewing, Mental Health First Aid, and Safety Planning. • FY 22-23: o Focused on outreach, prevention, and early intervention to recognize early signs of mental illness and ensure access to culturally appropriate mental health services. o Engaged a remarkable number of community members in prevention and early intervention services programming, significantly exceeding their engagement goal. o A high success rate in linking community members to essential services via referrals, showcasing effective case management and support systems. o Hosted culturally relevant groups, workshops, and events to foster social connectedness, cultural connection, and awareness of available resources. A-43 OFFICE FOR CONSUMER EMPOWERMENT (OCE) (C ONTRA C OSTA H EALTH ) Jennifer Tuipulotu, Jennifer.Tuipulotu@cchealth.org 1340 Arnold Drive, Suite 200, Martinez, CA 94553, (925) 957-5206 GENERAL DESCRIPTION OF THE ORGANIZATION The Office for Consumer Empowerment is a County operated program that supports the entire Behavioral Health System and offers a range of trainings and supports by and for individuals who have experience receiving behavioral health services. The goals are to increase access to wellness and empowerment knowledge for participants of the Behavioral Health System. PROGRAM: REDUCING STIGMA AND DISCRIMINATIO N a. Scope of Services • The OCE facilitates Wellness Recovery Action Plan (WRAP) groups by providing certified leaders and conducting classes throughout the County. Staff employ the evidence-based WRAP system in enhancing the efforts of consumers to promote and advocate for their own wellness • The Committee for Social Inclusion is an ongoing alliance of committee members that work together to promote social inclusion of persons who receive behavioral health services. The Committee is project based, and projects are designed to increase participation of consumers and family members in the planning, implementation, and delivery of services. Current efforts are supporting the integration of mental health and alcohol and other drug services within the Behavioral Health Services Division. In addition, OCE staff assist and support consumers and family members in participating in the various planning committees and sub-committees, Mental Health Commission meetings, community forums, and other opportunities to participate in planning processes. • The Overcoming Transportation Barrier (OTB) Flex Fund provides funding to cover a one-time cost specific to transportation needs and help provide support to clients who need to get to their appointments. Some examples of what these funds cover include: the cost of a new tire, or a loaded Clipper card to provide fare to and from appointments or groups. This programming is a continuation of a former Innovation Project that sunset in September 2021. • The OCE supports SB803 Implementation in Contra Costa County which enables Contra Costa, along with all California counties, to expand the behavioral health workforce by allowing certification of Peer Support Specialists. This bill makes it easier for people with lived mental health experiences to be trained and hired while providing supportive services to others in the behavioral health system. • Staff provides outreach and support to peers and family members to enable them to actively participate in various committees and sub-committees throughout the system. These include the Mental Health Commission, the Consolidated Planning and Advisory Workgroup and sub-committees, and Behavioral Health Integration planning efforts. Staff provides mentoring and instruction to consumers who wish to learn how to participate in community planning processes or to give public comments to advisory bodies. b. Target Population: Participants of public mental health services, their families, and the public. c. Total MHSA Funding for FY 24-25: $260,985 d. Staff: Three e. Number Served: FY 20-21: 1336; FY 21-22: 485; FY 22-23:738 f. Outcomes: • FY 20-21: o Facilitated 12 monthly Committee for Social Inclusion meetings with an unduplicated count of 63 A-44 participants in attendance. o PhotoVoice served an estimated 800 people through subcommittee meetings open to the community, one Recovery Month exhibition, and trainings. o WRAP served 108 people, held 10 in-person WRAP groups (Forensics division). WRAP II County-wide facilitator completed 14 one-on-one WRAP plans for client. And the team held 1 WRAP quarterly subcommittee meeting. o WREACH reached 365 people through 62 presentations. • FY 21-22: o Social Inclusion: Facilitated 11 monthly committee meetings with 112 participants (duplicated count) and 65 participants (unduplicated count) in attendance. Additionally, OCE staff tabled at six community events and interacted with 274 members of the public, sharing mental health resources and information on reducing stigma. o WRAP: County peer staff facilitated 26 WRAP groups and the development of 16 individual WRAP plans at Martinez Detention Facility, serving a total of 146 participants. Four Community Support Workers (CSWs), including one from OCE staff, successfully completed WRAP Seminar III to become Advanced Level Facilitators, allowing them to train fellow CSWs to facilitate WRAP in group settings across the county. There were also two WRAP facilitator subcommittee meetings facilitated by OCE staff. There was ongoing collaboration and consultation with the Copeland Center for Wellness and Recovery to advance the countywide WRAP program. o OCE shelved the PhotoVoice Empowerment Project and the WREACH Speakers’ Bureau in FY 2021- 22 with no additional outcomes to report. • FY 22-23: o Social Inclusion: • Facilitated 11 monthly committee meetings and 11 monthly planning sessions including participation from 58 community members (duplicated). • Committee members, in addition to OCE support staff, engaged in tabling and outreach at 11 community events, interacting with 585 members of the public while sharing mental health resources and information on reducing stigma o WRAP: • County-employed Advanced Level Facilitators, in coordination with OCE, facilitated 3 WRAP Seminar II trainings with 37 participants representing staff from county-operated programs and community-based organizations. Participants obtained training on facilitating WRAP in group settings. • County-employed WRAP Facilitators, in coordination with OCE, facilitated 9 WRAP Seminar I trainings with a total of 77 participants, including SPIRIT 2023 students and clients from East and Central County Adult Behavioral Health, as well as Forensic Mental Health. Participants learned how to complete their own personal Wellness Recovery Action Plan. • 1 on 1 WRAP facilitation with 8 clients at East County Adult Behavioral Health, in coordination with OCE. o Overcoming Transportation Barriers (OTB) Flex Funds: • Processed 10 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. A-45 PEOPLE WHO CARE (PWC) CHILDREN ASSOCIATION Constance Russell, Russell@pwccassociation.org 2231 Railroad Ave, Pittsburg, 94565 (925) 427-5037, http://www.peoplewhocarechildrenassociation.org/ GENERAL DESCRIPTION OF THE ORGANIZATION People Who Care Children Association has provided educational, vocational and employment training programs to young people ages 12 through 21 years old, since 2001. Many are at risk of dropping out of school and involved with, or highly at risk of entering, the criminal juvenile justice system. The mission of the organization is to empower youth to become productive citizens by promoting educational and vocational opportunities, and by providing training, support and other tools needed to overcome challenging circumstances. PROGRAM: PWC AFTERSCHOOL PROGRAM a. Scope of Services: Through its After School Program, People Who Care (PWC) will provide Prevention services through providing work experience for 200+ multicultural at-risk youth residing in the Pittsburg/Bay Point and surrounding East Contra Costa County communities, as well as programs aimed at increasing educational success among those who are either at- risk of dropping out of school or committing a repeat offense. Key activities include job training and job readiness training, mental health support and linkage to mental health counseling, as well as civic and community service activities. b. Target Population: At risk youth with special needs in East Contra Costa County. c. Payment Limit: FY 24-25: $407,581 d. Number served: FY 20-21: 140; FY 21-22: 130; FY 22-23: 220 e. Outcomes: • FY 20-21: o 100% of the participants enrolled in PWC’s remote courses gained knowledge in aspects of business such as marketing/advertising, accounting, and banking skills. o Of the 117 students enrolled in PWC After-School Program that answered the resiliency questions on pre-and-post Student Surveys, 81% demonstrated improved resiliency. o Of the 23 probation students enrolled in PWC After-School Program, 99% did not re-offend during their participation in the PWC After-School Program. o Of the 117 students enrolled in PWC After-School Program that answered the survey questions about caring adults on their post Student Surveys 72% indicated that they had caring relationships with adults in their lives. o PWC was very successful with assisting schools in approving student's school attendance by having students on community service log on to school and participate in school activities during school hours while also performing their community service hours. • FY 21-22: o Offered weekly online and Telehealth mental health support, and weekly in-person mental health counseling to students in Pittsburg and surrounding areas. o Conducted community service at various community events and worked with Pittsburg City and Cal Works Employees at the Pittsburg Senior Center by performing landscaping, clean-up, and other activities weekly. o Conducted two training classes at the Senior Center and simultaneously conducted community service social distancing activities working in the community with the city of Pittsburg and Cal Works Employees and at the Pittsburg Senior Center by performing landscaping, clean-up, and other A-46 activities weekly. o Conducted two training courses at Black Diamond Continuation High School, in Pittsburg for students in our distance learning Green Jobs Training Program - Financial Health. o Conducted a Coding pilot program facilitated by Galaxy Kids LLC DBA Galaxy Kids Code Club. • FY 22-23: o Successfully provided green jobs, financial literacy, and vocational training to 150-200 students in the Clinical Success After-school Program. o Offered incentives for student participation in green jobs/financial literacy programs, enhancing engagement and learning outcomes. o Conducted classes and projects both at the program site and in community locations, expanding the reach and impact of services. o Employed a part-time mental health clinician intern and a full-time Licensed Therapist to provide comprehensive clinical services to clients and their families. o Established a Memorandum of Understanding with Pittsburg Unified School District to extend clinical services to students in need on and off school sites. o Served 220 unduplicated at-risk clients, offering programs to build self-esteem, cope with trauma, and prevent further psychological issues or criminal activities. o Facilitated mental health preventative services for 53 clients and families, addressing depression and anxiety through clinical support. o Incentivized 22 clients in the Entrepreneurial Training Program, covering key business skills over a four-week period. o Engaged clients in the Green Jobs Training Program in partnership with the East Bay Regional Park District, focusing on environmental justice and sustainability. o Supported 106 clients to complete 3,036 hours of volunteering at community events, enhancing their civic engagement and community service experience. A-47 RAINBOW COMMUNITY CENTER Nicole Lapointe, nicole@rainbowcc.org 2118 Willow Pass Rd, Concord, CA 94520. (925) 692-0090, https://www.rainbowcc.org/ GENERAL DESCRIPTION OF THE ORGANIZATION The Rainbow Community Center of Contra Costa County builds community and promotes well-being among Lesbian, Gay, Bisexual, Transgender, Queer, and Questioning (LGBTQ) people and our allies. Services are provided in our main office in Concord, our satellite location in West County, and in East County by arrangements with partner organizations. PROGRAMS: OUTPATIENT BEHAVIORAL HEALTH AND TRAINING, AND COMMUNITY -BASED PREVENTION AND EARLY INTERVENTION a. Scope of Services: i. Outpatient Services: Rainbow works with LGBTQ mental health consumers to develop a healthy and un- conflicted self-concept by providing individual, group, couples, and family counseling, as well as case management and linkage/brokerage services. Services are available in English, Spanish, and ii. Pride and Joy: Three-tiered prevention and early intervention model. Tier One: outreach to hidden groups, isolation reduction and awareness building. Tier Two: Support groups and services for clients with identified mild to moderate mental health needs. Tier Three: Identification and linkage of clients with high levels of need and who require system navigation support. Services are aimed at underserved segments of the LGBTQ community (seniors, people living with HIV, and community members with unrecognized health and mental health disorders). iii. Youth Development: Three tiered services (see above) aimed at LGBTQ youth as a particularly vulnerable population. Programming focuses on building resiliency against rejection and bullying, promoting healthy LBGTQ identity, and identifying and referring youth in need of higher levels of care. Services are provided on-site and at local schools. iv. Inclusive Schools: Community outreach and training involving school leaders, staff, parents, CBO partners, faith leaders and students to build acceptance of LGBTQ youth in Contra Costa County schools, families, and faith communities. b. Target Population: LGBTQ community of Contra Costa County who are at risk of developing serious mental illness. c. Payment Limit: FY 24-25: $887,288 d. Number served: FY 20-21: 677; FY 21-22: 547; FY 22-23: 508 e. Outcomes: • FY 20-21: o Served a total of 677 unduplicated clients. Offered services to LGBTQ seniors, adults, and youth through their various tiered services o Tier 1 and Tier 2 reached 396 unduplicated clients. Tier 1 provides community-based programming through events and outreach. Tier 2 is group-based programming such as support groups and food pantry deliveries. o Tier 3 served a total of 281 clients. Tier 3 provides one-on-one clinical services such as school-based counseling, clinical counseling, and case management. 2009.68 hours of services were provided to clients with Tier 3 alone. o Provided virtual services due to the COVID-19 pandemic and adopted an electronic health records Portuguese. A-48 platform called, Simple Practice. Virtual offerings have allowed Rainbow to extend service offerings to a wider base, for example, offered district-wide rather than being limited to individual sites as was the case prior to the pandemic with our in-person service model. o For several older adults who lacked technology skills and adequate technology, Rainbow started a Tablet Program which provided loaner tablets for seniors in order for them to gain experience with handheld devices and enable them to attend social zoom events, furthering the impact of decreasing feelings of isolation and depression for all who participated. o Rainbow Community Center’s Kind Hearts Food Pantry (RCCKHFP) delivered 148 meals and food resources to 24 unduplicated and 49 duplicated LGBTQI+ Seniors (55+), and HIV positive community members throughout Contra Costa County • FY 21-22: o Rainbow served a total of 547 unduplicated clients. o Tier 1 and Tier 2 reached 410 unduplicated clients. Tier 3 served a total of 137 clients. o Tier 3 provides one-on-one clinical services such as school-based counseling, clinical counseling, and case management. o 1,765.75 hours of services were provided to clients with Tier 3 alone o Increase targeted HIV Prevention outreach via multiple social media platforms such as Facebook, Instagram, LinkedIn and Meetup, as well as targeted email blasts to educate and inform all community members about RCC HIV Prevention and Education services in Spanish and English. o Delivered 172 meals and food resources to 27 unduplicated and 54 duplicated LGBTQIA+ Seniors (55+), and HIV positive community members throughout Contra Costa County. o Organized volunteers to outreach to 150+ senior clients to encourage engagement. • FY 22-23: o Expanded mental health care access and linkage for the BIPOC LGBTQIA+ community, focusing on early intervention and prevention services. o Witnessed an increase in trans and nonbinary youth accessing programs, enhancing their support and resources. o Improved mental health care linkage, reducing wait times for clients seeking services. o Implemented harm reduction strategies, catering to clients' diverse needs and promoting safer practices. o Re-engaged clients with social and support groups, fostering community connections and reducing isolation. o Broadened internship opportunities, increasing clinical service provision and supporting professional development. o Adopted non-stigmatizing and non-discriminatory strategies, ensuring services are accessible and respectful to all. o Noticed an increase in substance use among clients, prompting a focus on relevant support and intervention services. A-49 RYSE CENTER Kanwarpal Dhaliwal, Kanwarpal@rysecenter.org 205 41st Street, Richmond. CA 94805 (925) 374-3401, https://rysecenter.org/ GENERAL DESCRIPTION OF THE ORGANIZATION RYSE is a youth center in Richmond that offers a wide range of activities, programs, and classes for young people including media arts, health education, career and educational support, and youth leadership and advocacy. RYSE operates within a community behavioral health model and employs trauma informed and healing centered approaches in all areas of engagement, including one-on-one, group and larger community efforts. In these areas, RYSE focuses on the conditions, impact, and strategies to name and address community distress, stigma, and mental health inequities linked to historical trauma and racism, as well as complex, chronic trauma. This focus enables RYSE to provide culturally relevant, empathetic, and timely community mental health and wellness services, resources, and supports across all our program areas and levels of engagement. PROGRAM: SUPPORTING YOUTH a. Scope of Services: i. Trauma Response and Resilience System (TRRS): Develop and implement Trauma and Healing Learning Series for key system partners, facilitate development of a coordinated community response to violence and trauma, evaluate impact of trauma informed practice, provide critical response and crisis relief for young people experiencing acute incidents of violence (individual, group, and community-wide). ii. Health and Wellness: Support young people (ages 13 to 21) from the diverse communities of West County to become better informed (health services) consumers and active agents of their own health and wellness, support young people in expressing and addressing the impact of stigma, discrimination, and community distress; and foster healthy peer and youth-adult relationships. Activities include mental health counseling and referrals, outreach to schools, workshops and ‘edutainment’ activities that promote inclusion, healing, and justice, youth assessment and implementation of partnership plans (Chat it Up Plans). iii. Inclusive Schools: Facilitate collaborative work with West Contra Costa schools and organizations working with and in schools aimed at making WCCUSD an environment free of stigma, discrimination, and isolation for LGBTQ students. Activities include assistance in provision of LGBT specific services, conducting organizational assessments, training for adults and students, engaging students in leadership activities, and providing support groups at target schools, etc. b. Target Population: West County Youth at risk for developing serious mental illness. c. Payment Limit: FY 24-25: $571,648 d. Number served: FY 20-21: 255; FY 21-22: 340; FY 22-23: 701 e. Outcomes: • FY 20-21: o Served 255 young people virtually, plus hundreds of youths and adults engaged through online/events. RYSE primarily engaged young people and community members through virtual programs and events and through trainings and workshops in high schools, continuation schools, partner agency sites and within juvenile hall. While unduplicated numbers of enrolled youth members reached were lower than in years with in-person operations, RYSE reached hundreds of additional young people who were not formally enrolled through social media engagement, virtual events, and in providing emergency financial support to young people and their families. A-50 o At least 97 members engaged in direct academic and career supports including 1:1 case management, education & career workshops, and mentorship/coaching. 21 young people engaged in identity groups (LGBTQQ group, Young Men’s Group, Sister Circle). At least 42 youth participated in leadership cohorts, projects, led campaigns, and training in RYSE’s Youth Leadership Institute. 28 young people participated in RYSE’s Youth Leadership Institute in April 2021. o RYSE has established a partnership with Brighter Beginnings and hosted their staff to begin a cross- referral process between agencies. o Through RYSE’s Youth COVID-19 Direct Supports Fund, RYSE provided over 300 $500 disbursements, including participants impacted and hospitalized by gun violence. COVID care funds were used to fund 25 RYSE Scholars, students who were provided with a $500 disbursement to help with meeting immediate school-related expenses in Fall 2020. o As a result of participating in RYSE programming RYSE members: o 70% reported benefiting from RYSE programs and services that support mental health and wellness, and reported positive or increased sense of self-efficacy, positive peer relation, youth-adult relations, and agency in impacting change in the community. o 95% felt a sense of safety, respect, and community with RYSE staff and young people o 97% felt RYSE staff created clear, engaging, accessible workshops. o 94% felt they are paying more attention to their and others’ emotions and feelings and that mental health supports are okay and positive. o 90% felt they are interacting more with people of different cultures than their own, speaking up more, and believe they can make a positive difference in their school or community. o 97% felt counseling or case management is space of safety, mutual trust, and helping with emotional and navigation goals. • FY 21-22: o 95% of members agreed or strongly agreed that they are paying more attention to their and others’ emotions and feelings and that mental health supports are okay and positive. o 80% of clinical and case management participants agreed or strongly agreed that counseling or case management is a space of safety, mutual trust, and helping with emotional and navigation goals. o 88% of RYSE members agreed or strongly agreed that they are interacting more with people of different races or cultures, speaking up more about concerns, and believe they can make a positive difference in their school or community. o Using RYSE’s case management database to track SMART goals, as well as case notes, at least 70% of members with a defined plan demonstrated progress toward a desired skill or goal. o 95% of members agreed or strongly agreed that they have a better understanding of themselves and of self in relationship to other people, cultures, identities. o 92% of participants either agreed or strongly agreed that they increased their knowledge on culturally responsive, healing-based arts curriculum. o 95% of participants either agreed or strongly agreed that they learned something they can incorporate in their classroom curriculum immediately. o 92% of participants either agreed or strongly agreed that the pacing of RYSE’s workshop facilitation fit them well. • FY 22-23: o Enhanced mental health and wellness support at RYSE, with 96% of youth feeling safe, and established strong linkages with local schools to extend youth-centered resources. A-51 o Maintained high levels of youth engagement and satisfaction, with positive feedback on belonging, peer relationships, and emotional well-being across diverse groups. o Addressed interpersonal and systemic crises impacting youth, coordinating comprehensive care and identifying restorative solutions. o Transitioned to a new campus designed by and for youth, significantly increasing youth engagement in programming, services, and community events. o Implemented COVID-19 safety protocols aligned with racial and disability justice, supporting impacted youth with measures that prioritize their health and safety. o Launched peer-led workshops and community events, fostering a supportive environment for creative expression, leadership development, and community building. o Provided individual counseling and case management, offering tailored support for mental health, education, career, and legal needs, ensuring accessible and culturally competent care. o Engaged in impactful community collaborations, including initiatives to address youth homelessness and support legal needs, enhancing community care and support. A-52 STAND! FOR FAMILIES FREE OF VIOLENCE Rhonda James, rhondaj@standffov.org 1410 Danzig Plaza #220, Concord, CA 94520, (925) 676-2845, http://www.standffov.org/ GENERAL DESCRIPTION OF THE ORGANIZATION STAND! For Families Free of Violence is a provider of comprehensive domestic violence and child abuse services in Contra Costa County, offering prevention, intervention, and treatment programs. STAND! builds safe and strong families through early detection, enhanced support services, community prevention and education, and empowerment to help individuals rebuild their lives. STAND! enlists the efforts of residents, organizations, and institutions, all of whom are partners in ending family violence. STAND! is a founding member of the "Zero Tolerance for Domestic Violence Initiative", a cross-sector organization working for fifteen years to help end domestic violence, sexual assault, and childhood exposure to violence. PROGRAM: “EXPECT RESPECT” AND “YOU NEVER WIN WITH VIOLENCE” a. Scope of Services: STAND! provides services to address the effects of teen dating violence/domestic violence and helps maintain healthy relationships for at-risk youth throughout Contra Costa County. STAND! uses two evidence-based, best-practice programs: “Expect Respect” and “You Never Win with Violence” to directly impact youth behavior by preventing future violence and enhancing positive mental health outcomes for students already experiencing teen dating violence. Primary prevention activities include educating middle and high school youth about teen dating through the ‘You Never Win with Violence’ curriculum, and providing school personnel, service providers and parents with knowledge and awareness of the scope and causes of dating violence. The program strives to increase knowledge and awareness around the tenets of a healthy adolescent dating relationship. Secondary prevention activities include supporting youth experiencing, or at- risk for teen dating violence by conducting 20 gender-based, 15-week support groups. Each school site has a system for referring youth to the support groups. As a result of these service activities, youth experiencing or at-risk for teen dating violence will demonstrate an increased knowledge of: 1) the difference between healthy and unhealthy teen dating relationships, 2) an increased sense of belonging to positive peer groups, 3) an enhanced understanding that violence does not have to be “normal”, and 4) an increased knowledge of their rights and responsibilities in a dating relationship. b. Target Population: Middle and high school students at risk of dating violence. c. Payment Limit: FY 24-25: $156,982 d. Number served: FY 20-21: 743; FY 21-22: 649; FY 22-23: 1132 e. Outcomes: • FY 20-21: o Served 743 participants in 30 presentations of “You Never Win with Violence”. o Adult Allies: 30 teachers and 40 other school/community personnel trained. o STAND! was unable to conduct Expect Respect and Promoting Gender Respect Support Groups due to the Covid-19 Pandemic. • FY 21-22: o Served 649 participants overall. o Served 432 participants in 18 presentations of “You Never Win with Violence”. o Conducted 21 Expect Respect and Promoting Gender Respect gender-based support groups. o Reached Adult Allies: 30 teachers through 18 presentations, and 20 other school/community personnel trained. Additionally, 60 adults were reached through a presentation in June 2022 for the A-53 Church Women United foundation. • FY 22-23: o Educated 750 youth on teen dating violence through primary prevention activities. o Trained 60 school personnel and community members on the nuances of dating violence and healthy relationships. o Conducted 16 gender-based support groups, reaching 200 at-risk youth. o Provided linkage to mental health services, addressing the heightened need for support. o Adapted to challenges in school resource availability, ensuring continued engagement with students. o Implemented a new data management system to enhance outcome tracking and reporting. o Strengthened community ties and referral networks through active participation in local events and schools. o Offered a comprehensive support ecosystem, including counseling and crisis intervention services. A-54 VICENTE MARTINEZ HIGH SCHOOL - MARTINEZ UNIFIED SCHOOL DISTRICT Patty O'Malley, pomalley@martinez.k12.ca.us 925 Susana Street, Martinez, CA 94553 (925) 335-5880, http://vmhs-martinez-ca.schoolloop.com/ GENERAL DESCRIPTION OF THE ORGANIZATION The PEI program at Vicente Martinez High School and Briones School (co-located on the same campus) offers an integrated mental health focused experience for 10th-12th grade at- risk students of all cultural backgrounds. Students are provided a variety of experiential and leadership opportunities that support social, emotional, and behavioral health, career exposure and academic growth while also encouraging, linking, and increasing student access to direct mental health services. PROGRAM: VICENTE MARTINEZ HIGH SCHOOL & BRIONES SCHOOL a. Scope of Services: Vicente Martinez High School and Briones School provide students of all cultural backgrounds an integrated, mental health focused, learning experience. Key services include student activities that support: o individualized learning plans o mindfulness and stress management interventions o team and community building o character, leadership, and asset development o place-based learning, service projects that promote hands-on learning and intergenerational relationships o career-focused exploration, preparation, and internships o direct mental health counseling o timely access and linkage to direct mental health counseling Services support achievement of a high school diploma, transferable career skills, college readiness, post- secondary training and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. All students also have access to a licensed Mental Health Counselor for individual and group counseling. Students enrolled in Vicente and Briones have access to the variety of programs/services that meet their individual learning goals. Classes have a maximum of 23 students and are led by teachers and staff who have training in working with at-risk students and using restorative justice techniques. Students regularly monitor their own progress through a comprehensive advisory program designed to assist them in becoming more self- confident through various academic, leadership, communication, career, and holistic health activities. b. Target Population: At-risk high school students in Central County c. Payment Limit: FY 24-25: $211,105 d. Number served: FY 20-21: 125; FY 21-22: 125; FY 22-23: 49 e. Outcomes: • FY 20-21: o 97% of enrolled students received a) an orientation on program offerings, b) a self-identified needs assessment targeting risk factors. The Adverse Childhood Events (ACE) needs assessments showed that Vicente students have an average score of 6. Those with a score of 4 or more are 460% more likely to experience depression and 1220% more likely to attempt suicide. o At least 90% of identified students participated in four services per quarter that supported their individual learning plan. The average number of PEI activities of those who participated was seven. o At least 90% of students identified as facing risk factors were referred to supportive services and/or A-55 referred to mental health treatment and participated at least once in referred support service or mental health treatment during the school year. o At least 70% of students who participated in four or more services and who have had chronic absenteeism increased their attendance rate by 5% as measured at the end of the school year. o At least 70% of students who participated in four or more services and who regularly participated in mental health counseling earned 100% of the expected grade level credits as measured at the end of the school year. o The schools closed and transitioned to a distance learning model on March 16, 2020. PEI services continued and even increased services during this time. All services were provided via virtual means. Outreach increased to families and students given the impact this model was having on students. Times for families and students to meet so that we could provide support were offered. • FY 21-22: o All students enrolled in Vicente and Briones had access to a variety of PEI intervention services through in-school choices that met their individual learning goals. o 97% of enrolled students received: • An orientation on program offerings • A self-identified needs assessment targeting risk factors that may include, but are not limited to, poverty, ongoing stress, trauma, racism, social inequity, substance abuse, domestic violence, previous mental illness, prolonged isolation. o The average number of PEI activities of those who participated was seven. o At least 90% of students identified as facing risk factors were referred to supportive services and/or referred to mental health treatment and participated at least once in referred support service or mental health treatment during the school year. o At least 70% of students who participated in four or more services and who had chronic absenteeism increased their attendance rate by 5% as measured at the end of the school year. o At least 70% of students who participated in four or more services and who regularly participated in mental health counseling earned 100% of the expected grade level credits as measured at the end of the school year. • FY 22-23: o Conducted prevention activities, educating 750 middle and high school students on teen dating violence. o Trained 60 school personnel, service providers, and parents on dating violence and healthy relationships. o Offered secondary prevention to 200 youth at risk for teen dating violence through 16 gender-based support groups. o Engaged students and staff at five high schools in West Contra Costa County, focusing on teen dating violence and healthy relationships. o Utilized tabling events and direct outreach to compensate for limited classroom presentations due to school staffing challenges. o Transitioned to a robust data management system for improved tracking of program outcomes and participant demographics. o Maintained strong connections with school staff for referrals and supported community incidents with individual support. o Provided mental health counseling referrals within STAND! and to external community programs for comprehensive support. o Actively participated in community events for Teen Dating Violence Awareness Month, advocating for prevention funding and raising awareness. A-56 WE CARE SERVICES FOR CHILDREN Pete Caldwell, pcaldwell@wecarechildren.org 2191 Kirker Pass Road, Concord, CA 94521 (925) 671-0777, https://www.wecarechildren.org/ GENERAL DESCRIPTION OF THE ORGANIZATION We Care Services for Children was founded 62 years ago in Contra Costa County, California, by parents of children with developmental and cognitive disabilities in response to a lack of appropriate services in their community. These parents understood the unique and complex needs of at-risk children and forged an agency that has since evolved to address a wide range of developmental and mental health concerns – all while keeping focus on each family and its specific strengths. Today, We Care supports the unique mental health, developmental, and educational needs of disadvantaged children up to age 5 through an array of effective, research-based therapies. Embedded in We Care’s programs are developmentally, linguistically, and culturally appropriate activities helping provide each child with the best possible start to his or her life. PROGRAM: EVERYDAY MOMENTS/LOS MOMENTOS COTIDIANOS f. Scope of Services: The Everyday Moments/Los Momentos Cotidianos programming for families with children ages 0-5 includes three components: 1) Family Engagement and Outreach; 2) Early Childhood Mental Health Home-Based Support; and 3) Parent Education and Empowerment, as described below: Component 1: Family Engagement and Outreach. First 5 Contra Costa will develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities (as described below in Components 2 and 3) by tapping the power of word-of-mouth and trusted community supports. The First 5 communications team will develop marketing assets, including a flyer, a texting template, and other materials as needed, with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging will help reduce stigma and foster understanding that early childhood mental health can be about healthy child development in the context of everyday relationships with trusted caregivers. First 5 will share these assets with its community contacts and networks, and ECPIC members and partners will reach out to their community contacts as well. ECPIC members will conduct collaboration with community providers such as pediatricians and public health nurses and reach out to families through community “hubs” such as the First 5 Centers and primary care clinics as well as through Family Partners and Peer Supports, faith-based organization, and other trusted community supports. Component 2: Early Childhood Mental Health Home-Based Support. This component, Everyday Moments/Los Momentos Cotidianos Home-Based Support, will provide trauma-informed care and education to support families, guardians and caregivers in their home or community environments. Home-Based Support will provide a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component will focus on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services will be provided in multiple languages, using culturally relevant supports wherever feasible. Applicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) will be carefully observed. Services in this Component will be provided by ECMHP in West, We Care in Central, and Lynn Center in East County. A-57 “Meeting the child and family where they are,” in home and community settings and/or at home via telehealth during the covid crisis, Home-Based Support will provide non-didactic developmental guidance and encouragement to caregivers as they are engaging with their child in their home environment during “everyday moments” of interaction. Caregivers will be supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma- informed Early Childhood Mental Health provider. This approach will enable an individualized, trauma- informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support early childhood social-emotional development and resilience. Families who participate in Los Momentos Cotidianos/Everyday Moments Home-Based Support will each receive a Welcome Bag with activities for parents and children to participate in, related to the programming (provided to families at the first session), and a graduation certificate and gift card (provided to families who attend all 10 sessions). If more than 99 families request to participate in the program, the three agencies will provide all families above that number with a packet of psychoeducational materials about how caregivers can support their children’s social-emotional development and mental health in everyday moments of interaction, in either English or Spanish, and offer referral to the suite of early childhood mental health services offered by each agency. Component 3: Parenthood Education and Empowerment Component. This component, the Everyday Moments/Los Momentos Cotidianos Parent Groups/Grupos de Padres will provide non-pathologizing opportunities for parents/caregivers to gather (or via video during the covid crisis) around topical subjects related to parenting babies and young children. The groups will provide trauma-informed education and peer support opportunities to support families, guardians and caregivers to learn about Early Childhood Mental Health and social-emotional development, to be empowered in their caregiving role alongside their parent peers in the community, and to learn about protective factors that will strengthen their children’s resilience. This component will provide services in multiple languages and use culturally relevant supports wherever feasible. Recognizing that caregivers have very full plates, a core piece of Component 3 will be acknowledging the time and energy it takes to participate in the Parent Groups/Grupos de Padres, so we will be providing meal vouchers to all parents who attend as an incentive and thank you. The groups will be limited to 10 attendees per group to facilitate group interaction and will be conducted in person at the C.O.P.E. Family Support Center, or via online video during the Covid-19 crisis. The Parent Groups/Grupos de Padres component will be based on one of the group intervention models (Discussion Groups) within the Triple P - Positive Parenting Program System which helps parents learn strategies to promote social competence and self-regulation in children as well as decrease problem behavior. Parents set personal goals, develop their own parenting plans, and learn to use positive parenting strategies to encourage children to learn the skills and competencies they need. The Parent Groups/Grupos de Padres sessions cover commonly encountered problems such as disobedience, fighting and aggression, and managing situations such as shopping with children and bedtime. Parents are actively involved throughout the 1.5 - 2 hour small group format discussions, and are encouraged to independently implement parenting plans generated during each session and apply new parenting skills to other problems that may arise. g. Target Population: Families with children ages 0-5 h. Payment Limit: FY 24-25: $137,917 i. Number served: FY 21-22: 234; FY 22-23: 333 j. Outcomes: • FY 21-22: A-58 o We Care, C.O.P.E., First 5, Early Childhood, and Lynn Center completed all provisions of the 2021-22 contract, and worked together well as part of an Early Childhood Mental Health collaborative. o Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. o Family Engagement & Outreach: • Goal: Recruit minimum number of 299 parents • Actual: 420 parents were recruited; 4400 were contacted. • Goal: Recruit 200 parents for Parent Groups • Actual: 388 parents were recruited; 190 participated • Goal: Recruit 99 parents for Home-Based Services • Actual: 32 parents were recruited; 22 participated o Parent Groups: • Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) • Actual: 388 parents were recruited; 190 participated in Parent Groups held by zoom 2 X per month. Groups were provided in English and Spanish in East, West, and Central regions of the County. • Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. • Actual: 95.5% Intend to use or follow the parenting advice received; 90% learned what to do to help their child gain new skills and improved behavior; 86% Obtained information about questions they had about parenting. o Home-Based Support: • Goal: Contractor will provide Home-Based Support services for up to 10 sessions per family (maximum 99 participants) • Actual: 32 parents were recruited; 22 participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County, with an average number of 4.95 sessions requested by parents. 15% of parents requested the full 10 sessions of services. A total of 109 Home-Based Support sessions were provided to caregiver-child dyads during the reporting period. • Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self-efficacy beliefs and perceptions of their child’s behaviors. 80% of participating parents will report improvements in parenting self-efficacy beliefs and perception of child’s behaviors. • Actual: For 97% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 89% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). • FY 22-23: o Collaborated effectively as part of an Early Childhood Mental Health collaborative, completing all provisions of the contract. o Provided program activities through staff trained in Triple P Parent Groups and Home-Based Support, emphasizing quality service. o Exceeded goals in Family Engagement & Outreach, recruiting 322 parents and contacting thousands, surpassing the recruitment target of 299 parents. o Conducted 25 Community Groups in English and Spanish, with 219 parents participating, learning strategies to aid their child’s development and behavior improvement. o Achieved high engagement in Parent Groups, with 248 parents recruited and 219 participating, significantly exceeding the goal of 200 parents for Parent Groups. o Parent Groups reported positive impacts, with 89% of participating parents intending to use or follow the advice received and noting improved positive parenting practices. A-59 o Delivered Home-Based Support to 57 families, offering services in English and Spanish across the county, with 99% of parents reporting increased confidence in their parenting. o Maintained a focus on cultural competency, with diverse staff and training in cultural awareness, diversity, equity, inclusion, and belonging. o Ensured integrity and confidentiality of data and records in compliance with HIPAA and county behavioral health guidelines. o Overall, the program reflected MHSA values by providing integrated, community-based, culturally responsive services to promote wellness, recovery, and resiliency among traditionally underserved populations. B-1 APPENDIX B - PROGRAM REPORTS Asian Family Resource Center (AFRC) .......................................................................................... B-2 Center for Human Development (CHD) ....................................................................................... B-9 Child Abuse Prevention Council (CAPC) ..................................................................................... B-30 Contra Costa Crisis Center ......................................................................................................... B-40 Counseling Options Parent Education (C.O.P.E.) Family Support Center .................................. B-50 Fierce Advocates (Formally Building Blocks for Kids - BBK) ....................................................... B-60 First Five Contra Costa ............................................................................................................... B-69 First Hope (Contra Costa Health) ............................................................................................... B-78 Hope Solutions (Formerly Contra Costa Interfaith Housing) ..................................................... B-89 James Morehouse Project (JMP) (Fiscal sponsor Bay Area Community Resources) ................. B-98 Jewish Family & Community Services East Bay (JFCS) ............................................................. B-107 La Clinica De La Raza Inc. ......................................................................................................... B-117 Lao Family Community Development (LFCD) .......................................................................... B-126 The Latina Center ..................................................................................................................... B-136 Lifelong Medical Care .............................................................................................................. B-153 Mental Health Connections ..................................................................................................... B-161 Native American Health Center (NAHC) .................................................................................. B-179 Office for Consumer Empowerment (OCE) (Contra Costa Health).......................................... B-187 People Who Care (PWC) Children Association ........................................................................ B-194 Rainbow Community Center (RCC) .......................................................................................... B-204 RYSE Center .............................................................................................................................. B-217 Stand! For Families Free of Violence ....................................................................................... B-235 Vicente Martinez High School - Martinez Unified School District ........................................... B-242 We Care Services for Children……..…..…………………….…………………………………………………………. B-250 B-2 ASIAN FAMILY RESOURCE CENTER (AFRC) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT • Our goal is to serve multilingual and multicultural communities. Specifically of Vietnamese, Laos, Khmu, Mien, Thai, and Chinese background. • Over the past year, we managed over 90 cases to in several languages, helping clients in connecting to resources, translation services, medication education, counseling, and transportation education services. • We distributed over 350 program brochures to 19 locations throughout the Bay Area in 4 languages, including Vietnamese, Lao, Mien, and Chinese. • We hosted 24 psychoeducation workshops over the past fiscal year on topics such as mental health awareness, self-care, and human wellness with an average of 25 attendees per workshop. • We hosted weekly group sessions of about 10 – 17 people on financial literacy, nutrition, housing, safety awareness, and other life skills. Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION B-3 The potential responders we have reached primarily consist of multilingual and multicultural individuals and families (specifically of Vietnamese, Laos, Khmu, Mien, and Chinese backgrounds) currently living in Contra Costa County (with the majority residin g in the western region of the county) within the past reporting period. In addition, , we emphasized on offering support to vulnerable populations like the elderly and the homeless. These groups and individuals are frequently underserved as a result of la nguage barriers and cultural differences. We also supported these vulnerable populations through spreading awareness and safety and preventions on strategies during the rise in anti -Asian hate crimes. Our primary method of outreach and engagement with potential responders were program brochures. These brochures were printed in several languages, such as Vietnamese, Laos, Mien, and Chinese to reach a wider range of potential responders. These brochures consisted of our mission statement, the types of services we offer through our programs, the language services we have available, and our contact information. We have begun to increase our outreach once again after pandemic and continue to focus heavily on more interpersonal community outreach, sharing our resources from family –to-family and via word of mouth. Furthermore, we hold psychoeducation workshop for community members in regard to the importance of prevention and early intervention relative to mental health, as well as self -care and human wellness. These workshops also touch on cultural and family/parenting issues. These workshops raise the attendees’ awareness and understanding or the early signs of mental health issues, increase their knowledge about mental health, and reduce the stigma that surrounds the topic of ment al health. Additionally, we provide information about where and how to ger help if needed, particularly for those who may feel limited due to language barriers. Several strategies are utilized to provide access and linkage to treatment. For instance, if there is a potential case that needs mental health assessment and treatment, the case would be transferred to another program we offer in the instance of Medi-Cal recipients. For individuals who are not qualified for this treatment program, this leads them to be in immediate risk, meaning they would have more difficulty accessing or receiving services due to language and cultural barriers. They would then be encouraged to receive individual/family consultation for up to one year under the PEI program or participate in wellness support groups in a variety of Asian languages (this program is also under the PEI program.) We were able to host small workshops for groups of about ten to seventeen people, but we mainly were able to help individuals access services by connecting with local community leaders such as pastors and community associations. We received updated training to better serve our communities. This way we, as providers, can develop a better understanding of the needs of services for underserved populations and provide better catered and more supportive services. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-4 We utilize the Demographics Form to conduct evaluation and measure outcomes. Some questions in the form have been modified to better reflect cultural competency. Some of the qualitative data we collect include primary language spoken, race, ethnicity, gender, sexual orientation. Our quantitative data includes the number or individuals that attend group, their ages, and the number of hours attended. The Demographics Form does not include the client’s name so their information will always be confidential. We use 1 form per 1 individual per 1 contact. The data is compiled at the end of the month and analyzed. Our program reflects the values of wellness, recovery, and resilience. We base our work on our agency’s mission statement, which emphasize the need to provide and advocate for multilingual and multicultural family services that empower people in Contra Costa County to lead healthy, contributing and self - sufficient lives. The services we provide always aim to assist, educate, and eliminate the stigmas of mental health-related issues. Our doors are always open to anyone that seeks assistances, regardless of r ace, color, ethnicity, religion, sexual orientation and with the assistance of our bilingual staff; we are able to provide language-based care is something that we value deeply and believe that it truly provides a safe place for those who are English as a Second Language and need of services. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. Include examples of notable community impact or feedback from the community if applicable. B-5 AGGREGATE REPORT AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 4 12 290 400 0 706 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 0 706 0 706 IF OTHER, PLEASE SPECIFY: Vietnamese, Laos, Khmu, Mien, Thai, and Chinese. RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 0 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 706 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 0 CHINESE 39 WHITE/ CAUCASIAN 0 EASTERN EUROPEAN 0 HISPANIC/ LATINO 0 FILIPINO 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 JAPANESE 0 OTHER KOREAN 2 DECLINE TO STATE/ DATA NOT CAPTURED 0 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 VIETNAMESE 213 MORE THAN ONE ETHNICTY 0 OTHER 452 TOTAL SERVED FOR FY 22-23: 706 Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) B-6 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 MEXICAN AMERICAN 0 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 706 SEXUAL ORIENTATION: HETEROSEXUAL 706 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 237 MAN 237 FEMALE 460 WOMAN 460 DECLINE TO STATE/ DATA NOT CAPTURED 9 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 DECLINE TO STATE/ DATA NOT CAPTURED 9 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 B-7 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 34 NO 706 NO 665 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 7 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 DISABILITY STATUS: DISABILITY TYPE: YES 402 DIFFICULTY SEEING 25 NO 300 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 33 DECLINE TO STATE/ DATA NOT CAPTURED 4 PHYSICAL MOBILITY 196 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 CHRONIC HEALTH CONDITION 144 OTHER 4 DECLINE TO STATE/ DATA NOT CAPTURED 304 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 COGNITIVE DISABILITY: YES 6 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 700 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 706 B-8 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 48 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 21 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 0 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 WEEK B-9 CENTER FOR HUMAN DEVELOPMENT - AFRICAN AMERICAN WELLNESS PROGRAM - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • The African American Wellness Program (AAWP) provided services to 150 Unduplicated Participants in East County Costa County. • AAWP facilitated 72 Mind, Body & Soul Support Groups at three (3) locations (Pittsburg Health Center, Pittsburg Senior Center, and Ambrose Community Center. • 1,147 Monthly Newsletters were disseminated to all participants in person at group meetings or sent by email or via USPS. • AAWP provided 281 One-on-One Consultations to discuss their holistic wellness resource needs with participants. • Outreach for all program services was conducted at four community events to reach approximately 189 people in East County. • We provided 175 referrals to participants in East County for Health, Mental Health, and other B-10 community resources. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Center for Human Development’s African American Wellness Program provides Prevention and Early Intervention Services that empowers participants to establish pathways to better Mental Health. Our target population are those in need of a trusted community, a lly, and group support. Most participants are low income and underserved due to lack of resources and knowledge of community resources available to them. During the July 1, 2022 - June 30, 2023, contract period, the annual goal was to reach 150 unduplicate d participants. During this time our program provided the following services. • Navigational support to increase emotional well-being. • Ongoing group support to decrease personal stress and isolation. • Increased access to culturally appropriate Mental Health Services for African Americans living in East County Costa County. Michelle Moorehead, Community Health Advocate, and Lisa Gordon, Residential Leader, coordinated a range of services for the African American Wellness Program at the Bay Point Spark Point Center and three other East County locations. Key activities included the delivery of a culturally specific health education curriculum on various Mental Health topics for participants in six Mind, Body & Soul support groups. Throughout the year, a monthly newsletter, outreach at community health events, and navigation assistance helped to promote Mental Health services. And the co-location and collaboration with Spark Point Multi-Service Center helped to facilitate referrals of local community members into the program. The program activities during the 12-month period included facilitating six (6) Mind, Body & Soul support groups at 3 locations in East Contra Costa County: • Pittsburg Health Center, Pittsburg Every 1st and 3rd Tuesday of the month. • Pittsburg Senior Center, Pittsburg Every 2nd and 4th Wednesday of the month. • Ambrose Center, Bay Point Every 1st and 3rd Wednesday of the month. With restrictions lifted for COVID-19 all our support groups have returned to full operations. Following all CDC Guidelines to ensure health and safety, our participants masks requirements are optional during program meetings and or activities. Participants choosing to wear a mask had one provided to them. Hand sanitizer was provided as well to participants as requested. During July 1, 2022-June 30, 2023, fiscal year, AAWP conducted outreach at 3 community events: 1) Senior Center Health & Resource Fair, 2) Juneteenth Celebration, and 3) Unity in the Community. • The health fair at the Senior Center event was hosted by Joy Walker, Recreation Supervisor, for Pittsburg Senior Center. AAWP provided information about mental health services, invitations to attend our bi-monthly support groups meetings and a copy of our newsletter. We were able to reach 40 participants with information about our program. • AAWP attended a Juneteenth Celebration in collaboration with the Souljah’s Pastor Greg Osorio, at Pittsburg City Park. During the event, AAWP team provided information about mental health B-11 services, support group meetings, incentives, and a copy of our newsletter. We outreached to 48 participants at this event. • In collaboration with Bay Point All in One, Delano Johnson CEO. Our program tabled at this event to provide information regarding mental health services, support group meetings, incentives, and our monthly newsletter. We outreached to 30 participants at th is event. Some participants have not returned to our support groups since the restrictions were lifted. We still maintain contact through the distribution of monthly newsletters to all past participants via USPS or email. This communication strategy provided non-participants with the monthly curriculum and a reminder of the available resources and services AAWP provides. There are several instances in which the AAWP team was able to provide non-attending group members with mental health referrals and navigation servi ces though Zoom, Facetime, or in-person one-on-one meetings at the Ambrose Center (Sparkpoint). We believe, meeting participants “where they are” and “how they wish to receive services” is very important for establishing trust with the African American population. Meeting one-on-one with an AAWP ally can help decrease stress, anxiety, and depression levels. Making our services available upon demand in a post -pandemic environment has helped to ensure that all participants’ needs were being met. African American Wellness Program continued our “Get Walking” program beginning in the fall (September 9 - October 28, 2022), and again in the spring (April 21 - July 7, 2023). Our twelve-week program, which is endorsed by the American Heart and Lung Associations, is offered twice a year in collaboration with Joy Walker, Recreation Supervisor for the Pittsburg Senior Center. Our participants meet once a week at Small World Park, in Pittsburg for health education talks on various topics by guest speakers and a vigorous walk inside the park. All safety measures were applied at the time. Participants documented there process each week. Group T-shirts, sun visors, water, and healthy snacks (fruit & granola bars) were provided. The fall walk had a total of 129 participants with an average of 12 participants per week. Spring walk participation increased to 215 participants walking with an average of 19 participants per week. During the year, AAWP collaborated with Girl Trek, a nationwide women’s walking group. Many G irl Trek women live in East County and participated in our weekly walks. AAWP shared mental health information, as well as information about our Mind Body Soul Support Groups by distributing our newsletter to Girl Trek email list and posting it on their social media page. AAWP gained new participants in our support groups as a result. The “Get Walking” program allowed our participants to re-connect with nature and to get healthier mentally & physically. Walking decreased stress, depression, anxiety, and isolation. Participants shared feeling better during and after weekly walks. On January 13, 2023, AAWP hosted its Second Health Awareness Fair. The purpose of the event is to gather participants to celebrate Dr. Martin Luther King Jr.’s Birthday as a community. It was Dr. King who said, “Of all the forms of inequality, injustice in health is the most shocking and the most inhuman because it often results in physical death.” The City of Pittsburg, John Muir Health, and John Muir Medical Group helped to sponsor the Health Awareness Fair to connect AAWP participants and the general com munity to accessible and affordable health care and community resource, including Mental Health resources, AAWP monthly newsletters, and support group invitations. 71 people attended this event to hear an inspiring keynote speech by Rev. Wade Harper, regarding community and life choices, and a Health Talk delivered by Tosan Boyo, Senior V.P. of Hospital Operations at John Muir Health. Demetrius Burnett performed a spoken word poem, and participants in the audience sang “We shall overcome” together. B-12 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outs et of the past reporting period. The roster for African American Wellness Program, July 1, 2022-June 30, 2023, shows a total of 120 unduplicated attendees with 33 non -group participants who received services, resource referrals, and one-on- one consultations. AAWP serves adults 18 and older, living in East Contra Costa County. The program supports participants by empowering them to recognize and achieve inner strengths and coping strategies to maintain emotional wellness. The unduplicated number of participants for the fiscal year is 153. 1,147 newsletters were distributed via USPS, email, and in-person. 189 people were engaged at community events though AAWP outreach. Participants who attended Mind, Body & Soul Support Groups received tools and techniques to identity barriers. One-on-One services were provided to help participants to address their current issues. Participants were referred to Contra Costa Crisis Center (211) and the Mental Health Access Line for intake. The AAWP staff team assisted participants navigate the systems to receive the care they needed, ensuring they receive an appointment. Warm hand-off referrals included attending doctors’ appointments to ad vocate for the client’s care. Typically, the appointment is scheduled during the initial intake, although appointments for treatment or other providers was 6 -8 weeks. CHD followed up with participants to ensure that they make it to the appointments and their needs were met. Participants are provided resources and referrals to help increase emotional wellness and reduce stress, depression, anxiety and isolation in their lives. The program creates a welcoming safe environment to all participants. The Mind, Body and Soul group helps give a participant hope, while facing life challenges. Helping them to address and overcome barriers such, as homelessness, lack of medical coverage, transportation, or poor nutrition. AAWP links participants with a range of community resources to hol istically meet their needs. Many participants enter the program through word of mouth, referrals provided by 211, and sent by Contra Costa Mental Health Services at the Pittsburg Health Center. Mind, Body and Soul support is designed as a supportive system to address different types of trauma clients encounter in life and begin the healing. We strive to teach the tools and techniques that will help defuse a hectic situation by using self-care practices such as mindfulness, leveraging protective factors, taking a brief walk, and journaling. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. African American Wellness Program is active in the community. Our program collaborates and conducts outreach with other agencies. The AAWP team attends bi-weekly collaboration meetings in Bay Point at West Pittsburg Community Church. The meeting includes key community partnerships such as, the Bay Church, John Muir, and Bay Point All in One. Our Community Health Advocate attends the East County Network Meeting weekly via zoom with other non-profits to better serve the community. Together this multi-service alliance provides food, clothing, and showers for homeless individuals. AAWP provides Mental Health information and B-13 an invitation to attend our bi-monthly support groups, also community resource referrals. Another agency participant, Hope Solutions assists with housing referrals for participants experiencing homeless or at risk of homeless. Include examples of notable community impact or feedback from the community if applicable. • M.T. is a participant age range 60+ years old. She has attended the Mind, Body & Soul support group. She began 8+ years ago. She was a Resident leader for the program and performed outreach activities. M.T. came to MBS group dealing with a substance abuse issue. She worked her sobriety program and participated in MBS group for extra support regarding her anxiety. M.T. shared her life experience with other participants and felt love and acceptance. Using both programs’ tools & techniques she has been clean and sober for some time now. M.T. shares her experience with others, and advocates for others to join our support group. M.T. continues to attend to maintain her emotional wellness and physical health. • G.M. is a 26–59-year-old participant. She has attended the Mind, Body and Soul Support Group. A year ago, she was experiencing stress, depression and anxiety. G.M. has mobility issues that require the use of a walker. G.M. was given tools and techniques to decrease her stress, by journaling her feelings and mindfulness exercises. Her depression gradually decreased by connecting with other participants with similar experiences to share. As she discussed her feelings, G.M. developed new friendships while attending MBS group. G.M. also has improved her eating habits, which helped her improve her mood. She continues to attend our support groups and has maintained the gains she made in emotional wellness and physical health. • C.M. is a participant in the 60+ age range. Two years ago, she began attending the Mind, Body and Soul support group. She was experiencing stress, and anxiety. C.M. was very quiet in the beginning when attending our support group. As she listened to other participants share their experiences, she was able to practice and use learning tools and techniques to express her feelings. Such as active listening, mindfulness, and deep breathing. She has decreased her stress and anxiety levels since attended the support groups. She also attended our ‘get walking “program and developed new friendships and has become more active with others. This helped her to decrease her stress and anxiety levels. C.M. has continued to attend our support groups to maintain her emotio nal wellness and physical health. • A.B. is a 60+ years old participant who has been a Mind Body & Soul group member for 6+ years. He was experiencing stress and health related (diet) issues. A.B. was diagnosed with high blood pressure. A.B. remembered to monitor is diet and eating habits th at he learned previously learned about in our support groups. A.B. has changed his diet he is choosing to eat meals lower in sodium to keep is blood pressure level, decreased. He started listening to soft music and reading positive affirmations to decrease his stress. He also took morning walks in his neighborhood. He is working closely with is Primary care Doctor regarding his Blood pressure and regularly taking his prescribed medication. A.B. shared with the support group how he has been able to decrease his stress level. Other participants can relate to A.B. and shared their experiences also. A.B. continues to attend our support groups to maintain his emotional wellness and physical health. Quotes from participants of Mind, Body & Soul support group. B-14 • “I receive so much valuable information I glad I decide to attend “S.A. • “We can ask questions and really be heard” V.M. • “Michelle & Lisa are always helpful and take their time with our group” C.C. • “I appreciate all the new friends I have made in the group” R.O. • “Our support group is my 2nd family “R.M. • “I feel comfortable to share in the meetings and not judged “M.A. B-15 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 153 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A 4 80 69 N/A 153 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 146 7 2 N/A 153 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 4 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 0 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 132 CHINESE 0 WHITE/ CAUCASIAN 6 EASTERN EUROPEAN 0 HISPANIC/ LATINO 8 FILIPINO 2 NATIVE HAWAAIAN/ PACIFIC ISLANDER 1 JAPANESE 0 OTHER 0 KOREAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 2 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 VIETNAMESE 0 MORE THAN ONE ETHNICTY N/A B-16 OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 151 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 MEXICAN AMERICAN 2 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 153 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 53 MAN 53 FEMALE 100 WOMAN 100 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 B-17 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES 5 NO 0 NO DECLINE TO STATE/ DATA NOT CAPTURED 153 DECLINE TO STATE/ DATA NOT CAPTURED 148 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 DISABILITY STATUS: DISABILITY TYPE: YES 17 DIFFICULTY SEEING 3 NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 2 DECLINE TO STATE/ DATA NOT CAPTURED 136 PHYSICAL MOBILITY 11 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 CHRONIC HEALTH CONDITION 5 OTHER N/A DECLINE TO STATE/ DATA NOT CAPTURED 132 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 COGNITIVE DISABILITY: YES 3 DECLINE TO STATE/ DATA NOT CAPTURED 150 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 153 B-18 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 41 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 41 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 6 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 8 weeks B-19 CENTER FOR HUMAN DEVELOPMENT – EMPOWERMENT PROGRAM - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT × IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Provided services to 74 unduplicated LGBTQ+ identified youth in East Contra Costa County. • Facilitated 84 educational group sessions at four (4) locations (CHD’s East County Office, Hillview Junior High School, Pittsburg High School, and Deer Valley High School). • Facilitated 761 individual check-ins, assessments, and one-on-one support sessions. • 10 LGBTQ+ youth were referred for mental health services, 8 youth accessed services. • Average time between referral for services and accessing services is 2 weeks. • 88% of youth surveyed stated that since they started attending Empowerment support groups, they have someone they can turn to in a crisis. • 92% of youth surveyed stated that since they started attending Empowerment support groups, they are a little or a lot better informed about LGBTQ+ resources and services in their community. B-20 • 76% of youth surveyed stated since they started attending Empowerment support groups, they a little or a lot more comfortable accessing LGBTQ+ services and resources. • 92% of youth surveyed stated they have started working with a therapist since they first started attending Empowerment support groups. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Center for Human Development’s Empowerment Program provides weekly support groups, youth leadership groups, and mental health resources for lesbian, gay, bisexual, transgender, queer, questioning (LGBTQ+) youth and their heterosexual allies, ages 12 – 20, in East Contra Costa. The annual goal is to reach 68 unduplicated youth from July 1, 2022, through June 30, 2023. During the course of the contract, staff will provide the following services: Component 1: Facilitate three (3) weekly on-campus educational support groups, providing approximately 20 sessions per group. Component 2: Facilitate one (1) weekly educational support group at the agency’s East County office, providing approximately 20 ongoing sessions. Component 3: Facilitate twice-monthly youth leadership groups for at least sixteen 16 sessions. Component 4: Refer youth to culturally appropriate mental health services on an as-needed basis, referral support to a minimum of 15 participants. Component 5: Contractor shall provide these services to not less than 68 unduplicated youth, ages twelve to twenty in East Contra Costa County. Kevin Martin, Empowerment Program Coordinator, facilitated the following services from July 1, 2022, through June 30, 2023. Mr. Martin is a full-time employee, working 40 hours per week on the project. During this reporting period, Empowerment has worked with 74 unduplicated youth, which exceeds our goal of 68 unduplicated youth. This number is less th an the previous year due to the difficulties establishing a new location for a community-wide group after having to close our office at Rivertown Resource Center in Antioch. Staff utilized a variety of methods to establish and maintain connection with part icipants, including: phone calls, texting, email, Facebook, Zoom, collaborations and referrals from other providers, referrals from peers, and referrals from school teachers, counselors and administrators. Component 1: Facilitate three (3) weekly on-campus educational support groups, providing approximately 20 sessions per group. Providing services at these location helps to increase access in several ways: it eliminates the need for additional transportation, as students are already at school; there is a network of supportive school staff and service providers working at these school sites (Hillview Junior High, in Pittsburg; Pittsburg High, in Pittsburg; and Deer Valley High, in Antioch), allowing for exped ient linkage to additional support B-21 services as needed; and youth are more inclined to engage in support services, including Empowerment, when they can do so with, or supported by their peers and with reduced anxiety of being “outed” to their parents, or guardians. At Hillview Junior High School Staff facilitated: • Individual check-ins, assessments, support sessions: 122 • Group sessions: 25 • Unduplicated participants: 13 At Pittsburg High School staff facilitated: • Individual check-ins, assessments, support sessions: 330 • Group sessions: 34 • Unduplicated participants: 30 At Deer Valley High School Staff facilitated: • Individual check-ins, assessments, support sessions: 257 • Group sessions: 21 • Unduplicated participants: 23 From July 1, 2022, through June 30, 2023, Kevin Martin facilitated 80 group sessions specifically for youth from these three school sites. This number is far less than past year. Staff believes this could be due to the increased perception of safety by LGBTQ+ youth and regained ability to self-regulate emotional situations after being back in the school environment for some time following the COVID closures. Staff continued to conduct frequent individual check-ins, assessments and one-on-one support sessions in addition to group sessions. Staff conducted 709 individual check-ins, assessments and one-on-one support sessions with students from Hillview Junior High School, Pittsburg High School and Deer Valley High School during this year. Due to the high number of youth seeking support service at Pittsburg High School, staff formed multiple groups at this site, and formed a waiting list toward the end of the year of youth desiring group support. Throughout the year, CHD staff continued to receive new referrals from school staff and service providers on campus during weekly Care Team meetings and from peer participants. The number of unduplicated participants was 66. Staff has also continued to work closely with school staff and other service providers on campus to secure space for groups for the upcoming school year, as providing in-person services at school sites fills a need for youth who have difficulty with transportation to our new East County office, in Pittsburg, and/or are not “out” in some aspect of their life (i.e. peers , family, or community). Topics discussed with participants at school site included: Initial Assessment, Establishing Norms, G roup Development, Fears about Coming Out to Family, LGBTQ+ Pride Flags, Coping with Stress Relatfng to Family, Bullying by Former Friends, LGBTQ+ Trivia, SOGIE (Sexual Orientatfon, Gender Identfty & Expression) Spectrums, Addressing Conflict – “I” Statements, Safety Planning, Celebratfng End of Fall Semester, Winter Break, Acceptfng Consequences of Behavior, Goal Setting, Healthy versus Unhealthy Boundaries & Relatfonships, Resolving Conflict, Black LGBTQ+ Trailblazers, Disclosing Identfty (Coming OUT) to Parents, Black LGBTQ+ Historical Icons, LGBTQ+ Women Trailblazers, LGBTQ+ Women Who Made History, “How do I see myself?”, Donald Trump Indictment, Preparing Mentally for Spring Break, Mental Health Awareness, Relaxatfon Skills, Addressing Confidentfality being Broken, LGBTQ+ Pride Trivia, LGBTQ+ History Icons, LGBTQ+ History, Rejectfons of Preferred Name, Boundaries & Stalking, “Do you need to share your sexual orientatfon with your partner?”, Surviving Divorce, Questfoning Sexual Orientatfon, Fear of Receiv ing Psychological Diagnosis, Labeling One’s Identfty, The Impact of Questfoning Identfty on Mental Health, Safety Planning, Impact of MLK (Martfn Luther King Jr.) on LGBTQ+ Rights Movement, Goal Setting, Healthy Boundaries, Resolving Conflict B-22 within Relatfonships, Black LGBGQ+ Trailblazers, Manipulatfon & Gaslightfng, Stress of Questfoning Gender, Suicidality, Supportfng Friends who Threaten Self-harm, Internatfonal Asexuality Awareness Day, Addressing Disrespectiul Behavior from Peers, Verbal Harassment (Rude & Personal Questfons), Self-reflectfon, Relaxatfon Skills, Heightened Attentfveness of Family after 5150 Hospitalizatfon, Pre and Post-Surveys, Anticipating the End of the School Year, Giving and Receiving Appreciations, Closure. Component 2: Facilitate one (1) weekly educational support group at the agency’s East County office, providing approximately 20 ongoing sessions to promote emotional health, positive identity, and reduce isolation through life skill development. Providing services at this location has challenges which were exacerbated by the need to relocate this group and the agency’s East county office from Antioch to Pittsburg. This is the only year-round, drop-in support program for LGBTQ+ youth in East Contra Costa County, providing access to youth from Bay Point, Pittsburg, Antioch, Oakley, and Brentwood. At agency’s East County office facilitated: • Individual check-ins, assessments, support sessions: 52 • Group sessions: 4 • Unduplicated participants: 8 From July 1, 2022, through June 30, 2023, Kevin Martin facilitated 4 virtual and in-person youth support group sessions for youth ages 12-20 from throughout East Contra Costa County. The group met using the Zoom platform and at Rivertown Resource Center, in Antioch. The number of meetings is less than our goal of 20 sessions for the year and group attendance numbers were down significantly, due to difficulties securing a new confidential location to hold groups sessions and relocate the agency East County Office. This group had an average attendance of 3 youth per session for this reporting period. The number of unduplicated participants was 8. Staff predicts these numbers to increase in the next year, as outreach and promotion of the new location permeates the community. CHD staff conducted 52 individual check-ins, assessments and support sessions during this year with youth not associated with one of our school sites. Topics for the Rivertown group included: Group Development, Establishing Group Agreements, Queer History, SF Declaration of August as Trans History Month, New School Year Anxiety, Having to Relocate Office and Meeting Space. Component 3: Facilitate twice-monthly youth leadership groups for at least sixteen 16 sessions. Staff facilitated: • Group sessions: 0 • Unduplicated participants: 0 Due to the overwhelming need for social-emotional support, staff focused on the previously noted group and individual support services. However, staff believes leadership development to be an important component of Empowerment’s programing and intends to reengage this component in the upcoming fiscal year, as staff believes youth participants are better able to take on additional responsibilities after this year of transition. Component 4: Refer youth to culturally appropriate mental health services on an as-needed basis, referral support to a minimum of 15 participants. Staff made specific referrals for new mental health support for 10 youth throughout the year. Eight referred participants confirmed accessing referred supports, a significant increase from the previous year. The average duration between stated onset of symptoms and referral was five (5) weeks, and the average length of time from referral to accessing services was two (2) weeks. The number of referrals is short of our target of 15 annual referrals, likely due to not having an ongoing non -school based group. However, all participants were B-23 given Safety Phone Lists and repeatedly encouraged to reach out to the Contra Costa County Crisis Center, Trevor Project, as well as any current clinical support during times of stress, anxiety and crisis. Direct mental health referrals were made to Lincoln Child Center, John F. Kennedy University, Fred Finch Family Services, CHD Beyond Violence Program, Contra Costa County Mental Health Access Line, Contra Costa County’s Gender Clinic, Gender Spectrum, Rainbow Community Center, and CHD’s MediCal Enrollmen t Program. As noted earlier, all Empowerment participants also receive a Safety Phone List with contact information for the Contra Costa Crisis Center, Trevor Project, GLBT Youth Talk-line, Rainbow Community Center (RCC), Planned Parenthood, Homeless Hotline, Run Away Hotline, Community Violence Solutions, and STAND for Families Against Violence. It is important to acknowledge that many of Empowerment’s participants, as in previous years, were referred to CHD’s Empowerment program for additional social-emotional support from other mental health providers. Thus, these participants were already connected and engaged in culturally appropriate mental health services, rendering additional referrals unnecessary. Component 5: Contractor shall provide these services to not less than 68 unduplicated youth, ages thirteen to twenty in East Contra Costa County. Staff provided services to a total of 74 unduplicated youth, in East Contra Costa County, exceeding our goal without an ongoing non-school based group or active Leadership program. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. In post-surveys, participants were asked a series of questions asking them to state how, or if they note changes in particular areas including determinants of health since participating in Empowerment support programming. Twenty-five post-survey responses were received. Responses show: • 68% of respondents note communicating a little or a lot better with their families. • 96% of respondents noted that they have come out to a little or a lot of their friends. • 88% of respondents stated they have someone they can turn to in a crisis. • 92% of respondents noted that they are a little or a lot better informed about LGBTQ+ resources and services in their community. • 76% of respondents noted being a little or a lot more comfortable accessing LGBTQ+ services and resources. • 72% of respondents state they have become a little or a lot better leader. • 84% of respondents noted they are a little or a lot better advocate for themselves and others. • 80% of respondents noted being a little or a lot more involved in their community. • 68% of respondents noted they are doing a little or a lot better in school. • 92% of respondents noted starting to work with a therapist. • Also, 52% of respondents stated they can see themselves as a happy adult all or most of the time in post-surveys, as opposed to only 34% of pre-survey respondents. B-24 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Empowerment is a social-emotional and educational support program for LGBTQ+ youth, ages 12 to 20, in East Contra Costa County, which is a highly diverse community in regard to ethnic makeup and socio -economic status, with large percentages of Latinx, black, and low-income families. Youth enter the program through referrals from self, peers, family, school staff, and other service providers. Staff works diligently to create safe, welcoming, empathetic, confidential spaces for all who attend Empowerment. This is facilitated by the development of group norms, which all attendees agree to adhere to. During groups and during individual check-ins, assessments and support sessions youth work to identify and process challenges and struggles they face, then identify and develop internal strengths, coping mechanisms and tools for building resiliency to work through challenges, with the support and encouragement of Empowerment staff and peers. Through this process, when youth are identified to need or would benef it from support services outside the capacities of Empowerment Program, referrals and linkages are made to other culturally appropriate service providers. All youth participating in Empowerment are treated with respect as individuals, and staff makes a concerted effort to do so without bias or judgment. As noted in monthly program notes, staff also take part in multiple trainings, workshops, coalitions and other forums, including clinical supervision, throughout the year to stay up to date on issues, research, terminology, laws, possible bias, diverse perspectives, etc. relevant to the highly diverse LGBTQ+ youth community in East Contra Costa County, incorporating what they learn into the support and education provided to youth throughout the Empowerment Program. All LGBTQ+ youth, ages 12 - 20, and their heterosexual friends are welcome to join Empowerment’s groups and their level of participation is completely voluntary. We believe that the diversity of our participants, as noted in our demographic form, is an indication of our success in this endeavor, however, we are always striving to do better. In Empowerment, LGBTQ+ youth are engaged in discussions of topics, workshops and activities that are common to the broader LGBTQ+ community, such as: identity development, the process of coming out, rejection and fear of rejection, isolation, harassment, bullying, discrimination, anxiety, depression, suicidality, healthy relationships, relationship violence, drug and alcohol use and abuse, community development and engagement, leadership and activism, physical, mental and sexual health and safety. And as no ted in previous sections, when staff identifies potential concerns for any participant, they respond immediately to offer information and referrals for additional support services. Include examples of notable community impact or feedback from the community if applicable. It is not an uncommon experience for staff to hear from participants and parents/guardians that Empowerment Program is the only source of positive support participants are able to identify; especially during times of mental, or emotional struggle related to their identity. Staff also frequently hears from community partners how important the Empowerment Program is, and how needed the work Empowerment does to support LGBTQ+ youth is in our communities. Staff asked participants to share their personal experiences with the Empowerment Program. Here are a few of their responses: B-25 "I love to come to this group because I know there are people here who understand what I am going through." ~AB "Being in group is very supportive and fun because you can be surrounded by people who are alike." ~AM "It's a great space to relax and make friends and learn about LGBTQ things." ~GA "My experience in Empowerment was wonderful. I love it." ~FA "Don't be embarrassed about sharing, it honestly helps a lot." ~EA "It's fun and you get to meet new people that are like you." ~MA B-26 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 74 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 38 36 74 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 74 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 14 AFRICAN 3 AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN 2 ASIAN 9 CAMBODIAN BLACK/ AFRICAN AMERICAN 13 CHINESE 1 WHITE/ CAUCASIAN 7 EASTERN EUROPEAN 3 HISPANIC/ LATINO 28 FILIPINO 4 NATIVE HAWAAIAN/ PACIFIC ISLANDER 1 JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 2 MIDDLE EASTERN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 VIETNAMESE MORE THAN ONE ETHNICTY 18 B-27 OTHER 3 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 17 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 MEXICAN AMERICAN 20 PUERTO RICAN 1 SOUTH AMERICAN 1 OTHER SEXUAL ORIENTATION: HETEROSEXUAL 3 QUESTIONING / UNSURE 9 GAY / LESBIAN 17 ANOTHER SEXUAL ORIENTATION 4 BISEXUAL 31 DECLINE TO STATE/ DATA NOT CAPTURED 5 QUEER 5 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 15 MAN 5 FEMALE 53 WOMAN 21 DECLINE TO STATE/ DATA NOT CAPTURED 6 TRANSGENDER 22 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 GENDERQUEER / NON-BINARY 17 QUESTIONING 4 ANOTHER GENDER IDENTIY 3 DECLINE TO STATE/ DATA NOT CAPTURED 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 B-28 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 74 NO 74 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 74 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 74 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 74 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 B-29 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 10 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 8 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 5 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2 weeks B-30 CHILD ABUSE PREVENTION COUNCIL - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Prevention – offering education in parenting skills, increasing ability to provide guidance in loving manner, to decrease risk of child abuse and neglect. Guide • Early Identification – educate parents on child development to help them identify age-appropriate behavior vs. developmental needs of additional support. • Raise mental health awareness offering guidance on child development, helping parents best identify early signs of mental health illness or behavioral challenges normalizing and decreasing stigma. • Decrease stigma of accessing Mental Health services. • Provide services in a culturally and linguistically appropriate approach. • Utilize evidence-based curriculum to increase positive parenting skills in the following five areas: • Appropriate expectations of children • Increase in empathy B-31 • Reduction in physical punishment • Reducing role reversal • Understanding appropriate developmental power and independence • Increase competence and confidence in parenting utilizing a nurturing approach. • Protective Factors are well established for parents upon graduation from the program. • Outreach to help families access mental health care, support in the educational system, special needs support, etc. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. The Child Abuse Prevention Council(CAPC) reached out to the Latino community in Central and East County offering The Nurturing Parenting Program (NPP) starting the first 18 -week session in July 20222 ending December 2022 and the second session starting Jan uary 2023 ending in June 2023. Parents and their children enrolled to participate in the 18-week evidenced informed parenting education program offered in the evening. The Nurturing Parenting Program (NPP) collaborated with community-based agencies and school districts such as First 5 Center, Head Start, WIC, Contra Costa County Behavioral Health, Mt. Diablo Unified, Antioch Unified and Oakley Elementary School District to promote this program. The Nurturing Parenting Program enrolled a total of 63 Latino parents and 53 children during the fiscal year. The Nurturing Parenting Staff collaborated with community agencies to recruit families and motivated them to go back to in-person settings. A few parents (not reflected in total count report ing above) dropped out of the program, staff reached out to gather feedback. Parents dropping out reported having the opportunity to return to the workforce, others shared not feeling ready to be in back in person and others reported being overwhelmed with school demands and not having time to attend sessions. In response to their feedback, CAPC utilized the hybrid approach. CAPC staff planned for 18 consecutive weeks following the fidelity of the NPP evidence - based curriculum to increase parenting skills, decrease isolation within this population, decrease stigma related to accessing mental health services for self and/or child in a culturally sensitive manner. Each weekly group session introduced new skills to parent and children groups utilizing material s creating a hands on and collaborative session. Staff maintained communication in between classes to motivate parents to stay connected and offer support and remind parents of skills being learned and importance to implement during the week. Parents have reported more challenges understanding emotional response not only from their children but also their own. CAPC continues to support our community by offering services weekly and NPP staff continues our program as planned. In addition to the curriculum information and psycho-education is presented to help identify mental health/behavioral challenges that may need professional support. NPP held sessions with the collaboration of Dr. Hector Rivera-Lopez. Dr. Rivera-Lopez, who has experience working with the Latino community in Contra Costa County offers participants an opportunity to identify possible behavioral/m ental health needs that in the past were perceived as “normal” parenting practices. Presentations enhance the program promoting self-care to increase emotional availability for parents caring for their children and decrease the risk of child abuse. Parents received the Surviving Parenthood Resource Guide to facilitate access to community-based organizations providing a wide variety of services at no cost or sliding scale as an effort to encourage parents to connect and explore preventive/intervention programs, in addition NPP offered flyers and other contact information to facilitate families access to services. NPP staff offered guidance on how to access Mental B-32 Health support, crisis line, EDD services, food banks, low-cost housing, and other community resources as needed. The NPP supervisor not only oversees sessions, she also offers direct services to help parents feel more comfortable and confident when accessing resources. NPP engages with each family to offer linkages to the appropriate resources and staff follows up to gather information about the outcome of services. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Parents enrolled in The Nurturing Parenting Program were administered the evaluation tool Inventory AAPI “A” at the beginning of the program and Inventory AAPI “B” at completion of each program. Results of the AAPI forms are entered in a password protected database (Assessing Parenting) which analyzes the results and provides a chart reflecting variation of participants starting and ending the program. After administering Inventory AAPI A outcomes are reviewed to develop strategies and identify parents wh ose parenting practices or emotional state may interfere with parenting putting them at higher risk of child abuse. The Nurturing Parenting Program complements the evidence-based curriculum with a Mental Health consultant who attends parent groups to discuss mental health with participants. During these sessions mental health awareness is offered, and staff support with linkage for parents interested in accessing early intervention programs for their children or higher level of care. Staff meets regularly to discuss group dynamics and review participants’ response and staff’s observations. Upon completion of the program, staff reviews the results of both inventories to help reflect areas of improvement and measures the "risk" of child abuse and neglect afte r parents’ participation. Staff discusses results of parents who may score as “high risk”, an invitation is offered to the family to participate in the program one more time as well as offer additional resources to address their needs. All data entered in the Assessing Parenting site is password protected and only authorized personnel have access to these records. The Nurturing Parenting Program focuses and encourages participants in developing skills along five domains of parenting: age-appropriate expectations; empathy, bonding/attachment; non-violent discipline; self- awareness and self-worth and empowerment, autonomy, and independence. Responses to the AAPI provide an index of risk in five parenting constructs: A - Appropriate Expectations of Children. Understands growth and development. Children are allowed to exhibit normal developmental behaviors. Self -concept as a caregiver and provider is positive. Tends to be supportive of children. B – High Level of Empathy. Understands and values children’s needs. Children are allowed to display normal developmental behaviors. Nurture children and encourage positive growth. Communicates with children. Recognizes feelings of children. C – Discipline/ VALUES ALTERNATIVES TO CORPORAL PUNISHMENT Understands alternatives to physical force. Utilizes alternatives to corporal punishment. Tends to be democratic in rule making. Rules for family, not just for children. Tends to have respect for children and their needs. Values mutual parent-child relationship. D - APPROPRIATE FAMILY ROLES tends to have needs met appropriately. Find comfort, support, companionship from peers. Children are allowed to express developmental needs. Takes ownership of behavior. Tends to feel worthwhile as a person, good awareness of s elf. B-33 E - VALUES POWER-INDEPENDENCE Places high-value on children’s ability to problem solve. Encourages children to express views but expects cooperation. Empowers children to make good choices. These five parenting constructs enhance the Five Protective Factors that replace risk of abusive behavior with positive parenting skills. The Five Protective Factors are the foundation of the Strengthening Families Approach: Parental resilience, social connections, concrete support in times of need, knowledge of parenting and child development, and social and emotional competence of children. Inventory A and B are given to parents at the beginning of the session and at the end. AAPI Results Session 1& 2 East County Construct A B C D E Form A 6.31 6.08 5.62 7.46 6.00 Form B 5.73 7.55 8.00 8.27 6.18 Construct A B C D E Form A 5.60 6.20 6.40 7.20 6.50 Form B 7.33 6.78 6.67 8.22 4.89 AAPI Results Session 1 & 2 Central County Construct A B C D E Form A 6.11 6.11 3.67 7.00 5.22 Form B 6.80 6.60 7.40 6.80 7.00 B-34 Construct A B C D E Form A 7.50 7.17 7.33 8.17 7.33 Form B 7.80 8.40 9.00 8.40 6.80 · Scale 1 – 10 (Higher the score, lower the risk). Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. This program is implemented honoring our targeted population’s background. CAPC’s staff is built of a diverse group of people, who live and work in the community we serve. Staff who have lived experience at times may share obstacles they may have encountered, per observations on parents' response this connection with the lived experience staff has helped increase the trust and open up a door for those who shared feeling hopeless. CAPC continues to motivate all staff to help others and most importantly to practice and model self -care and safety. Staff meets regularly to modify our approach and ensure we are taking care of our own Mental Health as we support others. Our NPP team agrees that it is highly important to dedicate time to know families utilizing a cultural approach to help them feel comfortable and most importantly developing the trust as they share areas of need. This program offers a safe place for families following. CAPC encourages conversation to help identify our own challenges, countertransference to support parents in the most effective manner possible and ensure they have access to the support they need in a timely manner. NPP staff shares areas in which more support may be needed to help manage our mental health decreasing the risk of emotional fatigue and projecting to the community we serve. The CAPC Director and The Nurturing Parenting Program Supervisor continue to meet regularly to discuss program outcomes, challenges and to ensure staff offering direct services receive support and guidance throughout the course of the session. The Child Abuse Prevention Council staff continues finding resources for the Latino community who has reported challenges accessing mental health services that are culturally appropriate. Staff has learned of challenges parents are facing in trying to conn ect adults to mental health resources offered in their language of preference. To support this need staff has worked with parents by linking to access line and coaching them to advocate for their family. CAPC links parents to support groups in their area creating opportunities for families to connect with families in their own neighborhood. CAPC strongly believes in building community connections to increase children’s safety. B-35 Include examples of notable community impact or feedback from the community if applicable. During our sessions we have the honor to witness change in many families; here is a story of one mom who prior to attending the group felt helpless. Teodora’s Story (translated from Spanish) When I started attending the Nurturing Parenting program my expectations about the program were not even close to what I have learned about myself and parenting. I am a mother of 3 children, a 15-year-old boy, 10-year-old girl and 2-year-old boy. I started attending the NPP program with my daughter and younger boy, during the first class I noticed other families came all together and I assumed then that my husband would not agree to come with us. We were going through some difficult times in our relationship, we were not communicating and when we did, we hardly ever enjoyed our interaction. We did not agree on our parenting styles and often use that as an excuse to grow apart. After the first class of NPP, my daughter asked me “Why is my dad not coming with us? Other kids have their dad with them”, I told her to ask dad directly and so she did. When we arrived home my daughter asked dad, at the beginning I overheard him say “I have to work and I can’t make it”, my daughter insisted and shared that other children’s fathers were present. The following class I was surprised dad showed up in his work clothes, my daughter was happy, and I was surprised to see him and deeply touched. That was the beginning of our new journey, together as a family we learned how our own story growing up and experiences were impacting not only our parenting styles but our lives and relationship. We attended the course as a family, my husband and I started communicating not only about parenting but about us, things that mattered to our family and to us as a couple. I also accessed community resources for my children, this program changed my life and saved my marriage. I will forever be thankful to the nurturing parenting program for giving me and my family the opportunity to grow and learn to be the best mom, wife and woman I can be. B-36 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 116 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 47 6 63 116 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 116 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EASTERN EUROPEAN HISPANIC/ LATINO 116 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 VIETNAMESE MORE THAN ONE ETHNICTY B-37 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN 6 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 MEXICAN AMERICAN 110 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 116 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 54 MAN 54 FEMALE 62 WOMAN 62 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTITY DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 B-38 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 116 DECLINE TO STATE/ DATA NOT CAPTURED 116 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 116 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 116 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 COGNITIVE DISABILITY: YES 1 DECLINE TO STATE/ DATA NOT CAPTURED NO 115 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 116 B-39 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 13 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-40 CONTRA COSTA CRISIS CENTER - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • 24-hour Crisis & Suicide Hotlines: Exceeded target goals • Recruit & Train Diverse Volunteer Pool: Exceeded target goals • Community Outreach & Education: Exceeded target goals • Co-Chair Suicide Prevention Coalition Monthly Meeting: Met target goals • County Coroner Referrals and Suicide Data: Met target goals • Postvention/Mobile Grief Response: Met target goals • Grief Support Groups: Met target goals • Psychiatric Emergency Follow-Up Program: Met target goals B-41 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Scope of Services: 24-hour Crisis & Suicide Hotlines 1. Provided immediate counseling, active listening, emotional support, and referrals to community resources on our 24-hour Crisis & Suicide hotlines via phone and text for all Contra Costa County residents. Calls and texts are answered by live Call Specialists in English and Spanish, and we continued to have access to the 24/7 Language Line interpreter services for over 240 languages. 2. Provided callers linkage to mental health services through community resources as appropriate for each call. 100% of callers were assessed for suicide risk level, and all callers with a risk level of medium or high were offered a follow-up call. 3. Provided debriefing, supervision, silent monitoring, and consultation for all staff and volunteers in a manner that meets national industry standards and American Association of Suicidology (AAS) accreditation standards. Our agency maintains AAS accreditation and was also recently accredited by the International Council of Helplines (ICH) in June 2023 for five years. Our staff and volunteers reflect Contra Costa County demographics in our diversity of country of origin, languages spoken, culture, gender, religion, sexual orientation and socio-economic class. Recruit and Train Diverse Volunteer Pool 1. Continued to recruit and train a diverse group of volunteers representing communities countywide with current bi-lingual fluency in Spanish, Hindi, Hebrew, Punjabi, Urdu and Russian. 2. Exceeded target goal for number of active call center volunteers including several with multilingual skills during this reporting period, maintaining an active pool of 35 volunteers in the Call Center this reporting period (Goal: 25 volunteers). 3. Provided 60+ hours of classroom and one-on-one mentoring training curriculum for four new volunteer training cohorts (September 2022, December 2022, March 2023, June 2023). Exceeded target goal (Goal: 2 trainings). Community Outreach & Education 1. Exceeded target deliverables for Suicide Risk Assessment & Intervention Trainings (minimum: 4) by providing 9 free trainings to partner service providers and mental health clinicians countywide with optional CE credits available: a. 8: Virtual Trainings b. 1: In-Person Training 2. Continued to provide virtual outreach and education presentations regarding Crisis Center Agency Services and Suicide Prevention. Co-chair Suicide Prevention Coalition Monthly Meeting B-42 1. Continued to co-chair the Suicide Prevention Coalition monthly meetings virtually in partnership with Contra Costa Health. County Coroner Referrals and Suicide Data 1. Continued to receive monthly Coroner data and maintain collaboration for referrals from the Coroner’s Office and Family, Maternal, and Child Health Program to our Grief Counseling Support Group services for grieving survivors. Postvention/Mobile Grief Response 1. Responded to four Postventions/Mobile Grief Response Requests after the sudden death of a student or colleague at a school, business, or agency this reporting period. Grief Support Groups 1. Provided on-going grief support group services for Survivors After Suicide Loss, Parents Who Have Lost A Child, Partner & Spouse Loss, and Family & Friend Loss. 85 grief clients enrolled in support group services between 07/01/22-06/30/23. Psychiatric Emergency Services Follow Up 1. Provided several outreach meetings with the PES staff team promoting the optional follow -up program for consenting patients discharged from PES. Follow-Up program promotion to patients began 08/01/22. We received 73 total referrals between 08/01/22-06/30/23. 58 patients opted in to the follow-up program via text, and 15 patients provided consent via a faxed consent form. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. I. Outcome Statements A. Continue to operate 24-hour crisis and suicide hotlines, providing immediate counseling, emotional support, and resource information around the clock to callers in distress. B. 100% lethality assessment of crisis calls and 100% follow-up with med-high lethality callers upon consent of caller. C. Maintain Spanish-language counselor availability to serve Spanish-speaking calls 80 hours per week (minimum 2.0 FTE). D. Maintain average call response time under 30 seconds in answering 24 -hour crisis line calls, and to have an overall abandonment rate on crisis lines under 15% percent. E. Continuously recruit and train crisis line volunteers to a minimum pool of 25 culturally competent individuals, several with multilingual skills, within the contract year. F. Provide outreach, education, and suicide risk assessment & intervention trainings to the community (minimum 4). G. Co-Chair the monthly Suicide Prevention Committee. H. Provide follow-up to consenting individuals upon referral and discharge from PES. I. Provide Postvention/Mobile Grief Response Services and Grief Support Groups. B-43 II. Measures of Success A. Answered 27,226 mental health/crisis/suicide calls on the 24-hour hotlines, an increase from last fiscal year by over 5,000 calls. We exceeded the target goal of answering 12,000 mental health/crisis/suicide calls. B. Provided 100% follow-up with med-high assessed lethality callers upon caller’s consent. 99% or more of callers assessed to be at medium to high risk of suicide were still alive 30 days later based on the Coroner’s monthly suicide data reports. C. Maintained 80 hours per week (minimum 2.0 FTE) or more of Spanish-language coverage on 24-hour crisis lines. D. Exceeded both target goals of answering all crisis calls within an average of 20.8 seconds (Goal: 30 seconds) and have an abandonment rate on crisis lines of 11.6 % (Goal: Less than 25%). Our Crisis Line abandonment rate decreased by an additional 1.4% com pared to last fiscal year. E. Exceeded target goal of providing four volunteer trainings per year (Goal: 2), consistent with AAS accreditation for training, to a minimum pool of 25 culturally competent individuals, several with multilingual skills, within the contract year. Maintained 35 active volunteers in the Call Center this fiscal year. F. Provided 9 suicide risk assessment & intervention trainings to service providers and clinicians; Exceeded target goal of providing a minimum of 4. G. Provided follow-up attempts to 100% of consenting patients who have been referred to the Crisis Center upon discharge from PES via text or phone. H. Provided grief counseling services which included Postvention/Mobile Grief Response Services and Grief Support Groups. This fiscal year we hosted 28 in-service and professional development training opportunities to all staff and volunteers to promote knowledge of community resources and continuous cultural humility in working with and supporting a diverse population over the crisis hotlines such as youth, families with young children, seniors, people who are homeless, people who have mental illness, and people who experienced trauma. We are active participants in meetings that strive to improve cultural sensitivity, awareness, and education to better serve our community such as Suicide Prevention Coalition, 988 Lifeline, Striving for Zero, Community Care Coalition, Help Me Grow Café, 988 CA Crisis Centers, Bay Area Suicide & Crisis Intervention Alliance (BASCIA), Child Death Review Team, 211 CA, Homeless Providers, and Office of Emergency Services. We maintain a feedback box in our front lobby for staff, volunteer, and clients, as well as gather feedback and evaluation surveys at the conclusion of every training and grief support group we provide, for continuous improvements and program development. Our policies (HIPAA and clinical license standards informed) ensure confidentiality – including use of technology, storage of records, destruction of records, subpoena response, record keeping, report writing, and (non)use of identifying client information on server. Our core values of compassion, integrity, inclusion, accessibility, and collaboration along with continuous cultural humility development is written, spoken and practiced. Our policies, protocols, and office environment support these values. B-44 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Our services are designed on the belief that emotional support can make a significant difference in a caller’s ability to self-manage and minimize psychiatric hospitalization visits when the support is available any time it is needed 24/7/365. We believe every person has a basic right to assistance in life-threatening or other crisis situations. Our mission is to keep people alive and safe, help them through crises, and provide or connect them with culturally relevant resources in the community. Our vision is that people of all cultures and ethnicities in Contra Costa County are in a safe place emotionally and physically. Every resource in our 211 Resource Database is vetted, maintained, and up-to-date and is accessible for agencies partners and members of the community to use throughout the county free of charge. The Contra Costa Crisis Center holds the following core values: 1. Compassion: We are driven by a desire to alleviate the emotional pain, distress, and needs of our clients. 2. Integrity: We respect and honor our colleagues and clients through trustworthy actions. 3. Inclusion: We affirm the value of differing perspectives and are committed to representation from, and service to, all members of our diverse community. 4. Accessibility: We believe that people in need should be able to get help 24/7/365. 5. Collaboration: We are committed to developing strong, lasting partnerships with community members to achieve common goals. Include examples of notable community impact or feedback from the community if applicable. Crisis Hotline Caller, Moderate-High Risk; 17 calls “C” is 16 years old, identifies as female, and a Junior in high school. She was sexually assaulted by two men at a music concert several years ago. She suffers from an eating disorder and frequent panic attacks. She calls the hotline for emotional support when she’s feeling hopeless and trapped and when she has thoughts of suicide. She called the crisis hotline 17 times between 2022 -2023 for support. Her suicide risk level on the calls were assessed for either moderate or high depending on her intent a t the time of the call. She currently sees a Psychiatrist and a Dietitian and is on medication. She is grateful that we are here to answer her call 24/7 when she has thoughts of suicide to help her to stay safe. Mobile Grief Response Feedback Grief Mobile Responses/Postventions were provided during FY 2022-23 for Rocketship Futro Academy, Clayton Valley Youth Football, Walnut Creek Ford, and Clayton Valley Parent Preschool due to sudden deaths of students or colleagues. Crisis Center teams comprised of staff and volunteers provided emotional support and grief counseling for the participants in large group, small group, and individual counseling support formats. Participants were incredibly grateful for our team’s quick response to help them th rough their grief process. A parent emailed us stating, B-45 “We really really appreciate your support so much. A lot of us parents and board members at the school feel very shocked, numb, and sad, but we are pulling together to keep going for our kids/students. I’ve had parents come to me saying this is their child’s first time experiencing someone close to them dying and they just don’t know how to address it/talk about it with their child…thank you so much for your time and support.” B-46 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 27,226 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 166 1,479 10,070 4,369 11,142 27,226 LANGUAGE:0 ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 26,175 607 14 430 27,226 IF OTHER, PLEASE SPECIFY: Arabic, Chinese, Farsi, Mandarin, Vietnamese RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 838 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 29 ASIAN INDIAN/ SOUTH ASIAN ASIAN 1,503 CAMBODIAN BLACK/ AFRICAN AMERICAN 2,714 CHINESE WHITE/ CAUCASIAN 9,856 EASTERN EUROPEAN HISPANIC/ LATINO 1,472 FILIPINO NATIVE HAWAIIAN/ PACIFIC ISLANDER 91 JAPANESE OTHER 0 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 10,723 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 27,226 VIETNAMESE MORE THAN ONE ETHNICITY B-47 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 7,364 MAN 7,364 FEMALE 12,876 WOMAN 12,876 DECLINE TO STATE/ DATA NOT CAPTURED 6,986 TRANSGENDER 61 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 27,226 GENDERQUEER / NON-BINARY 120 QUESTIONING 2 ANOTHER GENDER IDENTITY DECLINE TO STATE/ DATA NOT CAPTURED 6,803 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 27,226 B-48 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES 2,188 NO NO 3,557 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED 21,481 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 27,226 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-49 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 27,226 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-50 C.O.P.E FAMILY SUPPORT CENTER - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION x OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) C.O.P.E. completed all provisions of this contract. C.O.P.E. ensured that program activities were provided by accredited Triple P qualified practitioners and focused on parents and/or guardians of children from birth through age 18, expectant parents of children, and/or early childhood educators of children from birth through age 5. C.O.P.E. provided twenty-two (22) Triple P Positive Parenting Group classes and seminars to residents in West, Central and Eastern Contra Costa County. C.O.PE. enrolled 269 individuals in these classes and seminars. C.O.PE. Trained (14 ) facilitators who became accredited to teach Triple P classes to families with children 0 - 18 in the below levels: • Level 3 Primary Care 0-12 (1 person) B-51 • Level 3 Primary Care Teen (2 people) • Level 4 Group Teen (7 people) • Level 4 Group Stepping Stones (1 person) • Level 5 Pathways (1 person) • Level 5 Transitions (1 person) • Level 5 Lifestyles (1 person) Clinical and Master level social work interns were provided pre-accreditation training through assisting accredited Triple P practitioners in their classes. C.O.P.E. provided case management services for families in need of additional resources. Our case managers called every enrolled family to offer supportive check-ins and resources within C.O.P.E. and outside agencies. Additionally, if a parent’s assessment indicated a concern, the participant was contacted to determine if additional community support was needed. Where appropriate, referrals were made for additional mental health services. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. C.O.P.E. Family Support Center reached out to a variety of groups and individuals in West, Central and Eastern Contra Costa County. C.O.P.E. reached out to partner agencies such as Children and Family Services, Family Justice Centers, 211 Crisis Hotline, Monument Impact, other Community Based Organizations, and Contra Costa Family Court. C.O.P.E. attended the following SARB meetings: County Office of Education, San Ramon/West County /Martinez/ Unified School Districts to recruit families at risk. In addition to these outside agencies, our clients found our services from our social media sites and our website. This fiscal year, we experienced high demand from both English and Spanish speaking communities for a parenting class. This presented a challenge and to address it, we had to over -enroll families in order to meet the high demand. This was a challenge for our facilitators as they had to teach over-capacity classes. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. C.O.P.E delivered 21 classes and one seminar throughout the county at various times and days via Zoom video - conferencing or in person. C.O.P.E. provided classes in English and Spanish in West, Central and East County. Settings for Potential Responders for the 2022-2023 FY included elementary, middle and high schools, early education centers, homeless shelters and community-based organizations. We utilized the services of our clinical staff and master level social work interns to address the needs of parents and families with more intensive challenges. Our staff and interns are invited to assist accredited Triple P practitioners in the Triple P classes, by providing client support and administrative aid when needed. B-52 All of our Triple P participants completed the Pre and Post Assessments. Indicators: • The Parenting Scale. measures dysfunctional discipline practices in parents. • Outcomes: o 100 % of the parents showed a reduction in Laxness (tendency to behave permissively and inconsistently when parenting children). o 100 % of the parents showed reduction in Over-Reactivity (parenting intense emotional reaction to a child's misbehavior). o 100 % of the parents showed reduction in Hostility (Resentment that arises from prolonged frustration). • The Eyberg Child Behavior Inventory measures parental perceptions of disruptive child behavior using both an intensity scale and a problem scale. • Outcomes: o 82% of the parents showed reduction in the Intensity Scale that measures the frequency of each problem behavior. o 81% of the parents showed reduction in the Problem Scale that reflects the parent’s tolerance of the behaviors and the distress caused. • The Depression Anxiety Stress Scale (DASS) measures symptoms of depression, anxiety, and stress in adults. • Outcomes: o 95% of the parents showed reduction in depression. o 95% of the parents showed reduction in anxiety. o 95% of the parents showed a reduction in stress. Pre-assessments were administered at the first class and post-assessments were administered at the last class. These reports show measured changes in the scores. The report is reviewed with each parent individually to process the change in the parents’ self-management, self- efficacy, personal agency, problem solving, self- sufficiency and minimal sufficient intervention. C.O.P.E. has a culturally diverse staff, both personally and professionally with sensitivity and training in the needs and characteristics of diverse populations of participants. C.O.P.E. staff cultivate an inclusive, non -judgmental environment for participants seeking services and are trained in areas such as ACES, trauma-informed care, self- regulation techniques, conflict resolution, and other methods for participant communication. C.O.P.E. provides a culturally inclusive classroom where parents and staff recognize, appreciate, and capitalize on diversity to enrich the overall learning experience. Current practices include: • Designated language. i.e. Spanish speaker • All participants are provided services regardless of race, gender, sexual orientation, legal status or religion. • Practitioners are trained to understand cultural differences in parenting practices, and we strive to develop effective and consistent parenting skills that nurture the uniqueness of each family. B-53 • Income and level of education was respected • All information is confidential and reported using a non-identifying code • Parents and practitioners sign a confidentiality agreement Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. C.O.P.E. Family Support Center fosters a holistic approach to family wellness and recovery by providing evidence-based parenting classes along with other complementary services. Parents that express need for further intervention are identified through their participation in Triple P parenting courses and are linked to supplementary case management services provided by C.O.P.E.. Some participants have expressed a need for additional services and utilized other programs we offer such as individual and famil y counseling, conjoint co- parent counseling, anger management and truancy intervention. By offering these wide range of services, C.O.P.E. can provide support to families and identity referrals to additional resources in the county for issues related to mental health, housing, shelter, food and family law. Strategies Utilized to Provide Access and Linkage to Treatment include : • Provide assessment and case management to community members in need of services • Warm-handoff referrals to community resources such as housing, job training and placement, food banks and family law centers • Collaboration between staff and a ‘point person’ at each agency to ensure timely access to resources • C.O.P.E. practitioners evaluate and provide individual parent consultation for Triple P participants scoring above the clinical-cutoff range in any pre-assessment (DASS, Parenting Scale, ECBI, Conflict Behavior), providing resources as needed. Strategies utilized to improve timely access to services for underserved populations included: • Sliding scale Triple P classes for all participants • Delivery of classes throughout the county by Zoom Video-conferencing or in person at community- based organizations. • Increased capacity to offer case management services for parents and families with more intensive challenges. • Provided classes in English and Spanish in all regions of the county. • Individual assessment, consultations and referrals to county mental health as needed. • Collaboration with school districts, family workers, other service providers and families to create a service plan for individuals, to ensure timely access to support and resources. • Tailored classes that include focus topics that directly address parenting needs (ex. Having a discussion around teen’s use of social media, teen depression and coping with in -person classes challenges after homeschooling for 2 years). B-54 • Use of strategies that are non-stigmatizing and non- discriminatory • All participants are served regardless of race, gender, sexual orientation, or religion. • All Triple P Practitioners are required to complete a harassment prevention training • Triple P Parent education reduces the risk of child abuse and neglect by encouraging positive parenting practices that promote safety, well-being, and permanency for children and families. • All Facilitators are trauma informed and aware of family differences and individual needs. Include examples of notable community impact or feedback from the community if applicable. A client was referred to C.O.P.E. by a probation officer and was enrolled in our 52 -Week Parenting Program. In his case plan he was ordered to take multiple parenting classes so that he could fulfill the requirements for the 52-Week Parenting Program. The first class that this client completed was our Group Triple P class that was funded by MHSA. In addition to case management services our client was provided with resources for public benefits, financial coaching, and counseling services. After completing h is case plan, he shared that he was able to utilize positive parenting strategies with his children and he feels supported by his wife who is also implementing the learned strategies. Our case management department will continue to support him by providing support services and engaging in monthly check-ins for the duration of his enrollment in the 52- Week Parenting Program. From the Family Transitions portions of our class one parent said she was able to implement the steps to having a child related discussion with her co-parent that has been widely successful. She credits her intentional effort of staying regulated while bei ng focused on listening to hear and understanding him as opposed to listening to respond has gone a long way towards improving their communication. As a result of the positive shift, she sees in her co-parent she states that it has become easier to validate his expressed feelings and experiences even when she doesn't agree with him. In GroupTriple P class the parent shared that her biggest take away was the revelation of how her own behavior and habits were contributing to the misbehavior she was experiencing with her daughters. She went on to say that as a result of this experience she is more aware of the examples she is setting, and she is more committed than ever to model appropriate self-regulation and communication when frustrated or angry. One participant reported a huge success with the implementation of a rewards chart combined with the Ask - Say-Do strategy to teach her 11-year-old autistic son how to tie his shoes. The participant shares that within a week of introducing the intervention and the strategy her son was tying his shoes by himself and smiling (at his own accomplishment) bigger than she's ever seen. A parent shared that as a result of the Family Transitions model she was able to see that her attempts to dictate and monitor how the other parent parented their daughters was more about her need for control then it was out of concern for her children. She went on to say that acknowledging that freed her from what felt like a big burden. She now knows that there is more than one way to parent and in her case neither way is right or wrong - they are just different. A couple taking the Teen Triple P class together shared how complicated it was communicating with their children. The father had problems drinking, he spanked his children most of the time and Mom mentioned being tired and stressed all the time. Their children started missing school and they were referred by the SARB program to start Coaching class, but they did not attend. They enrolled in Teen Triple class in Monument Impact. In the beginning they had problems with attending on time, making excuses. Late r they started B-55 participating in class, sharing small changes they made at home, and they completed all sessions. The father is working on quitting drinking, being more present at home, and having more quality time with his children. Now he is having more communication and is taking his kids to school. He stopped spanking his children and is asking for more support and more classes to learn more positive strategies. His wife was more talkative at the end of the classes, asking for more support from COPE. They were very gr ateful to share this class with more families going through similar challenges. B-56 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 269 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 16 240 5 8 269 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 238 31 269 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 16 AFRICAN n/a AMERICAN INDIAN/ ALASKA NATIVE 3 ASIAN INDIAN/ SOUTH ASIAN n/a ASIAN 14 CAMBODIAN n/a BLACK/ AFRICAN AMERICAN 35 CHINESE n/a WHITE/ CAUCASIAN 79 EASTERN EUROPEAN n/a HISPANIC/ LATINO 87 FILIPINO n/a NATIVE HAWAAIAN/ PACIFIC ISLANDER 4 JAPANESE n/a OTHER 10 KOREAN n/a DECLINE TO STATE/ DATA NOT CAPTURED 21 MIDDLE EASTERN n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 VIETNAMESE n/a MORE THAN ONE ETHNICITY n/a B-57 OTHER n/a ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN n/a DECLINE TO STATE/ DATA NOT CAPTURED n/a CENTRAL AMERICAN n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) n/a MEXICAN AMERICAN n/a PUERTO RICAN n/a SOUTH AMERICAN n/a OTHER n/a SEXUAL ORIENTATION: HETEROSEXUAL 252 QUESTIONING / UNSURE 0 GAY / LESBIAN 1 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 7 DECLINE TO STATE/ DATA NOT CAPTURED 9 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 104 MAN n/a FEMALE 159 WOMAN n/a DECLINE TO STATE/ DATA NOT CAPTURED 6 TRANSGENDER n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 GENDERQUEER / NON-BINARY n/a QUESTIONING n/a ANOTHER GENDER IDENTITY n/a DECLINE TO STATE/ DATA NOT CAPTURED n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) n/a B-58 ACTIVE MILITARY STATUS: VETERAN STATUS: YES n/a YES 2 NO n/a NO 267 DECLINE TO STATE/ DATA NOT CAPTURED n/a DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 DISABILITY STATUS: DISABILITY TYPE: YES 10 DIFFICULTY SEEING 0 NO 259 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 4 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 CHRONIC HEALTH CONDITION 6 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 10 COGNITIVE DISABILITY: YES n/a DECLINE TO STATE/ DATA NOT CAPTURED n/a NO n/a TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) n/a B-59 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 92 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 43 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 1 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 1 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: n/a AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES n/a B-60 FIERCE ADVOCATES (FAMILIES AND INDIVIDUALS EQUITABLY ROOTED IN COLLECTIVE EMPOWERMENT) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • FIERCE Advocates, formerly Building Blocks for Kids (BBK), coordinated monthly wellness and community engagement activities in partnership with community-based organizations Rich City Rides, Urban Tilth, and Moving Forward 510, including nature hikes, community Halloween event, and park clean-ups, that decreased isolation and supported families and individuals with feeling connected to others and confident in their strengths. • We expanded our life coaching program for Latinx women who speak Spanish as their primary language, resulting in participants having a resource for supporting mental wellness and referrals to culturally competent mental health resources in our community. • We fully re-launched our in-person family wellness after a hiatus during the height of the COVID-19 pandemic so that they can learn about the connection between physical and mental health during family engagement activities. These activities included cooking classes, exercise and dance classes, and team-building activities. B-61 • FIERCE Advocates continued its three sanctuaries to support emotional well-being for men of color, primarily Black men, Latinx women, and Black women, resulting in access to mental health tools, knowledge about community resources for well-being, and connections with others in our community. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. One of our goals for wellness-centered communities is to cultivate community and family engagement. To do this, we ensure Richmond/West County families are knowledgeable about and have access to a network of supportive and critical health and mental health information and services. We supported families that wanted to learn about the connection between physical and mental health. We worked with a myriad of organizations to facilitate events that would help educate families about anxiety coping strategies, building healthy communication skills, the impact of performing arts on social development, and different methods of practicing mindfulness. We accomplished this by each month facilitating wellness hikes at various parks throughout the East Bay in collaboration with Moving Forward 510, Rich City Rides, and Urban Tilth. Our team hosted themed cooking classes during the 2022 Thanksgiving and the winter holiday period and multiple classes in Spring 2023, including one with Fresh Approach. These cooking classes gave families an opportunity to spend time baking holiday treats together as well as time to learn about healthy eating. Additionally, we hosted a presentation that educated people about the benefits of owning service animals in collaboration with ARF, monthly community service/clean-up events at Unity Park, exercise/dancing classes, and team-building activities. Another primary goal of our healing-centered care strategy is to connect with East Bay service providers that provide mental health and support services, especially those that prioritize cultural competency, humility, affordability, and language access for Spanish-speaking clients. Through our programs, participants have connected to a total of 31 health and wellness professionals that provide no and low -cost individual, family, and group support and prevention services. Their services include mindfulness, counseling, nutrition, parenting classes, and fitness classes. For example, we have hosted Latinx clinicians in our monthly Latina Sanctuary sessions who subsequently provide discounted mental health services to referred FIERCE Advocates participants. Our Sanctuaries continue to be spaces for Black and Latinx women and men of color to have safe spaces that support their emotional well-being. In the 2022-2023 fiscal, FIERCE Advocates hosted a total of 33 peer wellness support meetings. Sanctuary sessions created robust relationships among participants and access to information about mental health, financial wellness, and other enriching resources. For example, Latina Sanctuary hosted sessions with guest speakers about health topics: menopause, breast canc er, and food to learn and share about their emotional and physical impacts on mind and body. In Black Women’s Sanctuary, the theme for 2022 that continues in 2023, is how to build a lasting legacy that effectuates change in the community. Guest speakers and meeting topics included Learning about limiting beliefs and how to overcome them, Mindset changes to move past fear and frustration, and recognizing trauma. We are proud that our Holding Space for Men group continues to proceed since its launch in 2021 during the height of the pandemic. The men who attend continue to design topics that resonate with them and support their need for community, emotional well-being support, and leadership development. They have discussed topics such as B-62 defining what love means to them in all facets of their relationships, how to connect with young people in our community, and how to manage grief. We are proud to continue our life coaching program that provides at no -cost 1-1 support for parents, caregivers, and other adults in our community. In 2023, we served 35 people we expanded life coaching to include men of color and Latinx women. We continue to learn what best fits the needs of those we work with, such as for some of our life coaching clients who are in need of more clinical mental health support and are referred to licensed counselors. For men, we are learning that we may have to provide a d ifferent approach other than 1-1 life coaching since, for some, due to the business of lives, having a commitment to coaching is challenging. Ultimately, we are learning that with 1:1 coaching, clients are able to better self -advocate and directly engage in the services they need, in addition to better navigation toward their life goals. Another component of our expansion of life coaching is that two of our life coaches are of and from the community we serve, facilitate our Latia Sanctuary and Holding Space program, and were provided with professional development by FIERCE Advocates to become certified life coaches. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. 1. Community and Family Engagement: Ensure Richmond/West County families are knowledgeable about and have access to a network of supportive and critical health and mental health information and services Linkages with East Bay service providers: In 2022-2023, FIERCE Advocates continued to focus on connecting families to mental health and support services that are available within the region. Through our programs, participants have connected to a total of 31 health and wellness professionals that provide no and low-cost individual, family, and group support and prevention services. Their services include mindfulness, counseling, nutrition, parenting classes, and fitness classes. As a result, community members had increased access to resources to support their mental, emotional, and physical health. Family Engagement: In the 2022-2023 fiscal year, a total of 676 people participated in 203 Family Engagement in person and virtual events. Through these activities, participants had access to fun, hands -on activities that helped families spend time together and have a distr action from the ongoing pandemic and other stressors in their lives. Activities included family bonding arts & crafts, dancing, boxing, story -telling, yoga, and mindfulness activities. 2. Social Support and Referral: Reduce risk for negative outcomes related to untreated mental illness for parents/primary caregivers whose risk of developing a serious mental illness is significantly higher than average including cumulative skills-based training opportunities on effective parenting approaches Sanctuary Peer Support Groups: In the 2022-2023 fiscal, FIERCE Advocates hosted a total of 33 peer support meetings. A total of 153 women participated in the meetings and learned about self -care, self-love, financial health, and personal growth and development. Through Holding Space, our men’s peer support group, we served a total of 28 participants. Through these meetings, men have continued building relationships with other men in their community and have improved their emotional intelligence and interpe rsonal communication skills. B-63 3. Self-and-Collective Advocacy: Train and support families to self-advocate, build collective advocacy and directly engage the services they need. Life-Coaching: During this fiscal year, 22 African-American, 12 Latinx women, and 2 African-American men received six free one-hour sessions with a certified life coach. Participants set short -term, midterm, and long- term goals and used a strength-based approach to create a plan to achieve them. As a result of participating in these sessions, clients identified strengths and support systems and worked on shifting mindsets. Quantitative and qualitative data, data collection methodology Tools used to collect quantitative data were sign in sheets; attendee reports from virtual meeting platforms at each program, event, training or activities; qualitative data was collected utilizing focus groups; individual interviews and using google forms at pre, mid and post. FIERCE Advocates routinely collects essential demographic fields (adult/child, race, gender, preferred language). For this fiscal year (27) children ages 0-15, (5) transitional youth ages 16-25, (69) adults ages 26-59, (5) older adults ages 60+, and (570) participants who did not provide their age attending our virtual programming and in person programming. FIERCE Advocates ensures that participants' voices are at the core of our programming. For example, participants help us determine topics they want to discuss, learn and facilitate. They recommend guest speakers and decide what day and time programs take place. Lastly, we incorporate artistic expression in our programs, this includes dancing and art projects. FIERCE Advocates continues to be a community of social innovators working to support Black and Latinx families in West Contra Costa County. We support families to use their voices and experiences to directly inform the systems they interact with, and which impact them. We envision empowered communities that are wellness-centered and have equitable access to high-quality education, where healthy families blossom to realize their dreams and full potential. Parent-led advocacy, healing-centered care, and leadership development are our three core strategies. These strategies drive our mission to amplify the voices of parents/caregivers of color and partner with them to advance equitable access and opportunities for all youth to have quality education and all families to achieve emotional and physical well-being. Our staff continues to keep families’ health & well-being at the forefront of our work in all of our programming. Our approach continues to align with and bolster MHSA’s PEI goal of providing activities to reduce risk factors for developing a potentially serious mental illness and increase protective factors. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Our participants guide FIERCE Advocates programs based on what their needs are, what resonates with them, and their input, which is gathered in multiple ways. Additionally, all of our staff identify as Black and Latinx, and many are of and continue to live in the communities we serve in West Contra Costa County. A B-64 demonstration of community-based and culturally responsive programs is our life coaching program. Our coaches understand our coaches’ cultural values because they belong to the cultures represented in the community, and this helps guide the culturally relevant strategies they develop with coaches. In February 2023, FIERCE Advocates launched its life coaching for Latinas who speak Spanish as their primary language. Our life coach, Maria ‘Lupita’ Villalobos, a former program participant, began facilitating Latina Sanctuary years ago and became a certified life coach last year. She focuses on our monolingual Spanish -speaking coaching participants and can connect with them on issues Latinx women and families face, free of language barriers. Her cultural and linguistic backgrounds have been essential in helping us develop meaningful and lasting relationships with our clients. Our guest speakers for our Sanctuary are primarily Black and Latinx with similar backgrounds and/or understanding of the experiences of participants. In October 2023, the Black Woman’s Sanctuary program featured guest speaker, and real estate pioneer Traci Lawerence. Traci facilitated an intense and powerful conversation with sanctuary participants about the important role of resilience in building a lasting legacy that effectuates change in the community. Traci shared that as a woman of color with years of education and experience, she gained the courage to start her own real estate business from the ground up. There was a point in time when her business became successful to the extent that she was able to purchase her own home independently out of pocket. However, when she was negatively impacted by the recession in 2008, as many other real estate agents were, she was left with no choice but to shut down her business. Consequently, she lost her home. However, she shared with sanctuary members that she became determined to rebuild her life and after years of persistence, she was able to re-establish her real estate practice. Include examples of notable community impact or feedback from the community if applicable. Below is feedback from participants and are Sanctuary staff about the impact of our programs for their emotional well-being. Black Woman’s Sanctuary Facilitator shared the following: • An AMAZING Wife and Mom was so busy taking care of everyone, she neglected herself. Our Self Care group discussion and 1 on 1 Life Coaching was the inspiration she needed. Choosing to make her own internal mindset changes, life transformation happened. She found her value, her voice, and a new view of being Wife and Mom. Holding Space Men’s Sanctuary Facilitator shared the following: • There has been evidence of many success stories. Some men put together their resume for the first time, while others practice their job interview skills. Some talk about opening conversations with their kids about tough topics that they didn’t feel they could do before they were uplifted by this group. Latina Sanctuary Facilitator shared the following: • The women at Latina Women’s Sanctuary hail from many different countries. What they have in common is their language and their desire and focus to improve the well -being of women. Feelings and emotions are universal. Struggles are common, yet personal. Speaking in Spanish, they are able to communicate without barriers and learn from each other’s experiences and with that learning, they can manage better in a world that all too often is not that accommodating, friendly, or just. Latina Sanctuary Participant • This group helps me spiritually, physically, and emotionally. If I am strong, I can pour that into my family. B-65 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 676 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 27 5 69 5 570 676 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 216 317 3 140 676 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 0 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN 0 ASIAN 11 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 164 CHINESE 0 WHITE/ CAUCASIAN 22 EASTERN EUROPEAN 0 HISPANIC/ LATINO 367 FILIPINO 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 JAPANESE 0 OTHER 0 KOREAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 124 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 676 VIETNAMESE 0 MORE THAN ONE ETHNICITY 0 B-66 OTHER 0 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 MEXICAN AMERICAN 0 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 0 QUESTIONING / UNSURE 0 GAY / LESBIAN 0 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 193 MAN 193 FEMALE 428 WOMAN 428 DECLINE TO STATE/ DATA NOT CAPTURED 55 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 676 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTITY 0 DECLINE TO STATE/ DATA NOT CAPTURED 55 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 676 B-67 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 0 NO 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 DISABILITY STATUS: DISABILITY TYPE: YES 0 DIFFICULTY SEEING 0 NO 0 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 CHRONIC HEALTH CONDITION 0 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 B-68 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 35 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 35 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 6 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 6 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 260WKS AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 260WKS B-69 FIRST 5 CONTRA COSTA - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION x OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Fifteen (15) Group Triple P classes were conducted for parents with children ages 0 -5. • In-person and zoom classes held throughout the county to increase accessibility for all families. • 194 Parents enrolled in Triple P classes. • 172 Participants graduated from Triple P Parenting classes during the fiscal year. • Eighty-nine percent (89%) of families completed the Triple P program. • 431 parents/caregivers were outreached to. • 47 families with children ages 0-5 received additional case management services. • 13 presentations and briefings as outreach activities to early childhood organizations to educate them about Triple P class offerings and program participation requirements. B-70 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Services provided to Target Population Fifteen (15) Group Triple P classes were conducted for parents with children ages 0 -5 within Contra Costa County. Four new Triple P facilitators were added this year to support parents of young children. Triple P Positive Parenting Program is a multi-level system of family intervention for parents of children who have or are at risk of developing behavior problems. It is a prevention-oriented program that aims to promote positive, caring relationships between parents and their children. Outreach activities to a variety of groups and individuals that serve families with children 0 -5 in West, Central and East Contra Costa County. Class flyers and enrollment links were provided to families who inquired through the C.O.P.E website or who were referred through a partner organization. Additionally, a Triple P informational table was available at community events to provide flyers and on -site class registration. Strategies utilized to improve access to services for underserved populations. • Classes are offered in East, West and Central Contra Costa County. • Classes are offered in both English and Spanish • Ten 9-week classes hosted by the First 5 Center were offered every quarter via Zoom video conferencing or in person as requested by the centers. • Four 6-week and one 10-week classes were scheduled based on need and conducted by Zoom. • Classes were free to all participants. • Reminder emails and text messages were sent to participants in advance of the first class. • Triple P facilitators supported participants completing pre- and post-assessments over the phone, when needed. • Triple P facilitators distributed books, tip sheets, and incentives at First 5 Centers throughout Contra Costa County, as well as through mail when parents lacked transportation. • Culturally and linguistically Informational flyers were developed to target underserved or marginalized populations. Challenges and needs addressed Challenges promoting Triple P classes within Contra Costa County: Outreach to Spanish communities was challenging due to the fact that the classes were not conducted in person. We learned that these communities had difficulty navigating virtual services for various reasons including challenges with internet access, computer availability, lack of privacy and other family responsibilities. The outcome for Spanish classes was low enrollment if the class was offered on zoom, therefore, with the support from the First 5 Centers, classes in Spanish were mostly offered in perso n. Flyers were distributed at the First 5 centers. Another challenge was outreach to Black/ African American communities. We learned that these communities preferred to be approached in person by an African American facilitator. In March 2023 as the government terminated the state’s COVID-19 State of Emergency, Triple P facilitators of African American background were permitted once again to table at community events and do in person presentations as well as attend B-71 community meetings to network with other agencies serving Black/African American communities. We also learned that word of mouth continues as the best referral method, as we offered families attending Triple P seminars to invite their family and friends for an extra incentive. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. First 5 contract outcome efforts. • Program activities were provided by staff who were trained and accredited in various levels of Triple P. Focus was geared towards parents/guardians, expectant parents, and/or early childhood educators with children ages birth through age five. • Data was collected after the first and last session through a pre- and post-assessment. Data was analyzed with use of the following assessments: • The Parenting Scale. measures dysfunctional discipline practices in parents. • Outcomes: o 100 % of the parents showed a reduction in Laxness (tendency to behave permissively and inconsistently when parenting children). o 100 % of the parents showed reduction in Over-Reactivity (parenting intense emotional reaction to a child's misbehavior). o 100 % of the parents showed reduction in Hostility (Resentment that arises from prolonged frustration). • The Eyberg Child Behavior Inventory measures parental perceptions of disruptive child behavior using both an intensity scale and a problem scale. • Outcomes: o 88% of the parents showed reduction in the Intensity Scale that measures the frequency of each problem behavior. o 89% of the parents showed reduction in the Problem Scale that reflects the parent’s tolerance of the behaviors and the distress caused. o The Depression Anxiety Stress Scale (DASS) measures symptoms of depression, anxiety, and stress in adults. • Outcomes: o 100% of the parents showed reduction in depression. o 100% of the parents showed reduction in anxiety. o 100% of the parents showed a reduction in Stress. Data collection methodology Parent demographics and pre and post assessments are entered into ETO ( Efforts to Outcomes Database). Assessments are administered at the beginning and end of the course. Reports are generated showing the variance in outcomes. These reports are reviewed by the practitioner and shared with the individual participants. Assessments are administered via google forms accessible by email or text as well as printed if required by the parent. B-72 Cultural responsiveness and confidentiality : • The Triple P Facilitators are culturally and linguistically diverse. Triple P facilitators cultivate an inclusive, non-judgmental environment for participants seeking services and are trained in areas such as ACES, trauma-informed care, self-regulation techniques, conflict resolution, and other methods for participant communication. • All participants are provided services regardless of race, gender, sexual orientation, or religion. • Classes are taught in English and Spanish. Arabic services available upon request. Practitioners are trained to understand cultural differences in parenting practices that nurture the uniqueness of each family. • Participants signed a confidentiality agreement and release of information to protect every participant's integrity and individual confidentiality. • All information is confidential and reported using a non-identifying code • Participants are not asked about immigration status Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. The Triple P curriculum provides a self-regulatory model to choose strategies that support each family’s dynamics. Participants define their own goals, work on strategies, and receive support from practitioners. Overall, positive parenting has a powerful impact on a child’s emotional wellbeing and strengthens the parent- child relationship. Services supported parents in increasing parenting skills in meeting their children’s social and developmental needs. Parents learned that the quality of the parent-child relationship is the major factor associated with the well-being of young children. The parent-child relationship nurtures emotional and social development, resilience and teaches the child how to self-regulate their emotions. Having a strong parent-child relationship supports Kindergarten readiness. To improve timely access to services we employ a variety of strategies. First, families with intensive needs have access to management support to connect them to additional community resources. Additionally, families can be connected to Help Me Grow resources and navigation support to link to community base culturally responsive services. Thirdly families who receive Triple P classes at the First 5 Centers have support from Community Resource Specialists to obtain a wide variety of needed resources. These s ervices include but are not limited to food securement, parent-child activities, case therapy, various support groups as well as leadership opportunities. To improve timely access to mental health care families attending Triple P can be directly referred to our subcontractor COPE’s Clinical department to receive therapy. This process is a successful strategy in linking and di-stigmatizing mental health for these families due to having a prior trusted relationship established through Triple P. All participants are provided services regardless of race, gender, sexual orientation, origin, or religion. Triple P Parent education reduces the risk of child abuse and neglect by encouraging positive parenting practices that promote safety, well-being, and permanency for children and families. B-73 All participants are treated with respect, their problems and/or concerns are handled with the care they deserve. All Facilitators are trauma-informed and aware of family differences and individual needs. Include examples of notable community impact or feedback from the community if applicable. The Parents voices /Quotes demonstrate the impact Triple P “I am a single parent that works full time, and it was difficult for me to implement some of the strategies taught in this class, but I learned that even one little thing can make a big difference, so I am working with baby steps and taking my time to get where I need to get without stressing myself”. “When I started this class my children were out of control, right now that I am implementing family weekly meetings, I am practicing more active listening and staying with the plan my life somehow has become easier. I will continue implementing everything from the book especially because I can see positive results”. “I thought I was doing the right thing with my children, but this class taught more ways to implement positive discipline not just for my children but for myself. If I change my family and people around me will also change. Group triple p has a lot of different options for me to use as a parent. I learned a lot during this class. It is important to be consistent and stay with the plan. By honoring my words and my actions my children will learn that also”. Parents Success Story While attending Parent/child classes at the Delta First 5 Center one mother enrolled in the Triple P class per The Resource specialists’ advice. The parent explained that she was a widow and that her boyfriend had passed away when their daughter was 2 months old (daughter is now 2 years old). She stated "It's only the two of us. We have to work side by side. She's my little partner; my only best friend." At the start of the class, she reported not knowing how to manage some of her daughter's behaviors and questioned her ability to effectively parent while still grieving. As the weeks went by, she would share her successes using behavior charts and redirection. By graduation week, she stated "I'm giving myself kudos for being a good mom." The parent was also invited to attend the seminars for African American families where she became a regular, and soon invited other parents to attend as well. B-74 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 172 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 27 141 4 172 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 134 38 172 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 14 AFRICAN N/A AMERICAN INDIAN/ ALASKA NATIVE 2 ASIAN INDIAN/ SOUTH ASIAN N/A ASIAN 8 CAMBODIAN N/A BLACK/ AFRICAN AMERICAN 40 CHINESE N/A WHITE/ CAUCASIAN 31 EASTERN EUROPEAN N/A HISPANIC/ LATINO 69 FILIPINO N/A NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 JAPANESE N/A OTHER 2 KOREAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 4 MIDDLE EASTERN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 VIETNAMESE N/A MORE THAN ONE ETHNICITY N/A B-75 OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A CENTRAL AMERICAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A MEXICAN AMERICAN N/A PUERTO RICAN N/A SOUTH AMERICAN N/A OTHER N/A SEXUAL ORIENTATION: HETEROSEXUAL 172 QUESTIONING / UNSURE N/A GAY / LESBIAN N/A ANOTHER SEXUAL ORIENTATION N/A BISEXUAL N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A QUEER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 51 MAN N/A FEMALE 120 WOMAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 1 TRANSGENDER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 GENDERQUEER / NON-BINARY N/A QUESTIONING N/A ANOTHER GENDER IDENTITY N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A B-76 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO 172 NO 172 DECLINE TO STATE/ DATA NOT CAPTURED 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 DISABILITY STATUS: DISABILITY TYPE: YES 1 DIFFICULTY SEEING 0 NO 171 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 1 DECLINE TO STATE/ DATA NOT CAPTURED 0 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 CHRONIC HEALTH CONDITION 0 OTHER 0 NONE/DECLINE TO STATE/ DATA NOT CAPTURED 171 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED NO 172 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 B-77 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 11 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 6 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 6 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: Unknown AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES One WEEK B-78 FIRST HOPE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Conducted 19 community outreach presentations/trainings on the importance of early intervention in psychosis, how to recognize early warning signs of psychosis, and how to make a referral to our First Hope program • Hired a Spanish bilingual Psychiatric Nurse Practitioner to improve cultural and linguistic accessibility to psychiatric services for our Latinx community • Significantly expanded therapy and rehabilitation group offerings to ameliorate the social isolation caused by mental health challenges and exacerbated by the pandemic • Decreased conversions to psychosis from 33% to 2% • Hired a former client of our First Hope program as a staff member in the role of a peer specialist/mentor, which has enhanced our ability to be guided by the voices of those with lived experience B-79 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. First Hope provides early identification, assessment, and intensive treatment services to youth aged 12-30 years, who show signs indicating they are at Clinical High Risk (CHR) for psychosis or who have experienced their First Episode of Psychosis (FEP) within the past 12 months. Target diagnoses include Other Specified Schizophrenia Spectrum and Other Psychotic Disorder, Schizophreniform Disorder, Schizophrenia, Schizoaffective Disorder, and Affective Psychoses. Key components of our program include 1) community outreach and education, 2) rapid and easy access to screening and assessment, and 3) intensive, family-centered treatment services. 1) Community outreach and psychoeducation – First Hope conducts outreach presentations/trainings in early intervention in psychosis to organizations throughout our community who can assist us in identifying youth who are experiencing early warning signs of an emerging psychosis. Our outreach pre sentations focus on the importance of early intervention, how to recognize the early warning signs of psychosis, and how to make a referral to the First Hope program. This past fiscal year 2022/2023 we provided 19 presentations/trainings in early intervention in psychosis. We reached 146 attendees that included staff from county and community-based mental health agencies such as the Contra Costa Behavioral Health East Adult Clinic and La Clinica, as well as staff from other community organizations such as Children and Family Services (CFS), the Public Defender’s office, the Workforce Health Ambassador program, Shephard’s Gate shelter, and Public Health. We also trained graduate-level students and interns in a variety of mental health-related fields including occupational therapy, social work, marriage and family therapy, psychology, and peer support, as well as community members at NAMI meetings and fairs and at university-sponsored conferences. 2) Screening and assessment – In order to provide a high level of responsiveness and access to immediate help, First Hope has an Intake Clinician of the Day who takes screening calls as well as a Clinician of the Day (COD) who takes any urgent calls when the primary clinician is not available. The telephone screen helps to determine whether a more extensive Structured Interview for Psychosis-risk Syndromes (SIPS) assessment is indicated whether an individual is eligible for our FEP services (based on a combination of the potential client’s self-report, a medical records review, and collateral information), or whether the caller is referred to more appropriate services. Our Urgent Response Team (URT) also has some capacity to provide an urgent response to those in crisis in inpatient psychiatry or crisis residential treatment, to facilitate discharge and the start of outpatient services. 3) Intensive, family-centered treatment services – First Hope uses the evidence-based Portland Identification and Early Referral (PIER) and Coordinated Specialty Care (CSC) treatment models, which have been shown to be effective in preventing conversion to psychosis, decreasing psychotic symptoms, ameliorating disability associated with psychotic disorder, and promoting functional recovery. Both models provide comprehensive and needs-driven services utilizing the combined skills of a multidisciplinary team. B-80 Our First Hope treatment team includes mental health clinicians, occupational therapists, educational and employment specialists, a family partner, peer specialists, a rehab counselor, an RN, and psychiatric providers. Services include immediate access for evaluation, family psychoeducation and multifamily groups, individual and family psychotherapy, care coordination, crisis intervention, supported education and employment, occupational therapy, psychiatric evaluation and medication management, peer support and mentoring, substance use counseling, nursing medication support, and health promotion services. Our clinicians are trained and certified to provide Structured Interview for Psychosis risk Syndrome (SIPS) assessments, Cognitive-Behavioral Therapy for psychosis (CBTp), and MultiFamily Group Treatment (MFGT), evidence-based practices for assessing and treating CHR and FEP. They participate in ongoing consultation and supervision meetings in order to maintain fidelity to these treatment models. Clinicians meet regularly with Dr. Barbara Walsh of Yale University, one of the co-authors of the SIPS, with Dr. Kate Hardy of Stanford University, an eminent trainer of CBTp, and with Dr. Jude Leung, the First Hope program manager and a faculty member of the PIER Training Institute. Assessment and treatment services in Spanish are provided by our Spanish-speaking clinicians, while services in languages other than English and Spanish are offered using interpreter services. Our First Hope program offers services both via telehealth to those who desire it and in-person sessions as clinically indicated or as preferred by the client or family. In-person group programming has fully returned, with some telehealth group options still available. Over this past year, we have significantly expanded our therapy and rehabilitation group offerings in order to address the significant social isolation that often results from living with serious mental health challenges, and which was further exacerbated by the pandemic over the past few years. Our groups are designed to enhance coping skills, interpersonal communications, problem-solving, self-care, independent living skills, and identity development, and have included Nature Walk Group, Cognitive Behavioral Social Skills Treatment (CBSST), Dungeons & Dragons, DMV Study Group, Adulting Workshop, Young Men’s Group, Job Club, Bocce, Knitting Group, Caregiver Support Group, and many others. Services are provided up to two years for our CHR clients and up to five years for our FEP clients. Upon discharge from First Hope, all clients are offered a referral to the appropriate level of care, or if they are declining ongoing mental health care, they are provided with the phone number for the county Mental Health ACCESS line in case their needs change in the future. One major challenge that has impacted our First Hope program this past fiscal year 2022 -2023 was difficulties with staff retention and recruitment, similar to the difficulties that have been faced by many other employers both within the mental health field and across other fields. This resulted in longer wait times for clients and families to begin comprehensive First Hope services between Dec 2022 and Apr 2023. We worked extensively with our county’s Behavioral Health Administration and Personnel Department to identify and implement additional staff retention and recruitment strategies and were ultimately successful in hiring five additional B-81 staff to join our team, including a peer support specialist who is a former client of our program and a psychiatric nurse practitioner who is bilingual in Spanish and English. We have also been able to bring on additional graduate-level psychology trainees and to temporarily borrow part of the time of a substance abuse counselor from another county department this year to provide services at First Hope, which has partially mitigated the ongoing impacts of three other staff positions that remain open despite our active recruitment efforts for the past five months. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. We have made significant revisions to our First Hope program evaluation protocols and data analysis tools over this past fiscal year 2022-2023. Working with our county’s Health Informatics department, we identified assessments to integrate into our electronic health record. The Role Functioning Scale, the Brief Cognitive Assessment Tool for Schizophrenia (B-CATS), and the Structured Interview for Psychosis-risk Syndromes (SIPS) have all been successfully built into our county electronic health record. The Role Functioning Scale measures educational and occupational functioning. The B-CATS allows for a universal screening protocol for cognitive symptoms of psychosis. The SIPS tracks positive and negative symptoms of psychosis. We look forward to being able to analyze this data for our next annual report. Ongoing meetings with the Informatics team will focus on finalizing analytic reports to be developed once the Informatics department has more availability after other time-sensitive projects such as the CalAIM payment reform revisions are complete. In addition, we maintain a database to track critical events such as psychiatric emergency room visits, hospitalizations, and suicide attempts. The county Behavioral Health Division’s Utilization Review/Quality Improvement Committee also provides ongoing analysis of the qualitative aspects of our program each month. When issues are identified, the First Hope Program Manager identifies and implements a corrective plan of action. In Fiscal Year 2022-2023, we continued to provide excellent clinical care for our clients, as evidenced by the following: The primary desired outcome for our CHR clients is to prevent conversion to psychosis in a population estimated to carry a 33% chance of conversion within two years. We had 1 conversion from CHR to psychosis from July 2022 through June 2023, out of 45 CHR clients served, which is a conversion rate of 2%. Desired functional outcomes for both our CHR and FEP clients include reduction in crises and hospitalization, incarceration, and suicide attempts or completions, and improved functioning at school and work. From July 2022 through June 2023, 74% of First Hope clients had 0 psychiatric emergency room visits or inpatient psychiatric hospitalizations. This comprised of 89 individuals who could manage well enough the entire year without requiring emergency or inp atient level of care. The vast majority of these individuals had previously required inpatient hospitalization before enrolling in First Hope. The other 31 First Hope clients B-82 had a combined total of 57 visits to the psychiatric emergency room, about half of which resulted in an inpatient hospital stay (30 out of 57 visits). Six First Hope clients represented 44% of the PES visits (25/57). For several of these clients, there was a clear trend of decreasing PES and hospital visits over time as they were further engaged in First Hope services. One individual visited PES 7 times during the first half of the year, and only 2 times the second half. Another individual visited PES 4 times during the first half, and 0 times the second half. Regarding incarcerations, we are not aware of any of our clients being arrested during the time period of July 2022 through June 20223. Suicide risk is a major concern with psychosis, with a lifetime risk of about 5% for suicide completion. Furthermore, this risk is elevated during the FEP period and particularly within the first year of treatment when the risk is 60% higher than in later years. From July 2022 through June 2023, we had 1 known suicide attempt and 0 completed suicides. We experienced no client deaths for any reason during this time period. Improvement in age-appropriate functioning is also a critical measure of a successful intervention. Our qualitative observations indicate that at the beginning of treatment, the vast majority of First Hope clients were failing in school, while at discharge they were stable in school. Many who were work-eligible are now working at least part-time. We have also observed (and research has shown) that cognitive symptoms are frequently underrecognized and undertreated in the population of young people living with psychosis yet have a significant and long-term negative impact on our clients’ ability to succeed in their educational, vocational, and interpersonal goals even when their positive symptoms are well-managed. Implementing the B-CATS universal cognitive screening protocol at First Hope has substantially raised the awareness of staff, clients, and clients’ families about cognitive impairments and their impacts on client functioning. This has in turn increased interest and involvement in cognitive rehabilitation programming, as well as helped to enhance empathy and understanding and decrease conflicts in the family related to frustrations over clients’ continuing struggles to succeed in work and school settings even when other psychosis symptoms have largely subsided. We anticipate having more quantitative data from the Global Functioning Scale and the B -CATS available for our next MHSA annual report. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and l inkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. First Hope practices a collaborative, strengths-based, and recovery-oriented approach that emphasizes shared decision-making as a means for addressing the unique needs, preferences, and goals of the individuals and B-83 families with whom we work. We define family broadly, that is, whoever forms the support team for the client, which may include friends, siblings, extended family, foster parents, significant others, and clergy. We also coordinate closely with other mental health and primary medical care service providers, to support our clients’ overall mental and physical health. Much care is taken to provide a welcoming and respectful stance and environment, from the very first contact by phone, to the individual and family’s first visit to First Hope, to each and every interaction thereafter. We use person-first language, e.g., an individual living with schizophrenia. Whenever possible, we have transitioned to using the terms “care coordination” instead of “case management”, and “client roster” instead of “caseload” to honor the “I am NOT a case, and I don’t need to be managed” movement pioneered by the peer leader Jay Mahler. We are also committed to asking about and using correct pronouns. Our ability to be guided by the voices of those with lived experience has been strengthened by having four First Hope staff members who identify as peer providers, with personal experience of navigating the mental health care system. This group includes two individuals whom we hired this past fiscal year, one of whom is a former client and graduate of our First Hope program. She brings a unique perspective to our team discussions and has been repeatedly cited as a source of inspiration and hope for our cu rrent clients and families who are newer to their recovery journeys. We have a Clinician of the Day (COD) available Mon-Fri 9am-5pm to provide timely access to a First Hope staff member for any individual who may seek our help. We also over-screen so as not to miss anybody in need of service. Any individual who is determined not to be eligible for our program is provided with a referral to more appropriate services. For any individual/family who is found to be eligible for First Hope and accepts our services, our goal is to begin treatment immediately with engagement sess ions with their assigned clinician. We work closely with our families to identify and problem -solve barriers to accessing care, including childcare, transportation difficulties, and challenges with accessing technology. We have been highly successful in reaching the Latinx community who represent 27% of our county’s population but are typically underrepresented within mental health services. One-third of our clinical staff speak Spanish, making services especially inviting to families with monolingual members. Furthermore, for the first time in the history of our program, we have a Spanish-speaking psychiatric provider on our team, which has greatly enhanced our ability to provide culturally and linguistically accessible psychiatric services for our Latinx clients and families. Our program brochures, psychoeducational materials, and family psychoeducation workshop are also offered in Spanish, and our MultiFamily groups have consistently included at least one (currently two) Spanish-language groups. Include examples of notable community impact or feedback from the community if applicable. Many of the individuals and families who have graduated from First Hope keep in touch with us, and several of them returned on 7/6/22, 7/14/22, 2/16/23, and 2/23/23 as volunteers to speak with our newer clients and families about their experiences with First Hope. B-84 One of our First Hope graduates was also hired during this past fiscal year by the county’s A3 Miles Hall Crisis Call Center, where he serves as a peer support specialist on the mobile crisis response team. He has shared with us how his personal lived experience with psychosis and with receiving person-centered and family- oriented care at First Hope have informed how he approaches his work with individuals and families in crisis, and how appreciative he is to have this opportunity to pay it forward. Below is some other feedback we have received from our clients and families: “This program is so valuable and helpful.” “Going to group session, counseling, and medications have been the most helpful thing. First Hope has a lot of resources to help young people and young adults.” “I love First Hope and I feel that I always have a place here.” B-85 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 983 (includes all outreach participants and assessment and treatment clients) AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 13 24 2 944 983 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 29 7 2 945 983 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 4 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 1 ASIAN 2 CAMBODIAN BLACK/ AFRICAN AMERICAN 3 CHINESE WHITE/ CAUCASIAN 6 EASTERN EUROPEAN 1 HISPANIC/ LATINO 18 FILIPINO 1 NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 949 MIDDLE EASTERN 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 VIETNAMESE MORE THAN ONE ETHNICTY 5 B-86 OTHER (Afghan/Native/European) 3 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 956 CENTRAL AMERICAN 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 MEXICAN AMERICAN 12 PUERTO RICAN SOUTH AMERICAN OTHER (Hispanic) 1 SEXUAL ORIENTATION: HETEROSEXUAL 19 QUESTIONING / UNSURE 3 GAY / LESBIAN 1 ANOTHER SEXUAL ORIENTATION 1 BISEXUAL 4 DECLINE TO STATE/ DATA NOT CAPTURED 953 QUEER 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 22 MAN 14 FEMALE 16 WOMAN 7 DECLINE TO STATE/ DATA NOT CAPTURED 945 TRANSGENDER 4 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 GENDERQUEER / NON-BINARY 4 QUESTIONING 1 ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 953 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 B-87 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 28 NO 30 DECLINE TO STATE/ DATA NOT CAPTURED 955 DECLINE TO STATE/ DATA NOT CAPTURED 953 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 DISABILITY STATUS: DISABILITY TYPE: YES 11 DIFFICULTY SEEING 1 NO 20 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 1 DECLINE TO STATE/ DATA NOT CAPTURED 952 PHYSICAL MOBILITY 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 CHRONIC HEALTH CONDITION 1 OTHER 5 DECLINE TO STATE/ DATA NOT CAPTURED 974 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 COGNITIVE DISABILITY: YES 7 DECLINE TO STATE/ DATA NOT CAPTURED 976 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 983 B-88 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 50 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 39 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 38 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 30 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 31 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 10 weeks B-89 HOPE SOLUTIONS - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): x PREVENTION x EARLY INTERVENTION OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): x CHILDHOOD TRAUMA EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE x OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) Hope Solutions will provide an array of on-site, on-demand, culturally appropriate and evidence-based approaches for its “Strengthening Vulnerable Families” program, which serves formerly homeless families and families at risk for homelessness and for mental illness. • Goal: Eliminate barriers to timely access to services. • Strategy: Hope Solutions will provide services on-site in affordable housing settings, Case managers and youth enrichment coordinators are available full-time to residents. • Goal: Reduce stigma and discrimination related to mental health needs and services. Strengthen access and linkage to treatment. • Strategy: Culturally aware youth enrichment and case management providers assist youth and families to access a multitude of community services, including mental health treatment. By incorporating these services into general support provision, individuals seeking mental health support are not singled out and potential stigma related to mental health referrals is avoided. B-90 • Objective: School-aged youth in youth enrichment programs will demonstrate improved social functioning. • Metric: At least 75% of the youth engaged in programming will show improvement in self -esteem and confidence as measured by the Piers-Harris Self-Concept Scale during the school year ending in June 2023. • Objective: Families receiving case management will demonstrate improved family functioning in the realm of self-sufficiency. • Metric: At least 75% of the families served will show improvement in at least one area of self - sufficiency as measured annually on the 20 area, self-sufficiency matrix within FY22-23. • Objective: Residents in the Strengthening Vulnerable Families program receiving case management will demonstrate stability of housing. • Metric: 95% of households will retain safe, permanent housing. 95% of households referred for eviction prevention will retain housing. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Hope Solutions provides support services to 7 housing sites. On-site case managers and youth enrichment coordinators support 4 of the housing sites. One of these sites houses 27 formerly homeless families (Garden Park Apartments/GPA in Pleasant Hill). The parents in these families have a disability as an eligibility criterion for this permanent housing, and most of the disabilities are in the area of mental health and substance abuse challenges. Three of these housing sites are affordable housing for 247 ho useholds that have incomes at 50% or lower than the Average Median Income of the community (Lakeside Apartments in Concord, Los Medanos Village/LMV in Pittsburg and Bella Monte Apartments/BMA in Bay Point). These households are challenged due to limited income and frequently have other challenges due to lack of resources, surviving systemic racism, experience with family and community violence, and challenges with immigration status. The last 3 housing sites house 4 individuals at each of 3 houses (MHSA housing). These 12 residents are referred by CCC behavioral health, with serious mental health histories, and are funded as MHSA housing residents under this grant. All of the residents in these sites are offered on-site support services in their housing setting. Because staff are on-site and available to provide various types of support (food/transportation/health referrals/emotional support), residents learn to trust and utilize these services and reach out for them when needed. When families or individuals have problems with mental health challenges, they already have a trusting relationship with the case managers and are able to reach out for mental health resources. Staff are trained in trauma-informed and culturally responsive care and several of the staff are licensed mental health professionals. Concerns about emerging mental health problems are addressed in a timely manner. Monthly team meetings and weekly staff supervision allow for the provision of mental health support quickly and sensitively as concerns come up. Youth enrichment staff work directly with the youth in afterschool and summer enrichment programs. Youth are able to form trusting relationships with those staff, also, as they receive a nourishing snack, help with homework, and access to fun activities. The staff also work directly with parents and with school personnel to support the youth and to increase parent confidence in advocating for their children’s needs. Youth enrichment staff are able to collaborate with families, schools and community mental h ealth providers when B-91 mental health issues arise. Referrals to mental health resources are made as needed (whether onsite, at school, or in the community) in the context of these ongoing relationships. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. The outcomes below allow us to monitor our progress during the year. Our assessment demonstrates that we continue to provide reliable housing retention and eviction prevention support. We are aware that our efforts are strengthened by our relationship with both residents and property management, allowing us all to work together towards a common goal. We also see that our efforts to strengthen families are successful. Finally, our youth data demonstrates that students are still struggling with mental health issues and lower self- esteem. We used this data to intensify the current year’s social skills training and to help inform our training for staff and volunteers working with youth. • Objective: School-aged youth in youth enrichment programs will demonstrate improved social functioning. • Metric: At least 75% of the youth engaged in programming will show improvement in self -esteem and confidence as measured by the Piers-Harris Self-Concept Scale during the school year ending in June 2023. • Outcome: 64% of children and youth demonstrated an increased sense of competency and mastery of social skills on the Piers Harris Self-Concept Scale (16/25) Overall, we have seen a decline in this area, which is in line with national trends. Since the pandemic, students have been struggling with mental health issues and lower self-esteem. We plan to use this data to better focus our social skills lessons on specific issues our youth are struggling with. • Objective: Residents receiving case management will demonstrate improved personal/family functioning in the realm of self-sufficiency. • Metric: Metric: At least 75% of the households served will show improvement in at least one area of self-sufficiency as measured annually on the 20 area, self-sufficiency matrix within FY22-23. • Outcome: 96% of households have maintained or improved on their Self Sufficiency Matrix (SSM) in the past year (45/47) • Objective: Residents in the Strengthening Vulnerable Families program receiving case management will demonstrate stability of housing. • Metric: 95% of households will retain safe, permanent housing. 95% of households referred for eviction prevention will retain housing. • Outcome: 99.6% of households served (283/284) maintained permanent housing or moved to permanent housing. 100% of households referred for eviction prevention retained housing or moved to permanent housing, without eviction (72/72) B-92 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Hope Solutions staff work on-site at housing for vulnerable residents. Staff are trained and supported in relationally based, culturally responsive, and trauma informed approaches to care. Many of our staff have lived experience with homelessness, mental health conditions, and substance use disorder. Our goals are designed around strengthening the community, the family, and the individual. Community events, such as the annual National Night Out Barbecue at Lakeside Apartments, bring the community together to celebrate their shared interests. Family events, such as the Multicultural Potluck at Los Medanos, engage families in sharing who they are with their neighbors, es well as expressing pride in their family. Individual goal setting at the MHSA houses encourages residents to look ahead on their wellness path to set reasonable for the coming year (we also do family goal setting). At each level, our staff strive to build community, support recovery, and strengthen wellness. Case managers, youth enrichment coordinators, and mental health clinicians collaborate to provide support groups at all sites in addition to the services described above. These groups are offered to all residents, who can select what fits their needs. Groups focus on parenting, harm reduction, wellness, etc., and are offered to all residents to support growth in a non-stigmatizing way. The residents of the housing sites where services are provided often have limited familiarity with mental health resources. Some residents also have concerns about the stigma that could be attached to using this type of service. By forming ongoing relation ships with residents and offering education about how mental health support works, staff are well situated to address questions and fears about mental health problems and mental health resources. By providing a variety of programs and support in the settin g of people’s housing, we are also able to receive referrals from property managers when behavioral issues arise that threaten someone’s housing stability. Neighbor conflicts, problems with substance use, and family conflicts are some of the types of referrals the on-site case managers receive from property managers. Eighty-nine percent of the residents in these programs are people of color and due to systemic racism have mistrust of many resources including mental health support. Staff in these programs have training in culturally responsive services, and most live in the same communities. Their life experiences and training help them to address this mistrust with personal experience. If a resident requests a mental health referral, registered mental health associates are able to provide home - based counseling to the youth in the programs. Case managers also assist adult residents with crisis intervention and with finding appropriate counselors through the county ACCESS line. Case managers encourage residents to ask for what they want in a counselor, including specifics of race, gender and experience/specialty. By offering basic education about how mental health counseling works (time, co sts, modality options) people who have little knowledge of mental health resources are able to engage with these services. Include examples of notable community impact or feedback from the community if applicable. Often our community impact is measured one household at a time. We serve a young mother who struggles with alcohol abuse when she is depressed. She both identifies the challenges created by her alcohol use and denies that she needs any treatment. She acknowledges her history of loss and depression and trauma but doesn’t want to talk to a therapist. But she’ll talk to us. Without judgement, we are able to assist her from B-93 where she is at to where she wants to go in that moment. Each step is a success. Each step maintains her overall wellbeing and her housing. She has a community of support, something she didn’t have before working with Hope Solutions. Each resident has a st ory of being unhoused and of being judged for their illness, their mental health condition, their substance use. This past year, Hope Solutions served over 3,500 people across Contra Costa County with housing and services that end homelessness and transform lives, each with a story that parallels that of our young mother. B-94 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 700 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 239 107 290 64 700 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 121 12 567 700 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 2 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN ASIAN 15 CAMBODIAN BLACK/ AFRICAN AMERICAN 236 CHINESE WHITE/ CAUCASIAN 78 EASTERN EUROPEAN HISPANIC/ LATINO 296 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER 5 JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 67 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 VIETNAMESE MORE THAN ONE ETHNICTY B-95 **In 2022-2023, Hope Solutions tracked race and ethnicity according to federal classifications. New classifications will be tracked in 2023-2024. OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 700 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 93 QUESTIONING / UNSURE GAY / LESBIAN 1 ANOTHER SEXUAL ORIENTATION BISEXUAL 1 DECLINE TO STATE/ DATA NOT CAPTURED 605 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 244 MAN FEMALE 374 WOMAN DECLINE TO STATE/ DATA NOT CAPTURED 82 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 700 B-96 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO 268 DECLINE TO STATE/ DATA NOT CAPTURED 700 DECLINE TO STATE/ DATA NOT CAPTURED 432 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 DISABILITY STATUS: DISABILITY TYPE: YES 41 DIFFICULTY SEEING 2 NO 59 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 600 PHYSICAL MOBILITY 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 CHRONIC HEALTH CONDITION 10 OTHER 13 DECLINE TO STATE/ DATA NOT CAPTURED 673 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 700 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 700 B-97 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 40 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 38 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 21 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 18 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 260 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 3mo B-98 JAMES MOREHOUSE PROJECT - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • 95% of participating students showed an improvement post-JMP participation across a range of resiliency indicators through self-report on a qualitative evaluation tool across the academic year, 2022- 2023. • 93% of participating students reported an increase in well-being (i.e., “I deal with stress and anxiety better”) post-JMP participation through self-report on a qualitative evaluation tool across the academic year, 2022-2023. • 96% of youth reported feeling, “there is an adult at school I could turn to if I need help,” post-JMP participation across the academic year, 2022-2023. • 1,064 unique individuals (out of a school population of 1,590) signed in to the JMP in the 2022 -2023 school year demonstrating that “stigma” is not a barrier for young people accessing services at the JMP. • Initiation of Spanish speaking program for parent/guardians, Rincón Latino. 54 Spanish speaking parent/guardians attended two or more groups over 2022 -2023. B-99 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. The James Morehouse Project (JMP) is a school-based wellness center at El Cerrito High School, a public high school in the West Contra Costa USD. The JMP targets for services young people exposed to trauma and at risk for school failure, this includes specific outreach to English Language Learners and thei r families. The JMP provides individual/group counseling, crisis intervention and support, youth leadership/advocacy and youth development programs. JMP groups engaged a wide range of young people facing m ental health and equity challenges. In 2022-2023, 364 unduplicated young people participated in 19 different groups and/or individual counseling. Because the JMP is an on-site school-based program, JMP staff/interns are able to follow up with students to ensure that they have successfully engaged with services. If there is a crisis or urgent referral, students are connected with services immediately. When immigrant students enroll at ECHS, the registrar alerts the JMP so that Youth ELAC (immigrant/bi-cultural student leaders) students can embrace new arrivals and offer them community and solidarity to support their transition to the U.S. and El Cerrito High School. A new program for 2022-2023, Rincón Latino, a Spanish speaking program for parent/guardians, graduated its first cohort in May 2023. Participating parents shared that the group was a therapeutic space; often, the group would go well past the scheduled end time as parents/guardians shared, offered and received support. In 2023-2024, the program will include a leadership/mentoring component for returning graduates to partner with new participants throughout the school year, and a recruitment focus on families of incoming 9th grade students to ensure that participants have the skills, information and relationships to support their students over their four years of high school. For both young people and adult participants, relationships, safety, and the opportunity to learn meaningful skills are healing and empowering. While JMP programming and services were robust and vibrant over this year, it was a difficult year for El Cerrito High School. Both school psychologists with whom JMP staff worked very closely left at the close of the school year, along with the principal, 2 of 4 academic guidance counselors and a number of teachers. This level of turnover makes it difficult to build and sustain an inclusive anti-racist school culture. The JMP continues to lean into its commitment to nourish and sustain a trauma sensitive, racially just school community. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. To assess the impact of youth participation in JMP programs and services, the JMP measures a range of post - participation indicators (see Work Plan for 2022-2023 and below). The JMP engages in ongoing formative assessments throughout the school year that include participation by JMP staff/interns, school staff and youth participants. The JMP tracks referrals and program participation through a customized Salesforce database. Youth participant evaluation is based on the "Resiliency and Youth Development Modul e,” California Healthy Kids Survey. Outcome Statements (from JMP Workplan for 2022-2023) B-100 A. Stronger connection to caring adults/peers (build relationships with caring adult(s), peers) for participating youth. From student evaluations: 96% of participating youth reported feeling like, “there is an adult at school I could turn to if I need help.” B. Increase in well-being (diminished perceptions of stress/anxiety, improvement in family/loved -one relationships, increased self-confidence, etc.) for participating youth. From student evaluations: 93% of participating youth reported, “I deal with stress and anxiety better” after program participation. C. Strengthened connection to school (more positive assessment of teacher/staff relationships, positive peer connections, ties with caring adults) for participating youth. From student evaluations: 73% of participating students reported they “skip less school/cut fewer classes” after program participation. JMP staff and interns discuss confidentiality and mandated reporting (i.e. when confidentiality must be broken) and check for understanding prior to any clinical conversation with young people. The JMP is committed to offering young people the information they need to be able to discern when/if they want to share reportable information, and what would happen should the JMP need to share reportable information with CFS. The JMP always informs young people should they need to report to CFS and, as much as possible, include young people’s voices and concerns in any reporting process. In 2022-2023, the JMP staff/interns were able to provide services in English, Spanish, Tagalog and Cantonese. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. The JMP integrates an activist youth centered program with more traditional mental health and health services; we prioritize community change along with positive health outcomes for individual youth participants. The JMP clinical program and youth centered initiatives challenge the dominant narrative that sees youth as “at risk” or as problems to be fixed. JMP staff/interns’ partner with young people to build their capacity and connect them with opportunities for meaningful participation in the school community. Students in counseling or a therapeutic group have direct access to wider opportunities for participation in JMP programs. Every aspect of JMP work supports “doing dign ity” with young people and their families. This includes adults (JMP staff/interns and community partners) and young people who all partner together to create and sustain a space where young people and adults alike feel known and valued. Many participating students have trauma histories and their experience at school has often been marked by disconnection—from peers, adults and classroom instruction. In this context, “healing” interventions include and go beyond traditional mental health interventions (i.e. therapeutic counseling) to foster a sense of community, agency and belonging. In addition to clinical services, the JMP also offers a wide range of youth development programs and activities, so the JMP space has the energy and safety of a youth center. Students are able to be in relationship with caring adults and peers in their home languages, in a cultural context that feels welcoming and familiar. For that reason, students do not experience stigma coming into the health center or accessing JMP services. One young man, who is undocumented and is a recent arrival from Central America, shared, in response to a question, “why do you come to the JMP?” “Porque aquí somos libres.” Young people come to the JMP for a counseling appointment, to offer peer support through a youth leadership program, to participate in the ELD youth program (Youth ELAC) , Culture Keepers, Skittles (a group for queer identified youth of color) or a myriad other possibility. The JMP is a vibrant sanctuary on campus for B-101 youth of color and young people from low-income families in a school building where social identity threat is often pervasive in other spaces. At a population level, the JMP works with faculty and school staff to build a trauma sensitive school culture. This includes broad outreach, training and support to teachers and other school staff to strengthen adult capacity to work skillfully and compassionately with a wide range of students up against significant life challenges and mental health needs. JMP staff work with English Language Development (ELD) teachers and other faculty to strengthen teachers' capacity to integrate trauma informed strategies into their instructional practices In 2022-2023, the JMP integrated its referral process with the school’s “Care Team.” The Care team includes JMP staff, school administrators, school psychologists and academic counselors who meet weekly to go over referrals, plan interventions and track follow up. Mental/behavioral health and other needs that align with JMP resources are separated out for the JMP. The Care team referral form is widely available on the school campus and online through the school and JMP websites. When the JMP receives a ref erral through the Care Team, a JMP staff/intern meets 1:1 with the young person to determine the appropriate level of support services. This can result in participation in on-site mental health services (i.e. individual counseling or therapeutic group support), a youth development/leadership/peer support program or a referral to a community-based resource. Students are also able to drop -in for services, and depending on staff/intern availability, often engage with services immediately. Include examples of notable community impact or feedback from the community if applicable. The JMP is proud of our capacity to provide high quality culturally responsive services to a diverse student population. In 2022-2023 our team included Spanish and Cantonese speakers. Interns/staff identified as Latinx, Asian and white. The JMP leader for Youth ELAC and the parent/guardian group, Rincón Latino, is a native Spanish speaker and WCCUSD graduate. She has been a huge support to our Spanish speaking young people and families —the largest population of ECHS English learners. Participating students and families report feeling less isolated, and more connected to school. A recent ECHS/JMP graduate (class of 2020), Alika Africa, was solicited by the White House (through the JMP) in July for an advocacy campaign the Biden administration is working on around youth mental health and school-based wellness programs. She was asked to reflect on her experience at the JMP; the following excerpt is from her reflection: “…There is a profound, village-wide ripple effect when a young person is given the tools to build their emotional literacy, or when an overworked teacher is offered extra support. The JMP is like an oasis or a watering hole in nature, it’s an essential fixture in a tough environment where water is accessible for all kinds of life, big and small – but is also a physical place where all life can find deeper refuge. That is what the JMP is to my community: an essential, desegregated oasis, a restorative place, where young people can receive individual healthcare, but also where we build empathy and collective power; where we can create more meaningful relationships with people who are different from us, that nurture and enrich our lives.” From JMP student participant evaluations: May 2023 “The JMP feels different than the rest of school. I always feel safe there --even if I'm not there to see a B-102 counselor, I feel better just being there.” “When things are hard, I feel like I can do something to feel better. My counselor helped me figure out tools that work for me. My mental health is way better now than in the fall.” “I have friends, but don't always feel like I can talk with them about things at home. It was really helpful to be able to talk with my counselor about things and know that it would be confidential and that she would never make me feel judged.” From ECHS staff evaluations, May 2023 “I am not using hyperbole when I say that the JMP has saved lives at ECHS….I can’t imagine going to campus every day without the JMP there ready to help students with the wide variety of problems they face…” “JMP is a tremendous resource to have on our campus; students AND STAFF are truly supported emotionally and mentally.” “Every one of them at JMP are caring, supportive and kind. They always look at positive side and try to find solutions together.” “As a teacher, I can't imagine not having a resource like the JMP to help deal with a myriad of student issues. It certainly makes for a generally more welcoming school for many of our students.” “Students always feel safe, supported, and heard at the JMP. It is 100% the most loved and used resource at ECHS.” B-103 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 364 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 163 201 364 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 269 83 12 364 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN ASIAN 61 CAMBODIAN BLACK/ AFRICAN AMERICAN 84 CHINESE WHITE/ CAUCASIAN 69 EASTERN EUROPEAN HISPANIC/ LATINO 138 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER 5 JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 6 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 VIETNAMESE MORE THAN ONE ETHNICTY B-104 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 364 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 364 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN 145 FEMALE WOMAN 207 DECLINE TO STATE/ DATA NOT CAPTURED 364 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 12 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 B-105 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 364 NO 364 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 364 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 364 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 364 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 364 B-106 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 391 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 364 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 19 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 14 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 12 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 B-107 JEWISH FAMILY & COMMUNITY SERVICES - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) B-108 JFCS East Bay used the following tools to measure outcomes: A. Post-clinical support group assessments from clients. B. Post mental health education evaluation forms from Russian seniors. C. Pre- and post-case management assessments from clients who receive case management support. D. Post-training session evaluation forms from attendees. E. Tracking logs of: 1. Number of clients linked to project clinician and/or other mental health services. 2. Number of unduplicated participants served by the Prevention and Early Intervention Program. 3. Number of unduplicated clients who participated in the clinical support groups. 4. Number of unduplicated clients who received case management navigation assessments. 5. Number of unduplicated Russian seniors who participated in mental health education sessions. JFCS-East Bay has been searching for a Farsi/Dari-speaking mental health professional to fill the position of PEI supervisor for a couple of years. Following the conversation with Ms. Jessica Hunt and Ms. Windy Murphy Taylor, the Director of Refugee and Immigrant Services, Ms. Fouzia Azizi, decided to contract Dr. Sohi Lachini who was JFCS-East Bay’s PEI program supervisor from 2017-2019. JFCS-East Bay has hired a senior recruiter and continues to search for a permanent hire for this position. Dr. Lachini is a licensed clinical psychologist contracting with JFCS East Bay to complete PEI requirements. In FY 2022-23, she presented and/or co-presented on the provider training on cross-cultural topics and for the Afghan client public health workshops. She also provides therapy and other kinds of mental health support to clients in a limited capacity. Dr. Lachini is bilingual in Farsi/Dari and provides her services in clients’ preferred language. A. JFCS East Bay completed 2 (2-hour) online training on cross-cultural mental health concepts for frontline staff at JFCS East Bay and other Contra Costa County providers who serve culturally diverse clients. The participants of these trainings serve clients in various settings and capacities, such as county case managers, social workers, teachers and school staff, public library staff, medical professionals and nurses, volunteers, etc. JFCS East Bay staff shared the flyers with community partners and on mailing lists. a. JFCS East Bay collaborated with Child Abuse Prevention Council on September 23rd to provide training on Mandated Reporting. The training covered the definition of child abuse, what constitutes reasonable suspicion, and the reporting procedures for when there is suspicion of abuse. The training focused on preventative care, such as establishing relationships with families, strengthening communities, and making resources available, including translators. b. JFCS East Bay held a training on April 28th on better understanding the complexities of working with Afghan newcomer families. This training covered the contemporary history of Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. B-109 B. Afghanistan, the essentials of Afghan culture and practice, and strategies for implanting multiculturally sensitive practices to promote social justice when serving clients different from themselves. Training also discussed local resources, translation services, and tools to build trust in serving Afghan clients. C. JFCS East Bay completed 4 (2 hours) online interactive workshops on public health topics for Afghan parents. Dr. Lachini designed the workshops based on newcomer clients’ interests and challenges shared with her and case managers. The workshops were either in Farsi/Dari or with live translation to Farsi/Dari. The workshop flyers were shared on JFCS East Bay’s client mailing list, which includes current clients and alumni. The information about the workshops was also spread by word of mouth from Afghan case managers to clients. During each workshop, Dr. Lachini introduced herself and her services at the beginning of each workshop. She continued to be available to clients to provide support in case presenting topics and/or conversations were triggering to clients or if they are interested in support post-workshop. Clients were also provided with other mental health support resources such as the ACCESS Line, Crisis hotlines, and translation services. JFCS East Bay shared the satisfaction surveys at the end of each workshop by sharing a link to the Farsi/Dari translated survey. Unfortunately, clients struggled to complete the survey online. The number of completed surveys is much lower than the number of workshop participants. Participants expressed verbal satisfaction and gratitude at the end of all four workshops. Dr. Lachini and JFCS East Bay staff are working hard to figure out a way to collect written feedback. a. JFCS East Bay collaborated with Child Abuse Prevention Council on November 7th and held a workshop on Child Abuse Prevention. Parents received presentation slides and pamphlets on strength-based parenting, which focuses on preventing adverse childhood expe riences, building positive relationships with children, and involving fathers in parenting. All mentioned resources were in Farsi/Dari. Parents were engaged and curious about US Laws, and they shared their insights on the cultural differences in parenting. Parents expressed concerns about the acculturation gap that they are experiencing with their children, which informed the next workshop. b. JFCS East Bay held a workshop on Challenges of Immigration, mainly in relation to parenting on February 3rd. This workshop was for female clients only. Dr. Lachini led a discussion on the challenges of immigration such as experiencing feelings of loss and grief and isolation, acculturation, learning a new language and parenting in a different culture. c. JFCS East Bay held a workshop for Afghan men on Creating Safe Families on February 17th. We invited Dr. Farid Younos, who has many years of experience working with Afghan families on domestic violence prevention for this workshop. Dr. Younos and Dr. Lachin i discussed critical elements of a healthy marriage: healthy communication, healthy boundaries, mutual respect, and support for one another. The training also covered the impact of growing up in a safe family on children's development. d. JFCS East Bay held its final workshop for the FY2022-23 on Women’s Health and Parenting children through Puberty on March 3rd. The workshop started with a presentation on women’s health and changes in the body during puberty by Ms. Lina Nazar, a registered nurse, and Dr. Zarin Nour, a pediatrician. Then Dr. Lachini, Dr. Nour, and Ms. Nazar discussed the challenges of parenting adolescents. D. JFCS East Bay facilitated and hosted two community-building events in FY2022-23. These events included an informational presentation on a relevant topic, Afghan entertainment, food, and time for clients to socialize and build community. One of the main challenges of Afghan newcomer families is social isolation and loss of their community in Afghanistan. These community-based events provide B-110 clients opportunities to meet other newcomers, build community, and prevent mental health problems secondary to social isolation. E. The Law & Community: March 17th and March 18th F. Omid-e-Bahar - Afghan Community Event May 21st G. Russian-Speaking Seniors Telehealth Mental Health Education Sessions: The purpose of the mental health education sessions is to help combat isolation, anxiety, grief, and promote wellness through learning relaxation techniques. Due to the pandemic, the decision was made to provide individual (45-minute) mental health classes via phone with 14 Russian- speaking seniors. Zoom was not used because the Russian seniors engaged with our agency stated they were more comfortable using the phone. The one-on-one format also allowed each Russian senior to get more individualized attention and personalized support from our Russian -Speaking Case Manager. The original hour- long format was also changed to 45 minutes as most Russian seniors preferred a shorter format expressing that they could not stay alert for 1hr virtual sessions. JFCS East Bay’s commitment and dedication to our clients significantly contributed to our success. The value of “Welcoming the Stranger” and serving vulnerable people are at the core of our mission. Clients receive wrap- around services, including case management, health and mental health navigation, mental health services, and parent education classes. JFCS East Bay is also deeply committed to a strengths-based approach in everything we do. Given this, goals and services are regularly evaluated with the client/family to ensure they have the primary decision-making role. Staff also expand on clients’ existing strengths and play to them when creating personalized case management plans and throughout service delivery. In this way, JFCS East Bay helps to empower clients on their paths to self-sufficiency. As an agency, we also recognize that new arrivals come from countries where there may not be programs in place for mental health and well -being or, if a program exists, it is only for those severely mentally ill. To combat any potential stigma, staff educate clients about programs that may not have been available abroad. Because JFCS East Bay frequently contacts clients during the early, stressful resettlement period, we can provide timely linkages to other needed services. Universally, clients agree that getting settled and learning all new systems brings a level of hope but also high anxiety. Link to care through our trusted case managers is offered as a bonus type of support, which many are eager to seize. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. B-111 1. Assif and his wife arrived in the United States through the Wartime Allies program and became clients of JFCS in July of 2022. With the support of JFCS East Bay’s case manager, they could find permanent housing within a week. JFCS East Bay network of volunteers helps this couple settle into their new home and furnish it using donations that are carefully monitored for quality. Case managers worked on signing them up for their benefits such as Medical Insurance, cash- aid, file for social security, etc. Assif and his wife were connected to healthcare providers, and they were both able to obtain driver's licenses. They had their educational credentials accredited for the US job market, and the case manager connected them with a career coach who helped them refine their skills and create resumes. The couple actively participated in JFCS events, such as PEI parenting workshops, and inspired by their experience, Assif applied for a position at JFCS -EB and got a job offer. Now Assif is serving other refugees, and their remarkable journey is an inspiring example for others. 2. Nabiullah, 30 arrived in the Bay Area in the last days of 2021 by himself When he arrived as a client of JFCS-EB he was assigned to a case manager who could speak his native language of Pashtu. Nabiullah did not know the English language and was not familiar with the US system. His case manager provided culture orientation for him in detail, along with his enrollment in the ESL classes. The case manager also signed him up for Refugee Health Screening and public benefits and helped him find housing. As a result, by the three -month mark of his stay in the USA, he was settled and showed tremendous improvement. Nabiullah managed to get a job, play in a local soccer team where he would travel to different states for competitions, and have a permanent place to live. Recently, JFCS-EB case manager connected the client to a volunteer who donated a vehicle to him. Nabiullah was extremely happy to have received a good-condition car and was relieved that it would help him commute to work, school, and other daily life activities. Include examples of notable community impact or feedback from the community if applicable. B-112 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 203 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 78 37 82 6 203 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 3 200 203 IF OTHER, PLEASE SPECIFY: Dari, Pashto, & Russian RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN 1 EASTERN EUROPEAN 1 HISPANIC/ LATINO 3 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER 199 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN 199 B-113 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 203 VIETNAMESE MORE THAN ONE ETHNICTY110 OTHER 3 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 203 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER 200 SEXUAL ORIENTATION: HETEROSEXUAL 200 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 1 QUEER 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 203 B-114 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 110 MAN 110 FEMALE 93 WOMAN 93 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 203 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 203 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) DISABILITY STATUS: DISABILITY TYPE: YES 5 DIFFICULTY SEEING 1 NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY 5 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION B-115 OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-116 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 31 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 31 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 30 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 3 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-117 LA CLINICA - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE X OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Vías de Salud (Pathways to Health) program has provided 9,164 depression and anxiety screenings to Latinos residing in Central and East Contra Costa County. • Vías de Salud (Pathways to Health) program has provided 1,496 assessments and early intervention services to identify risk of mental illness or emotional distress, or other risk factors such as social isolation. • Vías de Salud (Pathways to Health) program has conducted 6,025 follow up support/brief treatment services to adults. • Familias Fuertes (Strong Families) program has provided 1,126 screenings for risk factors in youth ages 0-17. • Familias Fuertes (Strong Families) program has provided 777 Assessments to parents/caretakers of children ages 0-17. B-118 • Familias Fuertes (Strong Families) program has conducted 1131 follow up visits with children/families to provide psycho-education/brief treatment regarding behavioral health issues. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Vías de Salud (Pathways to Health) targets Latinos residing in Central and East Contra Costa County and has provided: a) 9,164 depression and anxiety screenings ( 305.47% of yearly target); b) 1,496 assessments and early intervention services provided by a Behavioral Health Specialists to identify risk of mental illness or emotional distress, or other risk factors such as social isolation (598% of yearly target); and c) 6,025 follow up support/brief treatment services to adults covering a variety of topics such as depression, anxiety, isolation, stress, communication and cultural adjustment (482% of yearly target). Familias Fuertes (Strong Families) educates and supports Latino parents and caregivers living in Central and East Contra Costa County so that they can support the strong development of their children and youth. This year, the program has provided: 1) 1,126 screens for risk factors in youth ages 0-17 (150.13% of yearly target) ; 2) 777 Assessments (includes child functioning and parent education/support) with the Behavioral Health Specialist were provided to parents/caretakers of children ages 0 -17 (1,036% of yearly target); 1131 follow up visits occurred with children/families to provide psycho-education/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues (377% of yearly target). Services are provided at two primary care sites, La Clínica Monument and La Clínica Pittsburg. The service site enhances access to services because they are provided in a non -stigmatizing environment where many clients already come for medical services. As research shows that Latinos are more likely to seek help through primary care (Escobar, et al, 2008), the provision of screening and services in the primary care setting may identify clients who would not otherwise access services. Furthermore, up to 70% of primary care visits involve a psychosocial component (Collins, et al; 2010). Having integrated behavioral health care allows for clients to receive a more comprehensive assessment and treatment, especially those that cannot attain specialty psychological or psychiatric care. La Clinica’s services have been adapted to maintain the safety and well -being of both patients and staff, while ensuring the continued provision of essential care. Medical and Behavioral Health teams have returned fully to in-person; however, clinics continue to offer telehealth visits based on patient preference. As a result of more in -person appointments, behavioral health screening has reached target (80%) for most measures in Contra Costa County. There has also been an increase in Provider to Clinician warm hand-offs as well as Provider to Case Manager warm handoffs. B-119 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Participants are referred to the Integrated Behavioral Health (IBH) team through either their primary medical provider or self-referral. Clients are given an annual behavioral health screen which includes screening for substance use, anxiety, and depression. If these screens yield a positive result, primary care providers discuss with the client and offer a referral to IBH. Additionally, primary care providers may identify behavioral health needs amongst their client population at any visit, discuss with th e client and refer to IBH. Clients who self- refer to IBH contact the clinic themselves, or request referral during a primary care visit. La Clinica tracked the following data on an ongoing basis: A. 9,164 out of 3,000 Depression & Anxiety Screenings at La Clinica’s primary care sites. B. 1,496 out of 250 assessments and early intervention services were provided by a Behavioral Health Specialists within the FY 22-23 C. 6,025 out of 1,250 support/brief treatment services were provided by a Behavioral Health Specialists within FY 22-23 La Clinica tracked the following data on an ongoing basis: A. 1,126 out of 750 Behavioral Screenings of clients aged 0 – 17 were completed during the 12- month period by parents (of children 0-12) and adolescents (age 12-17) B. A total of 777 out of 75 assessments or visits (including child functioning and parent education/support were provided for FY 22-23 C. 1131 out of 300 follow-up individual/family visits with Integrated Behavioral Health Clinicians were provided with children/caretakers. This includes psycho-education/brief treatment regarding behavioral health issues including parent education, psycho-social stressors/risk factors and behavioral health issues. La Clínica strives to reflect cultural competency in the assessment, treatment and evaluation of the program. La Clínica utilizes screening and assessment tools that are evidenced-based and have been normed for and researched utilizing a similar client population. Linguistic competence, and cultural competence and humility, are central factors to the new staff hiring process and at the core of La Clínica’s program design, the approaches used, and the values demonstrated by all of the staff. An embedded valu e is to honor participants’ traditions and culture and speak the language the participant is most comfortable in. Throughout the initial and continuing training for all IBH staff, cultural and linguistic accessibility and competence is a core element to all topics. Culturally based methods including “dichos” (proverbs) and “Pláticas” or individual/family meetings are used to engage participants and employ culturally familiar stories and discussions with Latino clients. Furthermore, mental health terms are interchanged with language that is less stigmatizing and more comfortable. For example, with Latino clients, sadness (tristeza) is a topic used to engage community members, rather than approaching discussions with mental health language terms such as “depre ssion”. At the same time, La Clínica strives to understand our unique client population and evaluate data while taking into consideration our unique client population. All of behavioral health providers are bilingual (English/Spanish) and most are bi-cultural. When appropriate, La Clínica utilizes translation services for all B-120 other languages. In June 2021, the Integrated Behavioral Health Department at La Clinica, began a monthly anti-racism work group to further address the issues of structural racism and how to improve cultural responsiveness to the communities we serve. The average length of time between report of symptom onset and entry into treatment is 1.2 months. To obtain this data, we did a chart review of 10 randomly selected patients that received treatment this fiscal year. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non- discriminatory. Give specific examples as applicable. La Clínica strives to offer quality, consistent behavioral health services to the client population. By locating behavioral health clinicians within primary care facilities, La Clínica provides direct, often same -day behavioral health care to those who need services. Often clients are identified as needing behavioral health support in an early stage, before they have developed severe symptoms. In these cases, services promote client wellness and provide coping skills that prevent the need of a higher level of behavioral health care. For clients with more severe symptoms, La Clínica able to assess them in a timely manner and determine what course of treatment would be most appropriate. La Clínica clinicians work in a team-based approach along with our medical providers to offer holistic care that addresses the intersection between physical and mental health. This team approach is both effective and proves to have the best outcomes for La Clínica’s client population. Many of the clients who access behavioral health care at La Clínica would not otherwise have access to behavioral health for a variety of reasons including: transportation difficulties, stigma associated with behavioral health access, and inability to navigate the larger behavioral health system due to language barriers and system complexity. La Clínica makes every effort to provide services equally to all clients who are open to receiving care. Staff use non-stigmatizing language by interchanging the terminology of mental health with emotional well-being, allowing for a more receptive message to be communicated. La Clínica emphasizes the improvement in well-being, recognizing disequilibrium, and providing tools and resources for establishing emotional well-being, physical health, and supportive, healthy relationships in one’s life. La Clínica also helps normalize mental health issues by pointing out the prevalence of mental health challenges, the availability of a range of treatment services, and the efficacy of support and treatment to help reduce st igma. Participants are referred to behavioral health services through their primary care provider or self -referral. Participants are scheduled into our Integrated Behavioral Health Clinicians’ (IBHC) schedules directly from their medical appointment. For more urgent need, clients are scheduled for a same-day or ‘warm hand-off’ appointment with the IBHC. La Clínica encourages all medical providers to discuss the behavioral health referral before it is scheduled to ensure that participant is both interested and mot ivated to attend the appointment. If the client does not show to the IBHC appointment, the IBHC will call the client to attempt to reschedule the appointment, which may include clarification of purpose of appointment. If the behavioral health clinician assesses participant to need a higher level of care than our program model, La Clínica will work to link the participant to the appropriate services. La Clínica continues to meet with and support the participant until they are linked and follow up with the recommended service. B-121 The average length of time between referral and entry into treatment is 1.2 months. To obtain this data, we did a chart review of 10 randomly selected patients that received treatment this fiscal year. Include examples of notable community impact or feedback from the community if applicable. A patient was referred 9 months ago after stage 4 cancer diagnosis. Her PCP referred her to the Pittsburg IBHC (Integrated Behavioral Health Clinician) because she disclosed experiencing sadness, fear, sleep difficulty, appetite loss, loss of interest, and no motivation. Also, not controlling her diabetes and uncontrolled blood pressure. IBH Clinician met with her and helped her develop coping strategies to manage her depression and anxiety. In addition to her cancer diagnosis the client was having partner relational issues due to guilt. Patient has been attending IBHC sessions and reports significant emotional and physical improvements. Patient reports the most important coping skill she learned is living one day at a time and engaging in mindfulness. It's been 2 years since she was given 3-6 months to live (she reports, "not living life before now"). There was a warm hand off (WHO) from Pittsburg PCP to IBHC due to a patient experiencing significant depression and not linked to therapist. After IBHC briefly met with adolescent patient, she reported audio hallucinations (with commands) and thoughts of suicide (previously not disclosed to medical staff or PCP). After consulting with the IBHC consult line, IBHC included mother in safety planning and recommended mother to take patient to the nearest emergency room for further psychiatric evaluation due to thoughts of suicide (with plan/intent). Mother was appreciative of IBHC risk assessment and recommendations for psychiatric hospitalization (patient was hospitalized for 1 week). Mother later reported not realizing how much daughter needed behavioral services and had attempted to get her into therapy. Patient was linked with weekly therapist (outside referral provider) before hospital discharge. "25 y/o female returned to IBH services for history of depression and anxiety. Patient benefited from a prior IBH episode where she experienced postpartum depression. This time patient self -referred to IBH. Patient was pregnant with her second child and was experiencing a high -risk pregnancy. Her medical situation led to sxs of dep/anx returning as well as high stress. Patient reported mood changes, irritability, sleep issues, fatigue, persistent worry. IBHC provided support for symptom management through her pregnancy and postpartum. Once her child was born, IBHC supported the patient with h er adjustment process as well as with parenting 2 children under 5 years old. The patient expressed the benefits of IBH services which helped her manage her symptoms and the ongoing support throughout her pregnancy journey. Patient expressed that this time , despite the challenges she faced with her pregnancy, she was able to manage better compared to previous MH episodes." B-122 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 896 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 172 127 496 101 0 896 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 294 597 5 896 IF OTHER, PLEASE SPECIFY: Other languages are Dari, Pashto, Portuguese, and American Sign Language. RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN ASIAN 22 CAMBODIAN BLACK/ AFRICAN AMERICAN 49 CHINESE WHITE/ CAUCASIAN 102 EASTERN EUROPEAN HISPANIC/ LATINO 707 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER 3 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 12 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 VIETNAMESE MORE THAN ONE ETHNICTY B-123 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 651 QUESTIONING / UNSURE 10 GAY / LESBIAN 4 ANOTHER SEXUAL ORIENTATION 3 BISEXUAL 10 DECLINE TO STATE/ DATA NOT CAPTURED 218 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 277 MAN 207 FEMALE 619 WOMAN 496 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 GENDERQUEER / NON-BINARY 3 QUESTIONING ANOTHER GENDER IDENTIY 2 DECLINE TO STATE/ DATA NOT CAPTURED 186 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 B-124 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO 803 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED 93 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 896 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 896 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 896 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-125 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES B-126 LAO FAMILY COMMUNITY DEVELOPMENT’S (LFCD) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): ✔ PREVENTION ✔ EARLY INTERVENTION OUTREACH ✔ STIGMA AND DISCRIMINATION REDUCTION ✔ ACCESS AND LINKAGE TO TREATMENT ✔ IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT ✔ CULTURE AND LANGUAGE ✔ OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • To access and obtain treatment for mental healthcare and evaluation for severe mental health issues, such as Post Traumatic Stress Disorder( PTSD), etc. • To access SSI benefits for elderly participants with visual impairment and other disabilities • Access health and mental health services through Covered California exchanges or other low-cost health insurance options including County • Basic Care, Medical, Medicare, Kaiser health, Blue Cross of California and free service. • To obtain/increase access to preventative health care, including annual physical examinations B-127 • To access permanent affordable housing (public housing, section 8, foreclosure assistance, etc.) • To reduce anxiety and depression related to citizenship, naturalization, • unemployment, and underemployment. • To reduce stress related to financial hardships and lack of money for basic needs (mental health stress and well-being-related illnesses) • To develop and maintain healthier lifestyle behaviors among the family members • To improve their relationships with immediate family members/children/grandchildren • To be more engaged and civic-oriented within their community • To increase integration into US society through citizenship Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Lao Family Community Development’s (LFCD) Health and Well-Being Program for CCC Asian Families (HWB) continued to focus on delivering PEI services to 120 unique clients targeting South Asian and Southeast Asian immigrant/refugee/underserved residents living in Contra Costa County. This report covers services provided during the program year, July 2022 to June 2023. We served 127 participants from both communities representing a diverse group (Nepali, Tibet an, Bhutanese , Lao, and Mien). We provided navigation and timely access to internal and external services including linkages to mental health and other service providers such as: a) Partnerships for Trauma Recovery in Berkeley, a community-based organization offering linguistically accessible mental health care and clinical services. b) Contra Costa Regional Hospital in Martinez, West County Health Center in San Pablo California , Contra Costa County Mental Health Services in San Pablo, California’s Employment Development Department, employment and Human Services in Hercules California, Kaiser hospital in Pinole and Richmond California and Highland Hospital in Oakland, all public health facilities for physical health services and severe mental health access; c) Rota care in Richmond for free physical medical health service, lifelong medical center in San Pablo California d) Bay Area Legal Aid in Oakland and Richmond, for related services in family violence, restraining orders, and other civil legal assistance, e) linkages to access the American Bar Association for pro -bono and consultation in legal services (free or low cost consultation), and f) Jewish Family Services – East Bay for naturalization and citizenship services to address our clients’ issues affecting their mental health and recovery needs. For timely access, we escorted high barrier clients such as seniors with visual and physical disabilities; monolingual language barriers, and those with few other options for transportation to 1) mental/physical health evaluations and appointments at to Contra Costa Regional Hospital in Martinez, Kaiser hospital in Richmond and Oakland California, West County Health Center in San Pablo, Contra Costa County Mental Health Services in San Pablo, Partnerships for Trauma Recovery in Berkeley, B-128 Highland Hospital in Oakland, and Rota Care clinic in Richmond California and Lifelong Medical Center in San Pablo California; 2) the USCIS office in San Francisco for immigration assistance and USCIS application support center in Oakland California; 3) Jewish Family and Community Services – East Bay for onsite legal assistance with naturalization and immigration service’s 4) Federal SSA offices in Richmond or Oakland for SSI benefits or Temporary Protected Status (TPS). 5) We also assisted our clients to take them DMV offices in El Cerrito, Vallejo California .These access and linkage services were provided f or clients by providers located in both inside and outside CCC County in line with participants’ individual service plans. With rigorous follow -up, and redirection of these individual service plans we have been able to assist our clients in receiving menta l health services in a timely manner. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. A total of 127 clients completed the Pre LSNS assessment and 127 clients completed the Post LSNS assessments. The average progression was 5 with a high correlation between the participant’s progression and level of participation in monthly social peer support groups’ activities and workshops. Please refer to the table for LSNS results: Pre-LSNS Post-LSNS Progression # of Completion: 127 127 Average Range: 11 - 22 = 11 (Min) Range: 11 - 19 = 8 (Max) Range: 16 - 27 = 11 In addition, case management provides a continuous contact and monitoring of clients to determine if any trauma or event has affected their mental health status. Referrals to link participants to more rigorous mental health assessments and treatment were provided on an as-needed basis. Internal evaluation of the program includes reviewing cases to ensure strategies for communication take into account the cultural competency of the counselors. Cases are reviewed to ensure participants in the program receive services that are linguistically and socially appropriate. Examples of these services include communicating in their native language (Mien, Lao, Thai, Nepalese, etc.) and understanding the cultural norms in order to address health and well-being issues in an appropriate and effective manner. A thorough review of cases every 6 months ensure that the confidentiality and integrity of the participants’ information is protected. • During the program period from July 2022 to June 2023 we have conducted 13 workshops and 183 participants had participated in the workshops. • Similarly, we had conducted 13 peer support groups, and 163 participants had participated in the peer support groups. • We had conducted 4 social gatherings 09/18/2022, 12/18/2022, 03/26/2023 and 06/25/2023 with 255 total participants. B-129 • Similarly, we had total 19 community outreach events, and we were able to outreach 853 clients for our HWB program. A program activity evaluation form was completed per each activity conducted (e.g. ethnic peer support gatherings and SFP workshops). In each program activity, 5 random participants were asked to complete the activity evaluation form. This process allowed a program staff or volunteer to work one-on-one with the non- English monolingual participant to complete the form. Each set of completed evaluation forms are attached to an activity reflection form for documentation purposed. The evaluation forms are r eviewed by the program staff and changes were implemented according to the participants’ evaluations. Comments in the evaluations included recommendations for cultural activities, outdoor events including using the recently re -constructed Community Garden at the San Pablo office. The last evaluation tool used was a general program evaluation form that was created by the program staff to measure the participants’ comfort level, participants’ engagement and the cultural competency of the program services. The tool was also used to measure the participants’ knowledge of accessing services that were related to their mental health and well -being. well-being and the impact of stigma on their will to seek services after receive program services. The evaluation was completed via phone by non-program staff that spoke the same languages as the participants. The results stated that the 94% (120 of 127 respondents) of the participants were satisfied with the program services, and 6% (7 of 127 respondents) were somewhat satisfied with the program services. Some of the resources the participants listed on the survey were West County Health Center in San Pablo, Contra Costa County Mental Health Services in San Pablo, Community Health for Asian Americans in Richmond, California EDD in Richmond, Department of Rehabilitation in Richmond, Center for Human Development, Contra Costa Regional Medical Center in Martinez, Kaiser hospital in Richmond and Oakland , Highland Hospital in Oakland, Rota Carefree Clinic in Richmond, and East Bay Area Legal Aid in Oakland and Richmond, Law office of Laura A. Craig, law office of Yagya Prasad Nepal in San Leandro California, East bay Sanctuary Covenant in Berkeley California, Dr. Ricardo office in Berkeley California, Jewish Family Services – East Bay in Walnut Creek, etc. Unlikely last program year, many of our clients got medical, SSI and CalFresh benefits. Many of them got California driving licenses and got Tax filing helps . Many of our clients were able to increase their income level and credit scores. As a result, many of them were able to buy houses for their family. On the other sides, many clients got problem to move into the new apartments because apartment prices had increased more than 2021-2022. Similarly, many clients could not enroll at Covered California because of their income barrier. Describe how the program reflects MHSA values of integrated, community -based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserv ed; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. At the end of the 12-month period from July 1st 2022 to June 30th 2023, we reflect on our work and partner linkages. Our evaluation is that our program values reflect MHSA values in these areas: B-130 • Our written program policies and agency commitment and practice of providing a safe, trusting, and confidential setting at LFCD and elsewhere engenders feelings that there is no stigma. We patiently listen to understand. Knowing that anything shared is safe and that no one other than who they authorized will know. • We have a zero-tolerance policy for discrimination or prejudice on the basis of race, place of origin, gender, religion, disabilities, etc. and our practice gives participants confidence that they are not discriminated upon. • Our practice and demonstration of our commitment to timely access for our clients. This results in the high level of satisfaction feedback we get from our clients with service provided in terms of case management, peer support, reduction of isolation, comfort in asking for helping and talking to others about mental health and increased knowledge of services in the community. Our services are provided daytime, nighttime, weekends, and escorted assistance. • Our strategy to establish trust first through case management-leads to participants engaging at a higher level and higher graduation from the program and accomplishment of their goals. Our Case Managers are well-respected members of the communities that they serve which allows for an engaging relationship with participants. • Providing participants with timely access and warm handoffs to linkages (specific person with the linguistic competency) to the mental health PEI services and providers helps participants to begin their recovery path sooner. • Our clients received timely access to the linkage while they were active clients because we accompanied them to the social security office, USCIS application support center for biometric appointments , • Department of Moter Vehicle(DMV), Contra Costa regional Hospital in Martinez, Richmond Kaiser Hospital, Oakland Kaiser hospital , Contra Costa health center, Pinole Kaiser hospital , Rota Care, Lifelong Medical Center etc. • Those clients whom we had accompanied to the services were the underserved and underprivileged senior and ailing clients. They have no resources to pay for the uber, Lyft and other means of transportation. Due to their limited English language capacity, they cannot express their pain .In this situation our counsellors had accompanied them and helped them to communicate effectively with service providers . Therefore, these clients were able to accomplish their goals. Our thematic peer group activities; workshops, social gathering , community and ethnic outreach and individual connections to the counselors, linkage providers, and each other; cultural activities, food, music and indoor/outdoor physical activities selected based on participants’ wants and needs engenders resiliency and wellness. During the works their activities helped participants build their resiliency and their recovery from crisis. Our door-to-door services to the clients helped us to make strong working relationship with the clients and also we were able to build a trust in the community. Include examples of notable community impact or feedback from the community if applicable. • During the program year from July 2022 to June 2023, we have served 127 clients. Among those we were able to help one of our clients Mrs. G Sitaula Bhattarai for her critical treatment of breast cancer. We referred her Contra Costa Medical in the beginning of her treatment and later she was transferred to UC Davis Hospital for the cancer treatment. After chemotherapy, and well managed treatment plan at the hospital, she was able to get rid of cancer and now she is out of danger. • This is one of the great examples of positive community impact. B-131 • Many senior citizens who were the patients of heart diseases , diabetes and high blood pressure came to meet their children here in Pittsburg, Concord, El Cerrito, Richmond, San Pablo Pinole, Hercules, El Sobrante and Martinez California. They received great help from our program to refill their prescriptions with the help of free services from Rota Care Richmond , Lifelong Medical Center , Contra Costa Regional Hospital, Highland Hospital in Oakland California. Our senior clients such as B. P Khanal, KP Rijal, R.Khanal. • M. Rijal HM Sapkota, TR Kandel were able to receive these services. They are always happy and blessing our organization and its counsellor. • Many of our clients were able to buy new homes due to our financial workshops. We helped them how to increase the credit scores and how to manage the debts. Our CPAs gave them presentation about the Tax filing and how to get optimum refunds etc. Similarly, our loan officers and realtors also gave presentations about how to make an offer and how to close the loan without any hassle. During the time Mr. P Lama, S. Basnet, B.Ghimire, S. Bimali. , S. Oli, R Regmi, S. Rai, G. Amatya , A.Giri were able to buy their dream home. It has always positive community impact. • Kaiser permanent hospital in Richmond and Oakland had helped our clients to get mental health counseling and therapy session and prescribed them medications to reduce their mental stress and anxiety . R. Adhikari, S. Bajagai, N. Itani. RC Prajapati , A. Basnet , D. Shakya were among those who got help from Kaiser Hospital and now they all feel much better than they were before. • Many of our SEA clients had passed the citizenship tests and were able to restore their SSI benefits . Many of them became permanent residence and were able to bring their other families to USA. They received such help from East Bay Sanctuary Covenant and Jewish Community in East Bay. They have been helping immigrant communities with their lawyers. • Due to our help, many of our clients were able to get CA driving licenses and driving Uber, Lyfts , Uber Eats, Amazon delivery and Door Dash to make more money rather than to work for the store or WallMart . Many of these clients were able to save money to buy home or businesses when they get that opportunity. They are financially very stable now. • Many of our past and current clients also bought Gas Station, Liquor stores, and Smoke Shops in the various parts of Northern California. Mr. R Shah, Mr. K P Dahal, Mr. P Karki, Mr. G Pudasaini, Ms. A. Pandey bought liquor and Smoke shops. Similarly, Mr. S. Khanal, Ms. D. Ghimire, G. Basnet, RK Shrestha , D . Tamang have bought Nepali/Indian restaurants . They are very happy now. • Due to our “door to door services to the clients many of the senior clients felt now not isolated and they are now connected with the community through religious program, chanting religious songs among the senior people in the community . Now, they are mentally much relied on than before. • On the other side, our younger clients who are driving uber, Lyfts and deliver food and goods door to door are also happy with their jobs and they are able to buy houses and also saving money in 401K through Primerica Life Insurance company for the future of their children. They are happier and more relaxed now. • Only one thing we are getting hard time to refer our clients to the Mental health issues to the Contra Costa behavioral health and Kaiser hospital due to insurance issues and longtime waiting process for the counselling and treatment. Some other private psychologists are charging more fees our clients cannot afford . However, we are trying our best to find more and more affordable services through CBOs and other facilities. • In this way, we are able to make positive impact in the community , we help people to find jobs , help them to find rooms and apartment when they are new in the community. B-132 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 127 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 5 70 52 0 127 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 127 IF OTHER, PLEASE SPECIFY: Nepali , Newari, Tamang, Lao Mien RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN 127 CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EASTERN EUROPEAN HISPANIC/ LATINO FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN B-133 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 VIETNAMESE MORE THAN ONE ETHNICTY OTHER 127 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER 127 SEXUAL ORIENTATION: HETEROSEXUAL 127 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 127 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 54 MAN 54 FEMALE 73 WOMAN 73 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 GENDERQUEER / NON-BINARY B-134 QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO 127 NO 127 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 DISABILITY STATUS: DISABILITY TYPE: YES 41 DIFFICULTY SEEING NO 86 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY 36 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 CHRONIC HEALTH CONDITION 5 OTHER 86 DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 B-135 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED NO 127 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 127 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 1 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 1 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 5 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 3 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 8-12 weeks AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 7 weeks B-136 THE LATINA CENTER - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • The Latina Center’s 8–10-week parenting program is linguistically adapted to our Spanish -speaking Latino community. During the fiscal year 2022-23, parent educators and staff made over 3,200 outreach calls to parents from our community to invite them to participate in our Parenting classes. • Due to this outreach, 387 people registered for our classes; of these , 189 participated in the classes, and 54 parents completed all the classes and graduated from the program. • With the support of 3 schools where the Parenting classes were given in person, we formed 21 groups of parents to participate in the classes: 18 were on Zoom, and 3 were in person. • With the support of two psychologists, Ernesto Hidalgo and Karen Flores, experts in the mental health field, we had 5 workshops throughout this year on different mental health topics. The workshops were on Zoom and broadcast on Facebook live: 82 participants connected to the workshops. B-137 • We also offered stress management workshops to 3 groups. This 5-week program reached a total of 22 participants. The main topics of these workshops were how to control anxiety and stress and how to focus on the emotions that cause physical and psychologi cal reactions in our bodies. • We referred some of our clients with mental health needs to our Mental Health Coach, Karen Flores. Her mental health report is attached at the end of this document. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. • Target population and setting: Our 8–10-week parenting program Primero Nuestros Ninos/Our Children First is focused on our Spanish-speaking Latino community. It is offered both in-person, generally at The Latina Center or in schools, and on Zoom • Parents were called and invited to participate in our ZOOM classes. They share some customs and ideas in the upbringing and disciplining of children and learned some helpful tools they can adapt to their style of education to support the healthy, emotional, and social development of their children. Based on the parenting guide, we teach pointing out the importance for parents to stop hitting, shouting, and punishing their children. Instead, we teach the m how to focus on their feelings to understand them better and engage in communication skills and parenting tools to promote a healthier family environment. This helps parents to be aware of their own unhealthy practices that can lead to abuse and domestic violence within their own family, as well as other emotional imbalances and mental disorders such as anxiety or depression. • In coordination with our 3 parent educators and staff members, we made 3,200 outreach calls and sent text messages to invite parents to take our classes on Zoom. During outreach, people are asked a few questions, fill out a registration form, and finally, we gather the demographics survey of each parent. • During this intake call, we also identify the participants’ different living situations, for example, domestic violence or some mental health conditions, whether they may need emotional support group services, housing services, or other community resources. We also determine if they were referred by the Family Courts of San Francisco or Richmond, Children and Family Services, schools, clinics, social workers, etc. • When appropriate, we refer them to some of our services here at The Latina Center or refer them to other community-based organizations. • During the fiscal year 2022-23, some of the following challenges were addressed: • It is difficult for many parents to participate. Out of 387 people who registered for the class, 189 participated (49%), and 54 of these participants (29%) completed all 10 classes. • When we made follow-up calls to invite them to finish the program, we learned that most participants' work schedules did not allow them to join the classes by Zoom or attend in person. • It was more difficult than in past years to find a proper space to hold the groups. However, thanks to the support of 3 Schools, Chavez Elementary School, Shannon Elementary School and Nystrom Elementary School that gave us a space for parents, we could provide our classes in person. The other 18 groups were presented on Zoom. B-138 • To address their children's most challenging behaviors and consequences, we collaborated with Psychologist Ernesto Hidalgo and Mental Health Coach Karen Flores. With their help, we had 5 mental health workshops that were broadcast on Facebook Live throughout the year: o 1.- Mental Health Workshop: Suicide Prevention on 9/26/2022 o 2.-Seasonal depression on 11/26/2022 o 3.-Psychological consequences of divorce in children and adolescents, part 1 on 1/23/2023 o 4.-Psychological consequences of divorce in children and adolescents, part 2 on 3/27/2023 o 5.-Adolescence "age incomprehensible" part 1 for time, on 6/19/2023, part number 2 of this topic will take place on August 28, 2023. • More details about these workshops are attached below in the description. • Due to the success and evaluation results of the mental health workshops, we were motivated to develop another group for parents and include some stress management tools and exercises, where participants could learn breathing techniques to control anxiety and stress, stretching and relaxation exercises, learn to identify thoughts that cause feelings and those that cause a physical reaction in the body. The total number of participants in the 3 groups was 22 participants. More details are attached in the description of each workshop down below. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Week 1.- INTRODUCTION: In the first week of our Parenting program, we talked about how difficult it is to be a parent and the importance to have support and seek help in different organizations, schools, medical facilities, or other community resource. • We invited them to analyze each style of education each parent has and be mindful on how and why they implemented punishments, either emotional or physical, that led to repeating the same patterns of behavior with our children. • We also encouraged a healthy way of communication to teach our children to be responsible adults with a sense of values and principles in accordance with the Latino culture. • Spanish Language was used to help participants feel comfortable and use it with their own children as well. • At the end of this session, some homework was given to share in the next session, such as: observing their children's behavior to analyze in our next class. Week 2 Chapter 1- How to understand your child and yourself, Chapter 2 How to understand beliefs and feeling: • In these topics, we observed and identified the different behaviors of children; most of the time, if they are not taught in a different way to react to frustration, boredom or attention, children will believe that the best way to capture the parent’s attention is by throwing tantrums and irritate their parents, and their parents reward the bad behavior of children, by hitting, yelling, in a way to correct them. With this as a prize, kids learn that tantrums are the only way to get what they want. • We understand that many unhealthy children's behaviors reflect their parents’ behavior, where children learn to treat others the way they are being treated. It gives them the distorted idea that violence is normal, as well as the abuse of others. B-139 • In the second chapter, parents are given the techniques to correct the behaviors of children, with a discipline focused on love but with firm limits and practicing values and principles. Parents learn the importance of stopping rewarding children's bad behavior and working on developing patience; when parents are addressing their children’s behaviors, they need to make sure that they are being heard, and also, the parents need to understand their feelings and value them. This week’s homework is to correct their children’s behavior with the tools they learn. Like listening first instead of yelling. Week 3.- Chapter 3: How to encourage your children and yourself , Chapter 4: How to listen and talk to your child: • In Chapter 3, we learn about the language of motivation and validation that every child needs to hear during the years when we are learning new things, a language without criticism or rejection, without fear of making mistakes, with simple words like “than k you, I trust you, I know you can try.” These words have a very healthy impact when applied correctly. We invite parents to stop having favorite children, to always be on someone's side, and you should not have conflict with mistakes. It is a way to encourage and motivate children's actions, and equality is always sought without giving way to the abuse that, as parents, we usually commit against children. • In chapter 4: we learn to listen reflectively to all the situations that our children have and the situations of danger, to avoid abuse or mistreatment by others. When listening reflectively, capturing feelings in what children say, recognizing feelings an d verbalizing them, reaching assertive communication, here we must make agreements with our children, when they are very angry, instead of saying something that will hurt the other. It's better to take some time and wait for the fumes to go down, then get back to the conversation and negotiate some deals for everyone's emotional safety. Through “I Messages” we learn to communicate the feelings and situations that affect us individually, without blaming others of our reactions. This week’s homework is to practice 5 motivational phrases to their children and observe their reaction when mention, also let the parent practice the “Message in I.” Week 4: Chapter 5: How to help your child learn to cooperate , Chapter 6: A discipline that makes sense. • In chapter 5, we learned about equality at home, to be responsible for our own actions, we want to provide our children with firm standards, respect for values, through our family gatherings, we give time and space for all of us to cooperate at home and be heard. In our family gatherings we learn to listen and be listened to with the necessary time, no matter the a ge, we all have a voice and vote and cooperate with the different responsibilities at home. • These family gatherings are different from the gatherings that as a culture we are taught to spend quality time with the family. Family time that we must have as a family, however, in our programs its objective is the cooperation of all work at home and see that a family is a unit where everyone is respected equally. • Chapter 6: In this chapter we are taught to make agreements with our children, every action has a reaction and there are two types of consequences(the natural consequences, these are apply when the agreements between parents and children, the agreement depends on each family, most of the time they are extra tasks assigned or keep the material things away, that are important to the children, such as the telephone or the computer) these type of consequences are applied only to correct the behavior of the children, by doing this, it helps parents to stop punishing, since punishment is a very negative way to correct the behavior of children and leaves emotional wounds in their feelings. It is proven that when a parent applies punishments, children learn to punish others as well, become aggressive and commit injustices and mistreatment in their future families. This week's homework is to plan their family meeting, with the steps shown before. B-140 Week 5: Chapter 7: How to choose your strategy, Chapter 8: The consequences of stress. • In chapter 7: In this chapter we see a review of the most important points of each topic such as: the behaviors of parents, children, family gatherings, the “message in I”, and something very important that is for the well-being of children, when their parents have a cordial relationship even after separated or divorce and what it implies when any parent brings a new partner to their family and is given permission to correct stepchildren in a negative way and with punishment, likewise children learn to always be defensive, their bad behavior increases, they could hurt themselves and are more likely to develop mental disorders such as anxiety, depression, stress, in a way to vent they also punish other children. We see how we should prepare ourselves to dea l with when we talk about special topics with our children, such as drugs, sex, domestic violence, mental health disorders. After de session, a post-evaluation is made. • Chapter 8: After the post-evaluation, we move on to the special topics to further prepare the knowledge of the parents and the next topic is about how stress can affect us both physically, emotionally and that implies that if parents have a very high level of stress, due to the high demands of their lives, that same will be transmitted to the children. Self-care is very important in order to take good care of their family. This chapter shows the different levels of stress and in which parts of our body can affect us and the consequences of not receiving help in time, breathing techniques, exercises for self-care are also provided. Promoting spend time with the family, having a healthy lifestyle Week 6 • Week 6: In this week of recovery, the most important points of each chapter are chosen and reviewed, then the tasks that have been left as a homework are reviewed too, we ask questions of the practices that the participants have done, this is done to give people the opportunity to recover all the sessions and can take their certificate, When they require it, they are also invited to take the full session they need in another group with a different schedule. It is important to have this review only of parenting classes before moving on to special topics. Week 7 • Week 7: Mental Health: In this topic, we see the importance of taking care of our mental health and our family too; we see some of the most common illnesses as well as some mental disorders; we describe some of the most common symptoms, how they affect when the person does not r eceive adequate help such as therapy, medication or other treatment; there is talk of having an emergency plan in case of crisis of a family member with a condition. We share some resources in the community where you can talk to ask for information about other resources, and the most important is to go to the doctor for any further questions. At the end of the presentations, we make sure to have enough time to discuss what they learned, what they like the most, and any other questions they may have about the topic. It is also important to keep in mind that they should not be suggestive with the information received, nor self-diagnose or diagnose their children; in case of any doubt, always go to their doctor Week 8 • Week 8:Domestic Violence: In this topic, we explain the different types of violence and the characteristics of each one; we also see the stages of violence and how it escalates little by little and how the victim should be protected, and how to protect their family; it shows how D.V af fects young children and what they can learn and commit when they are older and have their own families or in general, how it affects adolescents when a family lives under these patterns of behavior and B-141 sometimes explains their own behavior of teens, how it affects children who are victims of sexual abuse and the symptoms and consequences of abuse, who may be the abusers and how parents can predict them in case of any situation, We also see a safety plan, step by step, 5 most important things are shown in a plan, o Talk to your children about the situation o Have at hand phone numbers of people to help you in case of emergency o Have a plan of where they will meet in case they have to leave their home for an emergency o Gather more important documents and have them together and at hand o Have copies of car keys, cash, clothes, and shoes in a suitcase, or have it with someone you trust. Before making any decision, look for resources in the community that may be helpful, look for a legal representative, and seek information from different sp ecial organizations for help in this aspect • The most important thing is to take care of yourself and your family Week 9 • Suicide Prevention: The statistics are increasing both anxiety or depression disorders, young behaviors, and the absence of parents at home for increasingly demanding jobs is something to worry about, so this topic shows the different risk factors that our children are exposed to and are living in a not very healthy family environment, The presentation shows the different behavioral changes they show. Also, when a child suffers from a disorder, it is important to be present at all times in our children's lives; we not only believe that adolescence is one more stage that every human being goes through, but we need to pay careful attention to this situation. We also show how depression affects our physical, mental, and emotional state, mention the previous safety plan again, and apply it to each emergency situation. And when a person says they no longer want to live, you must pay attention and help. Some resources are mentioned in the community and as an organization, as well as the different services that The Latina Center has. We can save someone's life Week 10 • GRADUATION and certificates are given; this is the moment to celebrate with the whole group and share points of view and experiences of their practices. Below are the results of the PRE-EVALUATIONS, that are made during the registration call. Never Rarely Frequently Always Identifies the reasons for the behavior of your children. 3.2% 14.8% 46.6% 34.4% Avoids doing things for your children when they can do it themselves? 3.7% 24.3% 52.4% 19.6% Recognizes positive qualities and actions of your children? 2.6% 4.8% 46% 46.6% Listen to detect feelings in what your children say? 1.6% 10.6% 48.7% 39.2% Express your feeling to your children in a serene way? 2.6% 15.9% 46.6% 34.9% Solves problems, talking about solutions with your children? 2.6% 15.3% 48.7% 33.3% Allow your children to learn from the consequences of their own choices? 2.1% 9.5% 54% 34.4% Uses discipline that is related to your children’s bad behavior 3.7% 14.8% 55.6% 25.9% Knows what approach or response to use when disciplining your children? 5.8% 22.8% 48.1% 23.3% Hold family gatherings? 20.1% 35.4% 31.7% 12.7% B-142 Accept your children’s mistakes? 2.6% 9% 47.6% 40.7% Show respect for your children’s opinions? 0% 6.9% 42.9% 50.3% Totally Totally Section #2 de la PRE-EVALUACION Disagree Disagree Agree Agree Parents should not engage in verbal arguments with their children? 6.9% 29.1% 51.3% 12.7% Parents should make their children do their chores 0% 3.7% 61.4% 34.9% Children misbehave for a specific reason 0.5% 5.8% 68.8% 24.9% Children learn better when they are pointed out the mistakes they made? 1.1% 7.4% 64% 27.5% Effective communication with children requires of certain skills 0.5% 5.3% 68.3% 25.9% Parents who listen carefully to their children do not seem to know how to act 22.8% 40.7% 29.1% 7.4% Discipline needs to be understood by children 3.7% 4.2% 68.3% 23.8% Physical punishment is effective in teaching cooperation 51.9% 34.4% 10.6% 3.2% Children must be responsible for their belongings 1.1% 5.8% 71.4% 21.7% Parents can do very little to change the behavior of their children 39.7% 42.3% 14.3% 3.7% Positive encouragement motivates your children 0.5% 2.1% 63.5% 33.9% Demonstrating concern for the feelings of your children, gives them too much control 15.3% 27.5% 46% 11.1% Children learn by watching parents use positive behavior 1.1% 2.6% 68.8% 27.5% Disobedience is a challenge for the authority of a father 2.1% 18.5% 60.3% 19% Learning from their own experiences helps children to be responsible 1.6% 3.2% 65.6% 29.6% Solving children’s problems, helps them to be responsible 29.6% 36% 27% 7.4% Children con be involved in developing solutions for family problems 9.5% 29.1% 52.9% 8.5% Praising children for their good behavior it shows that you accept them as they are 0.5% 8.5% 61.4% 29.6% Responsible parents help their children to learn from their decisions 0% 3.7% 69.3% 27% Children’s misbehavior would end, if parents ignore it 40.7% 39.7% 16.9% 2.6% To continue with the results of the POST-EVALUATION not all participants finish the STEP course, for that reason only 130 could be answered Never Rarely Frequently Always Identifies the reasons for the behavior of your children? 0.8% 6.9% 46.9% 45.4% Avoids doing things for your children when they can do it themselves? 1.5% 24.6% 45.4% 28.5% Recognizes positive qualities and actions of your children? 0% 2.3% 43.8% 53.8% Listen to detect feelings in what your children say? 0% 7.7% 49.2% 43.1% Express your feeling to your children in a serene way? 0% 12.3% 46.9% 40.8% Solves problems, talking about solutions with your children? 0.8% 9.2% 50.8% 39.2% Allow your children to learn from the consequences of their own choices? 0% 11.5% 46.2% 42.3% Uses discipline that is related to your children’s bad behavior 0.8% 16.2% 53.2% 30.8% B-143 Knows what approach or response to use when disciplining your children? 0% 16.2% 49.2% 34.6% Hold family gatherings? 3.8% 30.8% 33.1% 32.3% Accept your children’s mistakes? 1.5% 2.3% 34.6% 61.5% Show respect for your children’s opinions? 0% 0.8% 26.9% 72.3% POST-EVALUATION Part 2 Totally Totally Disagree Disagree Agree Agree Parents should not engage in verbal arguments with their children? 8.5% 39.2% 34.6% 17.7% Parents should make their children do their chores 0.8% 1.5% 49.2% 48.5% Children misbehave for a specific reason 0% 5.4% 56.2% 38.5% Children learn better when they are pointed out the mistakes they made? 0% 2.3% 60.8% 36.9% Effective communication with children requires of certain skills 0% 6.2% 63.1% 30.8% Parents who listen carefully to their children do not seem to know how to act 14.6% 59.2% 22.3% 3.8% Discipline needs to be understood by children 0.8% 6.9% 57.7% 35.6% Physical punishment is effective in teaching cooperation 34.9% 57.4% 7.8% 0% Children must be responsible for their belongings 0% 8.5% 60.8% 30.8% Parents can do very little to change the behavior of their children 20% 63.8% 15.4% 0.8% Positive encouragement motivates your children 0% 2.3% 52.3% 45.4% Demonstrating concern for the feelings of your children, gives them too much control 3.8% 43.1% 41.5% 11.5% Children learn by watching parents use positive behavior 0% 3.1% 56.9% 40% Disobedience is a challenge for the authority of a father 0.8% 36.9% 46.9% 15.4% Learning from their own experiences helps children to be responsible 0% 4.6% 60% 35.4% Solving children’s problems, helps them to be responsible 16.9% 58.5% 17.7% 6.9% Children con be involved in developing solutions for family problems 3.8% 31.5% 53.8% 10.8% Praising children for their good behavior it shows that you accept them as they are 0.8% 12.3% 56.9% 30% Responsible parents help their children to learn from their decisions 0% 4.6% 63.1% 32.3% Children’s misbehavior would end, if parents ignore it 21.5% 63.8% 10% 4.6% STEP PROGRAM EVALUATION Totally disagree Disagree Agree Totally Agree The STEP program has given me information that has helped me in my skills as a parent 17.7% 82.3% The STEP program has helped me to improve relationships in our family 25.4% 76.6% As a result of the STEP program, communication with my children has improved 28.5% 71.5% B-144 MENTAL HEALTH WORKSHOOPS Due to the different questions of our clients on the subject of mental health, we asked for the support of our collaborator and psychologist Ernesto Hidalgo who helped us prepare the information for our first workshop of the year, focus on teenagers and children. 1.- 9/26/2022: SUICIDE PREVENTION. For this workshop, we had a pre-registration of 18 people who were interested in participating; on the day of the presentation on Zoom, which was also broadcast on Facebook live, 6 people connected, and another 6 participated on Facebook. In this workshop, we saw the importance of recognizing some warning signs of suicide attempt that occur in the lives of people in general who lives in depression. What can possibly cause depression in our children or adolescents? Where can we seek professional help and some evaluation so that our loved one receives the necessary help? Psychologist Ernesto Hidalgo explains a little about the importance of treatment and the different ways to help them get better. The results of this workshop are: 2.- 11/26/2022: SEASONAL DEPRESSION. This workshop began with the question open to the public about seasonal depression and Psychologist Ernesto Hidalgo several factors as to why it happens once we enter the autumn-winter schedule; Ernesto also mentioned the warning symptoms, both in adults and adolescents and children, and when is the right time to seek professional help and why it is important. He also mentioned the risk factors that can affect people, like being bullied at school or home having domestic violence at home, which can cause depression and other mental disorders. For this workshop, we had 36 pre-registrations, and on the day we presented the topic, 17 people connected on Zoom; 5 people were watching on Facebook live. 3.-1/23/2023: PSYCHOLOGICAL CONSEQUENCES OF DIVORCE IN CHILDREN AND ADOLESCENTS More and more, we have parents who go through various situations such as separation and divorce, and the rebellion of the children is overlooked, thinking that it is only one more stage and will pass very soon, but Ernesto shows us through the presentation that there are many factors by which our children behave like this, for example, the guilt that children feel when parents separate and the lack of communication worsens their behavior, we review some techniques to be able to talk to them and give them the news, we analyze some reactions on the part of the children so that the parents feel prepared. We had several questions from the parents, but the time ran out, so we decided to have a second part on this topic. For this workshop, 50 interested people were pre-registered, but 26 could connect on Zoom, and another 6 people followed us on Facebook. 4.- 3/27/2023: PSYCHOLOGICAL CONSEQUENCES OF DIVORCE IN CHILDREN AND ADOLESCENTS PART 2 For this second part, we had the questions of how staying in a dysfunctional relationship affects the children and what affects them more, staying or moving away from an abusive person; we also observed that most of the time, the mother does not seek psychological help for her and her children, since as a Latino culture we do not consider that part important. Ernesto shared the benefits of seeking help for the mother, children, and the family. Ultimately, we shared some of Ernesto's groups for women and mentioned other resources for children and adolescents. For this workshop, we had 31 persons pre-registered, but only 17 were connected on Zoom, and another 3 followed us on Facebook. 5.- 6/19/2023: ADOLESCENCE "MISUNDERSTOOD AGE” As a follow-up to the behavior of adolescents due to the diverse situations they face, we continue our focus on B-145 them with this topic; this time, our Mental Health Coach, Karen Flores, who has a lot of experience working with adolescents, presented this topic. That is why, in her presentation, she explained the different behaviors of adolescents and the biological chemical changes they go through, which are normal, what risk factors for behaviors in the future, and why some young people have more struggle passing these changes, she gave us some techniques to deal with these difficult behaviors and I invite us to continue educating ourselves as parents to be able to help them too, During the presentation we had several questions from parents concerned about their children that we ran out of time, but a second part is soon coming. For this workshop, we had 30 persons who pre-registered before, but only 16 were connected on that day on Zoom; the other 6 persons followed us on Facebook Live. In total, 165 people were interested in the topics of this workshop and could pre-register. With a total of 82 participants who connected on Zoom. took the time to do the pre-evaluation Below are the results of the mental health pre-evaluation NO YES Can you recognize any symptoms or signs of mental illness? 24 58 Do you suffer from depression? 57 25 Do you suffer from anxiety? 52 30 Do you suffer from stress? 40 42 Do you know if any members of your family present any situation with mental abilities? 57 25 Do you know if the person has been diagnosed by any professional 50 32 Would you like to make an appointment with our mental health counselor? 50 32 THESE ARE THE RESULTS OF THE POST-EVALUATION This pos- evaluation is done after the workshop NO YES Can you recognize any symptoms or signs of mental illness? 10 60 Do you suffer from depression? 60 22 Do you suffer from anxiety? 39 43 Do you suffer from stress? 30 52 Do you know if any members of your family present any situation with mental abilities? 46 36 Do you know if the person has been diagnosed by any professional 57 25 Would you like to make an appointment with our mental health counselor? 66 16 STRESS MANAGEMENT SESSIONS For our 5-week stress control groups, 3 groups could be formed with a total of 22 participants, each week with different topics such as: • Week 1.- Introduction to meditation, breathing The different techniques that would be used as stretching exercises were presented: In this introduction, there is a brief presentation of the different methods that they used to make sure that they practice breathing and the stretching exercises and where these emotions are stuck and how it affects them in their body B-146 • Week 2.- Identifying stressful moments and how they affect your nervous system: In this class, they are explained about the nervous system and the nerves that affect the body in certain areas and that make the person react in a state of flight and alert that presents as anxiety and constant worry. • Week 3.- Breathing practices to control stress: Continue with breathing techniques and the technique called RAIN; this allows you to recognize, understand, and accept the different situations in your life and favors relationships with others along with the stretching exercise. • Week 4.- Controlling our emotions and thoughts and how they affect our reactions to others: In this class, each one recognizes that most of the time, we live in the past and want to change the results that already passed; we see that part of our brain is resides our emotions of fear, worry and how we feed those thoughts, that is why we feel exalted all the time, with the breathing and the change of thoughts from negative to positive, We can change the physical symptoms in our body and bring out those stuck feelings in different parts of our body, giving way to calm through exercises • Week 5: Facing denial and forgiveness to let go of negative feelings: In this last session, we had a review of the previous techniques of breathing and stretching exercises; we had time to talk a little about how in general, they had felt with all the sessions and their experience and offer other resources for those who feel still have something to work on. To continue with the results of the pre-evaluation NO SI Do you suffer from muscle tension? 7 15 Do you suffer from anxiety? 8 14 Do you suffer from depression? 13 9 Do you suffer from stress? 0 22 This are the result from the post-evaluation NO SI Do you suffer from muscle tension? 9 13 Do you suffer from anxiety? 11 11 Do you suffer from depression? 16 6 Do you suffer from stress? 0 22 Were you able to improve your symptoms during class? 0 22 Do you think the program taught you techniques to improve your symptoms? 0 22 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non- discriminatory. Give specific examples as applicable. In each group of parenting class, we try to form a support group where they feel understood and listen; we use the language that most people are committed to listening to, always respecting each participant's beliefs and ideas. In each class, we promote communication in the family, union, quality time, and self-care; as a parent, we must seek time for ourselves, and in that way, the well-being of our family will be shown in the behavior of the children, feelings are also sought and valued, through our tasks at the end of each session, They are invited to practice from the first class the self-care and behavioral reflection of each parent. Observe the children's behavior and leave behind negative customs such as shouting, hitting, and criticism of behavior. B-147 Instead, each parent begins to work on their practices, and adapting to the new tool can be favored to correct and discipline in a healthier way; they are also invited to use a language with love and kind words since most of the participants understand that as children, most never received these types of words, so, they are not limited to saying to their children, even if they feel that they have all the love in the world for them, parents are unable to express and say it. As human beings, we are designed to answer or assume things before listening, and that gets a parent into trouble with their children, so every time a child wants to say something to their parents or talk about a situation, parents respond before listening to what children want to tell them, in chapter 4 we learn the message in "I" where listening is very important and let children express what bothers them about anything, With this message, we end up making agreements, parents and children creating healthy limits where they have to be respected on both sides, sometimes when the agreements are not respected by the children the consequences will be applied, which eliminates the practices of punishment and anger. You can be a firm father and correct their behavior with love, even as a parent. Sometimes, parents commit abuse and mistreatment against children, creating emotional wounds that, in the long term, break trust with children and distance families. That’s why we promote our family meetings, which are very different from what we, as Latinos, are used to practicing and having; most Latino parents believe that a reunion is a moment only of celebration and sharing food and music, and family members are invited to meet. Our family meetings are carried out with the necessary steps to have a meeting with a purpose, the purpose of uniting only the children and parents; the meetings are used to share and be heard during the meeting, assign responsibilities to all family members no matter the age of each, make agreements, Schedules In the collaboration of the different activities, we are shown the place of each member of the family and that everyone has the same opportunities, rights to express what they feel without fear of being judged or criticized, every time they are judged. Every time a mistake is made, it is important to point it out and learn from it to avoid repeating it since our Latino culture believes that no mistakes should ever be made for the person's well-being. In the special topics, we promote each person's well-being and consider that it is a complete package of mind, body, and feelings care. Healthy habits are what successfully carry out the practices of all tools; in the end, we also prepare to talk about some issues that we think are uncomfortable to talk to our children, taboo topics that should not be mentioned for our good. Still, the way of thinking is changed in that way. The more parents are informed of these issues, such as sex, drugs, and alcohol use, the more confident parents will be to talk to their children and that there is no need to fear if they are wrong. That is why communication will be a very important pillar in the family. Include examples of notable community impact or feedback from the community if applicable. • N.B 1507 from Colombia stated: This program has helped me a lot because I used to live very stressed, and thanks to their advice, I was able to get ahead and be safer; I was encouraged to get my cleaning license, it has helped me to have more security to make my dreams. The program is very worthwhile because now it is how to discipline serenely, identify bad behavior, and not make others feel bad. • J.L 6193 from Mexico stated: I learned a lot about how to be a mother. I learned many tips to understand my children since I have children of different ages, and I learned how to treat them and how I could help them since before I did not help them understand their behavior; now I listen to them and validate them. I also learned to identify if someone in the family needs mental health help and to hold family meetings because they didn't before. • M.M 3717 from Mexico stated: In the classes I was learning to get tools to become a better mother, I learned how parents should be more patient to treat our children better. They also gave us the different types of behaviors and tools to understand those behaviors; I learned to make weekly family meetings to lead a better relationship with my children in a calm way without despair or B-148 yelling. • Ll. S 3476 from Guatemala stated: I took the classes I was pregnant, I was in a bad mood and punished them; I was cruel to them because I sent them to their room and yelled at them. I learned to be patient to speak quietly and calmly, explain to them so that they understand, and know how to communicate better so that they understand how to do it. I lacked good communication with them, but now I have meetings to be able to reach agreements with them; I really liked the class. Thank you • L.T 4677 from Mexico stated: learned to make family meetings, to be more tolerant, more patient, not to shout, to communicate in a calm way, and talk about agreements in family meetings; I learned to give time to the family so that we can express our ideas, our emotions and live together. Also, we must heal our childhood wounds to give a good upbringing to our children. I did not do many things before, and now that I do them, I see family harmony. • J.G 5926 from Mexico stated: My experience during the classes, I learned more forms of family coexistence. what motivated me to take the classes was to improve the quality of time with my children. before, I did not play with them, and now we plan visits to the park; thanks to the organization, I learned to ask my children what they want. Before, I did not let my daughter decide on her things, and now we agree that now I know how significant it is. • G.H 1985 from Mexico stated: What motivated me to take the classes for parents was to be a better mom; I learned to use less technology to attend to my children first, now I listen and attend to them; I learned to have more communication with them in a quiet way, now we do family meetings, I am trying to go out and meet more often to enjoy. My experience was very pleasant; I learned topics such as teaching them to call attention to children serenely, the different types of behavior, and the consequences of their good or bad behavior. Now their behavior has improved because I no longer yell at them, and now we create agreements giving each one their place. Thanks to The Latina Center for providing these classes, which greatly helped me. • M.R 7298 from Mexico stated: My experience taking parenting classes was that I felt supported because now my relationship with my family has improved, now I share quality time with them and before I didn't, now my children have learned to be responsible they learned about the consequences, what motivated me to take the classes was my interest in mental health issues such as anxiety, depression and how to identify symptoms. The tools I use are that I am now more understanding through assertive communication with them, and I share more quality time with my family. Thank you for these programs that help parents be better. • A.E 1010 from Mexico stated: What motivated me to take the classes for parents in their organization was to improve the relationship with my 17-year-old daughter because we disagreed on several things that I did not understand about her; the teacher explained that we must put ourselves at their level without forgetting that we are their parents, This has helped me to create a relationship of trust with my family and to understand my daughter better, the tools I am using are, communication, attention, attending to her needs to understand her better, my experience taking parenting classes was very comfortable, I felt good in the group, I really liked the topics about discipline, Now I do family meetings, and before I did not do them, it has helped me a lot to get closer to my daughter and understand her more, understand that she likes it. Thank you for everything because we never stop learning. B-149 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 293 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 10 256 24 3 293 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 278 15 0 293 IF OTHER, PLEASE SPECIFY: Bilingual RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EASTERN EUROPEAN HISPANIC/ LATINO 293 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 VIETNAMESE MORE THAN ONE ETHNICTY B-150 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN 73 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 MEXICAN AMERICAN 220 PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 287 QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 6 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 19 MAN 19 FEMALE 274 WOMAN 274 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 B-151 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 1 YES 0 NO 285 NO 287 DECLINE TO STATE/ DATA NOT CAPTURED 7 DECLINE TO STATE/ DATA NOT CAPTURED 6 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 DISABILITY STATUS: DISABILITY TYPE: YES 11 DIFFICULTY SEEING 9 NO 279 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 4 DECLINE TO STATE/ DATA NOT CAPTURED 3 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 CHRONIC HEALTH CONDITION 0 OTHER 5 DECLINE TO STATE/ DATA NOT CAPTURED 275 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 COGNITIVE DISABILITY: YES 11 DECLINE TO STATE/ DATA NOT CAPTURED NO 282 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 293 B-152 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 85 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 43 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 1 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE unknown AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 14 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 12-9 B-153 LIFELONG MEDICAL CARE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE x OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Established a partnership with a new senior residential facility to implement social services for their older adult client population. (St. John Apts.) • Facilitated collaboration among clients to create a resident council to increase communication with administrators and staff, learn the needs of the residents, and advocate for better quality of life and care. (Harbour) • Conducted Health & Wellness events to encourage community comradery and foster physical, spiritual and mental well-being (Nevin, Harbour & Friendship). • Assisted a client with healthcare and insurance navigation for cardiac surgery. (Nevin) • Supported Nevin residents, in collaboration with EAH housing, to prepare for building ownership change and temporary relocation during renovation including multiple group education events, written communications and individual meetings. B-154 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. LifeLong Medical Care’s SNAP program provides seniors in Richmond with opportunities for social engagement, creative expression, lifelong learning, and case management support. Program goals include reducing isolation and promoting feelings of wellness and self -efficacy; increasing trust and openness to reveal unmet needs and accept support services; improving quality of life by reducing loneliness and promoting friendships and connections with others; and improving access to mental health and social services for underserved populations. LifeLong Medical Care provided services on-site at three housing developments: Nevin Plaza, Friendship Manor, and Harbour View Senior Apartments. Throughout this reporting period, LifeLong provided in person wellness checks, conducted social calls, hosted senior resource health fairs, provided individualized social service support, and conducted home visit assessments. LifeLong also provided monthly community resource in-services, distributed meals and groceries monthly, hosted community resource holiday celebrations and free flea markets. For social gatherings, LifeLong provided craft workshops, walking groups, ice cream socials, and outside productions with live entertainment. Notable developments this reporting period included the change in management and building renovations at Nevin, an increase in SNAP services at Friendship, discontented residents at Harbour, and a new SNAP service site at St. Johns Apartments. To offset residents’ anxiety/frustration resulting from the building renovations and new management, staff provided the following updates to SNAP services : 1. Increase 1 to 1 visits and case management services 2. Implementation of specialized social service activities (examples: Men’s and Women’s luncheons with speakers 3. Increase site visits 4. Increase stress reduction and MH resources. At Nevin, building renovations and a change in management created logistical challenges for staff to provide services. LifeLong and Nevin’s building management worked on accommodating the transition by allowing LifeLong staff to drop off activity packages including puzzles, word search and other workbook activities, and recreational art activities. LifeLong modified services to provide in-service resources and relocated service deliveries (example: grocery distributions) to a more public area and catered to a broader client population. At Friendship, staff report an increase in client and services. More in -person activities were provided including drawing-painting sessions, jewelry making, themed diorama activities, and greenhouse events. At Harbour, a group of residents expressed their discontent with management and staff. Despite multiple attempts to honor suggestions and adjust services, staff were unable to provide SNAP services from May 2023. A new site (St. Johns Apartments) was added, and staff provided services at this location. In addition, the activities coordinator offered Harbour residents access to classes at the LifeLong Jenkins Health Center during the time that the Harbour community room was unavailable. B-155 Additional activities that engaged the target population • During the winter holiday season, staff decorated residents’ doors to bring festivity and cheer to those isolating due to COVID. • An art teacher developed projects to engage clients, especially those who do not think they have artistic skills. The teacher framed the project as a creative expression of wellness and a way to enliven living spaces and share with loved ones. Activities included puppets, dolls, portrait drawing, and magnets. This reframe brought in clients who never expressed themselves through art, and many described it as the first time they had a chance to experience leisure activities. • Tai Chi • Provided 1x/week at Jenkins Health Center • Provided 2x/week at Harbour • Staff explored evidenced-based Tai Chi for arthritis to include in future classes. • Live Entertainment • Staff provided snacks and raffles during the events • Clients were seen dancing and enjoying the music and entertainment Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. LifeLong’s Elder Care Coordinator captured a wealth of individual feedback during and after activities. The residents at Nevin expressed their anxiety and worry around receiving social services and support during the building renovations. LifeLong’s pivot to increase individualized in-person services was met with positive feedback including comments on feeling less anxious. The physical relocation of the grocery distribution was met with some gripes with residents, but also expressed that LifeLong’s ability to swiftly overcome the logistical challenges was beneficial. Events hosted by LifeLong were met with excitement and creativity as seniors came together for socialization. The holiday celebrations, ice cream socials, craft workshops, and live entertainment had the most positive feedback from residents. One resident stated “I like talking to friends I made here especially during the holidays. It gives us a chance to catch up and plan to attend the next event together” and another resident said “The musician here today is fantastic. They are playing all the music I like, and I cannot wait to get out there and dance.”. There was also constructive feedback on what to add to the live entertainment, “It would be nice to get something else besides music. A show or comedian?”. Feedback from clients significantly influences decisions in the program. For example, staff are currently exploring specific performances such as inviting a theater group and drumming circles. Staff require inclusivity of these activities to ensure participants with reduced mobility and other issues have an equal opportunity to gain benefits from SNAP activities. LifeLong’s SNAP program strives to expand capacity for the rising demand in care. This year, activities and participation significantly increased, and staff had the capacity to only collect verbal feedback. B-156 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to men tal health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. SNAP promotes MHSA values to the fullest, as described below: 1. Integrated, Community Based, Culturally Responsive Services: SNAP staff are trained and guided by mental health principles of fully seeing and valuing clients for all aspects of their identity, background, and experience. Staff acknowledge the impact of culture of a person’s values, customs, and lifestyle. For example, SNAP staff do not make assumptions about clients and provide every detail of programming tailored to each client's unique needs and understanding. LifeLong is intentional in hiring employees from the communities that are served. SNAP’s participants are majority African American, and the staff includes an African American project coordinator, activity coordinator, and case manager. Staff highly value client input and the programming are based on consumer ideas and preferences gathered through informal focus groups. 2. Wellness, recovery, resilience: SNAP staff create inclusive, welcoming, and accepting environments where participants support and encourage each other. Art and music encourage participants to expand their skills and experience success with others. These activities lead to resilience and feelings of self-efficacy, all while community presence improves mood and supports personal recovery. 3. Access and linkage: SNAP offers highly accessible services in the buildings where the target population lives. Staff get to know and develop the trust of each resident, so that participants have a safe channel to disclose their needs. The SNAP case manager links participants to social services and facilitates referrals to mental health resources as needed. If the participant already sees a mental health provider, staff check in regularly to encourage them to participate with external care providers. 4. Timely access for underserved populations: Services are provided directly in the building or local neighborhood to promote accessibility for elderly residents; culturally sensitive services are provided for this low-income and primarily African American population. 5. Non-stigmatizing, Non-discriminatory: Residents are accepted into SNAP wherever they are in their personal journey and whoever they are in terms of identify. SNAP facilitators create group environments that promote and support diverse social thought proce sses, energy levels, and abilities, allowing each participant’s strength to surface and shine. Participants could come and go from groups as they needed to, and it is perfectly acceptable to take part or not. Participants tended to talk freely about their mental health issues because they were comfortable and knew they were not being judged. B-157 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY23) TOTAL SERVED FOR FY 22-23: 175 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 1 20 65 89 175 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 74 5 1 95 175 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 1 AFRICAN 55 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 2 ASIAN 5 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 57 CHINESE 0 WHITE/ CAUCASIAN 4 EASTERN EUROPEAN 0 HISPANIC/ LATINO 9 FILIPINO 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 JAPANESE 0 OTHER 2 KOREAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 96 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 VIETNAMESE 0 MORE THAN ONE ETHNICTY 1 B-158 OTHER 3 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 113 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 MEXICAN AMERICAN 1 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 62 QUESTIONING / UNSURE 1 GAY / LESBIAN 1 ANOTHER SEXUAL ORIENTATION 0 BISEXUAL 0 DECLINE TO STATE/ DATA NOT CAPTURED 111 QUEER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 16 MAN 21 FEMALE 52 WOMAN 57 DECLINE TO STATE/ DATA NOT CAPTURED 107 TRANSGENDER 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 0 DECLINE TO STATE/ DATA NOT CAPTURED 97 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 B-159 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 1 NO 51 NO 8 DECLINE TO STATE/ DATA NOT CAPTURED 124 DECLINE TO STATE/ DATA NOT CAPTURED 166 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 DISABILITY STATUS: DISABILITY TYPE: YES 57 DIFFICULTY SEEING 2 NO 21 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 4 DECLINE TO STATE/ DATA NOT CAPTURED 97 PHYSICAL MOBILITY 20 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 CHRONIC HEALTH CONDITION 31 OTHER 2 DECLINE TO STATE/ DATA NOT CAPTURED 97 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 COGNITIVE DISABILITY: YES 3 DECLINE TO STATE/ DATA NOT CAPTURED 172 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 175 B-160 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 8 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES N/A B-161 MENTAL HEALTH CONNECTIONS - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE X OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Membership Activity • Member Services • Caregiver Respite • Caregiver and Member Well-being • Member Independence and Autonomy • Member Connectiveness and Belonging • Hospitalizations • Satisfaction and Importance of Clubhouse to Members and Caregivers Briefly report on the services provided by the program during the past reporting period. Please B-162 include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. During this past fiscal year (2022/2023), 328 unduplicated members (target: 300) spent 42,425 hours engaged in Clubhouse programming activities (target: 40,000 hours). 72 newly enrolled Clubhouse members (target: 70) participated in at least one Clubhouse activity; 53 of these new members were young adults aged 18 to 25 years (target: 12 young adults). In addition, at least 53 activities (target: 40) were held specifically for the young adult age group. For yet another year, Clubhouse exceeded the target go al of number of unduplicated members it served (328, 109% of goal). In all other measures (apart from Number of activities specifically for Young Adults) the percentage by which the actual count exceeded the target goal was higher than the previous contract year (2021/2022). In particular, the number of young adults (age 18-25 yrs.) participating in at least one Connections House Activity increased four-fold since the prior contract year! Table 1: Connections House Membership Activity 2022-23 2021-22 Increase or decrease from last year Target Goal 2022-23 Actual 2022-23 % of Target 2022-23 Comparison % of Target 2021-22 Number of unduplicated members served 300 328 109% 109% Number of Hours spent in Connections House programming 40,000 42,425 106% 99% Number of new members participating in at least one Connections House activity 70 72 103% 57% Number of young adults (age 18-25 yrs.) participating in at least one Connections House Activity 12 53 442% 83% Number of activities specifically for young adults (age 18-25 yrs.) 40 47 118% 123% Other services: In 2022-23, members helped prepare and eat 10,996 meals at the Clubhouse (target: 9,000). Although a target has not been set for rides, 671 rides were provided to members to and from Clubhouse activities, job interviews, medical appointments, and more. In addition, 283 in -home outreach visits (no target set) were provided. The decrease of in-home visits this year compared to last year is directly attributable to program shifts made in response to the lifting of COVID-19 restrictions which had impacted the delivery of Connections House programming and services in the prior programming year (2021-22). Additionally, under Project B, 42 postings (target 124) were made on the Career Corner Blog, and 39 career workshops were held (target 4), almost 10 times the number that was targeted! B-163 Table 2: Other services provided to Connections House Members 2022-23 2021-22 Increase or decrease from last year Target Goal 2022- 23 Actual 2022-23 % of Target 2022-23 Comparison % of Target or # 2021-22 Number of Meals prepared and eaten at Connections House 9,000 10,996 122% 108% Number of Rides to and from Connections House Activities No target set 671 n/a 432 In-home outreach visits No target set 283 n/a 427 Number of Blog Postings 124 42 34% 127 Number of Career Workshops 4 39 975% 425% Project C SPIRIT graduation was July 27,2022 and attended by 298 guests and 50 graduates Community Partners Picnic was August 11th at Pleasant Hill Park. 318 guests attended from 18 community- based organizations Community Partners Holiday Party was December 14th at Pleasant Hill Civic Center and was attended by 309 guests. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), e valuation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Project A data is collected upon initial membership in the Connections House, and then daily through a combination of self-completed forms, surveys, sign-on logs, and phone calls. None of the program-level outcome data is confidential and it is recorded in the program database. Any confidential information provided on individual intake forms is securely kept in the locked office of the Director of Connections House. Data from annual self-reported surveys is collected on Survey Monkey, an online survey site, and analyzed by Hatchuel Tabernik and Associates, an external evaluation firm. In June 2023, members and their family members (called caregivers in this report) were encouraged to complete our annual Connections House surveys via Survey Monkey. The number of members and caregivers completing the survey was 116 (the target was 120), of whom 28 were caregivers and 88 members. Among the 88 members who completed the survey, the average age was 46 years with 1% aged 18 -21, 7% 22-25, 22% 26-35, 15% 36-45, 26% 46-59, and 28% 60 years or older; one additional person (1%) did not report their age. The age distribution is representative of the age range of Connections House members overall. Because not all respondents answered each item, all survey data reported below reflects the responses of those completing each individual survey item. The survey percentages referenced in this report consist of those who ‘Agree’ or ‘Strongly Agree’ with the given statement. Those who responded ‘Don’t know’ or ‘No opinion’ were not included in the analysis. B-164 Caregiver Respite The data in this report represents only those caregivers completing the survey who reside in Contra Costa County (N=27). Of the 27 Contra Costa County caregivers who responded to the survey, 54% were parents or guardians of a Connections House member, 35% were siblings, 4% were Grandparents, 4% were friends and 4% were other relative (aunt, uncle or cousin etc.). Caregivers who participated in this year’s survey reported the highest level of satisfaction with 100% of respondents Agreeing/Strongly Agreeing that they were satisfied with the Connections House activities and programs that their family member attended and 100% reporting satisfaction with the Connections House activities/programs that they themselves participated. This is the same high level of satisfaction as reported last year, and in both areas the target of 75% was exceeded. The majority of the caregivers (94%) also reported that Connections House activities and programs provided them with respite care. Such respite is intended to reduce their stress and also lead to more independence for the Connections House members. A large proportion of the members (87%) agreed or strongly agreed that in the last year their independence had increased, and all of the 27 caregivers (100%) who responded also perceived that their family member had become more independent in the last year. Both these measures exceed the goals of 75% and indicate how important Connections House is to both members and caregivers. As with last year, caregiver satisfaction with programs either they or their loved ones attended remained high with an increase in reported independence of members by both the members themselves, as well as by the caregivers. Despite a slight decrease from last year in the percentage of caregivers reporting Connections House activities provided them with respite care, the percentage of agreement was still reassuringly high at 94%. Table 3a: Caregiver Respite Measures of Success: N GOAL % ACTUAL % 2022-23 % caregivers reporting Connections House activities provided them with respite care 17 75 94 % caregivers reporting high level of satisfaction with Connections House activities and programs in which their family member participated 27 75 100 % caregivers reporting high level of satisfaction with Connections House activities and programs in which they participated 19 75 100 % caregivers reporting an increase in member’s independence 27 75 100 % members reporting an increase in independence 86 75 87 Below are some responses from the caregiver and member survey about Connections House and the support and respite it provides to members and caregivers: “It gives Richard a place to go and family as he has no biological family -everyone loves and cares for him and protects him” (caregiver) “I like that it gives my niece a place to go, and she is accepted the way she is and has friends and activities.” (caregiver) B-165 “The Clubhouse is a supportive community that has made a tremendous difference in my life and my family member’s life. I truly appreciate the welcoming environment, the structured time, the fun activities, and the practical assistance with the stuff of everyday life.” (caregiver) “The community, the support, and how they helped turn around my son’s life” (caregiver) “The Connection House provide my son with a professional and fun environment where he feels safe and gives him sense of belonging. Also presents him with opportunities to benefit from the program and contribute to the cause.” (caregiver) “Even if I don’t always come, it is a huge weight off my shoulders knowing it’s here when I need it, knowing I can come in for a healthy meal, and less worried about running out of food because of the free pantry in the front.” (member) “I like the people best: members and staff. It is a real community wherein the members and staff all care for each other. I feel like Connections House is my second home, and the people are like family.” (member) “It gives me a sense of not being alone” (member) “It is a support system that I can rely on when I go through a crisis, and it gives me structure.” (member) Although no goals were set for member independence and autonomy measures, members were also asked about their independence in terms of advocating for themselves, understanding about health and wellness and ability to access healthcare services and resources. Eighty six percent (86%) of members reported an increase in their knowledge about health and wellness, and 78% reported that Connections House supported them in areas such as advocating for themselves and communicating with healthcare providers. While not substantially high, over half of the members (65%) reported an increase in access to healthcare and/or resources. This data is reflective of last year’s findings, and it is possible to infer that the support Connections House gives members in terms of healthcare knowledge and advocacy and increasing their independence may contribute to an increase in access to health services. Compared to last year’s results, members showed a slight increase in being able to advocate for themselves and communication with healthcare providers (78% compared to 73%) as well as an increase in knowledge about health and wellness (84% to 86%). There was a very slight decrease in access to healthcare resources and/or services. Table 3b: Member Independence and Autonomy Measures of Success: N GOAL % ACTUAL % 2022-23 % members reporting Connections House supporting them in areas such as advocating for themselves and communicating with healthcare providers. 85 N/A 78% % members reporting Connections House contributing to an increase in knowledge about health and wellness. 84 N/A 86% % member reporting an increase in access to healthcare resources and/or services 85 N/A 65% B-166 Member and Caregiver Well-Being Several survey items addressed improvements to the well-being of the caregivers and the members in terms of emotional, physical, and mental health. When averaging responses to self-perceived improvement of their own mental, physical and emotional well-being, 94% of caregivers agreed or strongly agreed their own health (emotional, physical, mental well-being) had improved. When asked the same questions about the well -being of their family member, all caregivers (100%) agreed or strongly agreed that their fam ily members overall health had improved. The member ratings for their own improvements in these categories averaged 84%, greater than the goal of 75%. The combined family member-rated improvement and the member's self-ratings for improvement in these areas averaged 89%. Additionally, 92% of the members reported that they had more interactions with peers during the year (75% target). Although still over 80% for both Caregivers and Members, well -being (mental, physical and emotional) was slightly lower than for the previous year with 89% of Members and Caregivers reporting an increase in their overall well-being in 2022-23 compared to 96% in 2021-22. Table 4: Member and Caregiver Well-Being Measures of Success: N GOAL % ACTUAL % 2022-23 % caregivers reporting increase in their own health (mental, physical, emotional well-being) 17 75 94% % members reporting increase in their own health (mental, physical, emotional well-being) 86 75 84% % members & caregivers combined reporting increase in their health (mental, physical, emotional well-being) 103 75 89% % members reporting an increase in peer interactions 85 75 92% Caregivers commented on how Connections House impacted the well-being of their loved one: “My son has a lot of anxiety-the staff are very patient and kind and welcoming” (caregiver) “My son is doing better than ever, more independent, got straight As in community college SPIRIT program all due to his determination and the help and support of the Connections house!!” (caregiver) “The support model provided and reinforcement of self-esteem” (caregiver) Following last year’s survey, further questions were added to the survey to understand more deeply the well - being of members and caregivers in terms of connectiveness and belonging, areas that Connections House strives to nurture. A high proportion of the Connections House members felt that they belonged to a community (86%) where they were happy with their friendships (91%) and had people to do fun things with (87%). In addition, the majority of Caregivers (83%) felt that Connections House provided them with the opportunities to meet and connect with other caregivers/family members of people recovering from serious mental illness. Although the proportion of caregivers who felt they were provided with opportunities through Connection s House to meet/interact with other caregivers/family members of people recovering from serious mental illness fell slightly (from 94% in 2021-22 to 83% in the current year) and Connections House members who felt they B-167 belonged in their community also fell slightly (from 94% to 86%), the remaining two measures of success for member connectiveness and belonging remained the same or increased. Table 5: Member Connectiveness and Belonging Measures of Success: N GOAL % ACTUAL % 2022-23 % members feel that they belong in their community 84 N/A 86% % members reporting that they have people with whom to do enjoyable things 87 N/A 87% % member happy with the friendships they have 85 N/A 91% % caregiver provided with opportunities through Connections House to meet/interact with other caregivers/family members of people recovering from serious mental illness. 18 N/A 83% Members and caregivers emphasized the importance of community at Connections House in the open comments section: “I like the communal aspect of the Clubhouse. It's nice to come here and interact with others on a daily basis.” (member) “The friendships and people you connect with there.” (member) “Working side by side with people who share my same issues, people are kind and understanding.” (member) “That I can be and work somewhere I feel I belong in, and work with others like myself.” (member) “Is good to come here and talk to good folks, the work ordered day” (member) “I love going to connections House and meeting new members and staff. I feel very appreciated and welcomed when I come in or leave for the day. Everyone helps one another here and we work as a team….” (member) “It is a nurturing community for people who in many cases have been discarded” (caregiver) “It gave him daily purpose and community” (caregiver) “My daughter has a place to go and a place to be and not isolating at home.” (caregiver) “My brother really enjoys the Clubhouse especially the social programs” (caregiver) Hospitalizations As with last year, questions about hospitalization were included on this year’s Member survey. Members were first asked if they had been hospitalized in the past year. Eleven of the eighty-eight members (12.5%) reported that had been hospitalized in the past year. Seven of the eleven (64%) reported that they had more than one hospitalization, and the majority (64%) for less than 7 days in total. These eleven members when asked whether, when compared to last year, they had spent more, less or the same amount of time in hospital: over half (55%) said less time, 27% the same and 18% more time. When asked if they felt their participation in Connections House programming helped prevent them from being hospitalized for their mental health, 7 of B-168 the 11 members who had been hospitalized (63%) responded "yes". However, when asking all 88 members if their participation in Connections House programming helped prevent them from being hospitalized for their mental health, the majority (81%) responded “yes”. When comparing this year’s hospitalization data to last year, of the 10 who were hospitalized last year, the proportion who were hospitalized for more than one episode was higher at 70%, although of those ten, 8 (80%) were hospitalized for less than 7 days in total, compared to 64% this year. In addition, 9 of the 10 (90%) hospitalized members in 2021-22 felt that Connections House programming helped prevent them from being hospitalized for their mental health compared to 7 of the 11 (63%) in this current year. Career Development Unit During the 2022-23 contract year the Connections House made career support services available to all members including the 86 members working in paid employment and the 36 members who attended school during this period. The Connections House provided suppo rt to all members who worked and attended school during the contract year including the 17 who began jobs during the year and the 7 who returned to school. Of the members completing the member survey who used career services (n=60) 82% said they were satisfied or very satisfied with the services related to employment or education (target 75%). During the contract year Connections House members completed personal career plans (19 had employment goals and 11 had education goals). Nineteen members (100%) of members who indicated employment as a goal in their career plan successfully completed their goal and were referred to employers, applied for jobs, and/or had a job interview within three months of indicating the goal (target 80%). In addition, 11 ( 100%) of the members who indicated education in their career plan as a goal (i.e., return to schoo l/finish degree/enroll in a certificate program) successfully completed their goal and were referred to appropriate education resources within 14 days (target 80%). Table 6: Career/ Educational Development of Clubhouse Members Measures of Success: N GOAL % ACTUAL % 2022-23 % members satisfied/very satisfied with services related to employment/education (of those using Career Unit services) 60 75 82% % members referred to appropriate education resources within 14 days (of those indicating education as goal) 11 80 100% % members referred to appropriate employment resources, applied for a job, or had a job interview within three months (of those indicating employment as goal) 19 80 100% Some of the comments made on the surveys about employment and education include the following: “My son has a job because of the Clubhouse. He has been transformed! I have not had my son do so well is such a long time-he is now a provider!” (caregiver) “Being able to receive education/employment support, having activities to participate in, and being able to access community resources and build my life away from parents.” (member) “The Clubhouse helped me get back to school and to work, I couldn’t have done that without their support” (member) B-169 When asked how Connections House could improve their vocational support, including education and employment, some members emphasized the need for a little more support in these areas: “Better support and networks with different agencies to help accelerate the process for those that are comfortable” (member) “More support and resources to do what we like, like help on becoming a cartoonist” (member) “I wish there was more. Like I said, I always feel a little lost when I’m here. I would really like some help going back to school, but some of the pre-covid programs don’t seem to have re-started.” (member) “More opportunities for career development and employment support.” (caregiver) Importance of Clubhouse programs to Members and Caregivers Connections House Members and Caregivers were asked to indicate how satisfied they were with the different programs and activities provided by Connections House during the 2022 -23 contract year. Table 7 shows the percentage of members and caregivers were satisfied or very satisfied with the program. Those who did not participate in the program or whose family member did not participate did not respond to the survey item. Overall, members were highly satisfied with activities and programs they attended in the last year (93%). As can be seen from the responses in Table 7 , members and caregivers alike were satisfied or highly satisfied with Clubhouse programs, with a satisfaction rate of over 90% for most programs and activities, excluding Rides (82%) and Career Development Unit (82%) for Members only. Caregivers demonstrated a satisfaction rate greater than 90% for all programs, the lowest being at 92% for the Rides program. These rates of satisfaction are comparable to last year’s figures, although satisfaction with the rides program had increased for the Caregivers from 75% to 92% and from 83% to 88% for the members. However, although satisfaction of the Career development programming increased for Caregivers from 90% to 94%, there was a drop in satisfaction for the members from 96% to 82%. Table 7: Member and Caregiver Satisfaction with Program Activities that Member or Caregiver's Member Participated in (% Satisfied/ Very Satisfied) % Very/Somewhat Satisfied (N) Clubhouse Programs/Activities Member Caregiver Evening Programming (e. Putnam Gamers, Music Appreciation, Time to Unwind, Writing/Reflecting) 98% (59) 100% (17) Weekend Activities 98% (53) 100% (21) Holiday programs 97% (58) 100% (22) Meals 96% (75) 100% (22) Young Adult Activities 93% (27) 100% (9) Work-Ordered Day (Monday – Friday daytime activities 92% (66) 100% (26) Healthy Living Program 92% (47) 100% (12) Healthy Silvers Activities 91% (32) 100% (8) Rides Program (transportation to/from Clubhouse) 88% (34) 92% (12) Career Development Unit (assistance with education and/or employment) 82% (60) 94% (16) Finally, both members and caregivers were separately asked to rank 10 Connections House programs/activities in order of importance to them. Programs/activities were ranked from 1 -5 in terms of B-170 importance. Using a point system where #1 Rank carried 5 points and #5 Rank carried 1, point, rankings were averaged for each activity and the highest mean indicated the most satisfactory activity. For the members the top three ranked programs/activities were Meals, Young Adult Activities & Work Ordered Day compared to last year (2021-22) where Holiday program, Healthy Living Program and Rides Program were the top 3 for members. For caregivers, the top ranked activity/program was Work Ordered Day, followed by Meals, and Rides, a change compared to last year where the top-rated activities in terms of importance were Healthy Living, followed by Holiday Program, and Young Adult Activities. This difference may be attributed to priority changes that have come about with the lift of Covid restrictions. Table 8: Ranking of Program Activities in terms of Importance by Caregiver and Member Mean (N) Clubhouse Programs/Activities Member Caregiver Meals 3.92 (63) 3.74 (19) Young Adult Activities 3.83 (12) 1.68 (6) Work-Ordered Day (Monday – Friday daytime activities 3.77 (53) 4.30 (20) Weekend Activities and Outings 2.94 (49) 2.67 (18) Career Development Unit (assistance with education and/or employment) 2.81 (42) 3.64 (14) Evening Programming 2.80 (49) 2.80 (15) Healthy Living Program 2.79 (19) 2.75 (4) Healthy Silvers Activities 2.48 (23) 3.00 (2) Rides Program (transportation to/from Clubhouse) 2.41 (34) 3.17 (6) Holiday programs 2.16 (37) 1.94 (16) *program/activities ranked for Members Members and Caregivers were asked what they would like to change about Connections House and/or how to improve the programming overall. Both members and Caregivers had suggestions that focused on transportation: “I would like more rides to be able to get to Clubhouse more often” (member) “Providing car service to activities and to the club house” (member) “Transportation, I need transportation support home because I walk to Bart and then from Bart to home.” (member) “It would be helpful to have more rides available as the county is large and can be difficult to get an older person around” (caregiver) “Provide transportation to members to and from connections house. Invite guest speakers to teach and encourage members ways to improve their personality and wellbeing” (caregiver) Members had some specific suggestions for activities: “I would like to start our bowling league, except if a bowler can’t be there on a particular night another bowler can take his place.” (member) B-171 “There should be other holiday parties/ celebrations other than Christian ones” (member) “a little more structure towards returning to work or school. I feel like the work ordered day is geared towards making the clubhouse run, but not beyond” (member) “Add more art projects in Wednesday evenings” (member) “Would like to be able to do administrative tasks, like we used to do in DREEAM, every day. I will do hospitality tasks to help out, but do not enjoy this.” (member) Caregivers had suggestions for how to involve them more in activities, but also shared many positive affirmations for Connections House: “Looking for more ways to find a sense of purpose...more outings as a group within the community both as fun activities and volunteering.” (caregiver) “Present/Improve Parents/guardians participation in program and activities alongside loved ones.” (caregiver) “Having the Clubhouse for __ has made my life easier as I am responsible for his care .” (caregiver) “Our family is grateful to the Clubhouse; it helps our family because we know __ is in a safe place” (caregiver) “It has given my loved one a sense of purpose (volunteering in the kitchen preparing meals).” (caregiver) “An essential community service with good results… “ (caregiver) “I am grateful that the Clubhouse is growing and thriving” (caregiver) “I am so happy to have this wonderful place and so is my family, we are forever grateful” (caregiver) Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserv ed; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non - stigmatizing and non-discriminatory. The Mental Health Service Act designed to expand and transform California's behavioral health system to better serve individuals with, and at risk of, serious mental health issues, and their families. MHSA addresses a broad continuum of prevention, early intervention, and service needs and the necessary infrastructure, technology, and training elements that effectively support the public behavioral health system. Connections House (formerly Putnam Clubhouse) is an intentionally formed, non-clinical, working community of adults and young adults diagnosed with SMI. The Clubhouse Model OF Connections House followed has been designed to promote recovery and prevent relapse. Connections House operates under the belief that participants are partners in their own recovery—rather than passive recipients of treatment. That’s why participants are intentionally called members rather than patients, clients, or consumers. These members B-172 work together as colleagues with peers and a small, trained staff to build on personal strengths, rather than focusing on illness. The term “member” reflects the voluntary, community -based nature of the Connections House, making clear that members are significant contributors to both the program and to their own well- being. Thus, the term “member” is empowering rather than stigmatizing. Connections House membership is voluntary and without time limits. It is offered free of charge to participants. Being a m ember means that an individual is a valued part of the community and has both shared ownership and shared responsibility for the success of Connections House. All activities of Connections House are strengths-based, emphasizing teamwork and encouraging peer leadership while providing opportunities for members to contribute to the day -to-day operation of their own program through what’s called the work-ordered day. The work-ordered day involves members and staff working side-by-side as colleagues and parallels the typical business hours of the wider community. Work and work-mediated relationships have been proven to be restorative. Connections House participation reduces risk factors while increasing protective factors by enhancing social and vocational skill building as well as confidence. The program supports members in gaining access to mainstream employment, education, community-based housing, wellness and health promotion activities, and opportunities for building social relationships. Connections House operates under the belief that every member has individual strengths they can activate to recover from the effects of mental illness sufficiently to lead a personally satisfying life. Fundamental elements of the Connections House Model include the right to membership and meaningful relationships, the need to be needed, choice of when and how much to participate, choice in type of work activities at Connections House, choice in staff selection, and a lifetime right of reentry and access to all Connections House programming including employment. Additional components include evening, weekend, and holiday activities as well as active participation in program decision-making and governance. Peer support and leadership development are an integral part of Connections House. The programming also incorporates a variety of other supports include helping with entitlements, housing and advocacy, promoting healthy lifestyles, as well as assistance in finding quality medical, psychological, pharmacological and substance abuse services in the wider community. Connections House experience has been proven to result in positive outcomes for many members, including: • Employment, with longer on-the-job tenure for members engaging in Connections House Transitional Employment. • Cost effective, compared to other mental healthcare approaches. The cost of Connections House estimated to be one-third of the cost of the IPS model; about half the annual costs of Community Mental Health Centers; and substantially less than the ACT model. • A significant decrease in hospitalizations as a result of membership in a Connections House program. • Reduced incarcerations, with criminal justice system involvement substantially diminished during and after Connections House psychosocial program membership. • Improved Well-Being compared with individuals receiving psychiatric services without Connections House membership. Connections House members were significantly more likely to report they had close friendships and someone they could rely on when they nee ded help. • Better physical and mental health. A recent study suggests that service systems like Connections House that offer ongoing social supports enhance mental and physical health by reducing disconnectedness. B-173 In Fall 2020, Fountain House launched the Care Responders campaign to advocate locally or statewide for public health responses to mental health crisis. Care Responders is currently active in 6 locations across the country including New York City, Michigan , Cleveland, Washington, San Antonio and California. In each jurisdiction, we paired a local public affairs partner with local clubhouse staff and membership. The results: Our partner Connections House members and staff are leading coalitions and have a se at at the table with local elected and agencies. In several sites, our campaign has also fought to fund 988 as an alternative mental health crisis line to 911, which has racist roots and is not trusted by many of our constituents. Since 2011, Connections House (formerly Putnam Clubhouse) has been continuously accredited by Clubhouse International, the SAMHSA-endorsed, evidence-based recovery model for adults with serious mental illness. All Connections House programming meets the 37 standards of Clubhouse International. A rigorous accreditation process and maintaining fidelity to the model require Connections House to provide comprehensive program data to Clubhouse International annually, participate in ongoing external Clubhouse training, conduct structured self-reviews, and receive an onsite reaccreditation review every three years by Clubhouse International faculty. Learning about, discussing, and adhering to the 37 standards of the model are built into the work-ordered day structure. All program staff and program participants of Connections House commit to following the standards during program activities. Program participants are included in all aspects of program evaluation and accreditation. In 2021/2022 Connections House, in collaboration with Fountain House, introduced social practice into our programs. Social Practice Pioneered by Fountain House and implemented in clubhouses across the world, the social practice model is a unique blended community of both mental health professionals and peers working together to foster a specific environment for recovery. This practice has successfully addressed symptoms associated with mental illness that are not directly managed through medication alone, such as social isolation, social withdrawal, apathy, the absence of self-confidence and self-worth. Social Practice is a specialized form of therapy that uses the setting of an intentional community to assist people in their mental health recovery. It focuses on a community-based approach of helping individuals learn new skills, hone their talents, build dignity, develop a sense of belonging, and make progress towards their goals. Recovery can be personal, that is — the process of regaining control over one’s life in a social environment or can be one of the common outcomes in clubhouse programs - the reduction in hospitalizations, independent housing, and gainful employment. Intentional Communities are social environments designed to combat social isolation as persons living with mental illness are often faced with barriers to access community due to stigma and discrimination. The intentionality of the group offers a safe space and the opportunity t o foster mutual support between mental health professionals and peers. The Five Elements of Social Practice People living with a history of mental illness or living with a serious mental illness may often experience challenges such as trust issues, social injustices and marginalization, lack of self -worth, low motivation, stigmatization, social isolation and alienation. The five elements of social practice are practical ways to understand and address these common experiences: B-174 1. Transformational/Social Design 2. Engagement 3. Relationship development 4. Integrated feedback & Intervention 5. Transitional Environments In December 2022, Connections House attended a 10-week training on social practice offered through Fountain House to learn how to further integrate these practices into Connections House programming. Include examples of notable community impact or feedback from the community if applicable. Quotes from the community are included throughout this report. \ B-175 AGGREGATE REPORT AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 297 31 328 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 317 11 328 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 11 AFRICAN 23 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 6 ASIAN 10 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 26 CHINESE 2 WHITE/ CAUCASIAN 242 EASTERN EUROPEAN 0 HISPANIC/ LATINO 7 FILIPINO 2 NATIVE HAWAAIAN/ PACIFIC ISLANDER 1 JAPANESE 1 OTHER 8 KOREAN 1 DECLINE TO STATE/ DATA NOT CAPTURED 22 MIDDLE EASTERN 2 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 VIETNAMESE 1 MORE THAN ONE ETHNICTY 14 Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 328 B-176 OTHER 272 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 57 CENTRAL AMERICAN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 MEXICAN AMERICAN 1 PUERTO RICAN 0 SOUTH AMERICAN 2 OTHER 268 SEXUAL ORIENTATION: HETEROSEXUAL 235 QUESTIONING / UNSURE 2 GAY / LESBIAN 9 ANOTHER SEXUAL ORIENTATION 1 BISEXUAL 2 DECLINE TO STATE/ DATA NOT CAPTURED 76 QUEER 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 164 MAN 162 FEMALE 130 WOMAN 130 DECLINE TO STATE/ DATA NOT CAPTURED 34 TRANSGENDER 3 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 GENDERQUEER / NON-BINARY 2 QUESTIONING 2 ANOTHER GENDER IDENTIY 0 DECLINE TO STATE/ DATA NOT CAPTURED 29 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 B-177 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 6 NO 189 NO 102 DECLINE TO STATE/ DATA NOT CAPTURED 239 DECLINE TO STATE/ DATA NOT CAPTURED 220 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 DISABILITY STATUS: DISABILITY TYPE: YES 276 DIFFICULTY SEEING 29 NO 17 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 4 DECLINE TO STATE/ DATA NOT CAPTURED 35 PHYSICAL MOBILITY 38 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 CHRONIC HEALTH CONDITION 56 OTHER 114 DECLINE TO STATE/ DATA NOT CAPTURED 87 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 COGNITIVE DISABILITY: YES 9 DECLINE TO STATE/ DATA NOT CAPTURED 106 NO 213 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 328 B-178 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 54 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 48 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 23 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 23 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 1month* AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2.5 *This is a self-report number that can be difficult to obtain from our members B-179 NATIVE AMERICAN HEALTH CENTER -RICHMOND NATIVE WELLNESS CENTER FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION x EARLY INTERVENTION x OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT x SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE x OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Provide outreach, prevention and early intervention services to increase recognition of early signs of mental illness. • Assist community member’s access to culturally appropriate mental health services. • Host culturally appropriate Native American cultural groups, community events, workshops, and classes that increase social connectedness, cultural connection, and member’s awareness of community/county resources. • Engage 150 community members in prevention and early intervention services programming through weekly prevention groups, referrals and outreach. • 93% of our members utilizing referral services were successful in accessing services over a 12- month period. B-180 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Target Population Native American families and other residents of the surrounding Richmond communities. In addition, local contra costa county community-based organizations, health care providers, social services providers, and faith-based organizations. As well as employers and schools. Program Setting(s), Types of Services Despite the continued impact of COVID-19, the Native American Health Center continued to use the strategy of outreach by providing prevention and early intervention services to increase the awareness of early signs of mental illness, assist community members to access culturally appropriate mental health services. We accomplished this through virtual Native American cultural groups, community events, mental health and wellness workshops. These services increase social connectedness, cultural connection, and general awareness of community and county resources to improve member’s ove rall well-being while providing an opportunity for linkages to other required services. Strategies/Activities Utilized to Provide Access and Linkage to Treatment From July 2022 to June 2023, Native American Health Center (NAHC) served the Contra Costa County Native community as well as underserved and underrepresented populations. NAHC strongly believes that culture is prevention and integrates Native American cultural practices and traditions throughout our programming. Throughout Contra Costa County, we provide advocacy for the needs of the community and build partnerships with local organizations within our PEI network and throughout Contra Costa County. These partnerships have grown the network of potential responders for our service population. We are able to increase access and linkages to treatment are unique to each individual’s needs and medical preferences. For example, most of the time we are using the 211-phone number to connect members to services. Typically, we call together with the member to ensure timely access to care. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. The Center’s program evaluation uses an electronic health record system and a web -based project management system to manage and track data such as member demographics, participation and satisfaction surveys. We discuss the data along with regular debriefs on services at the weekly program status meeting. Additionally, we use a Plan, Do Study, Act approach to improve programming informed by qualitative and quantitative data. A key piece of community feedback is collected through our annual satisfaction survey normally administered twice a fiscal year. However, due to unforeseen circumstances our program ended early and because of this we are unable to administer the survey. B-181 Outcome 1: Engage 150 community members through prevention service programming. Result: This fiscal year we engaged 194 community members through prevention programming. Outcome 2: 65% of our members utilizing referral services will be successful in accessing (connecting with) services over a 12-month period. Result: 93% of the members who accessed individual referrals services were successfully linked to the requested aid, such as food, behavioral health. Outcome 3: Program staff will participate in 10 outreach events or activities throughout the course of the year. Result: Program staff participated in events or activities throughout the course of the year. Outcome 4: 10 participants, including NAHC staff, community members, volunteers and interns, and partner agencies will be trained in Mental Health First Aid. Result: This fiscal year, we NAHC trained 1 intern and 1 staff in prevention and intervention modalities. This Staff participated in Question Persuade and Refer, an emergency response training to self -harm and suicide. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Historical traumas and mistreatment have resulted in the Native community disproportionately experiencing generational poverty, substance abuse, and mental illness. NAHC aims to address these social determinants of health using a cultural framework. We focus on overall wellness, recovery, and resilience. These principles are embedded in traditions and culture and are aligned with MHSA values. Our philosophy, culture is prevention, is the driving force behind our service strategies and goals. Traditions and culture are embedded in all our programming. Exposing members to traditional practices has been proven to reduce stress by providing an outlet as well as played a key role in promoting healing from historical trauma (which we as a community understand causes those to suffer from mental illnesses). Participants report feeling a sense of belonging to community through our groups and events. The social connectedness and pride developed here directly supports wellness and recovery. It allows individual members to build relationships and prevent isolation. Our program builds upon the resiliency of our members to empower them toward the goal of self-sufficiency and self-efficacy. NAHC also takes an intentional approach to bridging both western and traditional modalities. We integrate health related topics such as nutrition, diabetes prevention and management, self -care strategies, and insurance eligibility are all discussed in a group or event setting. Topics are covered sensitively and are mindful of language and presentation style. The values of NAHC strongly enforce a drug and alcohol -free policy while also encouraging healthy lifestyle choices outside the center. We offer events focused celebrating sobriety and recovery as well as referrals to drug and alcohol counselors. Native Wellness Center staff are specifically trained in Mental Health first aid, trauma-informed care, suicide prevention and intervention, and are well versed in identifying outside resources useful to members. Our Community Health Workers, serve as system navigators bridging relationships with local agencies, and ensuring members are linked with reliable providers internally and externally. B-182 Lastly, external outreach efforts are targeted toward visibility of our program and advocacy for the community. NAHC ensure our presence on various committees as well as our involvement in a number of city, county, and overall healthcare events, meetings, and groups. By doing this we provide an outlet for our staff to advocate and provide a voice for our member population. The Native community has a history of misrepresentation and under-representation. This community has its own unique identity and rich hi story to be proud of and it is our intention to represent so accurately and effectively. Include examples of notable community impact or feedback from the community if applicable. Our program participants are the heart and soul of our community at the Native American Health Center. Before the pandemic, the Native American Health Center played a vital role in the community for support and a safe space from the busy city life. We created a drop-in space where members can come in and have a safe space to relax and remove themselves from environments that may cause stress or be triggering to bad habits. Throughout these difficult years of the pandemic, many of our members expressed their gratitude for the program and staff despite not being able to meet in person. For example, one of our long-term houseless community members committed to sobriety and finding a home and stable income. Throughout many obstacles and hardships, this individual landed a job and a spot in a shelter that eventually led to stable housing. The member expresses gratitude for the cultural groups and events that helped him stay sober throughout this pivotal time in his life. B-183 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 194 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 4 2 18 7 163 194 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 30 1 163 194 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 30 ASIAN INDIAN/ SOUTH ASIAN ASIAN 3 CAMBODIAN BLACK/ AFRICAN AMERICAN 1 CHINESE WHITE/ CAUCASIAN 2 EASTERN EUROPEAN HISPANIC/ LATINO 2 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 156 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 VIETNAMESE MORE THAN ONE ETHNICTY B-184 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 194 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 194 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN FEMALE WOMAN DECLINE TO STATE/ DATA NOT CAPTURED 194 TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 194 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 B-185 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 194 DECLINE TO STATE/ DATA NOT CAPTURED 194 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 194 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 194 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 194 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 194 B-186 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 13 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 10 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: n/a AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2 B-187 OFFICE FOR CONSUMER EMPOWERMENT (OCE) - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): PREVENTION EARLY INTERVENTION OUTREACH X STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • The Committee for Social Inclusion, a stigma and discrimination reduction initiative supported by OCE staff, facilitated 11 monthly committee meetings and 11 monthly planning sessions including participation from 58 community members (duplicated). • Committee members, in addition to OCE support staff, engaged in tabling and outreach at 11 community events, interacting with 585 members of the public while sharing mental health resources and information on reducing stigma. • As part of OCE’s coordination of the countywide Wellness Recovery Action Plan (WRAP) program, county-employed Advanced Level Facilitators led 3 WRAP Seminar II trainings with 37 participants representing staff from county-operated programs and community-based organizations. Participants obtained training on facilitating the evidence -based practice of WRAP in group settings. • County-employed WRAP Facilitators, in coordination with OCE, facilitated 9 WRAP Seminar I trainings with a total of 77 participants, including SPIRIT 2023 students and clients from East and B-188 Central County Adult Behavioral Health, as well as Forensic Mental Health. Participants learned how to complete their own personal WRAP. • County-employed facilitators provided 1 on 1 WRAP facilitation with 8 clients at East County Adult Behavioral Health, in coordination with OCE. • Overcoming Transportation Barriers (OTB) Flex Funds processed 10 requests on behalf of clients and/or caregivers for one-time financial assistance for transportation-related needs to help sustain appointment attendance with county-operated behavioral health programs. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Social Inclusion targeted its efforts towards clients, family members, and members of the community broadly with a focus on educating people of every background about the detrimental effects of internal, external and institutional stigma and discrimination while uplifting the values of wellness, recovery, and resiliency for every person. Committee meetings continued transitioning from pandemic-era, virtual-only format to increasingly frequent in-person and/or hybrid meetings, with one at Antioch Peer Connections Center in May 2023. WRAP targeted clients of county-operated programs and community-based organizations (CBOs) with groups taking place at various county and CBO locations. WRAP centered on training facilitators to educate their peers to utilize the evidence-based practice as a resource for personal wellness, with clients being empowered to lead and guide their own recovery journeys. OTB Flex Funds fulfilled transportation -related needs to assist clients and caregivers in getting to their behavioral health appointments. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. As Social Inclusion continued outreaching through more in-person meetings and tabling events, the footprint of the initiative grew, taking the message of recovery and wellness to greater populations. The training of new WRAP facilitators expanded the reach of that program to include more clients in participation and more favorable outcomes for their wellness. OTB Flex Funds worked to improve client and caregiver access to appointments, facilitating better health outcomes for individuals seeking services. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Social Inclusion reflects MHSA values through emphasizing the importance of wellness and recovery in every person’s life and the imperative of eliminating stigma in our community. WRAP promotes self -determination in pursuing wellness for the populations served by the behavioral health system of care. OTB Flex Funds promotes access to services through aiding clients and caregivers in getting to appointments. Include examples of notable community impact or feedback from the community if applicable. Social Inclusion Committee members collaborated to design a new Social Inclusion T -shirt with the slogan B-189 “Hope Starts with Us: We Are People, Not Cases.” Members wore the shirts at a Mental Health Awareness Month Board of Supervisors Proclamation that same month. Training of additional WRAP facilitators increased the visibility of the program in different are as of the county. B-190 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 738 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) X LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) X IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE AFRICAN AMERICAN INDIAN/ ALASKA NATIVE ASIAN INDIAN/ SOUTH ASIAN ASIAN CAMBODIAN BLACK/ AFRICAN AMERICAN CHINESE WHITE/ CAUCASIAN EASTERN EUROPEAN HISPANIC/ LATINO FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED X MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) VIETNAMESE MORE THAN ONE ETHNICTY B-191 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED X CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED X QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN FEMALE WOMAN DECLINE TO STATE/ DATA NOT CAPTURED X TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-192 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED X DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED X PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED X TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED X NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) B-193 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES N/A NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES N/A NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE N/A AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: N/A AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES N/A B-194 PEOPLE WHO CARE CHILDREN ASSOCIATION - PEI ANNUAL REPORTING 2022 -2023 FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • Provide green jobs, financial literacy, and vocational training for one-hundred-fifty (150) to two- hundred (200) students in its Clinical Success After-school Program • Provide incentives to students participating in the green jobs/financial literacy programs • Conduct classes and projects at the program site and other properties made available to PWC in the community • Make available one-part-time mental health clinician (intern) to provide clinical services to clients and client families • Hire one full-time Licensed Therapist (i.e., LSW, LMFT, etc.) to provide clinical services to clients and client families • Negotiate Memorandum of Understanding with Pittsburg Unified School District to provide clinical services to students needing services on and off school sites B-195 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. PWC served 220 unduplicated at-risk clients (at-risk of dropping out of school or turning to crime) in its Clinical Success After-school Program this past reporting period. The PWC program aims to help clients build self-esteem, navigate adolescence's pressures, and cope with trauma. The PWC program implements strategies to engage at-risk clients to prevent further psychosis and juvenile criminal justice system involvement. PWC Clinician (Doctoral Intern Part-time) Tom Jorgensen provided mental health preventative service opportunities to fifty-three (53) clients and client families, some experiencing depression and anxiety. In November 2022, PWC successfully obtained funds from Contra Costa Behavioral Health to hire a full-time Therapist. PWC will continue to network with the Hume Center in Pittsburg to hire for this position. We hope to employ this individual by the end of October 2023. Through the Entrepreneurial and Financial Literacy Education component, PWC incentivized twenty-two (22) unduplicated clients in the Entrepreneurial Training Program lasting four weeks. Clients learned pricing (calculating profit and estimating expenses), target market/audience, the 4 Ps of marketing, competition, etc. Since 2011, PWC has conducted its annual Therapeutic Summer Program, which includes hiking and other activities in various state parks, and as a result of PWC's history of attending multiple state parks in Contra Costa County during its Summer Program, the East Bay Regional Park District reached out to PWC for collaborative opportunities. In its Green Jobs Training Program this year, in collaboration with the EBRPD, PWC's clients participated in the program with the goals of connecting the Regional Parks, sharing stories, creating interpretive content related to the themes of parks, and learning about a variety of staff positions while building social skills applicable to employment at EBRPD. Thirty-eight (38) unduplicated youth and eleven (11) families participated in the youth development program on field trips to the various parks. Ten (10) clients were provided $500 each by the EBRPD for participating in the Thurgood Marshall Regional Park: Home of the Port Chicago 50 job training program centered around social justice and parks. In addition, through its program's Community Service component, PWC successfully supported eighty -four unduplicated clients by providing incentives or community service hours (those assigned community service hours) for their leadership and participation b y engaging them in community events and participating in various city and cultural events. One hundred and six (106) unduplicated clients performed 3,036 hours volunteering at events such as the Juneteenth, Cesar Chavez, Martin Luther King (MLK) Birthday Celebrations, etc. The Pittsburg Unified School District, Probation, and courts primarily assigned students community service hours due to attendance and behavior. In addition, two (2) of its bi-lingual clients earning incentives working with staff members participated in the Contra Costa Cares Program, pre-enrolling undocumented individuals in Medi-Cal. Finally, due to PWC's success in providing programs for at-risk youth, PWC is collaborating with the Pittsburg Unified School District to provide as a pilot program vocational training, mentoring, counseling, and peer group support to its students at the t hree middle schools (Rancho, Hillview, and Martin Luther King Junior, and one elementary school, Willow Cove Elementary) this upcoming 2022-23 school year. B-196 Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. PWC measures clients' risk, protective factors, and mental, emotional, and relational functioning through an initial Pre-Survey, quarterly follow-up Surveys, and a final Post Survey. In addition, clients often self -report their emotional state to staff during PWC events, at the office during PWC after-school hours, or through text and telephone check-ins. Therapy clients self-report functioning weekly, with additional feedback provided through clinician discussions with caregivers. Therapy clients primarily meet in person, though telephone and Zoom sessions are also provided. Offering therapy clients options for session modality, access to staff members, and invites to PWC events has kept clients engaged and connected. They are welcomed to myriad offsite and on-site programs throughout the week to foster a sense of belonging, build resilience and enhance emotional stability. Our staff is a diverse group of professionals from African American, Latinx, and Caucasian backgrounds. PWC's staff receives weekly consultation in partnership with Porta Bella Hume Counseling Center in its work setting. Additionally, our Office Manager and Program facilitator speak fluent Spanish to communicate and support many clients/families from Spanish -speaking homes. Our data-collecting methods help in regard to maintaining clients' confidentiality. Client's confidential personal data are assured by following strict guidelines for collecting and managing the client's information. Clinical data are being filed away at the Hume Center, while clients' program information is locked in the PWC office in double -locked file cabinets away from the reach of our clients. EVALUATION FINDINGS Metrics such as improved school attendance, decreased incidents of behavioral problems, and completed community hours support the efficacy of our program. School Day Attendance Data from Pittsburg Unified School District (PUSD) PWC acquired this data through connections made at Unified School Districts in East Contra Costa County and staff from our participants' schools. PWC secured permission from parents/guardians. Probation Data from the Contra Costa County Juvenile Services Department PWC acquired data on recidivism from the Contra Costa County Juvenile Services Division that reported on the number of students who committed an offense, re -offended, or went to the juvenile hall while participating in the PWC After-School Program. Summary of Findings (Actual Outcomes as Compared to Target: Fiscal Year 2022-2023) Outcome Measure Target Actual Percent 50% of the total number of Youth Green Jobs/Financial Literacy Training Program participants will increase their knowledge and skills related to entrepreneurship, financial literacy and personal finance, environmental justice, and sustainability according to program curricula for the duration of their program participation. 50% 100% 200% 65% of the youth program participants will show improved youth resiliency factors (i.e., self-esteem, relationship, and engagement.) 65% 81% 124% B-197 75% of the youth program participants will not re-offend for the duration of their program participation. 75% 100% 133% 70% of youth participants will report that they have a caring relationship with an adult in the community or at school during their program participation. 70% 80% 114% There will be a 60% increase in school day attendance among youth participants for the duration of their program participation. 60% 86% 143% There will be a 60% decrease in the number of school tardiness among the youth participants for their program participation. 60% 90% 150% Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. PWC's triage assessment approach aims to ensure that clients receive timely and appropriate levels of care. Depending on client needs, this approach offers clients preventative services through participation in PWC community programs, individual and group therapy, and referrals to additional outside services. Under the triage model, participants complete an intake packet, identifying their unique reasons for working with PWC. Our Peer Counselor, Mr. Jose, meets all clients to review their intake information , discuss client needs, and determine community resources currently being used. Our Resource Specialist, Ms. Pope, examines the intake packet plus additional information gathered by the Peer Counselor and then determines which PWC services would most benefit the client. Ms. Pope also links families to other community services such as food providers, housing support specialists, and medical providers if needed. Clients identified during the initial assessment phase as likely to benefit from further mental health support are referred to the clinician. The clinician reviews the intake information and then contacts the client and caregivers to introduce himself, explain the clinician's role, learn more about what is going on for the client, and set a time for weekly therapy sessions. During the initial session, the clinician explains confidentiality, limits to confidentiality, and informed consent. The clinician also builds rapport, further assesses client needs, and develops a treatment plan to reduce the client's symptoms within a brief therapy framework. Under the triage model, clients not referred for therapy upon intake may later be referred by staff. As youth begin to participate in events and become familiar with staff, they at times share new information or show signs of distress. Ms. Adriana and Mr. Jose are crucial in identifying and linking clients to PWC's psychological services. Their cultural competence and bi-lingual skills facilitate rapport, trust, and open communication, and they are keen observers of possible client distress. Moreover, on some occasions, clients reveal to trusted staff resource needs previously unmentioned during intake, and PWC staff can then provide the necessary referrals and linkages to outside services. All staff are mindful of cultural differences and possible stigma re lated to mental health services, and staff approach client and family struggles with understanding, compassion, and acceptance. Our sensitive and open communication, internal referral system, and clear protocols all play a vital part in making the triage model work – a model which greatly reduces barriers to accessing mental health services. PWC essentially operates under a continuum of care model. For most participants, PWC's values-based community programs led by emotionally sensitive and culturally competent staff provide a safe space for clients to process their unique life situations, build healthier relationships, gain confidence, develop problem -solving skills, and build resilience. In addition, PWC's programs -- including experiential outings, community service B-198 projects, and in-house events -- provide opportunities for clients to cultivate their curiosity, practice serving others, establish relationships in the community, and make new positive peer connections. In those cases where clients are experiencing particularly elevated levels of distress, a higher level of care in psychological services is also provided. Due to the high levels of stigma related to mental health, PWC strives to reduce resistance to exploring therapy. This year the clinician participated in several PWC events, and clients could see the clinician as just another regular person and interact with him outside the formal intake process. PWC also held an event where clients could discuss their therapy experiences. One client, in particular, expounded eloquently to the group about the benefits of therapy in her life. By normalizing mental health services and restorative conversations, we de - stigmatize and dismantle preconceptions about therapy and mental health care. It is no secret t hat mental health disparities are rampant in underserved communities, and our program provides much -needed support to our community. Include examples of notable community impact or feedback from the community if applicable. Clinician Vignettes: Alejandra is a client whose mom came to PWC seeking services for her daughter due to concerns about drug use, fighting, restricted food intake, and the client’s overall mental health. Alejandra enthusiastically engaged in therapy, exploring how childhood stressors and traumas might relate to current patterns of thinking and behaving. She also explored how she is impacted by family dynamics and how they might be understood in relation to her caregivers’ life experiences, including immigration and their child hood stressors. Alejandra says she greatly values therapy as a place where she feels understood, never judged, and learns new ideas without feeling pressured to accept those ideas. She says, “I now think I can be the better person I want to be.” Alejandra has become aware that prior patterns of fighting or using substances might be related to feeling unheard, and she has been experimenting with expressing herself outside of therapy. For example, she recently described a significant interaction during a city event that PWC attended. Alejandra and other PWC participants felt mistreated by an adult manning a concession stand (unrelated to PWC), and she noticed herself having an urge to confront the person physically. When she realized this was not an option, sh e wanted to cry. Rather than sit with these conflicting emotions, she chose to tell Ms. Pope what was happening. Alejandra felt heard, respected, and validated by Ms. Pope, and she noticed herself thinking, “I wish my family could react to things this way.” She also remarked that regardless of how her family reacts, she can choose different ways of relating to herself. Giovanni is a client whose mom sought therapy over concerns that Giovani was isolating himself from the family, failing a class at school, and having arguments with his dad (including a recent physical altercation). During individual therapy, Giovanni expressed feeling misunderstood by his parents about why he was struggling in class and angry towards his dad due to his dad’s reactive response. During family sessions, members reminisced about earlier times when the family felt more harmonious, and the parents expressed a desire to return to those times. Giovanni agreed that the family felt harmonious during his childhood, but he also felt that his parents needed to allow him more independence as he moved into adulthood. Dad shared that as an immigrant with only a grade school education, his job prospects had been limited to manual work and that he hoped Giovanni would have more opportunities in life. Giovanni’s poor class grades, combined with his increasing isolation from the family, were causing Dad to become angry and reactive. After the clinician validated Dad’s concerns and described how positive parenting skills might be useful, Dad agreed to experiment with different ways of communicating with Giovanni. After a few sessions, Giovanni and his parents exp ressed that home life had improved, and Giovanni figured out a solution for the class he was failing. Giovanni decided he no longer needed therapy, despite also noticing that he is shy and needed to “work on (his) social skills.” Rather than continue therapy, he decided that attending PWC events and interacting with other participants would be sufficiently B-199 helpful for him. Christian was brought in for therapy by his mother due to symptoms of depression and anxiety, including fear of leaving the house, not engaging in hobbies, avoiding family interaction, and acting grumpy towards his sister. In therapy, Giovanni shared his fears about social interaction, his anxiety about his emotional reactivity, and his concerns about feeling unsure of how to establish himself as an independent adult. Through clinician psychoeducation, he began to understand how his autism complicates socia l interaction, heightens emotional responses, and relates to certain traits such as preferring regular schedules. Christian stated that he values therapy as a place to talk about things he would not feel comfortable sharing with anyone else. He also seems to shine in session when discussing his hobbies mainly, and the clinician engaged enthusiastically in these discussions to build self-esteem by validating the client’s sometimes atypical interests (compared to his non- autistic peers). Christian now says he no longer feels sad or overly anxious, although interactions with strangers sometimes cause him to feel overwhelmed. Mom says that since starting therapy, the client is doing “much better.” He joins the family on outings, has re-engaged his hobbies, and is getting along with his sister. PWC has referred mom and dad to a facility that provides low -cost psychological testing and assessment, an option that might help the family obtain additional support services related to autism. B-200 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 220 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 84 136 0 0 0 220 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 122 8 90 0 220 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 12 AFRICAN 0 AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN 6 ASIAN 6 CAMBODIAN 0 BLACK/ AFRICAN AMERICAN 40 CHINESE 0 WHITE/ CAUCASIAN 17 EASTERN EUROPEAN 0 HISPANIC/ LATINO 127 FILIPINO 0 NATIVE HAWAAIAN/ PACIFIC ISLANDER 6 JAPANESE 0 OTHER 8 KOREAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 3 MIDDLE EASTERN 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 VIETNAMESE 0 MORE THAN ONE ETHNICTY 0 B-201 OTHER 75 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 12 CENTRAL AMERICAN 112 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 MEXICAN AMERICAN 15 PUERTO RICAN 0 SOUTH AMERICAN 0 OTHER 0 SEXUAL ORIENTATION: HETEROSEXUAL 189 QUESTIONING / UNSURE 0 GAY / LESBIAN 2 ANOTHER SEXUAL ORIENTATION 4 BISEXUAL 6 DECLINE TO STATE/ DATA NOT CAPTURED 19 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 135 MAN 120 FEMALE 85 WOMAN 69 DECLINE TO STATE/ DATA NOT CAPTURED 0 TRANSGENDER 1 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 GENDERQUEER / NON-BINARY 0 QUESTIONING 0 ANOTHER GENDER IDENTIY 11 DECLINE TO STATE/ DATA NOT CAPTURED 19 B-202 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES NO 207 NO DECLINE TO STATE/ DATA NOT CAPTURED 13 DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) DISABILITY STATUS: DISABILITY TYPE: YES 0 DIFFICULTY SEEING 0 NO 207 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 0 DECLINE TO STATE/ DATA NOT CAPTURED 13 PHYSICAL MOBILITY 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 220 CHRONIC HEALTH CONDITION 0 OTHER 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 COGNITIVE DISABILITY: YES 0 DECLINE TO STATE/ DATA NOT CAPTURED 0 NO 0 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 B-203 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 53 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 9 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 0 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 0 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 0 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 0 B-204 RAINBOW COMMUNITY CENTER OF CONTRA COSTA - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): x PREVENTION x EARLY INTERVENTION x OUTREACH x STIGMA AND DISCRIMINATION REDUCTION x ACCESS AND LINKAGE TO TREATMENT x IMPROVING TIMELY ACCESS TO TREATMENT x SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): x CHILDHOOD TRAUMA x EARLY PSYCHOSIS x YOUTH OUTREACH AND ENGAGEMENT x CULTURE AND LANGUAGE x OLDER ADULTS x EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) •Provide access and linkage to mental health care with BIPOC LGBTQIA+ community •Prevention early intervention services for underserved communities •increase in trans and nonbinary youth accessing our programs. •Improve linkage to mental health care waiting •Harm reduction •Clients are able to re-engage with social and support groups •Expanding internship opportunities to provide more clinical service •Use strategies that are non-stigmatizing and non-discriminatory •Increase on people that use substances B-205 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. The following annual report flows through describing the following programs and their intersections in the following order: 1. Adult and Family Program 2. HIV Prevention 3. Older Adult 4. Kind Hearts Food Pantry 5. Clinical Program 6. Youth Program Rainbow Community Center of Contra Costa County (Rainbow) continues to provide a focus on maintaining and sustaining early intervention opportunities and resources for Lesbian, Gay, Bisexual, Transgender, Queer, Questioning, Intersex, plus (LGBTQIA+) communities of Contra Costa County. We aim to serve LGBTQIA+ marginalized People of Color (POC), persons living with disabilities, people who use substances, older adults and youth that are undocumented and uninsured. Our programming is also committed to serving folks living with HIV, transgender identified community members, and folks with unrecognized health and mental health differences. Our programming provides multiple engaging and learning opportunities that are connected to internal and external services to all community members. Pride and Joy (Tiers 1 and 2) activities arrange opportunities focused on reducing stigma and mental health disparities within our LGBTQIA+ community. Our clinicians have noticed increased rates of anxiety due to financial hardships, isolation, housing instability, suicide, depression, substance abuse and victimization (e.g., bullying, family rejection, Intimat e Partner Violence ‘IPV’, sexual assault, and hate violence). Our community programs have centered all services and assistance to prioritize underserved and differently resourced communities. Creating culturally affirmed and welcoming spaces that lead folks to connect to our mental health support services. This incre ased their ability to cope with oppression when they accessed health and mental health services delivered by Rainbow Community Center. Our staff has noticed that many of our clients are being impacted due to the recent economic changes. This has increased levels of anxiety caused by housing instability and vulnerability to multiple intersections of trauma, specifically for communities that are marginalized due to race, language, socioeconomic status, and other risk factors. Rainbow strategically adjusted our outreach and service model to continue providing more in-person services, such as social and support groups, presentations and events that deliver health promotion messages by increasing LGBTQIA+ community members’ knowledge of local and national resources available to provide mental health support – including Contra Costa County’s Access Line, 211 services, Contra Costa County HIV/STI testing services, local domestic violence and sexual assault services, national suicide helplines and East Bay health and mental health services. We continue to collect client demographic information in order to strengthen and reflect our understanding of the changing needs of our community members. Adult and Family Program B-206 HIV Prevention Services • Our HIV Prevention social and support groups have completely moved to in-person programming. We continue to educate and share resources through multiple social media platforms such as Facebook, Instagram, LinkedIn and Meetup. Part of these outreach strateg ies include targeted email blasts that educate and inform all community members about our Spanish and English HIV prevention resources and services. • Rainbow also offered HIV/STI testing dates at Club 1220, a local LGBTQIA+ bar in Walnut Creek and longtime Rainbow partner. Our HIV prevention program created various HIV/STI outreach events with local businesses such as Del Cielo Brewery in Martinez and Azucar Dulceria in the city of Brentwood. These events bring visibility to our services in other cities of the county where HIV continues to be stigmatized. Every outreach event allows us to share HIV/STI prevention education, HIV rapid test services, while enjoying activities that help reduce depression and isolation experiences that reaffirm our community members about our free services. • Our HIV Prevention Manager has shifted our outreach to fully focus on youth and seniors that continue to be affected by HIV. Our activities help promote HIV, Gonorrhea, Hepatitis C, and Chlamydia testing along with Contra Costa County’s “Home Is Where The Swab Is'' mobile in-home testing alternative. We continue to receive client calls requesting information about our PrEP services, testing dates, social and support groups, and in the past fiscal year MPOX vaccines. Our programming offered a range of monthly social groups in person, including “Men Living with HIV” for HIV positive male identified folx, “Amigos” for our MSM Spanish-speaking clients, “Mocha” for our MSM of color that are living with HIV, and our “Social GuyZing” group that is open and welcoming to all male identified folx including transgender and non -binary men. • Rainbow hosted many in-person social events to reduce stigma and connect folks to our HIV Prevention Services in the Latinx Community. Two of our successful events include the Cinco de Mayo party in Martinez and Dia de los Muertos in Brentwood. These events targeted our LGBTQIA+ Latinx/Spanish speaking population in the county. We partnered with 5 businesses and nonprofits that provide HIV/STI prevention services in Contra Costa County. Older Adults • Rainbow’s Older Adult Program facilitated two senior luncheons during the first and third Friday of every month. This allowed our regular and newcomer senior attendees to connect, socialize, eat healthy meals, and attend workshops from other community part ners like Gilead, Meals on Wheels and Empowered Aging. During the last fiscal year, we continued to have virtual groups and in - person gatherings, this includes our virtual support group “Women of the Rainbow''. This group focuses on empowering women identified folks who have suffered isolation and depression in the past. Our Older Adult Program Manager and volunteers continued to assist older adults to build their technology skills through our continued Tablet Program which provides loaner tablets for seniors in order for them to gain experience with handheld devices and enable them to attend social zoom events, furthering the impact of decreasing feelings of isolation and depression for all who participated. • Rainbow’s focus is to provide opportunities for seniors to connect with other program attendees and staff. This includes our Older Adult Program Manager and volunteers conducting wellness check phone calls with all of our program attendees weekly. During our fiscal year, seniors continued to face difficulties with finances, grief, loss, isolation and depression. • In addition, we were able to offer free luncheons for our LGBTQIA+ seniors at various local restaurants, all around the county in order to meet seniors near their locations. • The Older Adult Program started an exercise group that meets weekly and allows seniors to B-207 connect and learn about multiple techniques to increase movement. These are led by our Older Adult Program Manager and our community partners from Meals on Wheels. • Our adapted Friendly Visitor Program (FVP) was facilitated to help members with various needs, providing resources and referrals, such as: reducing isolation in the community, assessing supply needs, physical, mental, emotional and overall wellness. Additionally, our Older Adults Program Manager continued to cross collaborate with Rainbow’s HIV Prevention Manager. This collaboration helped to inform older adults about our free HIV/STI testing, MPOX vaccines, referrals to PrEP and PEP education and navigation services. • In collaboration with our Food Pantry Coordinator, seniors continued to receive meal deliveries as part of our Kind Hearts Food Pantry Service. We continued distribution of the Senior Nutrition Program while enabling clients to select their own food based on health needs. During our fiscal year there was a cross collaboration with Meals on Wheels, where they were able to give seniors a grocery bag after each exercise and nutrition class. • SOAP continues to address the needs of LGBTQIA+ seniors living or transitioning into higher care. The goal of the program is to ensure that our senior members are respected as they transition into these facilities, i.e., appropriate pronouns, access to gender appropriate clothing, visitation rights for partners, etc. • Our Older Adult Program continues to provide individual case management as needed or on a long - term basis. Clients benefitted from a myriad of services as well as internal and external resources and referrals to other agencies through our many regional partnerships. Kind Hearts Food Pantry • Our staff and volunteers, we continued our successful partnership with Monument Crisis Center, and the Food Bank of Contra Costa County which provides an off-site pick-up location. Rainbow continues to deliver healthy fresh food and ensures that food supplements for community members living with HIV are being assessed and delivered. Additionally, Rainbow continued partnering with the county’s Extra Helpings Food Program which specifically supplements community members with nutritional support specifically with immunocompromised statuses and diagnoses. • We continue to receive more requests for food service deliveries amongst our Seniors, community members with a positive HIV status, and marginalized populations, including LGBTQIA+ People of Color, and Black Trans identified community members in the county we serve. • Rainbow is invested in growing our Food Pantry and continue to help underserved communities that struggle with food insecurity, housing instability, depression, work harassment and/or elder abuse. Clinical Program • Rainbow provides counseling sessions to individuals, partnerships, and groups/families within the LGBTQIA+ community. Services are available in person and virtually, these abilities allow for access to services from clients that do not have reliable transportation or leaving their dwelling in general. The availability of virtual clinical services has increased and enhanced access, particularly with our adoption of Simple Practice as an electronic health records platform. In the past year, we’ve seen a significant increase in the demand for our services from various parts of the state, i.e. Southern California, counties of Alameda, Solano, Napa, Los Angeles, etc. along with an increased demand in more remote parts of the county. Youth Program • The Rainbow Community Center Youth Program aims to empower youth 12 -25 to explore their B-208 identities, address internalized homophobia, promote resilience, & connect to peers and community through programming, mentorship, peer support, and leadership opportunities. This past fiscal year our programs flourished with the return of weekly drop in spaces, a new support group for trans teens, the continuation of Team Fierce Leadership program and Camp Fierce, our summer day camp in its second year. Additionally, due to the continued need for accessible online programming for teens without access to our location or who feel more comfortable in online groups exploring identity, we launched an online discord channel for our youth community in June 2023. This platform allows us to offer social groups, resources, peer support and mentoring ongoing to our clients in a space that is moderated by our staff and our teen leadership program members. Lastly, with the influx of enthusiastic teen leaders who are looking to develop skills we instituted rotating volunteer roles for our youth including, a peer support mentor, and a social media coordinator. • Team Fierce stands for Freedom of Identity and Expression through Rainbow Community Empowerment. Camp FIERCE is an LGBTQIA+ affirming Summer Day Camp led by Rainbow Community Center Youth Program Staff and LGBTQIA+ High School/Young Adult Counselors called Team Fierce. The Purpose of Camp Fierce and Team Fierce is to build a scope and sequence continuum for our Youth Programs that builds over time addressing the needs of younger LGBTQIA+ youth/families in our communities while providing ongoing leadership s kills and practice for older teens and young adults successfully preventing negative mental health outcomes at an earlier age by connecting youth and their families to affirming services and programs provided by Rainbow ongoing. Due to the popularity of this program and investment from youth we continued the Team Fierce programming on a monthly basis during the school year and then launched into our second summer with over double the amount of members. • Camp FIERCE continued in its second year serving 34 youth. Camp FIERCE is a space where youth who have felt stifled, isolated, and alone, can feel a sense of belonging, creativity, and relief. We envision a space for youth to fully express themselves, connect, play, and feel empowered in their identities, expressions, and leadership. This past summer they learned from LGBTQ+ artists and creators in their community and built connections with each other and the Team FIERCE leaders. We believe in a program that centers the positive impact of LGBTQ+ teens serving LGBTQ+ youth , which is why we have big dreams to empower our teen leaders through Team FIERCE. We are creating an environment where teens can take positive risks, develop confidence in their leadership skills, and give back to their communities. . • Team FIERCE: is a summer program that served 15 LGBTQIA+ high school aged youth in 2023 that included a leadership retreat, mentoring, advocacy workshops, and a counselor in training program to work at Camp FIERCE. Specific outreach for this program is centered with intersectional LGBTQIA+ youth. Over time participants who attended Camp FIERCE can become members of Team FIERCE growing a supportive community of LGBTQIA+ young adult activists. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. Adult and Family Program HIV Prevention Services • Our HIV Prevention Program brought over 50 new members to our social and support groups by B-209 implementing multiple cultural events for people of color led by our staff and volunteers. • We expanded our groups to serve black communities living with HIV, people who use substances and suffer mental health disorders plus our annual Cinco de Mayo event where we provided safer sex resources and HIV testing to over 200 people in Contra Costa. Older Adults • We organized about 25 volunteers to outreach to 86+ senior clients to encourage luncheon participation, which increased monthly attendance during this past year. In the fourth quarter of the fiscal year alone, we provided case management/wellness calls to th ese seniors, totaling 120 phone calls. Kind Hearts Food Pantry • Rainbow Community Center’s Kind Hearts Food Pantry (Food Pantry) delivered 336 meals and food resources to 10 unduplicated and 14 duplicated LGBTQIA+ Seniors (55+), and HIV positive community members throughout Contra Costa County this past fiscal year. Clinical Program • During FY22, Rainbow served a total of 508 unduplicated clients. Tier 1 and Tier 2 reached 410 unduplicated clients. Tier 3 served a total of 137 clients. Tier 3 is our one-on-one clinical services such as school-based counseling, clinical counseling, and case management. 1,765.75 hours of services were provided to clients with Tier 3 alone. • Rainbow clients receive information about our mental health services during programming and special events. We have also seen an increase in calls and emails from clients needing a health assessment or treatment. Our Food Pantry and Older Adult Programs contact our clients weekly to improve access to all of our services that they might need. Our data has been collected through our demographic forms sign-in sheets during groups and events. We have shifted into the practice of requesting our community members to complete our Demographic Form that helps us assess intersectional needs within our clients. These needs include Food Pantry assistance, mental health programming, HIV/STI testing opportunities, housing and more. The responses that we receive through these forms, help Rainbow plan upcoming groups and events that satisfy our members’ needs. • Participants are identified through self -referral and are seen on a first-come first-served basis. Clinical participants are identified through assessing functional impairment. We also assess people for Domestic Violence and Substance Abuse for referrals outside of our agency, as well as internal referrals to a DV support group. While we do treat acute diagnoses, we are not a crisis center. The average length of time between symptom onset and entry into treatment is dependent on our waitlist rather than symptom severity. • Symptoms are measured annually using the county’s assessment form. Data is collected through various assessments at the beginning of each treatment plan along with as needed and annually. If something needs to be changed in the treatment plan, clinicians pivot accordingly due to regular assessments. Smaller assessments may be used throughout the year by clinicians, as well, i.e. PHQ-9. Data is collected monthly through service logs that track client attendance in sessions, as well as length of sessions. Each clinician is required to participate in an annual cultural competency training offered and required by the county through Relias. We also offer psychoeducation sessions and consultation groups for our mental health professionals on how to work with LGBTQIA+ folks. • Clients are seen on a first come first served basis, unless they request a specialized clinician, i.e. B-210 Spanish-speaking clients. The waitlist tends to be, on average, a 9-12 month wait. However, the waitlist is actively being reduced. At the time of this report, we have effectively managed the waitlist to ~20. Youth Program • 161 individual youth received services in our youth programs this past fiscal year with 71% of these youth identifying as BIPOC or multi racial and 60% identifying as transgender, nonbinary or gender diverse. We are noticing an increase in trans and nonbin ary youth accessing our programs. With the increase of youth participating in Team Fierce, our youth leadership program, we are developing opportunities for the youth to serve as peer support mentors, social media coordinators, and speakers at community events. These leadership opportunities are increasing our participation in the older age range of 16-25 and giving youth more opportunities to connect with Rainbow in meaningful ways while developing skills and receiving mentorship from our staff. • Participants are identified through self-referral, school wellness staff, and families seeking support for their child. Through annual demographic forms and program registrations we are able to assess and make recommendations for resources including but not limited to referrals for counseling. Additionally, for ongoing programs we also use a pre and post survey that helps evaluate the outcomes of our programming. • Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Adult and Family Program HIV Prevention Services • Our Program focuses on providing social and supportive services that include safe spaces to reduce stigma, shame and discrimination between clients living with HIV. The HIV Prevention Program also brings activities that provide education and linkage to care and prevention services. We cater to our underserved communities of color by expanding our programming celebrating diversity, culture and other languages. Older Adults • Many of our senior program participants have shared their experience and hardships with isolation and depression. Our programming offers activities that break mental health stigma and provide linkage to services. Some of these activities include calling seniors regularly, mental health referrals and presentations by trained staff and community partners. Kind Hearts Food Pantry • Our Volunteer Program intersects with our Food Pantry Program to show resilience, wellness and recovery to all our community members. We want our program participants to feel welcomed and valued when joining our services. Rainbow Community Center’s volunteers assist underserved communities that suffer from health hardships and housing instability by bringing healthy food and expanding easy access for supplements. B-211 Clinical Program • We improve timely access by giving referrals. Our whole organization is based in serving the underserved and centering the most marginalized and vulnerable. We focus more on members of the LGBTQI+ community for 1:1 counseling while allies are referred to b roader group-based services or referrals out to partner agencies like PFLAG. We target specific instances of discrimination-based trauma in our treatment plans using wellness, resiliency and recovery reframed as measurable outcomes. We strategize as thought partners to ensure that all our training and curriculum work is non-discriminatory and non-stigmatizing. All of our training work is embedded with an intersectional lens towards our understanding of gender identity and sexual orientation-based discrimination and bias. Youth Program • Our youth programs are currently creating a wide variety of offerings to meet the diverse needs of our county. We focus on partnering with outside agencies and schools to ensure we are reaching our most marginalized youth. Our outreach materials are in both English and Spanish and we prioritize having Spanish speaking staff available to connect with youth and provide resources. Additionally, we survey youth ongoing in our programs and through social media to learn about what their needs are and how Rainbow can offer the most engaging and relevant programs possible. By engaging directly with youth and families for their feedback, we are developing responsive programs that increase participation and have a positive impact on the mental health of our youth. Our programs operate in a hybrid model to ensure that youth without parent support or access to transportation can keep accessing our programs and services online. We also outreach specifically to areas in the east and west county to arrange school visits for outreach since these areas are not as close to our physical office. Include examples of notable community impact or feedback from the community if applicable. Adult and Family Program HIV Prevention Services • Great presentations (and food), I always think I have enough knowledge about my sexual health then find out I still don't have enough info. Matthew Older Adults • Although I’ve been volunteering at Rainbow Community for less than 1 year, my life has been enriched by the gratitude, kindness, and genuineness of not only the clients I serve but the staff at the center as well. Knowing that I am providing essential food delivery to folks in need gives me great joy and a sense of pride in giving back to the LGBTQ+ community. As a senior, volunteering at Rainbow helps me stay active and connected to my community. An added bonus is it keeps me up to date on current events and the latest lingo. All in all, I feel blessed to be a “Food Pantry Angel”. - Teri Darrenougue: Kind Hearts Food Pantry • Being a volunteer for the Rainbow Community Center has been a very fulfilling experience for me. I feel supported in doing the volunteer work, and it is personally satisfying to be able to be of service and provide assistance to people in need. Doing volunteer work gives me a sense of worth in that I B-212 am doing a positive thing for our society. I am very grateful for the opportunity to give back to the community in this way. Clinical Program •“I still struggle a lot emotionally, thank you for not giving up on me and continuing to help me to navigate my situation. This means a lot to me to start my new life after the abusive relationship and coming out as gay father to my kids and get my new life organized. Looking back, I've accomplished a lot with your help.” -Clinical Case Management Client •“I can’t thank you guys enough for your help; I don’t think I could do this on my own and it means the world to me to have the extra support. Let’s get this DONE!!!” -Therapy and Clinical Case Management Client who we were able to help qualify for SSDI. •“Good news! I was approved for [redacted], and they are applying [redacted] to our [redacted] account! Thank you for always having a solution for us. I appreciate all your help.” -Therapy and Clinical Case Management Client who is struggling with finances Youth Program •"I am a queer youth living in Contra Costa county. I’ve identified as LGBTQ+ since about 2016, and as Trans since about 2019. I’ve experienced a lot of harassment and isolation due to this fact, but eventually I was able to find a sense of community, and a large part of that was through Rainbow Community Center. At the center I’ve been able to make new friends and grow closer with old ones, while also learning and understanding more about myself. I am lucky enough to have an accepting f"I first learned of opportunities for LGBTQIA+ in 2019, when I first started high school. Though I had known I was queer for years before that date, I was not aware of the programs, events, and other possibilities that were open for people like me. At first, I was shy. I spoke when needed but kept quiet otherwise, worried about what other people had thought of me. Then, I realized an obvious truth. Those who came to these programs were like me and I had no reason to be afraid. They've gone through similar struggles and successes, and they were here for the same reason: this was a place where they could be themselves. I stopped overthinking, knowing that if there was anywhere I could be free with no fear of consequence, it would be here. I later became a camp counselor for the LGBTQIA+ summer day camp called Camp Fierce. It was here where the campers (and the counselors too) had become open and true to themselves. Conversations on gender and sexuality were spoken as casually as one would talk about the family, but many people aren’t, and I’ve heard many stories about people dealing with a lack of acceptance finding home in RCC.” -Youth Program Participant/ Age 16 •shows they enjoy watching. There was no fear of rejection in this space, and they were well aware of this, taking advantage of the opportunity they were given, meeting people from different backgrounds, but shared the same sentiment for LGBTQIA+ community: we were all equal. I wonder if I had been aware of these programs from an earlier age, would I even have had the fear I had in the first place?” -Youth Program Participant/ Age 17 •“I would love to be a part of Team Fierce because, as a transgender woman, I feel like I have a lot to offer young trans children in terms of advice and support. When I was little, I knew I was a girl, but I couldn’t come out because I faced so much repression and I knew I wouldn’t be accepted by the peers and adults I was around at the time. I repressed it until I was 19 –I don’t want any more girls to have to go through that again. I want to do everyth ing I can to see the next generation of trans people grow up with self-esteem and connections to the other trans people in their lives.” -Team Fierce Member/Age 20 B-213 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 508 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 28 133 221 86 40 508 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 361 26 7 114 508 IF OTHER, PLEASE SPECIFY: Tagalog, Vietnamese, Portuguese, Korean RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 101 AFRICAN 7 AMERICAN INDIAN/ ALASKA NATIVE 3 ASIAN INDIAN/ SOUTH ASIAN 6 ASIAN 35 CAMBODIAN 1 BLACK/ AFRICAN AMERICAN 36 CHINESE 4 WHITE/ CAUCASIAN 207 EASTERN EUROPEAN 0 HISPANIC/ LATINO 94 FILIPINO 16 NATIVE HAWAAIAN/ PACIFIC ISLANDER 2 JAPANESE 2 OTHER 25 KOREAN 2 DECLINE TO STATE/ DATA NOT CAPTURED 5 MIDDLE EASTERN 7 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 VIETNAMESE 1 MORE THAN ONE ETHNICITY 92 OTHER 155 B-214 ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN 0 DECLINE TO STATE/ DATA NOT CAPTURED 135 CENTRAL AMERICAN 9 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 MEXICAN AMERICAN 56 PUERTO RICAN 3 SOUTH AMERICAN 12 OTHER SEXUAL ORIENTATION: HETEROSEXUAL 73 QUESTIONING / UNSURE 34 GAY / LESBIAN 174 ANOTHER SEXUAL ORIENTATION 84 BISEXUAL 74 DECLINE TO STATE/ DATA NOT CAPTURED 38 QUEER 31 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 251 MAN 117 FEMALE 250 WOMAN 120 DECLINE TO STATE/ DATA NOT CAPTURED 7 TRANSGENDER 50 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 GENDERQUEER / NON-BINARY 44 QUESTIONING 20 ANOTHER GENDER IDENTITY 57 DECLINE TO STATE/ DATA NOT CAPTURED 100 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 B-215 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES 16 NO NO 251 DECLINE TO STATE/ DATA NOT CAPTURED 508 DECLINE TO STATE/ DATA NOT CAPTURED 241 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 DISABILITY STATUS: DISABILITY TYPE: YES 273 DIFFICULTY SEEING 41 NO 5 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD 22 DECLINE TO STATE/ DATA NOT CAPTURED 230 PHYSICAL MOBILITY 27 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 CHRONIC HEALTH CONDITION 35 OTHER 153 DECLINE TO STATE/ DATA NOT CAPTURED 230 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 COGNITIVE DISABILITY: YES 87 DECLINE TO STATE/ DATA NOT CAPTURED 416 NO 5 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 508 B-216 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 22 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 22 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 40 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 40 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 16+ AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 B-217 RYSE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION OUTREACH STIGMA AND DISCRIMINATION REDUCTION ACCESS AND LINKAGE TO TREATMENT IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) • RYSE’s integrative after-school programming and services ensured that young people in West Contra Costa County have a culturally affirming and responsive space that supports their mental health and wellness. 96% of members feel as safe or safer at RYSE compared to other places they spend time; 86% feel safer at RYSE. Virtually all youth (98-99%) said feeling safe and feeling like they belong influences why they come to RYSE. At least seven local schools built intentional linkages through classroom visits and field trips so that students are connected to RYSE’s youth- centered resources and opportunities when outside of school hours. • RYSE members’ May 2023 ratings on key scales of positive sense of belonging, positive peer relationships, positive relationships with staff, and experiencing love at RYSE, experiencing emotional wellbeing, sense of agency, and understanding of self and oth ers are, on average, positive and consistent (3.0-3.4 on 4-point scale) across disaggregated groups (LGBTQIA+, BMOC; GWOC; Youth Served Offsite e.g. hospitals, legal system; n=107). B-218 •99% of youth members reported that staff at RYSE really care about them and 100% reported that staff at RYSE always try to be fair. 99% said the staff’s ability to help them when needed influenced why they continue to come to RYSE. •97% of youth members report a better understanding, since coming to RYSE, of how different groups in their school and community share common challenges; and 91% report more involvement in decision - making processes regarding school and community issues alongside a belief that they can make a positive difference in these spaces. •90% of the WCCUSD teachers involved in RYSE-led learning series (WCCUSD Arts Now) report increased understanding and capacity to practice trauma-informed creative youth development. •RYSE fielded and coordinated supports for dozens of incidences of interpersonal and systems crises directly impacting young people, which includes supporting young people, parents, schools, district staff, community partners and systems partners in sharing information, triage, coordinated response, care, and identifying resolution/restorative paths forward. We continue to field daily requests and referrals from schools and school-based clinics for mental health and crisis response supports. •RYSE provided training, TA and support for over 20 organizations in the Contra Costa ecosystem, both tailored and as convener of the West Contra Costa COVID Care Coalition, sharing best practices in nonviolent communication, restorative practices, safety in practice and radical inquiry. As part of the Host Table for the CCC Office of Racial Equity and Social Justice, RYSE convened Listening Sessions and Community Cafes with WCCC youth and adult residents about the impacts of County systems and recommendations for reconciliation and healing. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. RYSE is now situated in a new campus, a space dreamed of, designed by, and built for youth. Over 700 young people have engaged in programming and services over the past year, RYSE has hosted member -centered events such as RYSing Arts Festival, Wellness Day at RYSE, and Night Out for Sa fety & Liberation, and served as a meeting place for partners and agencies across Contra Costa County. Local schools are holding field trips and using RYSE’s space for student project work. We have held site visits and tours for dozens of partners and organizations. Young people are increasingly holding leadership roles at RYSE as staff and in facilitation work, and RYSE is increasing connections for young people from local schools in the district. In May 2023, we completed renovation of the Health Justice Center (HJC) at RYSE. This is a significant moment for RYSE in our lineage within intersecting movements for liberation and freedom, especially as we consider the legacy of the young people and staff (both with us and now ancestors) whose existence and ide as helped shape what it will become. With an updated Theory of Liberation and 5-Year Impact Plan as a guide, and with a full year of sharing renewed physical space with and learning from young people, we stay clear that trauma is structural, historical, political, institutional, intergenerational, interpersonal, and embodied. So then must be our healing, our care, and our solidarity. B-219 Health and Wellness COVID-19 Response: RYSE’s COVID-19 protocols align with our values and commitment racial justice and disability justice. While major health, medical, and educational institutions have rolled back on mitigation and protective measures, we stay steadfast in our care for young people, attuned to the epidemiology and health inequities, centering those most structurally vulnerable. In May 2023, following months of checking in with members and staff, RYSE removed the indoor masking mandate, while continuing to p rovide masks to members, test staff weekly, conduct daily screening, and contact-trace exposures. In August 2023, we reinstated the masking protocol and will continue until rates of COVID spread are down. RYSE’s Youth Emergency Fund supported youth who became ill with cash payments and resource linkages. We are continuing the fund into FY23-24. Many of our members have expressed appreciation for our ongoing measures and for inquiring with them as we consider pivots and adjustments to our protocols, as the y feel abandoned and uncared for by their schools and by adults. May 2023 Member Survey found that 77% of members feel RYSE’s approach to COVID is about right and for one -third it influences them coming to RYSE more often. Atmospheric Trauma, Youth Wellbeing and Distress: Among young people we are seeing a stark increase in severe mental illness, suicidal ideation, anxiety, and depression. We are also triaging and tending to increase in domestic violence and intimate partner violence, human trafficking, evictions, and gun violence. We are noticing increases in disordered eating, particularly for trans and gender non -conforming youth, as well as requests to support with testing, treatment, and anxiety and stress related to sexual health and STIs. In addition and often concurrently, young people are presenting to RYSE with increased experiences of harmful responses when they have accessed care from clinics and outpatient mental health providers including experiences of transphobia, prescribing psychotropic medications without thorough assessment or monitoring, and coercive treatment approaches to self-harm and disordered eating that exacerbates feeling of shame rather than honoring and building upon young peoples’ natural and robust resources. RYSE Care Review/ House Meetings/ Practitioner Development: There is an increased desire for mental health support services from youth, as well as many ways that young people’s distress are being made visible and shared in interactions with peers and staff while at RYSE. We continue to strategize about how the campus can be a source of predictability, connection, and culture for young people who have spent the last 3 years coping with unpredictability and disconnection, and adjusted Summer 2023 programming accordingly. Program staff have updated our Case Review process - now called Care Review - to coordinate and communicate care plans for young people. Young people are supported in Culture Builder roles to conduct New Member Orientations with their peers, share/co-lead ideas for relationship-building and relevance with their peers, and co-lead House Meetings as spaces for all members and staff to share ideas and concerns for ensuring the space is meeting young people’s needs. Programming for the past year always included a Community Care Room if young people need a quiet space to rest or take a break from peer interactions. As is our ongoing practice, RYSE staff have engaged in numerous trainings to support skill-building as practitioners, including Creative Youth Development for healing through arts with creative consultant, Indi McCasey; Suicide and Self Harming in Young People with RYSE Interim Clinical Supervisor, Jen Leland; Adolescent Brain Development with Dr. Joyce Dorado; and BIYOC Adol Dev and Impacts of Pandemic with Kia Jarmon (Nonprofit Equity Collaborative) and Ingrid Cockhren (PACEs Connection). RYSE facilitated numerous trainings and TA B-220 sessions on our healing-centered model for partners locally and statewide. A full list of trainings attended by and led by RYSE staff is available upon request. Peer-Led Workshops and Edutainment Activities: Over 50 distinct programs were held, with over 1,000 sessions offered. Examples include Alphabet Group, Tasty Tuesdays, Young Men’s Group, RYSing Arts Club, Sashay Away, Education Justice Action Research Cohort, Advanced Media Production Cohorts, Culture B uilder internship, Youth Organizing Club, Media/Arts/Culture Pop -Up Workshops, W.O.R.T.H. Performing Arts workshops, Youth Anti-Displacement cohort, GRYOT Storytelling Workshops, Beyond Youth Organizing & Power Cohort, Taxes 101, Designing Belonging, Studio Drop-In, Vocal Lessons with Lady Sneak, Rooted INJustice, Let's Talk About Sex, You Got Something to Say? Podcasting, Thursday Gains, What in the Adult?, Hidden Genius Project Cohort, Decoden (Let's Decorate) Pop Up, Zymbolic Workshops, Pickleball. In A pril 2023, young people and staff planned a weeklong Youth Leadership Institute with 48 young people in attendance, with workshops such as: Twerk Church; Let it Out and Love Ya’self, Health Inequities 101, Know Your Rights Jeopardy, Let’s Talk About Sex Family Feud, Rhythm Circle, Power Essential Oil Blends, Resilience Hub Planning, Trap Yoga, and Organizers Self Portrait. The focus of the leadership institute was to cultivate beloved community amongst RYSE youth leaders/members and staff, get grounded in RYSE's values and ToL, and hold space for political and leadership development, holistic healing, and cultural identity development. Over 95% of youth participants shared that the activities of the day helped them feel more grounded in RYSE’s values, with 85% sharing that the days felt creative, 60% saying the days felt healing, 70% sharing that workshops helped them feel more connected to their community, and 75% sharing that the YLI helped them want to be/ keep being a leader in their community. Family-friendly and community events included Night Out for Safety and Liberation, La Feria de Septiembre, Holiday Luncheon, CCC Board of Supervisors Reorganization Event, WCCUSD Arts Now Institutes, Be A Kid. RYSE Lounges continued throughout the 22-23FY on the last Friday of each month, and included a Holiday Member Lounge, Black Cultures Month Cookout & Open Mic, Video Game Tournament, Halloween Fashion Show, Lip Sync Battle, Women’s Appreciation Dinner, and a Graduation Lounge for graduating high school seniors. Individual counseling and case management: Individual clinical therapy ranged from 3-6 stabilizing counseling sessions to continuous relationship and monitoring between the therapist and young person over the entire year. This included case management support with connections to legal entities, sch ool systems, and county CPS, housing, SARB process at school, a safety plan in response to bullying at school, and navigating the community college system, financial planning, employer issues, and queer affirming sexuality. As mentioned, there is an increased desire for mental health support services from youth, as well as many ways that young people’s distress are being made visible and shared in interactions with peers and staff while at RYSE. RYSE’s health justice team is growing in staff and coordination over the past year, providing integrative support of care review meetings, restorative circles and linkages with youth justice services. Aging Up & Bay Legal: RYSE launched a formal transition process with TAY who are 21 (aging up from RYSE membership age) who were seeking continued engagement as they continued their journey into adulthood with supports for post-secondary education, scholarships, employment, housing and basic needs. This included special alum hours for use of computer lab, meeting with staff for specific resources, opportunities, needs and just to be in the space; participation in campus and community events; tailored suppor ts especially B-221 in the areas of mental health, career support and housing; RYSE emergency fund resources available as needed. In our first 6 months of Aging Up, all 5 young people with partnership plans successfully got jobs. RYSE and Bay Area Legal Aid's Youth Justice Project partnered to offer free legal clinics, supporting young people in the following areas: homelessness (if youth are experiencing homelessness or do not have a space or place to live), foster care (if youth want help getting into foster care or getting AB12 benefits), guardianship (if youth need help making someone their guardian), medical (if youth need access to medical or mental health services), school (if youth want help with school (enrollment, discipline, special education), public benefits (if youth were denied public benefits like food stamps or cash aid), and more. Resilience Hub & Healing Justice Youth Leadership: RYSE Youth Power Building team held workshops, convenings and meetings for Resilience & Liberation Hub planning, engaging youth in thinking about climate, health, and just transition policy. This work has evolved into the development of a Youth Liberation Hub Advisory Board, over the next year. Young people in the Designing for Belonging cohort worked with CCA Design & Architecture college students and professor, focusing on BIPOC youth healing through art and nature. The group is designing arts elements th at include a mural and sculptures within the RYSE Village, another youth designed outdoor space adjacent to our Health Justice Center. Young people were supported to share their stories and testimonies in support of local and statewide policies affecting their communities, and to build their narrative skills in cohorts like GRYOT storytelling, Freedom Beatz, WORTH Performing Arts, Global Warriors Institute, and You Got Something to Say? podcasting. Young people visited the Fresh Approach community garden and participated in tours and feedback sessions for the Health Justice Center opening. RYSE also held two healing clinics with youth (YO! California Youth Organizing Instit ute) and with staff (June Staff Development). These clinics included modalities that are new to many young people and staff and help us all to learn about their relevance and usefulness in RYSE’s healing justice work long -term. Trauma Response and Resiliency RYSE operates with an intensive relationship-based approach, seeking to engage with young people personally and build upon their strengths. RYSE provides evidence-informed services to this group including: Hospital- Based Violence Intervention; individual and group mentoring; case management; individual and group clinical and non-clinical mental health supports, including Trauma Focused CBT; media and arts activities; education and career preparation; and leadership and community organizing. RYSE accepted 10 0% of referrals from local hospitals, Probation and the DA’s office. 43 of the young people reached during this grant period were connected through Probation as part of transition & reentry or through the DA’s office as part of restorative justice diversion. ● Through RYSE’s annual Member LIT (Liberation Impact Tool), young people engaged in offsite programming (e.g. hospital linked or probation; n=17) shared the following about their experiences with RYSE: ○ 93.3% of participants report feeling safe at RYSE; 100% feel supported by RYSE adult staff. ○ 100% of participants feel that staff at RYSE really care about them and 73% feel they could go to RYSE staff for help solving a problem. ○ Participants report increased and/or strong sense of self-efficacy (86.7%) and belonging (93.8%). B-222 ○ 100% of participants reported a positive outlook towards mental health supports including therapy or group supports. They shared some of the following feedback: ■ RYSE supported me during COVID by being able to talk to my mentor about how I was feeling. ■ Staff at RYSE have our back but hold me accountable ■ Love at RYSE looks like staff actually caring and listening to our problems even though they don’t have to. ■ Since coming to RYSE, changes I have noticed in myself are that I’m understanding myself more. ■ Since coming to RYSE, changes I have noticed in myself are my confidence. ■ Safety at RYSE is important and always present. ● In evaluation interviews with young people engaged with RYSE’s Restorative Justice Diversion Pilot, young people reported positive experiences, including improved relationships, personal growth, and access to necessary support services. ○ Youth felt valued and accepted, and the process increased their feelings of connection to their community. ■ “I felt loved, I felt they really cared about me. I met people that made me feel like I matter, and that's why I did the things I did.” - Responsible Youth ■ “Having someone to talk to that I felt genuinely cared for my well-being and supported me through the times when I was at my lowest. Also helping me and Mom get our relationship back right. We're not perfect but after this program, I know how to handle myself in a better way.” - Responsible Youth ○ A number of persons harmed expressed transformational experiences that addressed their needs, provided them with a “better” sense of justice than the traditional legal system, and inspired them to keep building relationships with the responsible youth. ● On Sunday, April 23, an 18-year-old young man by the name of Sincere Martin was shot and killed in West Contra Costa County. He was a part of the R2P2 program at RYSE, having been a youth member since his initial referral in May 2022. RYSE supported his fa mily and held grief spaces for staff and youth. Some words and reflections on his life and spirit from the Youth Justice Team at RYSE who worked closely with him in case management. These were also shared at his high school's graduation in June 2023: To know Sincere was to love him. As soon as he walked into the room, he brought a certain aura. Light, love, and gratitude. I would text at the beginning of every week and tell him to have a great week, but sometimes I felt like we switched roles as needed. If I happened to miss a Monday, he wouldn’t miss a beat. I could always count on that text from Sincere wishing good health and good fortune. He accomplished so much within his 18 years of life and has every reason to be celebrated. He earned his diploma early, in February 2023, months before his ceremony was set to take place. He enrolled in business courses pursuing his dreams of becoming an entrepreneur. He also maintained his own apartment and expenses, keeping and building a savings account for his rainy days. He was a loving older sibling, looking after his baby brother when mom was unable to. Not to mention, all the hardships that he endured as a young person impacted by the criminal legal system. Obstacles that Sincere faced made him stronger, and he was growing into a responsible and self-sufficient young adult right before my eyes. He was a young man of many facets, an athlete, musically talented, amazing fashion sense, and most importantly, a heart of gold. B-223 One thing we will remember about him is his smile and how full of life he was. We will always remember Sincere and his bravery, his charisma, his leadership, his laughter, his willingness to try new things, his open mindedness and his big heart. But wherever a beautiful soul has been, there is a trail of beautiful memories. It doesn’t feel right saying goodbye Sincere, so we’ll say see you later. Rest In Peace Sincere! With love in our hearts, The YJ Team ● In February 2023, the Guardian published the following interviews with RYSE members on youth experiences of gun violence. ● The following article was developed by a RYSE member, sharing their personal experiences with violence and published by Ensemble News. Recommended Reading: Strong Lighting by Jason Madison, RYSE member. Another youth member Laisha Aguilar, a high school senior starting her own photography business, photographed Jason Madison for his headshot and spoke about their connection and her experience at the Alliance for Boys and Men of Color advocacy day. ● In February 2023, RYSE’s Freedom Beatz hip hop and healing program re -launched at the John A. Davis Juvenile Hall (“the Hall”) in Contra Costa County, with a cohort of 9 young women and staff, the first time RYSE has worked with young women at The Hall. Th e sessions included guest artist, Donte Clark, self-portrait paintings, poetry lessons, and song writing. ● RYSE was part of the core leadership responsible for winning the County Office of Racial Equity and Social Justice, we hope to leverage this win by mobilizing and advocating for work and policy that center BIYOC residents. RYSE was part of the Core Committee that conducted a community survey that collected information from more than 2,600 people and convened five community caf és with 300 attendees to share the findings from the listening sessions and survey. Throughout July 2022, the community cafes convened community members and partners with the goals of: 1) acknowledging and understanding racial harms and burdens in Contra Costa County,2) activating a County ecosystem more coordinated and responsive to the priorities and needs of residents most burdened by racial inequity, 3) developing a plan to launch the CCC Office of Racial Equity and Social Justice, and 4) cultivating a more committed & collectivized base of residents that ensures accountability and transparency, and the ability to mobilize to emergent conditions and opportunities. During sessions, community survey results were shared with service providers, outlining the systems harm experienced by Contra Costa residents, as well as how local systems/institutions can better advocate for important policy goals in the county. Participants of the survey expressed most concern for the following systems harms (n = 2600): - Employment Services (876), - Health Systems (734 in Health and 739 in Mental Health), - Education Systems (739 in general education and 400 in early education), - Housing (718), - Social Service System (655), - Criminal justice/legal system (593 in adult and 490 in youth), - Child Welfare System (431), - Planning (449), - Election System (333), - Transportation System (155) ● The Contra Costa County Office of Racial Equity and Social Justice Host Table reported its findings and recommendations to the Board of Supervisors in Oct. 2022. The BOS approved the recommendation of hiring two co-directors to lead the office. This process is being led by a County Equity Committee. ● West and Central/East County Care Coalitions (RYSE launched the WCC COVID Care Coalition in the early days of March 2020) have converged into the Contra Costa Community Care Coalition (The C5). The C5 will continue to center the priorities of our communities and convene the ecosystem of community partners, public agencies, advocates and organizers, and electees who work in service B-224 to our communities. Various collaboratives and campaigns have developed out of, been shared at, and informed by the Coalition. ● The Richmond Rapid Response Fund (R3F) was born directly out of the WCC Care Coalition. RYSE is a founding partner of R3F and led the financial disbursement process for the Fund. To date, R3F has provided direct financial disbursement and rent relief to over 1,000 families in Richmond. R 3F has hired staff and is working toward a Universal Basic Income pilot. Much of the R3F disbursement process was based on RYSE's Youth COVID-19 Care Fund, launched within the first month of the Shelter in Place. ● RYSE is part of numerous other coalitions including a city-wide homelessness task force, arts education coalitions, and education and youth justice policy spaces. We have started initial planning to launch a pilot for TAY homelessness prevention; this shou ld be launched in the new contract year. ● RYSE engaged in meetings with health partners on the Health Table for the activation of the Health Justice Center and entered into a new contract with West Contra Costa Health Care District for opening the HJC over the coming years, which includes the launch of the Listening Campaign 2.0 (described below). . ● We have provided tours of RYSE Commons and held meetings with teams from each of our state and national electees and will continue to stay in contact to leverage young people’s expertise, experiences, and recommendations for health justice and addressing structural racism in West Contra Costa. Inclusive Schools RYSE worked to deepen linkages to schools for students who are still navigating the impacts of the pandemic and looking for more resources and opportunities in their out-of-school ecosystem. RYSE fielded and coordinated supports for dozens of incidences of interpersonal and systems crises directly impacting young people, which included supporting young people, parents, schools, district staff, community partners and systems partners in sharing information, triage, coordinated response, care, and identifying resolution/restorative paths forward. We continue to field daily requests and referrals from schools and school-based clinics for mental health and crisis response supports. As young people navigate safety plans and/or transitions following criminal legal system involvement, RYSE has worked to ensure schools are meeting access needs. RYSE continues to lift up young people’s priorities for LGBTQIA+ health, wellness and leadership both with the District and in the larger community through narrative sharing, linkages, and program opportunities. ● School linkages & student support: School site visits, where students from the Kennedy Family of Schools, Richmond High, Summit, and other middle and high schools have come to RYSE as part of their school day to learn about the space and build relationships between students, teachers and RYSE, as an afterschool option for youth. With the closure of the Department of Juvenile Justice and directive to better serve young people in their communities, RYSE staff serve as student advocates for young people who require credit transfers, safety plans, IEPS, and other access to reach their academic goals. B-225 ● WCCUSD & Community Schools: As part of our engagement and advocacy within the schools and the District, we work to center what young people are actually experiencing, whether or not they fit into systems timelines or outcomes. An example of this includes RYSE’s leadership in calling out the Community Schools Support Collaborative to more intentionally and explicitly activate the key pillars of racial equity and healing center engagement that are part of the legislation. This has resulted in pausing and recalibrating the process to create a more community-led and community-grounded design in the needs assessment and implementation. We work to keep reminding our school and systems partners that we are still very much experiencing the pandemic and its impact s. We are committed to continue to work at the pace of community health, community trust, and community care, no matter how frustrating or challenging it may be. ● Pride Month & Board of Supervisors Pride Proclamation: Pride month at RYSE included workshops like Stride with PRYDE and the Fashion Show & Pride Spirit Week. RYSE staff and youth read RYSE’s Pride Statement at the June Board of Supervisors meeting, which honored the youth and programming at RYSE and Rainbow Community Center. Video here. ● Health linkages: RYSE teamed up with Rainbow Community Center to provide STD testing; RYSE partnered with Contra Costa County Health Services for a COVID, Flu and MPOX clinic; RYSE’s Let’s Talk About Sex workshop engaged young people where they were at with “pop-up style” sexual health education. Health Justice Center planning and feedback workshops and focus groups engaged young people across their identities and asked them to consider these social locations in making recommendations for the HJC. These events and resources were shared on RYSE’s social media. ● WCCUSD Arts Now: The Media, Arts, & Culture team (youth and staff) planned and facilitated one VAPA liaison arts integration workshop and two West Contra Costa Unified School District Saturday Arts Now Institutes for classroom teachers. Teachers were paid to participate in CYD workshops, talked about liberation and student leadership in schools, and walked away with arts integration lessons to use in their classrooms. Each Institute was planned in partnership with young artists, who also co-facilitated, performed, and attended workshops alongside teachers. Teacher feedback included, "Everything was so well planned, the instructors were excellent, and it is so heartwarming to have the students participate in the whole experience. My students really enjoyed th e activities I brought back from the day" and "Really enjoyed this and I love that it was youth led. This is good for bringing joy back into the classroom." ● Youth Leadership: Youth organizers in RYSE’s Education Justice Action Research Cohort completed a website (https://www.ryseejar.com/) that can hold data gathered by students and continue to advocate for policies and practices in schools that meet the emotional needs of students as full human beings. The Education Action Research cohort continued in our Fall 2022 program season with a previous EJAR member stepping into a fellowship role and 4 new youth that learned about the project and received training in data analysis, inductive coding, and literature review with recommendations. The youth fellow will collaborate with the Education Justice Program Manager to plan and co-facilitate workshop sessions for the new cohort. RYSE members were also part of the Community Design Advisory Partnership with Richmond High School: where RYSE youth are providing insight for the physical design of the school detailing what they want in the future and want to discontinue from the past. The Media, Arts, & Culture youth co- facilitated WCCUSD Saturday Arts Now Institutes for classroom teachers. ● Listening Campaign 2.0: RYSE has begun planning and hired Ceres Policy Researchers to work with B-226 RYSE staff and youth researchers to engage our current cross-system partners, young people and adults in inquiry. To build understanding and response to the conditions BIYPOC are navigating; ensure relevance for continuing to cultivate healing, belonging, power for these times and the “generations” of young people we are connected to; and lift up what policies, praxes, investments are needed to employ and ensure healing-centered engagement and alignment in all the systems and ecosystems responsible for young people. Key partners and collaborations already identified include the WCCUSD Community Schools Collaborative, individual school sites, school-based and school/linked programs, young people reentering school and community after engagement with criminal legal system, the WCCUSD Families in Transition program, and Contra Costa Continuum of Care for transitional age youth. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. RYSE service delivery is monitored through a customized database to track program utilization and tailored supports. Tailored intakes, case notes, and education/ career/ youth justice plans are used to understand the scope of individual and community-level issues and develop and track achievable goals in partnership with young people. RYSE partners with external evaluator JDC Partnerships, a woman and BIPOC -led firm, on the design, administration and analysis of multiple, multi-level tools to measure progress toward our Theory of Liberation outcomes. These include a seasonal Program Liberation Impact Tool (LIT), annual Member LIT, annual Organizational LIT, semi-annual Staff LIT and bi-annual Partner LIT. The Member LIT, is inquiry into the nature of relationships experienced between RYSE members and with staff, why being a part of RYSE matters to young people, and young people’s experiences along RYSE’s key measures of safety, belonging and love; understanding of self and others; emotional health and wellbeing; and sense of agency and influence. In May 2023, for the first time since returning to in-person programming together in the expanded RYSE campus, youth members were invited to complete the Member LIT; findings were consistent with if not more positive than trends over the past 14 years (n=107). Outcomes/ Measures of Success: ● 93% of RYSE members report benefits of RYSE programs and services that support mental health and wellness, including 97% positively reflected that however they come in, staff at RYSE love them. ● 80% of members demonstrate progress toward desired skills/goals related to their participation at RYSE (subset of members with a defined plan) ● All RYSE members who were identified as needing more intensive MH services will be linked to culturally competent MH services, as available. ● 90% of the total number of stakeholders involved in TRRS series will report increased understanding and capacity to practice trauma-informed youth development. ● At least 200 stakeholders engaged in trainings and TA on RYSE healing-centered model; at least 40 stakeholders demonstrate shared commitment to trauma-informed policy that promotes the optimal health and wellness of West Contra Costa youth and young adults (surveyed only WCCUSD Arts Now participants) ● Among RYSE members who self-identify as LGBTQQ, key measures were positive and consistent with overall youth membership; over 90% report positive sense of safety and belonging at RYSE and positive or increased sense of self-efficacy, positive peer relations, youth-adult relations, and agency in impacting change in the community B-227 ● Over 90% of RYSE members report an understanding and capacity to build community with races, cultures and sexual orientations and genders different from their own. Other notable findings from the 2023 Member survey, the first since returning to shared physical space in the new campus, include: ● 96% reported a better understanding of self since coming to RYSE. ● 95% said getting to know other young people in their community influenced why they come to RYSE. ● 95% said the opportunity to be more involved in their community at and through RYSE influenced why they continue to come to RYSE. ● 93% of responding members noticed that RYSE has contributed to emotional wellbeing through paying attention to their own feelings and reducing stigma around mental health support. ● 97% positively reflected that however they come in, staff at RYSE love them. Quotes from Members: ● Safety at RYSE is feeling like you belong somewhere ● Safety at RYSE is through all of us - we’re always on a lookout for each other ● Love at RYSE looks like/feels like/ sounds like laughter and fun also empowerment and community. ● RYSE is a nice place to go whenever and hang out. My parents usually don’t let me go to other places ● Since coming to RYSE I have noticed that I am more accepting of others and myself, I am more empowered and empathetic and I am more aware of my mental health. Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. RYSE’s model is a community defined, community evaluated practice that centers on living our values. Since opening we have trended consistently across the scales and measures tied to our values, demonstrating a strong level of efficacy with this specific community (BIPOC young people and their families). RYSE belongs to young people - from how to engage parents and caregivers, to campus design, to how we share stories and successes. Youth lead in upholding values through Culture Builder Internships, House M eetings, co-facilitation roles, and more. For 14+ years, RYSE has enacted strategies grounded in racial, gender, and disability justice through holistic healing supports, mentorship, advocacy, and organizing. We utilize a range of culturally affirming and clinical modalities to address acute and chronic distress. Always rooted in the survival, fortitude, resilience and right to childhood of youth directly impacted by systems. RYSE staff reflect and come from the diverse communities, languages and experiences of members. This is an intentional and ongoing practice as a trauma-informed organization. Staff hold experience inside and outside of formal institutions. 96% of staff identify as BIPOC. Ongoing practitioner training facilitates identifying our own relationships with systems, toward healing and intergenerational connection for collective action. B-228 RYSE works with health and health justice partners to create a coordinated ecosystem of care to meaningfully address and respond to acute, chronic, structural, and historical trauma and violence. We work to be a safe and affirming out-of-school option for young people who seek alternative or extra support - forming a community ecosystem of care. Key examples of this work (also described in prior sections) include: ● School & District Linkages & Coordination: Classroom presentations, outreach, field trips and teacher partnership. Youth-led professional development for teachers. Referrals by teachers and school counselors to RYSE programming and mental health services. Student advocacy and accompaniment by RYSE staff. Crisis coordination and restoration across student and family systems. Tutoring, college access support and adult transition support for WCCUSD students. Youth-led research and leadership for youth mental health and school-based policies and practices. ● Restorative Pathways Project (R2P2): R2P2 provides intensive case management and mentoring for intentionally injured youth ages 13-25. Engagement begins in the hospital/ shortly after discharge and is grounded in empathetic connection, validation, and compassion. Stabilization support includes medical follow up, victims of crime compensation, and basic material needs, including links to RYSE programming. ● Youth Justice Diversion and Transition Supports: RYSE’s Restorative Justice diversion program works with the District Attorney’s Office, helping young people restore relationships, mend harm, and avoid charges (to avoid risks and harms of criminal legal systems). RYSE provides case management, mentoring, and sanctuary for youth reentering the community from juvenile hall, hospitals, and/or on probation engaged before, during and after their re -entry transitions. ● Primary and Behavioral Healthcare Supports and Linkages: RYSE provides trauma-informed, healing-centered counseling and case management. Our clinical therapists specialize in culturally and gender affirming arts-based practices. RYSE does not require insurance or diagnosis for any services. Our success and impact as a health home finds us increasingly supporting youth with severe mental illnesses - with support and coordination for treatment, but also with advocating and addressing the implicit and explicit racial bias of health, criminal legal, and child welfare systems. Our case management staff support linkages, access, and utilization of primary healthcare through linkages, referrals, and follow up with providers and partners. ● Creative Expression and Youth Leadership Programming as Healing: Creative expression and youth organizing are central healing strategies across all areas of our work - trauma response and triage, direct services and supports, identity groups, social support and community building, advocacy and organizing, and systems transformation. Activities include Freedom Beatz, a creative arts program for incarcerated young people; Organizing Club, a space for youth to connect, create and learn about social justice movements; and Youth Justice Fellows, supporting systems-impacted young people in county-wide coalition work. ● Trauma and Healing Learning Series (THLS) for Systems Change: Our ongoing convening for adults working in systems, to develop shared framework and approaches to addressing chronic trauma and distress, and to identify and commit to investments, policies, and practices responsive to and reflective of young people’s priorities, needs, and interests. Training includes adolescent development and trauma, trauma-informed care, non-violent and restorative communication, racial trauma and historical/structural trauma, gender justice, ACEs and racial justice, and disability justice and understanding the medical industrial complex. B-229 ● West Contra Costa COVID Community Care Coalition: Since March 2020 (just 4 days after the COVID-19 Shelter in Place began) RYSE has convened an ongoing community care call with city and public systems, health and social services providers, and the school district to elevate a range of critical supports for Contra Costa County. There is no formal threshold for membership or participation. What we are held by is our commitments to how we show up for each other and our communities. Now converged into the Contra Costa Community Care Coalition (The C5 ● Health Justice Center: Increasing access to services with the opening of the The Health Justice Center at RYSE Commons in 2023, as a liberatory healthcare home for West Contra Costa youth and young adults. The HJC will provide, partner, train, and invest in a full spectrum of h ealth services including qualified professionals competent in youth development, professional pathways for BIYOC and BIPOC health practitioners and providers, first aid in emergency/urgent care, therapy, aroma therapy, yoga, skin care, nutrition, alcohol and drug use, including overdose treatment and care, medicinal plants and herbs, dental care, queer and trans inclusive and affirming sexual and reproductive health, including support and treatment related to lethal and non -lethal injury, sexual assault, domestic violence and intimate partner violence. The HJC is creating and cultivating the spaces and resources for young people to imagine the systems they not only need currently, but desire to lead as next generation health leaders. Include examples of notable community impact or feedback from the community if applicable. https://rysecenter.org/blog/2022/10/28/ryse-youth-essay - Strong Lightning by Jason Madison Excerpt: “A safe space feels warm. It looks like a bunch of unicorns, it sounds like kindness, encouraging words, like me snapping my fingers, like “PERIODT”, like “yesss.” It sounds vulnerable. Marissa [former RYSE Clinical Director] really made me feel comfortable. I said I was a Christian and I’m in the LGBTQ community and she also said she’s a Christian and Queer. That made me comfortable ever since. You meet a lot of Queer people, and you meet a lot of Christian people. You don’t meet a lot of people Queer Christians at the same time. We had conversations about how churches don’t really accept us. RYSE taught me to not say all of them negative things about myself. They stopped me in a quick second. “Nope, you’re not ugly, you’re not dumb, you could do whatever you want to do.” I feel like RYSE is very fun, very transparent, they look out for young people, they make sure we’re safe, and they make sure we have food in our mouths. Anger for me, it feels like a pot of boiling water, just steaming. When I walk into RYSE the water would start to cool down. It would cool to the point where it’s freezing; purple and teal and green. A few years ago in Marissa’s office I walked in very frustrated, very upset. She could see it in my eyes. I was just hiding my face. And she said, “it’s ok to cry, why are you hiding?” Marissa gave me permission to cry.” Building Culture, Building Community at the RYSE, by Jordan Daniel, former AMP Intern, current RYSE Culture Builder Excerpt: “When RYSE provided me with that space, I knew it was the escape I’ve always craved: a space full of love and laughter; a space without judgment; a space where healing is key. I see now that I didn’t know how to heal—all I knew was how to hurt. Growing up, I was taught to suck it up, because your pain isn’t serious until you become an adult. Feelings weren’t a thing, and neither were options. So when I joined a place that preached opposite ideas, I thought I had fallen into a parallel universe. I couldn’t believe that I could make decisions for myself. I finally found a place where I could be free. Our counselors are also very unique. Growing up, I didn’t like the idea of talking about my problems with someone, and I had many horrible experiences with therapy. But when I was introduced to our Health Justice B-230 team, my perspective shifted immediately. They helped me understand that I don’t need to have all the answers, because they don’t have them either. In the meantime, creative self -expression can help us learn about ourselves and the world around us. If I’m honest, I’ve learned more at RYSE than at school. I appreciate that they are always willing to bring someone in to help educate and provide tools for young people. Take sexual health, for instance—something that isn’t (but should be) normalized for many young people. At RYSE, we have constant conversations on how to stay protected. They create a safe space to ask questions; they provide judgment -free help; and they keep all of the restrooms stocked with feminine products. Aside from health, RYSE care s about helping youth receive a proper education, so they offer academic help. I am in a college preparatory program at RYSE called Zymbolic. Applying to college this year was one of the most stressful things I’ve ever experienced, but Zymbolic helped me submit my applications and prepare me for the transition mentally.” B-231 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 701 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 356 326 1 18 701 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 519 74 10 98 701 IF OTHER, PLEASE SPECIFY: Tagalog, American Sign Language, Pu njabi, Thai, Other RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 89 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 13 ASIAN INDIAN/ SOUTH ASIAN ASIAN 55 CAMBODIAN BLACK/ AFRICAN AMERICAN 230 CHINESE WHITE/ CAUCASIAN 32 EASTERN EUROPEAN HISPANIC/ LATINO 290 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER 15 JAPANESE OTHER 0 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED 83 MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 807 VIETNAMESE ****While the total number of youth served during this reporting period is 701, the Race MORE THAN ONE ETHNICTY B-232 section adds up to more because youth can mark upon member enrollment both more than one race and the races they identified. OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 701 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: **While the total number of youth served during this reporting period is 701, the Gender Identity and Sexual Orientation sections add up to more because some youth selected multiple responses. HETEROSEXUAL 463 QUESTIONING / UNSURE 13 GAY / LESBIAN 24 ANOTHER SEXUAL ORIENTATION 8 BISEXUAL 52 DECLINE TO STATE/ DATA NOT CAPTURED 138 QUEER 14 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 712 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE MAN 344 FEMALE WOMAN 249 DECLINE TO STATE/ DATA NOT CAPTURED 701 TRANSGENDER 11 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 GENDERQUEER / NON-BINARY 10 QUESTIONING ANOTHER GENDER IDENTIY B-233 DECLINE TO STATE/ DATA NOT CAPTURED 87 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 701 DECLINE TO STATE/ DATA NOT CAPTURED 701 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 DISABILITY STATUS: DISABILITY TYPE: YES 27 DIFFICULTY SEEING NO 515 DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 159 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 701 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 COGNITIVE DISABILITY: YES 64 DECLINE TO STATE/ DATA NOT CAPTURED 221 NO 416 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 701 **We noticed that there is no place to document atmospheric trauma and distress our member’s experience. B-234 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 102 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 74 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 7 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 3 **We do refer youth to outside services (clinical and non-clinical); however they often report negative or uncomfortable experiences with outside referrals. In most cases, RYSE staff continue to provide case management to support engagement in external non-clinical services. On occasion, members will inform us that they were unable to make an appointment. AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: n/a** AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 1 ** RYSE defines and addresses trauma and distress as historical, structural, and atmospheric, operationalized through racial oppression and dehumanization of young people of color (RYSE Listening Campaign,2013; Hardy, 2013; Leary, 2005; Van der Kolk, 2015). Therefore, RYSE’s work is focused on addressing the conditions and systems that induce and perpetuate distress and atmospheric trauma, cultivating and supporting community building for collective healing and mobilization to address the harmful conditions and their generational impacts, and providing tailored supports and services necessary to provide safety, stabilization, and hope for individual young people and as a community. We measure impacts related to RYSE’s core strategies and prioritization of relationships as prevention and early intervention of mental health issues (reflected in our service workplan). We do not measure duration of untreated mental health issues, as it does not fully reflect, and is dismissive of, the context and magnitude of what young people are experiencing and embodying. It falls short of the rigor and dynamism we employ as a community mental health and healing organization. That said, we work in persistent proximity with individual members to listen to, validate, and hold their lived experiences and articulations of distress, as well as those of resistance and resilience. B-235 STAND! FOR FAMILIES FREE OF VIOLENCE - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): CHILDHOOD TRAUMA EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT X CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ● Provide primary prevention activities to educate (750) middle and high school youth about teen dating violence ● Provide up to (60) school personnel, service providers and parents, with knowledge and awareness of the scope and causes of dating violence, including bulling and ssexual harassment, to increase knowledgeand awareness of the tenets of a healthy dating relationship. ● Provide secondary prevention activities to (200) youth experiencing or at risk for teen dating violence ● Conduct (16) gender-based support groups that are each (10) weeks long ● Create access and linkage to mental health services B-236 Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of servies, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. Our Youth Education Support Services (YESS) team provided services at five high schools in West Contra Costa County. These schools included Hercules High school, Pinole Valley High School, El Cerrito High School, De Anza High School, and Richmond High School. At the onset of each semester, our team provided either classroom presentations or tabling events to provide information and education about teen dating violence and healthy relationships. School staff, parents and other support providers were engaged in these activities as appropriate. From these presentations and events, our team recruited youth who were interested in joining our support groups, Promoting Gender Respect (for male identified students) and Expect Respect (for female identified students). These students then participated in a semester long support group, meeting weekly to discuss in depth issues around teen dating violence and healthy relationships. Following these successful support groups, we selected nine (9) youth to participate in our Youth Against Violence (YAV) leadership program. This program starts with a 4-week summer leadership program, and then continues throughout the school year. The main objective for this program is to support the youth in developing and utilizing leadershi p skills to become community advocates against teen dating violence. Their biggest project of the year is to create and implement a campaign for Teen Dating Violence Awareness Month (TDVAM). This year, the YAV team created a PSA that was played in movie theaters across the county, reaching an estimated 121,000 movie-goers. Following the pandemic, we continue to see some changes within the schools that have impacted how we provide our services. Schools have been impacted by drastic reductions in school staffing and resources, so we have had to shift our model to work within t hese changes. For example, it has become very difficult to provide multiple classroom presentations as the coordination of these events is challenging for already stretched school staff. Our adaptation has been to increase tabling events to remain visible to students outside of class time. Additionally, due to the reduced resources available to schools, referrals into our program are higher than ever, leading us to have groups at maximum capacity. Briefly report on the outcomes of the program’s efforts during the past reporting period. Please include (as applicable): Quantitative and qualitative data, data collection methodology (including measures for cultural responsiveness and confidentiality), evaluation, and use of information gathered. Please note how these outcomes compare to your measures of success at the outset of the past reporting period. As our numbers reported below demonstrate, there are pieces of data that we do not collect or cannot report on. We can report numbers of youth/adults reached but do not always have opportunities to gather their demographics consistently. For example, in our classroom presentations students engage in our pre/post surveys but often decline to provide other information about their own personal information. Another challenge is the limitations of our data management system, which has prevented us from capturing and being able to interpret/report out on data gathered. We are currently in the process of transitioning to a new and much more robust data management system which will allow us to not only store data, but also to pull accurate reports on our outcomes and client demographics. B-237 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Our program strives to be very well connected to the areas we serve, and we highly value cultural responsiveness. Many of our staff have either worked or lived in the communities in which we provide services and are committed to increasing our understanding and learning about the unique needs and culture of each community. We monitor and evaluate the changes we observe in each setting so that we can adequately adapt our services to best meet the needs we identify. We engage in other community events which allow us to strengthen our referral network, as well as spread information about our programs and services. We participated in numerous club rush events on campuses in West Contra Costa Unified School District and back to school nights. For Teen Dating Violence Awareness month our Youth Against Violence leadership program attended the rally at the state capital advocating for more prevention funding from the state and sharing information on the seriousness of teen dating violence. We maintain strong relationships with school personnel, who routinely reach out to members of our staff to make referrals into our program or into other STAND! programs and services. We also offer support as needed for incidents that occur in the community, which may include being present in a school for individual support after violence has occurred.Within STAND! we have several other programs that we refer clients to, including a Children’s Counseling Program where youth can receive mental health treatme nt. We also refer students to community mental health programs such as Contra Costa County Behavioral Health, On-site school resources and other low-fee programs. STAND! operates a 24-hour crisis line that offers counseling and resources, and youth are given this number with any information they receive. Include examples of notable community impact or feedback from the community if applicable. During Teen Dating Violence Awareness Month in February, STAND!’s Youth Against Violence program filmed a video PSA, highlighting the glamorization of abuse that happens in Hollywood and by their peers. This PSA played for the entire month of February during the trailers of movies rated PG-13 and higher in Richmond, Concord, and Walnut Creek Century Theatres, gaining over 121,000 views/impressions during its span in theatres. B-238 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 1132 AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 91 331 8 N/A 269/433 1132 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A N/A N/A 1132 1132 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON -HISPANIC/LATINX) MORE THAN ONE RACE 77 AFRICAN N/A AMERICAN INDIAN/ ALASKA NATIVE 3 ASIAN INDIAN/ SOUTH ASIAN N/A ASIAN 77 CAMBODIAN N/A BLACK/ AFRICAN AMERICAN 84 CHINESE N/A WHITE/ CAUCASIAN 71 EASTERN EUROPEAN N/A HISPANIC/ LATINO 350 FILIPINO N/A NATIVE HAWAAIAN/ PACIFIC ISLANDER 5 JAPANESE N/A OTHER 2 KOREAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 26/437 MIDDLE EASTERN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 VIETNAMESE N/A MORE THAN ONE ETHNICTY N/A B-239 OTHER N/A ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 CENTRAL AMERICAN N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 MEXICAN AMERICAN N/A PUERTO RICAN N/A SOUTH AMERICAN N/A OTHER N/A SEXUAL ORIENTATION: HETEROSEXUAL N/A QUESTIONING / UNSURE N/A GAY / LESBIAN N/A ANOTHER SEXUAL ORIENTATION N/A BISEXUAL N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 QUEER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE N/A MAN N/A FEMALE N/A WOMAN N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 TRANSGENDER N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 GENDERQUEER / NON-BINARY N/A QUESTIONING N/A ANOTHER GENDER IDENTIY N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 B-240 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 ACTIVE MILITARY STATUS: VETERAN STATUS: YES N/A YES N/A NO N/A NO N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A DECLINE TO STATE/ DATA NOT CAPTURED N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) N/A DISABILITY STATUS: DISABILITY TYPE: YES N/A DIFFICULTY SEEING N/A NO N/A DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 PHYSICAL MOBILITY N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 CHRONIC HEALTH CONDITION N/A OTHER N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 COGNITIVE DISABILITY: YES N/A DECLINE TO STATE/ DATA NOT CAPTURED 1132 NO N/A TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 1132 B-241 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 4 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 4 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 2 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 2 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: Unknown AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 2 weeks B-242 VICENTE MARTINEZ HIGH SCHOOL - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT X SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA X EARLY PSYCHOSIS X YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS X EARLY IDENTIFICATION NARRATIVE REPORT Key services include student activities that support: 1. Individualized learning plans 2. Mindfulness and stress management interventions 3. Timely access and linkage to direct mental health counseling 4. Team and community building 5. Character, leadership and asset development 6. Career-focused preparation 7. Parent involvement 8. Outreach Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) B-243 Services support the achievement of a high school diploma, transferable career skills, college readiness, post - secondary training, and enrollment, democratic participation, social and emotional literacy, and mental/behavioral health. PEI services are provided by credentialed teachers and an administrator, qualified office staff, a Marriage Family Therapist, and a Pupil Personnel Services credentialed academic counselor. All students also have access to a licensed mental health counselor for individual and group counseling. All students enrolled in Vicente have access to the variety of PEI intervention services through in-school choices that meet their individual learning goals. Mental health and social emotional activities and services are offered to all students at Vicente Martinez High School and are deeply integrated into the Vicente school day. Data is collected for all students who participate in these programs, but demographics and statistics are based upon Vicente total enrollment This year the PEI program continued providing students with experiential opportunities that fostered a strong sense of positive, personal identity, leadership skills, and intergenerational connection to the community and place that they live. These opportunities provided students an alternative to a traditional high school education while they continue to make progress. All students enrolled in Vicente have access to a variety of PEI intervention services through in -school choices that meet their individual learning goals. This year the PEI program continued providing students with experiential opportunities that fostered a strong sense of positive, personal identity, leadership skills and intergenerational connection to the community and place that they live. These opportun ities provided students with an alternative to a traditional high school education while they contin ued to make progress toward earning the necessary credits for an accredited high school diploma. Experiences that enriched the curricula are presented below in the following categories: · Service Learning · Team-based Projects · Career-Focused Resources · Mental Health Focus · Leadership Development · Academic Skills Development · College and Careers · Teacher and Staff Professional Development Service Learning:, Students participated in several volunteer opportunities such as Loaves and Fishes, events at the elementary school, mental health community building activities, Habitat for Humanity. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): the target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow-up. Please note any differences from prior years or any challenges with the implementation of the program, if applicable. B-244 Career-Focused: Guest speakers, all school assemblies targeting specific careers, goal setting activities, small group career exploration Mental Health Focus: Students continue to participate in holistic health activities and seminars that support their emotional, social and academic health. Leadership Development: Students continue to participate in leadership programs and mentorships that support students needing increased academic or emotional skill development. Academic Skills Development: Students continue to receive academic instruction and support from teachers/contracted service providers through integrated, project-based curriculum, specific academic skills instruction and individualized, differentiated instruction. College and Careers: Students continue to be exposed to a variety of careers and colleges through guest speakers, introduction to internship seminars and field trips in order to help them prepare for a successful transition into independent adulthood. Teacher Professional Development: Teachers continue to attend professional development opportunities to increase knowledge about supporting at -risk students. Outreach: Vicente Martinez High School continues to advertise the program and to inform the public about the educational opportunities that the school offers for at -risk students and to dispel misconceptions about the school and the population who attend the school. Vicente/Briones staff and outside service providers have worked cooperatively to continue to create opportunities for all students to develop academically, socially, emotionally and mentally through participation in hands-on, place-based learning and experiential projects. Currently, all Vicente teachers and staff are actively engaged in supporting and implementing Our program reflects MHSA values of wellness, recovery and resilience. Our whole staff embraces these values for our students, and we strive to ensure our students are held accountable and are supported in these ways in order for them to thrive. We provide access and linkage to mental health care by providing individual and group services during the school day and referrals to outside mental health services for students needing longer term support and services. The students at Vicente are some of our most underserved and at-risk students in our school district. Sixty-eight percent of students are on free and reduced lunch which means their families are in a low socio-economic status. The teaching staff, mental health counselor, principal and special education teacher meet regularly to discuss the needs of students and to review and analyze data. We practice the Multi-Tier System of Support or Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived-experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non-stigmatizing and non-discriminatory. Give specific examples as applicable. B-245 Response to Intervention Model in order to provide students with the individualized support that they need to be successful. While there are interventions built into the regular school day such as small class sizes, explicit expectations and universal responses to students, those who need something more are discussed, and it is determined what they need. As a staff we also utilize restorative practices and restorative conversations among ourselves and our students. Here is what 2022-23 current students have said about Vicente Martinez High School: “It’s nice having someone to talk to about my problems” “The counselor helps me work on my anger” “I like coming to school, everyone gives us support” “Psychology Club is like the movie Inside Out in real life. We get to learn more about our emotions and how to help ourselves and our friends.” From 2021-2022 Brief Mood Survey what students said they liked best about counseling: “My counselor gave great advice and is very understanding” “Talking and truly expressing myself” “Being safe to talk about how I feel” “The fact that you always have our best interests at heart” Include examples of notable community impact or feedback from the community if applicable. B-246 AGGREGATE REPORT AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 0 49 0 0 49 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 49 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 5 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 1 ASIAN INDIAN/ SOUTH ASIAN ASIAN 0 CAMBODIAN BLACK/ AFRICAN AMERICAN 3 CHINESE WHITE/ CAUCASIAN 16 EASTERN EUROPEAN HISPANIC/ LATINO 24 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER 0 JAPANESE OTHER KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 VIETNAMESE TOTAL SERVED FOR FY 22-23: 49 Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) B-247 MORE THAN ONE ETHNICITY OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL 41 QUESTIONING / UNSURE GAY / LESBIAN 6 ANOTHER SEXUAL ORIENTATION BISEXUAL 2 DECLINE TO STATE/ DATA NOT CAPTURED QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 27 MAN 29 FEMALE 22 WOMAN 20 DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTITY DECLINE TO STATE/ DATA NOT CAPTURED B-248 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 ACTIVE MILITARY STATUS: VETERAN STATUS: YES 0 YES 0 NO NO 49 DECLINE TO STATE/ DATA NOT CAPTURED DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) COGNITIVE DISABILITY: YES 12 DECLINE TO STATE/ DATA NOT CAPTURED NO 37 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 49 B-249 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 32 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 32 REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES 5 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE 2 AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: 0 AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES 0 B-250 WE CARE SERVICES FOR CHILDREN - PEI ANNUAL REPORTING FORM FISCAL YEAR: 2022 – 2023 PEI STRATEGIES (CHECK ALL THAT APPLY): X PREVENTION X EARLY INTERVENTION X OUTREACH X STIGMA AND DISCRIMINATION REDUCTION X ACCESS AND LINKAGE TO TREATMENT X IMPROVING TIMELY ACCESS TO TREATMENT SUICIDE PREVENTION PEI STRATEGIES (CHECK ALL THAT APPLY): X CHILDHOOD TRAUMA EARLY PSYCHOSIS YOUTH OUTREACH AND ENGAGEMENT CULTURE AND LANGUAGE OLDER ADULTS EARLY IDENTIFICATION NARRATIVE REPORT Provide 5-10 bullet points that briefly highlight your objective, measurable, or observable outcomes or accomplishments from the past reporting period. (There will be opportunity to elaborate on these bullet points later in the report) ●Information about the Everyday Moments program (and how parents can support the social- emotional development of their children birth to six) was distributed to hundreds of thousands of Contra Costa county residents, using the following channels: ○Distribution/posting of flyers at 550 community partner sites and organizations such as libraries, pediatrician offices, daycares and preschools ○Social media postings to over 80,000 specifically targeted individuals and groups in Contra Costa County with interest in early childhood ○Email outreach with repeated follow-ups to 300 community partners ○In-person outreach/presentations at 54 opportunities, including meetings with community partners, parent group presentations, and presence at local events. ●25 Community Groups were conducted in English or Spanish for parents with children ages 0 -5 within Contra Costa County, and 219 parents participated in these groups. B-251 ● 88% of the parents attending the groups reported that they learned what to do to help their child gain new skills and improve behavior. ● 89% of parents in the groups reported that they Intend to use or follow the parenting advice received . ● 89% of parents in the groups reported that they had obtained information about questions they had about parenting. ● A total of 57 parents and 57 children across the county received one-on-one Home-Based Support in either English or Spanish to help with developmental challenges during “everyday moments” of interaction. ● 99% of the parents receiving Home Based Support reported that the time they spent with the Everyday Moments specialist helped them feel more confident about their parenting. ● 85% of parents receiving Home Based Support felt that their child’s behavior improved during the time they were working with the Everyday Moments specialist. ● 96% of parents receiving Home Based Support reported that they felt better able to support their child’s development after the time they spent with the Everyday Moments specialist. Briefly report on the services provided by the program during the past reporting period. Please include (as applicable): target population(s), program setting(s), types of services, strategies/activities utilized (including any evidence-based or promising practices), needs addressed, and follow up. Please note any differences from prior years or any challenges with implementation of the program, if applicable. 1. Family Engagement & Outreach First 5 Contra Costa and We Care worked together during this year to develop family engagement and outreach to promote the Los Momentos Cotidianos/Everyday Moments programming, and to recruit families to Everyday Moments opportunities by tapping the power of word-of-mouth and trusted community supports. The First 5 communications team updated the set of marketing assets developed in Year One, including a flyer, a texting template, and social media posts, with messaging that emphasizes the importance and empowering the role parents play in their children’s social-emotional development, and that reaching out and collaborating with service providers are strengths rather than weaknesses. This messaging was chosen to help reduce stigma and foster understanding that early childhood mental health can be about hea lthy child development in the context of everyday relationships with trusted caregivers. We Care shared these assets with its community contacts and networks, including the member organizations in the Early Childhood Prevention and Intervention Coalition (ECPIC). ECPIC members and partners, including C.O.P.E Family Support Center, Early Childhood Mental Health Program, and Lynn Center/Vistability, who in turn reached out to their community contacts. We Care also conducted collaboration with community providers such as pediatricians and public health nurses, schools and daycares, and other commu nity referral sources, reached out to families through community “hubs” such as the First 5 Centers and Help Me Grow, and conducted presentations at community partner sites via zoom during the fiscal year. We Care also posted B-252 physical flyers in libraries, community centers, and health clinics across the county, and conducted Social Media and email marketing campaigns. It is estimated that messaging about the Everyday Moments program, whether through electronic distribution via newsletters, email blasts, social media posts, or via presentations, reached 1000s of people in Contra Costa County at least one time. Messaging and social media campaigns were renewed quarterly, and presentations were offered continuously throughout the reporting period. Details about the types and settings of potential responders reached during the reporting period; as well as methods used to reach out and engage potential responders, to provide access and linkage to treatment, and to improve timely access to services for underserved populations are discussed below in the Strategies section of this report 2. Parent Groups The Parent Groups were provided by C.O.P.E. Family Support Center. Services consisted of small, guided discussion groups of parents of young children (0-5 years) where parents swap stories, share wisdom, and ask questions. Topics and strategies shared were based on the Triple P Positive Parenting Program, a multi - level system of family intervention for parents of children who have or are at risk of developing behavior problems. It is a prevention-oriented program that aims to promote positive, caring relationships between parents and their children, and to help parents develop effective management strategies for dealing with a variety of childhood behavior problems and common developmental issues. ● Monthly Community Groups were conducted in English or Spanish for parents with children ages 0 -5 within Contra Costa County. Topics were as follows: ○ Talking About the Tough Stuff with Children 0-5 8/17 English ○ Dealing with disobedience 8/24 Spanish ○ Dealing with disobedience 9/12 English ○ Developing Good bedtime routines 9/23 English ○ Self-care while parenting 9/29 English ○ Developing Good bedtime routines 10/3 Spanish ○ Managing fighting and aggression 10/10 English ○ Managing fighting and aggression 10/10 Spanish ○ Raising Resilient Children 10/27 English ○ Raising Resilient Children 10/28 Spanish ○ Dealing with disobedience 11/17 Spanish/ English ○ Hassle- Free Shopping with Children 11/18 English ○ Hassle- Free Shopping with Children 11/18 Spanish ○ Hassle-Free Mealtimes 12/05 Spanish ○ Hassle-Free Mealtimes 12/05 English ○ Taking Care of self and Family 12/16 English ○ Taking Care of self and Family 1/20 Spanish ○ Anxiety and fears in children 1/26 English ○ Anxiety and fears in children 1/26 Spanish ○ Dealing with Tantrums 1/27 Spanish ○ Taking Care of self and Family 3/15 English B-253 ○ Strategies for Parenting Multiple Children of Various Ages and Abilities 4/28 English ○ How to help Multiracial Children Establish their identity 5/19 English ○ Having tough conversations with children 6/20 Spanish ○ Having tough conversations with children 6/22 English 3. Home-Based Support The Home-Based Support services were provided by We Care Services for Children, Early Childhood Mental Health Program, and Lynn Center/Vistability. Services consisted of individualized, home -based (either in person at the family’s home or in the community; or via telehealth video) parent-centered support for young children (newborn to age 6) and caregiver(s), focusing on whatever “everyday moment” the caregiver chooses to focus on. The services are flexible, empathic, and non -stigmatizing: Any parent has “everyday moments” with their child! The Home-Based Support services provided a means for caregivers to learn about Early Childhood Mental Health and the social-emotional development of babies and young children, discuss intergenerational trauma as pertinent, and to try out community defined, culturally sensitive practices in support of their babies and young children. This component focused on working with a lens of empathy and understanding, allowing for shared space with the parent/caregiver in support of healthy brain and mental health development for children ages 0-5. Services were provided in multiple languages, using culturally relevant supports wherever feasible. “Meeting the child and family where they are,” the Home-Based Support services provided non-didactic developmental guidance and encouragement to caregivers as they were engaging with their child in their home environment during “everyday moments” of interaction. Caregivers were supported to use these sessions to share about their emotional experiences associated with caregiving, think about how to support their young child’s healthy development, and practice new skills and approaches with their little ones with the guidance of a trauma-informed Early Childhood Mental Health provider. This approach enabled an individualized, trauma-informed, and culturally sensitive delivery of caregiver support services and reinforcement of protective factors to support earl y childhood social-emotional development and resilience. Families whose needs were identified during the Home-Based Support to require more intensive intervention were offered referral to the suite of early childhood mental health services offered by each agency. STRATEGIES: 1) The types and settings of potential responders reached during the reporting period We Care, First 5 Contra Costa, C.O.P.E. Family Support Center, Early Childhood Mental Health Program and Lynn Center together reached out to a variety of groups and individuals that serve families with children 0 -5 in West, Central and East Contra Costa County. We distributed flyers and posted program information on our respective websites and social media. See description of additional We Care activities above under Family Engagement and Outreach. 2) Methods used to reach out and engage potential responders B-254 ●Online and printed paper flyers ●Outreach emails to social workers, health clinics, community organizations, etc. ●Social media: Instagram and Facebook ●ECPIC organization individual outreach to families and referring parties ●First 5 Contra Costa, We Care, and other websites ●Partner meetings and presentations ●Recruitment of “trusted supports” through outreach to pediatricians, nurses, teachers, faith groups ●For the Everyday Moments groups in particular, outreach to past participants through emails and phone calls 3) Strategies utilized to provide access and linkage to treatment ●Single phone number and email address for the program, with trained personnel conducting intakes and explaining the services, simplifying the process for families. ●Prompt call-back and intake response for parents inquiring about the program. ●Custom online system for distributing online access to pre- and post-intervention questionnaires, as well as paper option for those who wanted to complete the questionnaires in person. ●All questionnaires and program materials offered in English and Spanish. ●Zoom video conferencing platform for ease of attendance. ●Home-Based Support services offered in families’ homes or easy community locations to meet the needs of families. ●Zoom video conferencing technical assistance available. ●For families attending the Parent Groups, classes were adapted to ensure engagement, utilizing polls, break-out rooms, and chat rooms, and families were included in information outreach about other group parent education opportunities. ●For families receiving Home-Based Support, families with more intensive early childhood mental health needs were identified and provided with calls from intake coordinators to conduct intake appointments for the specialty mental health services provided by the three agencies, with no need for the parent to make another call or reach out separately. 4) Strategies utilized to improve timely access to services for underserved populations ●Parent Groups and Home-Based Support services were offered in East, West and Central Contra Costa County. ●Parent Groups and Home-Based Support were offered in both English and Spanish. ●All questionnaires and program materials offered in English and Spanish. ●Parent Groups were offered every other week, and Home-Based Support was offered weekly at times that fit with families’ schedules. ●Reminder emails were sent to participants in advance of Parent Groups, the day of and one hour before start time. ●Program staff supported participants completing pre- and post-assessments over the phone or in person, when needed. ●For families receiving Home-Based Support, families with more intensive early childhood mental health needs were identified and provided with calls from intake coordinators to conduct intake appointments for the specialty mental health services provided by the three agencies, with no need for the parent to make another call or reach out separately. B-255 Describe how the program reflects MHSA values of integrated, community-based, culturally responsive services that are guided and driven by those with lived -experience, and seeks to promote wellness, recovery, and resiliency in those traditionally underserved; provides access and linkage to mental health care, improves timely access to services, and use strategies that are non -stigmatizing and non- discriminatory. Give specific examples as applicable. Outcomes: ● We Care, C.O.P.E., First 5, Early Childhood, and Lynn Center completed all provisions of the 2022-23 contract, and worked together well as part of an Early Childhood Mental Health collaborative. ● Program activities were provided by staff who were trained and accredited in various levels of Triple P (Parent Groups) and dyadic intervention (Home-Based Support), with careful attention to quality of service. ● Outcomes of the Family Engagement & Outreach ○ Goal: Recruit minimum number of 299 parents ■ Actual: 322 parents were recruited; 1000s were contacted. ○ Goal: Recruit 200 parents for Parent Groups ■ Actual: 248 parents were recruited; 219 participated ○ Goal: Recruit 99 parents for Home-Based Services ■ Actual: 74 parents were recruited; 57 parents and 57 children (total 114) participated ● Outcomes of the Parent Groups ○ Goal: Contractor will provide evidence-based Triple P Positive Parenting Program seminar classes 2 X per month with a maximum attendance of 10 parents per group (maximum 200 participants) ■ Actual: 248 parents were recruited; 219 participated in 25 Parent Groups held by zoom or in person. Groups were provided in English and Spanish in East, West, and Central regions of the County. ○ Goal: The Parent Groups will have a positive effect on participating caregivers’ self-report of positive parenting practices. 80% of participating parents will report an improvement in positive parenting practices. ■ Actual: 89% Intend to use or follow the parenting advice received; 89% learned what to do to help their child gain new skills and improved behavior; 89% Obtained information about questions they had about parenting. ● Outcomes of the Home-Based Support ○ Goal: Contractor will provide Home-Based Support services for up to 6 weeks per family (maximum 99 participants) ■ Actual: 74 parents were recruited; 57 parents and 57 children (total 114 people) participated in Home-Based Services offered in English and Spanish in East, West, and Central regions of the County. 35% of parents requested the full 6 weeks of services. A total of 194 Home-Based Support sessions were provided to caregiver- child dyads during the reporting period. ○ Goal: The Home-Based Support will have a positive effect on participating caregivers’ parenting self-efficacy beliefs and perceptions of their child’s behaviors. 80% of participating B-256 parents will report improvements in parenting self -efficacy beliefs and perception of child’s behaviors. ■ Actual: For 99% of participants, caregivers’ parenting self-efficacy beliefs improved (more confident), and for 85% of participants, perception of their child’s behaviors improved (behavior perceived as more positive and less negative). 96% of parents receiving Home Based Support reported that they felt better able to support their child’s development after the time they spent with the Everyday Moments specialist. ■ 12 children were referred from the Everyday Moments program to regular Mental Health services at the three agencies. Data Collection ● Demographic data was collected at enrollment for both the Parent Groups and Home -Based Support services ● Pre- and post- measures data was collected before and after each Parent Group and before and after the series of Home-Based Support sessions. ● Data was collected with use of the following measures: ● Child Behavior Checklist ● Everyday Moments Parent Questionnaire 1 (Self-Efficacy Beliefs) ● Everyday Moments Parent Group Evaluation Cultural Competency in the Program C.O.P.E., We Care, Lynn Center and Early Childhood Mental Health Program all have culturally diverse staff, and each organization cultivates an inclusive, non-judgmental environment for participants seeking services. Staff are regularly trained in areas such as ACES, trauma-informed care, self-regulation techniques, conflict resolution, as well as in topics related to cultural awareness, diversity, equity, inclusion and belonging. For the Parent Groups, C.O.P.E. provides a culturally-inclusive video conferencing classroom where parents and staff recognize, appreciate, and capitalize on diversity to enrich the overall learning experience. All participants are provided services regardless of race, gender, sexual orientation, or religion. All participants are treated with respect. Integrity and Confidentiality Integrity and confidentiality of data and records was ensured in compliance with a pplicable requirements and procedures established by the Health Insurance Portability and Accountability Act (HIPAA) and county behavioral health guidelines. ● Participants signed a consent for collaborative services among the partner agencies. ● Participants for the Home-Based Support services additionally signed consents for services and acknowledged receipt of HIPAA Policies and Procedures. ● Data are stored according to HIPAA guidelines and applicable laws. ● Data are analyzed and reported using a non-identifying code and without divulging protected health information. Include examples of notable community impact or feedback from the community if applicable. Feedback from Parent Groups B-257 Parent Quotes: “It was a great seminar with good visuals and good advice for real day -to-day scenarios” “I enjoyed it as it was easy to follow. I liked that they used a video to start off the presentation”. Parent Success Story A parent attending classes at the First 5 center saw the flyer for Everyday Moments discussion group topic named Tantrums and did not hesitate in enrolling as she was struggling with her 2-year-old child’s behavior. After attending the group she requested to also be referred to the home-based services as well as enroll into a 6-week parenting class. The parent was very thankful to the program, attended other Discussion group topics, invited friends and family to join the program and has been able to see a change in her child and her own behavior and her approach to him. Feedback from Home-Based Support Parent Quotes: “Nuestra especialista siempre se enfocó mucho en nuestra pequeña. Me ayudó a poder armar un paso a paso de cómo ayudar a mi hija a ir al baño, aunque aún estamos esperando el momento, a veces tengo alguna duda y ella me contesta mis dudas.” Translated: “Our specialist was always very focused on our little girl. It helped me to be able to put together a step by step on how to help my daughter go to the bathroom, although we are still waiting for the moment, sometimes I have questions and she answers my questions.” “Es una pequeño de un año y medio; está aprendiendo todo lo qué pasa en su vida. Mi especialista me ayudó a que ella pueda ser una niño más independiente .” Translated: “I have a boy who is a year and a half old; he is learning everything that happens in his life. My specialist helped me so that he can be a more independent child.” “Yo no savia de lugares que me ayudarán ni como empezar a pedir ayuda asta que la especialista me ayudo… Nos ayudo a entender que algo pasaba y a buscar la ayuda correcta para mi hijo.” Translated: “I didn't know of places that would help me or how to start asking for help until the specialist helped me…it helped us understand that something was wrong and to find the right help for my son . ” B-258 AGGREGATE REPORT Include the following demographic data, as available, for all individuals served during the prior fiscal year: (NOTE: TOTALS IN ALL CATEGORIES SHOULD EQUAL TOTAL SERVED FOR FY) TOTAL SERVED FOR FY 22-23: 333 (219 in the groups; 57 adults and 57 children in the home-based services) AGE GROUP: CHILD (0-15) TRANSITION AGED YOUTH - TAY (16-25) ADULT (26-59) OLDER ADULT (60+) DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 57 276 333 LANGUAGE: ENGLISH SPANISH OTHER DECLINE TO STATE/ DATA NOT CAPTURED TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 184 146 3 333 IF OTHER, PLEASE SPECIFY: RACE: ETHNICITY (NON-HISPANIC/LATINX) MORE THAN ONE RACE 22 AFRICAN AMERICAN INDIAN/ ALASKA NATIVE 0 ASIAN INDIAN/ SOUTH ASIAN ASIAN 31 CAMBODIAN BLACK/ AFRICAN AMERICAN 80 CHINESE WHITE/ CAUCASIAN 33 EASTERN EUROPEAN HISPANIC/ LATINO 148 FILIPINO NATIVE HAWAAIAN/ PACIFIC ISLANDER 1 JAPANESE OTHER 18 KOREAN DECLINE TO STATE/ DATA NOT CAPTURED MIDDLE EASTERN 7 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 VIETNAMESE MORE THAN ONE ETHNICTY B-259 OTHER ETHNICITY (HISPANIC/LATINX) ETHNICITY (ALL) CARIBBEAN DECLINE TO STATE/ DATA NOT CAPTURED 326 CENTRAL AMERICAN TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 MEXICAN AMERICAN PUERTO RICAN SOUTH AMERICAN OTHER SEXUAL ORIENTATION: HETEROSEXUAL QUESTIONING / UNSURE GAY / LESBIAN ANOTHER SEXUAL ORIENTATION BISEXUAL DECLINE TO STATE/ DATA NOT CAPTURED 333 QUEER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 SEX ASSIGNED AT BIRTH: CURRENT GENDER IDENTITY: MALE 53 MAN FEMALE 280 WOMAN DECLINE TO STATE/ DATA NOT CAPTURED TRANSGENDER TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 GENDERQUEER / NON-BINARY QUESTIONING ANOTHER GENDER IDENTIY DECLINE TO STATE/ DATA NOT CAPTURED 333 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 B-260 ACTIVE MILITARY STATUS: VETERAN STATUS: YES YES NO NO DECLINE TO STATE/ DATA NOT CAPTURED 333 DECLINE TO STATE/ DATA NOT CAPTURED 333 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 DISABILITY STATUS: DISABILITY TYPE: YES DIFFICULTY SEEING NO DIFFICULTY HEARING/ HAVING SPEECH UNDERSTOOD DECLINE TO STATE/ DATA NOT CAPTURED 333 PHYSICAL MOBILITY TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 CHRONIC HEALTH CONDITION OTHER DECLINE TO STATE/ DATA NOT CAPTURED 333 TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 COGNITIVE DISABILITY: YES DECLINE TO STATE/ DATA NOT CAPTURED 333 NO TOTAL (SHOULD EQUAL TOTAL SERVED FOR FY) 333 B-261 PROVIDED IN-HOUSE MH SERVICES: NUMBER OF CLIENTS REFERRED INTERNALLY FOR MENTAL HEALTH SERVICES 12 NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE NA REFERRAL TO EXTERNAL MH SERVICES (COUNTY OR CBO): NUMBER OF CLIENTS REFERRED EXTERNALLY FOR MENTAL HEALTH SERVICES NA NUMBER OF CLIENTS WHO PARTICIPATED IN AT LEAST ONE REFERRED SERVICE NA AVERAGE TIME: AVERAGE NUMBER OF WEEKS CLIENT EXPERIENCED PRESENTING ISSUES PRIOR TO INITIAL CONTACT WITH YOUR AGENCY: NA AVERAGE NUMBER OF WEEKS BETWEEN REFERRAL TO MH SERVICES (INTERNAL OR EXTERNAL) FROM INITIAL CONTACT TO START OF SERVICES < 1 1 2022-23 INNOVATION ANNUAL REPORT MENTAL HEALTH SERVICES ACT Mental Health Services Act (MHSA) | Contra Costa Health (cchealth.org) 2 Table of Contents Innovation Introduction .......................................................................................................................................... 3 Innovation Project Annual and Final Reports ...................................................................................................... A-1 3 INNOVATION INTORDUCTION Innovation is the component of the Three-Year Program and Expenditure Plan that funds new or different patterns of service that contribute to informing the mental health system of care as to best or promising practices that can be subsequently added or incorporated into the system. Innovative projects for CCBHS are developed by an ongoing Community Program Planning Process that is sponsored by the Mental Health Advisory Council (formerly CPAW) through its Innovation Committee. Innovation Regulations went into effect in October 2015. As before, Innovative projects accomplish one or more of the following objectives: a) increase access to underserved groups, b) increase the quality of services, to include better outcomes, c) promote interagency collaboration, or d) increase access to services. While Innovation projects have always been time-limited, the Innovation Regulations have placed a five-year time limit on all projects. APPROVED PROGRAMS The following programs have been approved, implemented, and funds have been allocated for Fiscal Year 2022-23: 1.Room to Overcome Achieve and Recover (ROAR), formerly known as CORE. CCBHS recognizes substance abuse/dependence in adolescence as it negatively affects physical, social, emotional and cognitive development. Early onset of alcohol or other drug use is one of the strongest predictors of later substance dependence. This is a priority because CCBHS does not have a coordinated system of care to provide treatment services to youth with substance use and co-occurring mental health disorders. The ROAR Project is an intensive outpatient treatment program offering recovery orientated supports and programming for youth. Services are provided by a multi-disciplinary team, and include individual and group therapy, educational supports, youth development activities, as well as linkage to community services. The ROAR project was funded through the Innovation component from 2018-2023. 2.Cognitive Behavioral Social Skills Training (CBSST) in Board and Care Homes. Many consumers spend years residing at County augmented Board and Care (B&C) facilities with little or no mental health treatment provided, and little or no functional improvement taking place. Often this lack of progress results in multiple admissions to the County’s Psychiatric Emergency Services and other, more costly, interventions. Cognitive Behavioral Social Skills Training (CBSST) is an emerging practice with demonstrated positive results for persons with severe and persistent mental illness. The CBSST Project applies this therapeutic practice to the population of individuals that have been placed in augmented Board and Care facilities. The CBSST Project includes a clinical team, consisting of a licensed clinician and peer support worker, to lead Cognitive Behavioral Social Skills Training groups at Board and Care facilities. Adults with serious mental illness learn and practice skills that enable them to achieve and consolidate recovery-based skills. The Cognitive Behavioral Social Skills Training project was funded through the Innovation component from 2018-2023. 4 3.Psychiatric Advance Directives (PADs). PADs is a Multi-County Collaborative Innovation Project approved by the Mental Health Systems Oversight and Accountability Commission (MHSOAC). PADs are used to support treatment decisions for people who are experiencing a mental health crisis. The project will offer standardized training on the usage and benefits of PADs, development of a peer- created standardized PAD template, provide a training toolkit (in 9 languages) and implement a customized cloud-based technology platform to access and utilize PADs. Unlike an electronic health record, the technology will not be used to store HIPAA protected data. 4.Supporting Equity through Grants for Community Defined Practices (CDPs). The newest Innovation project, approved by the Mental Health Services Oversight and Accountability Commission (MHSOAC) in March, 2023, addresses the problem of equitable access to behavioral health supports for underserved and unserved communities including Asian American/Pacific Islander (AAPI), Latino/a/x, Black/African American, LGBTQ and others. Through a competitive RFP process, community organizations may apply for grants that support community-defined practices and other forms of outreach, engagement and treatment not offered within the existing Contra Costa County Behavioral Health System of Care. 5 PROGRAM ALLOCATIONS Total 320 + $2,329,000 The above concepts have been recommended by the Innovation Committee for development and submittal to the Mental Health Services Oversight and Accountability (MHSOAC) for approval. Detailed project descriptions were submitted to the MHSOAC for approval in a separate document. These concepts have been discussed by stakeholders in the most recent Community Program Planning Process and are consistent with stakeholder identified priorities. The Mental Health Services Act (MHSA) states that five percent of MHSA funds will be used for Innovation Projects. Project County/Contract Regions Served Annual Number Served MHSA Funds Allocated FY 22-23 Room to Overcome Achieve and Recover (ROAR) County Operated West 80 734,181 Cognitive Behavioral Social Skills Training (CBSST) in Board and Care Homes County Operated Countywide 240 424,788 Psychiatric Advance Directives (PADs) Contracted Countywide NA 503,680 Supporting Equity through Grants for Community Defined Practices Contracted Countywide TBD 250,000 Administrative Support County Countywide Innovation Support 416,351 6 INNOVATION PROJECT ANNUAL AND FINAL REPORTS Room to Overcome Achieve and Recover (ROAR)………………………………………………………………………………………. A-1 Cognitive Behavioral Social Skills Training in Augmented Board and Cares…………………………………………………. A-9 Psychiatric Advance Directives (PADs) ..............................................................................................................A-29 Supporting Equity through Grants for Community Defined Practices………………………………………………………… A-71 1340 Arnold Dr., Ste. 200 | Martinez, CA 94553 | Phone: 925-957-5150 | Fax: 925-957-5156 cchealth.org A-1 INNOVATION PROJECT ANNUAL REPORTING FORM FY: FY 22-23 Final Report PROJECT NAME: Room to Overcome Achieve and Recover (ROAR) Background and Summary: The Room to Overcome Achieve and Recover (ROAR) Project was initially approved by the MHSOAC as an Innovation project in 2017 (under the name of Center for Recovery and Empowerment aka CORE). Services began in the fall of 2018 and as the program was beginning to approach full operation in early 2020, the global pandemic began. The program had to cease all in-person operations. Over the course of the following year, services were offered virtually and outdoors, to the extent possible. However, enrollment dropped significantly and the program struggled with critical staffing issues. It was ultimately closed in 2021, and Behavioral Health Administration took the opportunity to develop a multi-disciplinary workgroup to conduct client and family interviews, review and modify curriculum and ultimately re-design the program to be more welcoming and create low-barrier access for this vulnerable young population. ROAR re-opened in fall 2022 and has been thriving in its latest iteration of the program. This report contains information on its final year under the Innovation component. The program continues to exist under the Children’s System of Care. Services Provided: The Room to Overcome, Achieve and Recover (ROAR) Project is an intensive outpatient day treatment program located in West Contra Costa County for adolescents with co-occurring substance use (SUD) and mental health disorders. ROAR provides a multitude of full-day services to youth that include individual therapy, family therapy, group therapy, independent living skills, high school education support, adventure therapy, connection to community recovery services, transportation, and healthy meal and nutrition education. Referrals to the ROAR program are made by psychiatrists, social workers, school counselors, nurses, probation, inpatient facilities , community-based organizations or caregivers/self. Referrals are initially screened over the phone by the Program Supervisor or other dedicated staff and then the client and/or family member are asked to come to the center for an assessment. To be accepted into the project, clients need to have an appropriate mental health A-2 or substance use disorder at a high level of need and willingness/ability of client and family (if appropriate) to participate in the program. Once admitted, program enrollment and on-site treatment begin. Through the final reporting period several alterations have been made to strengthen the program. These are the extension of hours, the addition of clinical interns, a growing roster of empowerment and enrichment programming, integration of incentives (The ROAR Store), and the implementation of safety protocol per evaluation and review. Day program schedule is as follows: 1.Transportation provided by van pick-up or HopSkipDrive 2.Check-in Group led by BHS Staff 3.Independent Study and/or Individual Therapy and/or Individual Rehab Session 4.Lunch and Social Skills Integration 5.Independent Study and/or Individual Therapy and/or Individual Rehab Session 6.Group Treatment: Dialectical Behavioral Therapy (DBT) Rehabilitation Groups such as Photovoice, Cooking, Expressive Art Therapy, Games, Outdoor Activities, Substance Use Psychoeducation 7.Adventure Therapy – ecotherapy, mindfulness, and recreational activities for youth (individually or in a group) using the nearby natural environment, and outings such as hikes, kayaking and geo-coaching. 8.Family therapy – Family therapy is conducted 1x/week per client and as needed in the late afternoon or evening. Focus of family therapy is often around family conflict resolution, psychoeducation of mental health and substance use disorders, and integrating interventions in the home environment. 9.Vocational Support - Youth meet with a vocational specialist for assessment of occupational strengths, needs, and interests. Youth are encouraged to seek some type of employment or volunteering as academic performance allows. Youth are connected to local agencies which specialize in hiring young people such as Youthworks and East Bay Regional Parks. 10.Integrative Education - Youth participate in independent study with Golden Gate Community Schools, which provides a full-time Accredited Teacher. The program specializes in one-to-one and small classroom instruction with tailored subject matter towards credit recapture. Youth have access to Chromebooks, an online platform to access coursework and upload assignments, one-to-one tutoring, and the option of weekly meetings with the ROAR Teacher via Zoom. 11.Enrichment Programming: For the 2023-2024 cohort, ROAR has launched several new and exciting enrichment opportunities with the following partners: a)UC Berkeley’s Master Gardener Program: Horticultural and agricultural education via a group Session 1x/month b)Pathways to College: Career and education planning via group Session 1x/week c)Richmond Police Activities League (RPAL): Justice system prevention programming A-3 via group session 1x/week d)Empower Ed: Provides standalone seminars on specific health and wellness topics relevant to youth including Sex Ed and Fentanyl Awareness e)Community Outings: ROAR has engaged in successful outings to the Exploratorium, African American History Museum, Library of Oakland, local restaurants and cinemas, fishing trips, and college tours. Service Impact from COVID 19: During FY 20-21, the ROAR program provided a hybrid curriculum for the majority of the year. In- person services included adventure therapy (bike rides and other outdoor activities), while education support through Golden Gate Schools, YPAA (12-Step) meetings, and individual therapy were offered via Zoom. By the spring of 2021, the remaining three staff members left their positions, which made the program impossible to continue in its current state. A decision was made to temporarily close the program (due to staffing shortages and loss of enrollment) and conduct an extensive re-design. The six existing clients were transferred to the West County Children’s Clinic where they were offered the opportunity to continue clinical and case management services. The ROAR program began its re-design phase immediately and a workgroup was developed to guide this process throughout the 21-22 fiscal year. Lessons Learned: In 21-22, Behavioral Health Services leadership seized the opportunity to re-design the program in order to better meet the needs of the community. This began with the implementation of a ROAR Workgroup made up of key staff from both Mental Health and Alcohol and Other Drugs (AOD). Initial tasks included interviewing former clients, parents/ caregivers, and staff to determine what worked well and what should change. Valuable feedback was received, including the following suggestions: •Adopting a harm reduction framework to be less punitive and more welcoming •Revising the recovery curriculum to be more orientated toward a cognitive behavioral framework •Providing substance use disorder (SUD) training to staff •Hiring an SUD counselor as part of the multi-disciplinary team •Incorporating more youth development opportunities Other goals for ROAR include providing more direct clinical and administrative support and oversight, as the program is in a stand-alone location. Workflows and policies were reviewed to allow for greater enrollment and program completion and success. In the spring of 2022, we started hiring new staff, beginning with the Program Supervisor. She worked hard during her first six months to study the initial objective and structure of the A-4 program, fully staff the team, re-brand and publicize the program in preparation for the re- opening in August 2022. Responsivity: Care was taken during the re-building phase of the program to determine strengths and challenges of original program design. There was a focus on responding to the needs of the community and trying to meet people where they are. Valuable feedback was obtained through interviews with past participants and family members. Strengths of the program included: several services being offered in one place in a tranquil setting, improved integration of substance use and mental health treatment, improved access to a higher level of care than the traditional outpatient BHS clinic and offering of a multi-modal treatment approach not typically extended to youth insured via Medi-Cal, Contra Costa Health Plan (CCHP), or via limited or no insurance at all. This was accomplished through a high staff to client ratio, a structured day treatment model and successful integration of several community partners including La Familia, East Bay Youth Alcoholics Anonymous, White Pony Express, CCHP Psychiatric Nursing, and West Contra Costa County School District. In addition, several areas of the program were identified as challenging. These included: a strict referral, assessment, and enrollment model that included panel interviewing; active and sober participation of the whole family system; and a relapse and attendance policy which impeded participation in treatment for any significant length of time. Areas of change regarding responding to community needs, therefore included lightening the participation burden on both the youth and family in order to attend. Changes to programming included adoption of a ‘buffet’ model service, where youth may agree to attend one, few, several, or all aspects of program (i.e., education, substance abuse treatment and mental health). This new structure allowed for referrals to be considered for youth that may not be co-occurring, but evidence severe functional impairments as the result of either a substance use or mental health disorder. The ‘buffet’ model also allowed for youth who were not willing to engage in treatment in one area to still have access to integrated behavioral health services. A youth no longer needs to present in the preparation or action stage of change, nor acknowledge a severe mental illness in order to be admitted to treatment. Youth only attending the school portion of the program still meet the criteria either for a severe substance use or mental health disorder but may decline therapy or substance use counseling at the present. They may also have outside providers which they wish to continue with while attending the school. All youth engage in some level of behavioral health services in the form of linkage, collateral, and short- term case management. The distinction in program participants was indicated on record as Part-Time (attending school and a low level of case management), and Full-Time (attending school and either one or more specialty aspects of the program such as individual therapy or group). Youth also now had the option of remaining at their current school for instruction while attending a group or individual treatment services. A-5 The most noticeable benefit of these strategic changes to the referral, assessment, and enrollment model is evidenced by a predicted increase in capacity and improvement in accessibility and timely access to specialty behavioral health care. The objectives of increased service capacity, while not original to the programs design, became more and more a desired outcome of care following the pandemic. Post-pandemic, the state of California has seen a growth in the demand for behavioral health services within the landscape of an unprecedented shortage of behavioral health providers across the state as many health practitioners left county programs to provide telehealth services from home. For the 22-23 year, we saw a steady increase in referrals and enrollments accumulating in a full cohort of 19 youth for the beginning of the 2023 school year. Enrollment numbers have since been stable around 15-19 youth enrolled in the full day program. In reflecting on lessons learned during the 21-22 year, this increase in service capacity is in line with the desired program changes identified from the rebranding and workgroup phase of design. This was accomplished via the name rebranding and with a revised referral system which as designed was flexible and adaptive. Harm Reduction Model: Harm Reduction was adopted as a treatment model in response to provider feedback and in line with an intention to be more inclusive to youth in various stages of change. This model adapts a cognitive behavioral approach with a focus on reducing the most harmful behavior without a commitment to abstain. Harm Reduction allows for an individualized treatment approach which normalizes relapse as part of recovery and places equal emphasis on reduction of use and relapse prevention. A Harm Reduction framework has the advantage that it can be leveraged by multiple disciplines including those that are non-clinical such as peer providers and recovery coaches. Staff Training of Evidence Based Practice (EBP): The previously used Modal Recognition Therapy (MRT) was seen by providers and participants as relatively limiting in that it seemed to equate substance use and mental health conditions with a life of crime. The workbook being used at the time featured a prison cell with the title, “How to Escape your Prison” (A Moral Recognition Therapy Workbook by Gregory L Little, PhD and Kenneth Robinson, PhD). Per the title page, this manual was last updated in 1997. During the late 1990s, the predominant treatment approach to treating youth with substance use disorders was a “Just Say No” approach made popular by the D.A.R.E (Drug Abuse Resistance Education) Program. Since that time, youth treatment has been more often focused on strength-based approaches, an understanding of systemic factors, and the development and application of many evidenced based practices. For the county ’s relaunch of ROAR, a modality developed by the University of Cincinnati was adopted. Cognitive Behavioral Intervention for Substance Abuse combines CBT, Motivational A-6 Interviewing, and DBT interventions so youth can engage in problem solving for settings and situations that are meaningful to them. This model can be offered as a group or in an individual setting as most if not all of its sessions can be offered in a stand-alone context. Fidelity to the model is none the less encouraged to achieve the best outcome, and the manual for this treatment is highly scripted and structured. In June of 2022, this training was provided to newly hired staff including Program Supervisor, Substance Use Counselor, Community Support Worker, and 5 additional staff from behavioral health. This training was conducted in person in the course of one week by an instructor from the University of Cincinnati. Outcomes and Program Evaluation: Demographics of Referrals Received 7/1/2022 - 12/31/2023 ROAR Total Referrals Received during this period: 37 Gender Male 20 Female 15 Non-Binary 2 Transgender 0 Total : 37 Race/Ethnicity Total Percentage Hispanic 25 67.57% Black/African American 6 16.22% White/Caucasian 3 8.1% Asian 2 5.4% Unknown 1 2.7% Total: 37 100% Ages Yrs Total 13 5 14 4 15 7 16 11 17 6 18 1 19 3 Total: 37 A-7 Diagnosis at Intake Total Percentage of Referrals Substance Use Disorder ONLY 0 0.0% Mental Health Disorder ONLY 22 59.46% 1 + Mental Health Disorder 19 51.35% Both Substance Use & Mental Health 12 35.29% No Diagnosis 0 0.0% *Referrals meeting neither the criteria for a substance use or mental health disorder were linked to appropriate resources but did not enter the program. Outcome of Referral Total Percentage Opened to Program 23 62.16% Not Opened 14 37.84% Total: 37 100% *Reasons for unopened referrals include 1) No Client Response, 2) Referral Withdrawn from Provider, 3) Does Not Met Criteria/Medical Necessity, and/or 3) Client or Parent/Caregiver Declines Services Tak e -Aways from comparing the above data for the 21-22 and 22-23 reporting periods: •Age: Age 15 and 16 make up the majority of youth referred in both periods. •Race/Ethnicity: There was a noticeable increase in Hispanic referrals from 52.94% of referrals in 21-22 to 67.57% in 22-23. •Gender: The ratio of male to female referrals received from increased from 35.29% of referrals in the 21-22 period to 54.05% of referrals in the 22-23 period. •We are seeing an increase in youth that identify as non-binary. •Diagnosis: Percent of referrals identified at intake as having only a substance use disorder flatlined. We have received no referrals during the 22-23 period which were singularly identified as substance abuse only. Percent of referrals that indicated mental health or co- occurring mental health and substance abuse remained relatively stable. •Outcome of Referral: Successful admissions increased from 58.82% of referrals received to 62.16% •Overall: There was an overall increase of referrals received between reporting periods 21-22 and 22-23 of 45.95%. Linkage and Follow Up: A-8 ROAR provides an extensive intake process upon enrollment. If the program cannot meet the needs of the client, they may be referred out to various other services. ROAR refers youth and parents to the following: •West County Child & Adolescent Services (WCCAS) Behavioral Health •West Contra Costa Unified School District (WCCUSD) •WCCAS outpatient SUD •Psychiatric Emergency Services •Seneca Mobile Response Team and Seneca START •Kaiser Chemical Dependency Recovery Program (CDRC) •John Muir Behavioral Health •East Bay Young People in Alcoholics Anonymous (EBYPAA ) •Young People Narcotics Anonymous •REACH •Hanna Boys Center (residential but not primarily SUD) •Rebekah House (residential but not primarily SUD) •RYSE Center •MISSEY, Inc. (for sexually exploited youth) •Golden Gate Schools/County Office of Education - Alternative Education •Contra Costa County Child & Family Services (CFS) •First Hope – Early Psychosis Program •James Morehouse Project •Behavioral Health Access Line •West County Health Center •Richmond Works Program •West County High Schools Health Centers •Monument Crisis Center •Familias Unidas •La Familia •Latina Center •Access Mental Health and Substance Abuse Line •East Bay Regional Parks •Contra Costa Health Services - Public Health •Wellness in Schools Program (WISP) If a client is enrolled in the program and needs additional services, they may be referred to activities such as sports, art, dance, summer jobs and other similar programs. There is no lapse in referral time therefore this is not a measured outcome. A-9 MHSA INNOVATION PROJECT ANNUAL REPORTING FORM FY: 2 2-23 – Final Report PROJECT NAME: Cogni�ve Behavioral Social Skills Training (CBSST) in Board & Care Homes Overview: Cogni�ve Behavioral Social Skills Training (CBSST) is an evidenced-based prac�ce that combines Cogni�ve Behavioral Therapy (CBT), Social Skills Training (SST) and Problem-Solving Therapy (PST) into one treatment protocol. It has been effec�vely used around the world as a therapeu�c, non-medica�on-based interven�on for clients with serious persistent mental illness (SPMI) diagnoses. Contra Costa Behavioral Health Services (CCBHS) Innova�on project uses CBSST to assist clients residing in Board & Care (B&C) homes. The intent is to offer a more service-enriched housing model by op�mizing B&Cs with the goal of them becoming healing centers where residents are able to learn proac�ve skills in the environment in which they live. B&Cs have historically served to house our most func�onally impaired clients but offered litle in the way of recovery services. The CBSST in Board & Cares Project seeks to bring evidenced- based prac�cal interven�ons to the se�ngs where problems are most likely to occur and assist B&C residents in achieving prac�cal goals to enhance wellness, self-sufficiency and improve overall quality of life. The concept of offering CBSST groups within the Board and Care se�ng was approved by the Mental Health Services Oversight and Accountability Commission (MHSOAC) in 2017. Program implementa�on began in 2018 and operated under the Innova�on component through 2023. During this �me, many changes and modifica�ons took place, primarily due to the COVID-19 pandemic. During the FY 22-23 year, the team was able to rebuild following a period of hiatus during the pandemic. In early 2023, the program hired two new clinical posi�ons, resumed in person groups, and expanded the number of B&C homes served. It has since been incorporated into the Behavioral Health Adult System of Care and is operated by the Housing Services Team. Services Provided: The CBSST project is designed to enhance the quality of life for those residing in B&Cs by incorpora�ng meaningful ac�vity and skills into their daily rou�nes and increasing overall func�onal improvement. This involves both group and individual work provided by a licensed A-10 clinician and peer support worker team. During FY 22-23, the project provided the following services: •Number of clients served: 24 •Number of client contacts (January – June): 430 •Services provided at five different board & care homes Lessons Learned: •The CBSST in Board & Care Homes model works best in person. Despite atempts to conduct virtual sessions during the pandemic (and offer technology to make this more accessible), clients did not respond as favorably to this modality. •Virtual sessions can be useful for individual work, but not for group sessions within this context. •When fully staffed, the CBSST team was able to administer surveys and ques�onnaires, as needed, at appropriate pre and post �me intervals to gauge effec�veness of the interven�ons. •Rela�onship and trust building with B&C operators and administrators are key and take �me to establish. •CBSST skills, when adopted, help improve self-sufficiency and quality of life for vulnerable community members! Project Changes: The project con�nued to be severely impacted by the COVID-19 pandemic for approximately three years during the pandemic. New staff members were hired in early 2023, at which �me the program was able to resume in person services at full capacity. The CBSST team is now housed under the CCBHS Housing Services Team, which provides a variety of services and supports to clients living in various types of Behavioral Health / MHSA funded housing. Outcomes and Program Evalua�on: The goals of the project were to learn the following: 1.Will CBSST have a positive effect on the client’s mental stability and growth? (e.g., decrease need for intensive clinic services, reduce 5150 holds, increase likelihood of compliance with mental health treatment, increase likelihood of reaching out voluntarily to mental health supports when needed) 2.Will CBSST lead to a higher overall functionality and quality of life? (e.g. , increase engagement with community resources and social supports, increase independent living skills, increase self-reported life satisfaction) 3.Will CBSST help clients develop skills to maintain a stable living environment? A-11 Client Sa�sfac�on Survey In 20-21, we introduced a Client Sa�sfac�on Survey, an addi�onal tool to help gauge improvements in overall func�onality and quality of life. The survey elicits direct feedback from the clients’ perspective as to whether the project is having a posi�ve impact. Ques�ons relate to quality of life, independence, and ability to maintain a stable living environment. Surveys are intended to be administered annually. At the end of FY 22-23 a�er the program resumed full opera�ons, a total of 16 surveys were collected from program par�cipants. Average scores are reported below, indica�ng an overall favorable client response. Survey Ques�ons N=16 Average Response Q1: CBSST has given me tools that improve my overall quality of life 4.31/5 Q2: CBSST has taught me skills that help me live more independently 4.06/5 Q3: CBSST has helped me maintain a stable living environment 4.06/5 Client Comments “Thank you for all your support and help. I really enjoy our groups weekly. I really am progressing.” “Keep up the outstanding work!” “We really love the people and group is wonderful.” “Clinicians are prepared and provide value to our treatment..” CBSST Profile of a Female Group Par�cipant: Ms. M. By Andrew Smith, Ph.D. 6/15/23 Ms. M. is a woman in her late twen�es diagnosed with Schizoaffec�ve Disorder, Bipolar Type, and Cannabis, Amphetamine, and Alcohol Use Disorders in Remission. She began exhibi�ng psycho�c and mood symptoms in her mid-to-late adolescence culmina�ng in her first acute inpa�ent hospitaliza�on at age seventeen for self-injurious behavior of cu�ng and jumping A-12 from a moving car. A year later she came close to jumping from a second story building, but did not follow through. An assault on a family member in her early 20s in response to auditory and visual hallucina�ons and mood instability resulted in another acute inpa�ent hospitaliza�on, as did a threat to kill a roommate in an outpa�ent treatment se�ng. At age twenty-five Ms. M. was hospitalized again, and upon discharge went missing before finally being reconnected with mental health services. Ms. M.’s symptoms center around grandiose delusions of being the daughter of high officials and royal dignitaries, some�mes with accompanying visual hallucina�ons of the current or past Presidents, auditory hallucina�ons, and hypomanic and manic states. In contrast to her grandiose delusions, Ms. M.’s auditory hallucina�ons may be devaluing, telling her that she is worthless and “’in the wrong place.’” Uncontrolled symptoms contributed to physical and verbal aggression in the past with many people in her environment. Drug use, including crystal methamphetamine from ages eighteen to twenty-six also further exacerbated her symptoms and erra�c behavior. Beginning at age twenty-five Ms. M. lived for about one-and-a-half years in large and small residen�al treatment programs before arriving at her current board and care placement where she has resided for the past ten months. The Community Support Worker (CSW) who co-leads the Cogni�ve Behavioral Social Skills Training (CBSST) group was there when Ms. M. arrived in mid-Summer, 2022. She began introducing Ms. M. and the other residents to CBSST concepts in a group se�ng. In those early months the CSW noted how frequently Ms. M. verbalized delusional idea�on and how inconsistent was her group atendance. Records also indicated that Ms. M. required a psychiatric emergency visit for tac�le delusions about animals touching her within the first month of her placement at her current board and care home. Ms. M.’s rela�vely recent progress has been noted by her caretakers in her board and care, by County Mental Health staff, and as assessed from objec�ve measures. Many factors probably have contributed to Ms. M.’s progress, and may include 1) her current, comfortable, suppor�ve board and care home in a suburban environment; 2) her two prior outpa�ent residen�al treatment programs; 3) her innate intelligence which appears to make Ms. M. inquisi�ve and able to learn fairly easily; 4) the support on Sundays of her paternal grandparents who take her to church; 5) a reasonably sound early educa�on; 6) medica�ons; and 7) the physical and emo�onal maturity that may come from nearing the end of one’s twen�es. However, CBSST training also has been ongoing throughout this period of significant improvement with the most consistent group schedule held from January up to the present (June) of 2023. A full complement of CBSST staff was established in January 2023 and included the CSW along with a Mental Health Clinical Specialist (MHCS). Ms. M. atended seventeen of eighteen sessions of the weekly, seventy-five minute group for the past five months, and is commited to con�nuing it into the future. Ms. M. is a pleasure to have in the group, and appears to be benefi�ng a lot. Her consistent atendance is one factor, but she also seems to grasp CBSST concepts quickly, is able to ar�culate these some�mes complex ideas well, and to apply them to her life. A core feature of the CBSST group is to set a goal which the par�cipant very much A-13 wants to achieve. In the beginning of the year Ms. M. began to develop her goal of obtaining her driver’s license for the first �me. She methodically gathered the materials with help from staff and began studying them. She feels close to being ready to take the writen exam a�er which, if passed, it would allow her to prac�ce driving on a permit with an experienced driver, possibly her brother or grandfather. Of her progress in CBSST so far she said at various �mes over the past few months, “Before now I wasn’t able to do a lot of things mentally [or] physically as well. I’ve achieved a lot of my goals.” She pointed to a sixty-five pound weight loss which began a�er she became clean and sober two years ago. “I am celebra�ng my sobriety, because before I didn’t have any willpower,” she said, and described herself as “my sober-self” now. In addi�on to improvements in insight and judgment into past substance use, Ms. M. has developed more insight into her mental health problems. In March 2023, for example, she said, “I no�ce that depression is when I’m hearing my ‘voices.’” She responds to the support and frequent praise, freely given by staff, inherent in the CBSST group model. “When you complement me on anything I do, it makes me feel loved and happy,” she said recently. Ms. M. took the Recovery Assessment Scale-Revised (RAS-R), a self-report test which measured mental health recovery, twice in the past six months. She endorsed “strongly agree” to all 24 items suppor�ng robust progress in her mental health recovery, including, “I’m hopeful about my future,” “I have my own plan for how to stay or become well,” and “My symptoms seem to be a problem for shorter periods of �me each �me they occur,” among others. At the �me of the two test administra�ons, the current CBSST group cycle was in its third and fourth months (April-May 2023) sugges�ng that these posi�ve outcomes may reflect the added confidence and coping skills generated from the weekly CBSST groups. On a short screening test for anxiety (GAD-7), Ms. M.’s test scores indicated a progression from a state of anxiousness, nervousness, or of “being on edge” “More than half the days” in April 2023 to experiencing these problems “Not at all” one month later in May. In contrast, a brief screening tool for depression (PHQ-9) that was nega�ve for all symptoms in April 2023 indicated that Ms. M. had difficulty falling asleep, staying asleep or with sleeping too much “More than Half the Days” the following month in May 2023. However, both of these more recent administra�ons of the PHQ-9 screen for depression were a marked improvement over a 2/14/17 record on file from six years ago indica�ng mul�ple depressive symptoms “Nearly Every Day.” When she felt verbally threatened by a peer two months ago, Ms. M. successfully obtained the help of the board and care operator to whom she explained the situa�on, and the issue was resolved without further incident. This event stood in contrast to Ms. M.’s history of some physical violence, and coincided with her comple�on of the Social Skills module of the CBSST group on 4/25/23. The por�on of this group developed skills for dealing with poten�al conflict in a calm manner, and emphasized clear communica�on and not blaming the other person. The sessions also involved weekly role playing to get beter at expressing both pleasant and unpleasant feelings to others, and so appears to have contributed to recent conflict resolu�on. A-14 The weekly, predictable structure of the CBSST group is a contribu�ng factor to Ms. M’s psychiatric stability as may be evident by a reduc�on in her psycho�c symptoms, including delusional idea�on, noted by her case manager who sees Ms. M. independent of the CBSST training. In addi�on to the weekly group, which takes place at the same �me each week and in the same family room of the house, par�cipants are encouraged to call CBSST staff if they are in need of any help. Ms. M. u�lized this mode of support several �mes in the past three months. Ms. M. also has not required any psychiatric emergency visits for ten months which coincides approximately with the length of �me the CBSST group has been in place as well as placement in her most current board and care. In summary, Ms. M. is exhibi�ng a greater sense of direc�on and purpose by u�lizing the goal se�ng, social skills training, cogni�ve understanding, and suppor�ve group atmosphere offered by the CBSST group brought to her board and care each week by CBSST staff. She is exhibi�ng beter reality tes�ng and spending less �me caught up in grandiose idea�on. Her mood has been more stable, and skills for expressing oneself in the face of stressful situa�ons, garnered from the CBSST role plays and materials have helped reduce to zero any incidents of aggression these past months. Ms. M.’s innately good intellectual func�oning has been tested and focused with each week’s concepts and CBSST materials. Ms. M. appears to be making steady progress and is cau�ously expected to con�nue to improve. Further Analysis As part of the CBSST model, addi�onal standardized ques�onnaires may be u�lized throughout the course of enrollment in order to measure depression, anxiety and community adjustment. These include: •Pa�ent Health Ques�onnaire – 9 (PHQ-9) •Recovery Assessment Scale (RAS) •Independent Living Skills (ILS) Survey The below summary completed by clinical staff includes a detailed analysis of how ques�onnaires are applied and scored. A-15 Preliminary Analysis of Pre- and Post-Group Effec�veness of Cogni�ve-Behavioral Social Skills Training (CBSST) on a Popula�on of Adults Living in Psychiatric Board and Care Homes The CBSST Team Housing Support Services* September 27, 2023 INTRODUCTION The Cogni�ve-Behavioral Social Skills Training (CBSST) staff within the Contra Costa County Behavioral Health Department, Housing Support Services, u�lizes a small batery of tests and a self-report survey to help understand changes in mental health and behavior occurring within residents of five psychiatric board and care homes. The results of some of these tests were examined in the context of a review of the CBSST program within the fiscal year July 1, 2022 to June 30 2023. The CBSST program in Housing Support Services has been going on for approximately five years and consists of weekly seventy-five minute groups. The CBSST group is based on the book, Cognitive-Behavioral Social Skills Training for Schizophrenia; A Practical Treatment Guide by Eric Granholm (Granholm, et al., 2016). The group is divided into three Modules: Cogni�ve Skills Module, Social Skills Module, and Problem-Solving Skills Module, each with six sessions. The Modules may last longer than six weeks depending on the material covered each week, and generally the complete CBSST group lasts about five months. The groups are brought out to the board and care homes where psychoeduca�onal resources may be limited and for clients who may not take advantage of CBSST and other groups offered in the adult outpa�ent clinics to which they are assigned. The focus of this analysis is of a period of �me within the 2022-23 fiscal year in which the CBSST team was fully staffed and in which the fact of the waning world-wide coronavirus pandemic allowed for more consistent and in-person CBSST groups to take place. The full complement of staff was resumed in December 2022 and groups in five board and care homes took place beginning in December-February. A test administra�on schedule was decided upon consis�ng of the General Anxiety Disorder (GAD-7), The Pa�ent Health Ques�onnaire (PHQ-9), and the Recovery Assessment Scale-Revised (RAS-R) given to each par�cipant at the beginning of the CBSST group, and at the end of each Module. The Independent Living Skills Survey (ILSS; Schizophrenia Bulle�n, 2000) would be given at the beginning and ending of the en�re CBSST group.** ________________ * Andrew Smith, Ph.D., Shaunna Devlin, C.S.W., Wilhamenia Allen, A.S.W. ** For the purposes of this study, the ILSS may be examined separately at another �me. The ILSS did not produce scores which could be compared in the way the other tests did, and it had sec�ons on household du�es and other responsibili�es which some board and care operators and case managers did for the residents, and even prevented the residents from doing for themselves, such as food prepara�on, medica�on administra�on, and in the case of case managers, management of their own money. Other board and cares allowed for more responsibili�es in these areas, but the fact that the items on the ILSS were not consistent across board and cares and that the scoring of Yes, No, Not Apply was more subjec�ve all contributed to this measure being le� out of this analysis for now. A-16 This study is called preliminary for several reasons. Less consistent administra�on of the pre- test and a delay of the post-test past the Fiscal Year (2022-23) le� the number of subjects for the period of interest, December 2022-June 2023, at only eight (8). The fact that the CBSST team present within the �me period of this study just was becoming organized contributed to some inconsistencies in test administra�on. Tests were not always administered right at the beginning of the group or in a few cases not at the beginning at all; or the tests were not administered right a�er each CBSST module, but rather several weeks into the next module. Also, some test data for a given individual was missing, possibly due to the par�cipant’s absence on the day the tests were given. The post-test which was to be administered at the end of the CBSST’s last module also was delayed, so that it fell just outside of the fiscal year 2022-23, thus technically making it ineligible for a study that purports strictly to examine the fiscal year. The overall study is described as preliminary also because no guidance was found on how past studies of the measurements (GAD-7, PHQ-9, RAS-R) determined whether the difference between pre- and post-test scores were significant. As a result, the authors chose somewhat arbitrary cut-off scores for significance. In the case of the GAD-7 and PHQ-9, a two or more point difference in either direc�on conformed with what an objec�ve observer might find meaningful, when examining either one of these tests for his or her client in an evalua�on for anxiety and depression, respec�vely. The RAS-R measures recovery from mental health problems. It typically is broken into clusters of items, or factors, which may provide more meaningful interpreta�on of the data in this way: Factor 1: Personal Confidence and Hope (sum items 7, 8, 9, 10, 11, 12, 19) Factor 2: Willingness to ask for help (sum items 16, 17, 18) Factor 3: Goal and Success Orienta�on (sum items 1, 2, 3, 4, 5) Factor 4: Reliance on Others (sum items 6, 20, 21, 22) Factor 5: Not Dominated by Symptoms (sum items 13, 14, 15) However, as with the GAD-7 and PHQ-9, no cut-off scores for significance between pre- and post-test administra�ons were found in a cursory search on the internet. Instead, a score was considered significant based on what could draw a clinician’s aten�on, when examining test results on the RAS-R, using the differences of one point up or down (pre- and post-test) between means from the scores on a given factor. Further studies of these tests gathered from future administra�ons given a�er CBSST modules and courses would be more meaningful if more established cut-off scores for significance could be established from the literature. The preliminary results of this study, however, s�ll provide an opportunity to explore cau�ously the test data and their meaning. Some tenta�ve associa�ons from the test data to the CBSST course may be proposed to broaden our understanding and help shape studies in the future. Based on the foregoing discussion it appeared necessary to provide three different sets of analyses (Analysis #1, Analysis #2, Analysis #3) to make the most of what would be a rela�vely small group of nineteen (19) subjects who were in the group long enough to gather enough test data, and to use what data was obtained even if not strictly adhering in each analysis to the A-17 �me-line of the fiscal year 2022-23. For example, if the criteria for this study were rigidly applied and only data from December 2022 to May 2023 (the last set of test bateries administered before the end of the fiscal year, 2022-23) used, only eight of nineteen subjects could be evaluated. Using broader parameters, as described in Analyses #2 and #3, below, more subject data provides more informa�on with which to ponder any changes in CBSST group members over the course of their par�cipa�on in the group. Also, for the purposes of this study and to simplify the analysis of the data, only the tests given at the beginning and end of the �me frame of total test administra�ons for a given individual were used. As a result, some test administra�ons occurring at the end of a given CBSST Module will not be included in this study. The excep�on is for Analysis #1 in which the second test being analyzed is prior to the end of the Fiscal Year, even though for most of the par�cipants there was a test administered in July 2023, a�er the Fiscal Year. Analyses #2 and #3 include the July 2023 tests. The three different Analyses are as follows: Analysis #1 This analysis model provides strict adherence to tests given within the Fiscal Year 2022-23. Each subject’s pre-test and a follow-up test are at least three months apart. (Subjects N = 8.) Analysis #2 This analysis model provides more leniency in the �me frame so that a true post-test (i.e., a�er the en�re group was completed) given in July 2023 may be used to compare with the pre-test, although this falls a�er the Fiscal Year 2022-23. (Subjects N = 6.) Analysis #3 This analysis model allows for the fact that some par�cipants in the analysis were not given the batery of tests un�l the end of Module 1. This would have been the earliest test, and no pre- test was given prior to the start of the group. It also includes a post-test in July of 2023, a�er the 2022-23 Fiscal Year. (Subjects N = 9.) RESULTS of Preliminary Analysis #1 Raw Data Total Score Comparisons for the GAD-7 and PHQ-9 Pre- & Post-Tests within the Fiscal Year (FY; date of tests in parentheses) Analysis #1 Subject GAD-7 FY Early GAD-7 FY Late Difference (> < 2 = significant) 1 0 (1/30/23) 0 (4/24/23) 0 No 2 6 (1/30/23) 5 (5/8/23) -1 No 3 5 (12/6/22) 1 (5/9/23) -4 Yes * 4 17 (12/6/22) 15 (5/9/23) -2 Yes * A-18 5 0 (12/6/23) 0 (5/9/23) 0 No 6 0 (12/6/22) 2 (5/9/23) +2 Yes * 7 8 (2/9/23) 7 (5/11/23) -1 No 8 7 (2/9/23) 3 (6/20/23) -4 Yes * Subject PHQ-9 FY Early PHQ-9 FY Late Difference (> < 2 = significant) 1 0 (1/30/23) 0 (4/24/23) 0 No 2 3 (1/30/23) 2 (5/8/23) -1 No 3 0 (12/6/22) 1 (5/9/23) +1 No 4 12 (12/6/22) 15 (5/9/23) +3 Yes * 5 6 (12/6/22) 2 (5/9/23) -4 Yes * 6 0 (12/6/22) 0 (5/9/23) 0 No 7 11 (2/9/23) 8 (5/11/23) -3 Yes * 8 10 (2/9/23) 16 (6/20/23) +6 Yes * Raw Data (Mean Comparisons Within Factors) Analysis #1 RAS-R Factors: Factor 1: Personal Confidence and Hope (sum items 7, 8, 9, 10, 11, 12, 19) Factor 2: Willingness to ask for help (sum items 16, 17, 18) Factor 3: Goal and Success Orienta�on (sum items 1, 2, 3, 4, 5) Factor 4: Reliance on Others (sum items 6, 20, 21, 22) Factor 5: Not Dominated by Symptoms (sum items 13, 14, 15) Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 1 (1/30/23) (4/24/23) Factor 1 4.86 4.29 -0.57 No Factor 2 2.67 5.0 +2.67 Yes * Factor 3 5.0 5.0 0 No Factor 4 4.75 4.0 -0.75 No Factor 5 2.67 3.67 +1.0 Yes * 2 (1/30/23) (5/8/23) Factor 1 4.7 4.1 -0.57 No Factor 2 4.0 4.3 +0.33 No Factor 3 4.4 4.4 0 No Factor 4 4.0 4.75 +0.75 No Factor 5 4.67 4.33 -0.33 No A-19 3 (12/6/23) (5/9/23) Factor 1 4.14 4.29 +0.15 No Factor 2 2.4 4.3 +1.9 Yes * Factor 3 4.6 5 +0.4 No Factor 4 4.0 4.25 +0.25 No Factor 5 3.0 3.7 +0.7 No Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 4 (12/6/22) (5/9/23) Factor 1 3.43 3.43 0 No Factor 2 3.33 4.33 +1 Yes * Factor 3 3.6 3.8 +0.2 No Factor 4 4.67 3.5 +1.17 Yes * Factor 5 3.67 3.67 0 No 5 (12/6/22) (5/9/23) Factor 1 5.0 5.0 0 No Factor 2 4.33 5.0 +0.67 No Factor 3 5.0 5.0 0 No Factor 4 5.0 5.0 0 No Factor 5 4.0 5.0 +1 Yes * 6 (12/6/22) (5/9/23) Factor 1 4.0 4.0 0 No Factor 2 3.67 3.67 0 No Factor 3 4.2 4.2 0 No Factor 4 4.0 4.0 0 No Factor 5 4.0 4.0 0 No 7 (2/9/23) (5/11/23) Factor 1 3.29 3.29 0 No Factor 2 3.0 3.0 0 No Factor 3 2.2 2.8 +0.6 No Factor 4 3.5 3.75 +0.25 No Factor 5 2.33 2.67 +0.34 No 8 (2/9/23) (6/20/23) Factor 1 3.14 3.29 +0.15 No A-20 Factor 2 3.0 3.0 0 No Factor 3 4.2 4.4 +0.2 No Factor 4 4.0 3.75 -0.25 No Factor 5 3.3 2.67 -0.93 No DISCUSSION (Analysis #1) The small sample size notwithstanding, Analysis #1 most closely resembles the study of CBSST par�cipants within the Fiscal Year in ques�on (2022-23) on three standardized tests, which had been the purpose of the study of the test results in the first place. The treatment team was in place, robust, and finally seeing clients in person a�er the pandemic. The team also adhered as closely as possible to the CBSST materials presented in the CBSST Consumer Workbook in Cognitive-Behavioral Social Skills Training for Schizophrenia; A Practical Treatment Guide by Eric Granholm (Granholm, et al., 2016). However, the last tests in the Fiscal Year were completed at the end of Module 2, Social Skills Training, and so do not represent an outcome of the CBSST group presented in its entirety. The team did not have �me to give a post-test before the fiscal year, June 30 deadline, so it was administered as soon as possible in July 2023. (That more lenient review of the results will be examined in Analysis #2, below.) The Recovery Assessment Scale-Revised (RAS-R) measures recovery from mental health problems and is a self-reported, 24-item test with five factors. Of the three tests given (GAD-7, PHQ-9, RAS-R), the RAS-R appears to have the most in common with the subject mater of the CBSST group. The third factor, “Goal and Success Orienta�on,” has in its �tle a core tenet of CBSST, which is to consistently focus on a goal which the par�cipant would like to obtain. “Personal Confidence and Hope,” (1st factor), “Willingness to ask for Help” (2nd factor) and other factors also appear appropriate for trying to measure progress in the par�cipant’s life with which CBSST is meant to help. An increase in the factor would indicate some progress, and the cut-off score of significance was decided to be an increase or decrease of one point using the means of the given factor’s scores. Out of eight subjects, three showed increases on factor 2 (Willingness to Ask for Help), two showed increases on factor 5 (Not Dominated by Symptoms), and one showed an increase on factor 4 (Reliance on Others). Therefore, six of eight subjects saw a posi�ve increase in the direc�on of health on a test measuring recovery from mental health problems and containing factors similar to some of the tenets of the CBSST group. Zero subjects showed a decline in these factors. The results may suggest that the CBSST group has been playing a posi�ve role in increased progress in mental health for these individuals. If, for example, some group members are more comfortable in asking for help (factor 2), barriers in the areas of social interac�ons and insight into the need for help may have been reduced. It is assumed, however, that the CBSST group is just one therapeu�c part of par�cipants’ lives and that other variables could have contributed to these measurements of progress. They could include the suppor�ve milieu of the board and care, the outside aten�on a given par�cipant may be receiving from friends or family members, interven�ons by case managers, psychiatrists, and medical staff, or any number of things in their lives. A-21 With regard to measures of anxiety and depression, the GAD-7 and PHQ-9, respec�vely, were less consistent. Symptoms of anxiety had gone down in only three cases, and had gone up in one case in the five months under review in this analysis, whereas symptoms of depression had gone down in two cases and up in two cases. Symptoms of depression and anxiety may be helped by the weekly aten�on the CBSST staff pay to each person in a group context, but, as was suggested for the RAS-R, there may be other factors which also affect mood. Scores on tests of anxiety and depression may not be so directly affected by the CBSST group as scores on the RAS-R, because the group is not specifically for the treatment of disorders of mood. Nevertheless, it was informa�ve that the GAD-7 and PHQ-9 showed a trend toward a reduc�on in the areas of anxiety and depression in more of the subjects in this group. RESULTS of Preliminary Analysis #2 Raw Data Total Score Comparisons for the GAD-7 and PHQ-9 Pre- & Post-Tests within the Fiscal Year (FY; date of tests in parentheses) Analysis #2 Subject GAD-7 FY Early GAD-7 FY Late Difference (> < 2 = significant) 1 0 (1/30/23) 0 (7/17/23) 0 No 2 6 (1/30/23) 6 (7/17/23) 0 No 3 5 (12/6/22) 1 (7/18/23) -4 Yes * 4 17 (12/6/22) 8 (7/18/23) -9 Yes * 5 0 (12/6/22) 0 (7/18/23) 0 No 6 8 (2/9/23) 3 (7/20/23) -5 Yes * Subject PHQ-9 FY Early PHQ-9 FY Late Difference (> < 2 = significant) 1 0 (1/30/23) 0 (7/17/23) 0 No 2 3 (1/30/23) 3 (7/17/23) 0 No 3 0 (12/6/22) 0 (7/18/23) 0 No 4 12 (12/6/22) 10 (7/18/23) -2 Yes * 5 0 (12/6/22) 0 (7/18/23) 0 No 6 11 (2/9/23) 5 (7/20/23) -6 Yes * RAS-R Raw Data (Mean Comparisons Within Factors) Analysis #2 Factor 1: Personal Confidence and Hope (sum items 7, 8, 9, 10, 11, 12, 19) Factor 2: Willingness to ask for help (sum items 16, 17, 18) Factor 3: Goal and Success Orienta�on (sum items 1, 2, 3, 4, 5) A-22 Factor 4: Reliance on Others (sum items 6, 20, 21, 22) Factor 5: Not Dominated by Symptoms (sum items 13, 14, 15) Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 1 (1/30/23) (7/17/23) Factor 1 4.86 4.71 -0.15 No Factor 2 2.67 4.0 +1.33 Yes * Factor 3 5.0 5.0 0 No Factor 4 4.75 4.0 -0.75 No Factor 5 2.67 3.67 +1.0 Yes * 2 (1/30/23) (7/17/23) Factor 1 4.7 5.0 +.33 No Factor 2 4.0 5.0 +1.0 Yes * Factor 3 4.4 5.0 +0.6 No Factor 4 4.0 5.0 +1.0 Yes * Factor 5 4.67 5.0 +.33 No Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 3 (12/6/22) (7/18/23) Factor 1 4.14 4.29 +0.15 No Factor 2 2.4 4.3 +1.92 Yes * Factor 3 4.6 5.0 +0.4 No Factor 4 4.0 4.25 +0.25 No Factor 5 3.0 3.0 0 No 4 (12/6/22) (7/18/23) Factor 1 3.43 3.57 +0.14 No Factor 2 3.33 4.0 +0.67 No Factor 3 3.6 3.4 -0.2 No Factor 4 4.67 (factor omited, did not do test item 22) N/A Factor 5 3.67 3.33 -0.34 No 5 (12/6/22) (7/18/23) Factor 1 4.0 4.14 +0.14 No Factor 2 3.67 3.33 -0.34 No Factor 3 4.2 5.0 +0.8 No Factor 4 4.0 4.25 +0.25 No Factor 5 4.0 4.33 +0.33 No 6 (2/9/23) (7/20/23) Factor 1 3.29 3.0 -0.29 No A-23 Factor 2 3.0 3.0 0 No Factor 3 2.8 2.2 -0.6 No Factor 4 3.0 3.5 +0.5 No Factor 5 2.33 2.67 +0.34 No DISCUSSION (Analysis #2) All of the subjects (N=6) in this Preliminary Analysis #2 were in Preliminary Analysis #1 (N=8), so one might expect a con�nua�on of most of the results in the second study from that of the first study. Overall this was true, though with some differences. Analysis #2 found no subjects showing worsening symptoms on test items from the GAD-7 and PHQ-9 as compared to three subjects (1 on GAD-7, 2 on PHQ-9) showing worsening symptoms in the earlier Analysis #1 study. Thus, by the end of the group, it would appear that there were no Analysis #2 subjects showing worsening symptoms of anxiety or depression, and five subjects had shown a decline in those symptoms. The group may have been one variable that helped with this posi�ve trend in the lives of the board and care group par�cipants. As noted in the earlier discussion, the Recovery Assessment Scale-Revised (RAS-R) measures recovery from mental health problems and is a self-reported, 24-item test with five factors, which may have par�cular relevance for what the CBSST group is trying to accomplish. An increase in the factor was seen as a person moving in a posi�ve direc�on in the area represented by this factor. The results from this test had essen�ally the same outcome in Analysis #2 as in Analysis #1. Out of six subjects, three showed increases on factor 2 (Willingness to Ask for Help), one showed an increase on factor 4 (Reliance on Others), and one showed an increase on factor 5 (Not Dominated by Symptoms). This later factor (5) had found significant increases by two subjects instead of one in the previous Analysis #1. As was suggested in the previous discussion, most subjects (five of six) saw a posi�ve increase in the direc�on of health on a test measuring recovery from mental health problems and containing factors similar to some of the tenets of the CBSST group. The results may suggest that the CBSST group has been playing a posi�ve role in increased progress in mental health for these individuals. If, for example, some group members are more comfortable in asking for help (factor 2), barriers in the areas of social interac�ons and insight into the need for help may have been reduced. As noted before, it is assumed that the CBSST group is just one therapeu�c part of their lives and that other variables could have contributed to these measurements of progress. They could include the suppor�ve milieu of the board and care, the outside aten�on a given par�cipant may be receiving from friends or family members, interven�ons by case managers, psychiatrists, and medical staff, or any number of things in their lives. RESULTS of Preliminary Analysis #3 Raw Data Total Score Comparisons for the GAD-7 and PHQ-9 Pre- & Post-Tests within the Fiscal Year (FY; date of tests in parentheses) Analysis #3 A-24 Subject GAD-7 FY Early GAD-7 FY Late Difference (> < 2 = significant) 1 0 (4/24/23) 0 (7/17/23) 0 No 2 4 (3/15/23) 2 (7/19/23) -2 Yes * 3 0 (3/15/23) 8 (7/17/23) +8 Yes * 4 3 (3/15/23) 9 (7/19/23) +6 Yes * 5 4 (3/22/23) 4 (7/19/23) 0 No 6 0 (4/5/23) 0 (7/19/23) 0 No 7 0 (4/5/23) 0 (7/19/23) 0 No 8 13 (4/5/23) 0 (7/19/23) -13 Yes * 9 6 (3/16/23) 10 (7/20/23) +4 Yes * Subject PHQ-9 FY Early PHQ-9 FY Late Difference (> < 2 = significant) 1 0 (4/24/23) 0 (7/17/23) 0 No 2 3 (3/15/23) 0 (7/19/23) -3 Yes * 3 2 (3/15/23) 9 (7/17/23) +7 Yes * 4 3 (3/15/23) 4 (7/19/23) +1 No 5 3 (3/22/23) 5 (7/19/23) +2 Yes * 6 0 (4/5/23) 0 (7/19/23) 0 No 7 0 (4/5/23) 0 (7/19/23) 0 No Subject PHQ-9 FY Early PHQ-9 FY Late Difference (> < 2 = significant) 8 3 (4/5/23) 11 (7/19/23) +8 Yes * 9 6 (3/16/23) 6 (7/20/23) 0 No RAS-R Raw Data (Mean Comparisons Within Factors) Analysis #3 Factor 1: Personal Confidence and Hope (sum items 7, 8, 9, 10, 11, 12, 19) Factor 2: Willingness to ask for help (sum items 16, 17, 18) Factor 3: Goal and Success Orienta�on (sum items 1, 2, 3, 4, 5) Factor 4: Reliance on Others (sum items 6, 20, 21, 22) Factor 5: Not Dominated by Symptoms (sum items 13, 14, 15) Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 1 (4/24/23) (7/17/23) Factor 1 5.0 5.0 0 No Factor 2 5.0 3.67 -.33 Yes * Factor 3 5.0 5.0 0 No Factor 4 5.0 5.0 0 No Factor 5 5.0 5.0 0 No A-25 2 (3/15/23) (7/19/23) Factor 1 5.0 5.0 0 No Factor 2 3.3 4.3 +1 Yes * Factor 3 5.0 5.0 0 No Factor 4 5.0 5.0 0 No Factor 5. 4.7 4.7 0 No 3 (3/15/23) (7/17/23) Factor 1 5.0 5.0 0 No Factor 2 5.0 5.0 0 No Factor 3 5.0 5.0 0 No Factor 4 5.0 5.0 0 No Factor 5 5.0 5.0 0 No 4 (3/15/23) (7/19/23) Factor 1 4.42 3.57 -0.8 No Factor 2 3.67 3.67 0 No Factor 3 5.0 4.6 -0.4 No Factor 4 2.75 3.5 +0.75 No Factor 5 3.67 4.0 +0.33 No Subject RAS-R Factors FY Early RAS-R Factors FY Late Difference (> < 1 = significant) 5 (3/22/23) (7/19/23) Factor 1 4.3 4.0 -0.3 No Factor 2 3.0 3.0 0 No Factor 3 4.2 4.4 +0.2 No Factor 4 3.75 4.0 +0.25 No Factor 5 4.33 4.33 0 No 6 (4/5/23) (7/19/23) Factor 1 3.71 3.14 -0.56 No Factor 2 2.0 2.0 0 No Factor 3 4.6 2.8 -1.8 Yes * Factor 4 3.0 1.75 -1.25 Yes * Factor 5 2.67 2.67 0 No 7 (4/5/23) (7/19/23) A-26 Factor 1 5.0 5.0 0 No Factor 2 5.0 5.0 0 No Factor 3 5.0 5.0 0 No Factor 4 5.0 5.0 0 No Factor 5 5.0 5.0 0 No 8 (4/5/23) (7/19/23) Factor 1 4.0 4.0 0 No Factor 2 2.0 3.3 -1.3 Yes * Factor 3 4.2 2.8 -1.4 Yes * Factor 4 4.25 3.75 -0.5 No Factor 5 4.0 3.0 -1.0 Yes * 9 (3/16/23) (7/20/23) Factor 1 3.43 3.71 +0.28 No Factor 2 3.33 3.0 -0.33 No Factor 3 3.4 3.6 +0.2 No Factor 4 3.75 3.75 0 No Factor 5 3.0 3.0 0 No DISCUSSION of Analysis #3 and CONCLUSIONS The third study, Analysis #3, was completed in an atempt to glean informa�on from a group of CBSST par�cipants who had missed the pre-test for some reason. Some par�cipants had not received a pre-test while the CBSST team was forming and less systema�c in its administra�on of the tests. For example, using January 1st as an approximate star�ng date for the CBSST groups in the five board and care facili�es, subjects in this study did not have tests un�l two or three months into the group. Because the first tes�ng came so late, the tests administered after the fiscal year 2022-23 were used in order to analyze test results far enough apart to have merit in the study, and in which subjects had fully completed the CBSST group. Of necessity, the design of this study meant that the post-test was not given within the fiscal year 2022-23, but rather in July 2023. There were nine subjects in this group. It is important to note that all of the subjects in Analysis #3 did atend the group from the beginning and par�cipated in it un�l its comple�on. The fact that the results found in Analysis #3 in various ways seemed to contradict those results in Analyses #1 and #2 may speak to the very preliminary nature of these studies of the CBSST group in Housing Support Services. The trend towards a reduc�on in scores on measures of anxiety (GAD-7) and depression (PHQ-9) seen in Analyses #1 and #2 surprisingly were reversed in the Analysis #3 study. A lower score was seen as a reduc�on in anxiety or depression, depending on the test. Two subjects showed a significant decrease in scores on the GAD-7, whereas three showed a significant increase. Similarly, only one subject in Analysis #3 showed a A-27 significant decrease on the PHQ-9 as opposed to three that showed an increase, a possible indica�on of more symptoms of depression by the end of the group. Results in Analysis #3 on the Recovery Assessment Scale-Revised (RAS-R), RAS-R also followed this patern. The RAS-R factors which would indicate progress or a lack of progress in recovering from mental health problems also mostly went in the opposite direc�on from the more favorable outcomes in the first two studies. Two subjects showed a significant decrease on factor 2 (Personal Confidence and Hope) and factor 3 (Goal and Success Orienta�on), and one subject each on factor 4 (Reliance on Others) and factor 5 (Not Dominated by Symptoms) showed a significant decrease. Only one subject showed an increase, on factor 2. It was expected that the group helped in the areas of anxiety and depression, however in Analysis #3 there was not a corresponding improvement on the tests that screened for these disorders. In fact, if subjects from this group had been given the pre-test earlier, they may have been included in the previous (Analyses #1 and #2) studies, and possibly the more posi�ve outcomes on the GAD-7 and PHQ-9 would have been diminished by inclusion of these subjects when averaged together. This might have indicated a sort of sta�s�cal ‘wash’ with par�cipants doing about the same before the group as a�er the group. On the other hand, many anecdotal observa�ons and reports of individual clients obtained by the CBSST group leaders suggest that the group is of real help to many of the par�cipants. It is not clear how to interpret the data from this third study. Could Analyses #1 and #2 be incorrect and Analyses #3 correct? Are there beter tests that would measure progress or lack of progress in the specific areas on which the CBSST training is trying to make an impact? Do the three tests used for these studies really capture the progress which anecdotal evidence suggests is taking place in at least some of the par�cipants. Furthermore, this en�re report is not based on a very rigorous study. In addi�on to the shortcomings already outlined, for example, there was not a control group of subjects who did not take the CBSST group to compare with the group that did take the training. The tests are very short (seven items for two of them, 24 items for the RAS-R). The par�cipants take them o�en enough that some may pay less aten�on to how they are responding. A few items on the RAS-R (see items 16 and 17, for example) having to do with symptoms being less of a problem also were scored low by some par�cipants who may not admit that symptoms are ever a problem, and so do not want to endorse anything that implies they have symptoms, improved or not. This could have the effect of driving down scores on factor 2, Willingness to Ask for Help, which is made up par�ally of those items. As with the more posi�ve outcomes of the first two studies, there may be variables outside of the group which are impac�ng scores on tests taken within the Analysis #3 subjects. Loss, changes in the board and care program, anniversaries of trauma�c events, and adjustments in medica�ons could be just a few of many variables impac�ng how an individual scored on the tests in the CBSST group. In spite of its shortcomings, and that the sta�s�cal results in Analysis #3 contrasted with those in Analyses #1 and #2, this has been a worthwhile look at the data gathered so far. A more careful study, perhaps with different tests, a beter design, and careful follow-through on the A-28 �ming of administra�on of tests to each person in the future may provide a clearer interpreta�on of the CBSST group in the areas of anxiety, depression, and progress in recovering from mental health problems. Multi-County PADs Innovation Project Annual Report Calendar Year 2023 Created by Kiran Sahota, President Concepts Forward Consulting Project Director A-29 The Multi-County Mental Health Services Act (MHSA) Psychiatric Advance Directive (PADs) Innovation’s project, with the seven collaborating counties of, Contra Costa, Fresno, Mariposa, Monterey, Orange, Shasta, and Tri-City Mental Health Authority completed two and a half years of the four-year project as of December 31, 2023. Please note, Fresno County began the project in 2019, and will finalize their participation in the Phase One build as of June 30, 2024. The PADs project, initially approved by the Mental Health Oversight and Accountability Commission (MHSOAC) on June 24, 2021, continued the momentum of the previous year. The subcontractor timeline was followed to achieve a streamlined effort of activities and expectations of the participating counties. This was no easy task as there were many overlaying activities that had to happen simultaneously. In addition, many challenges arose throughout the year with the change of staffing in both the counties and within the subcontractors. Though the project objectives remain the same, as with any innovative project, a realistic look at what can be accomplished has been part of the evaluation of accomplishments throughout the year. The proposed project, as originally written, will engage the expertise of ethnically and culturally diverse communities, threshold populations, consumers, peers with lived experience, consumer and family advocacy groups, and disability rights groups. The project proposes to meet several unmet needs throughout the state. These objectives continued as follows: 1.Provide a standardized level of training regarding PADS for both communities and stakeholders. 2.Standardize a statewide PADs template. 3.Allow PADs to be a separate recognized document from a medical advance directive. 4.Standardize a PADs training "toolkit" to be easily replicated from county to county. 5.Align behavioral health PADs with medical Advanced Directives so both physical and mental health needs are equally addressed. 6.Utilize a Learning Management System (LMS) for ease of county access to PADs training and materials. 7.Utilize peers to create PADs based on lived experience and understanding, which can lead to open dialog and trust. 8.Create infrastructure for a cloud-based data warehouse for ease of access to PADs in a crisis, providing mobility of PADs throughout the state. 9.Create legislation to enforce the use and acceptance of standardized PADs in California. 10.Create a continuous evaluation process that is outcome driven, evaluating training, PADs template ease of use, and PADs utilization. This annual report covers calendar year 2023, or fiscal years (FY) quarter three and four of FY 2022-23, and first and second quarter of FY 2023-24. The following is a recap of activities, with detailed subcontractor write-ups in the Appendix section at th e of the report, with the fiscal intermediary review as concluding document. In order to meet the requirement of ethnic and cultural diversity, the counties along with several subcontractors identified the need for ongoing translation and interpretative services that would fall outside of the scope of work and funding allocated by the counties. The project identified the ability to repurpose funding remaining from the previous FY. The company Alpha Omega was vetted and hired to create multi-lingual documents, interpretation, and interviews throughout the A-30 project. Alpha Omega ensures the ability to address the multiple threshold languages identified within the participating counties. Through the evaluation period it was clearly identified that this stage of the project is outlined as the technology platform build or Phase One PADs technology build. At no time during this phase of the project will the platform be “live” for access to the PAD in the public setting. The project's main priority continued with a build to streamline a PAD template/component(s) and move forward the components to be uploaded into the technology platform build. Painted Brain and their subcontractor CAMHPRO worked with county peer support specialists, persons with a lived mental health condition, family member/caretakers and first responders in a series of listening sessions, ongoing workgroups, and cross-contractor collaboration. Painted Brain completed an exhaustive template review and submitted the components to Chorus for upload to the platform build. An idea of how the components will be address are as follows: Their next step was to create a PADs facilitator curriculum to complement component understanding, digital literacy, and PADs within the platform. The curriculum was completed and submitted to counties for input. Once finalized, this curriculum will be part of the platform “toolkit.” Consent/Capacity Current Medical Conditions Accessibility Crisis Team Support Treatment Preferences Recovery & Reentry Supports Dependent Preferences A-31 The template components once sent to Chorus allowed for the ability to build the infrastructure of the digital PAD. Parallel to the digital formation of the PAD, the flow of use, and Terms of Services were identified as areas to address. A county workgroup was created to work with the teams to identify appropriate language. This remains an ongoing workgroup. Monthly participatory and community-centered stakeholder workgroups continued throughout the year, to discuss the technology build with county peer specialists, persons with a lived mental health condition, family member/caretakers and first responders. Chorus was able to create a mock design using “Richard” as a sample of how the PAD could look in the digital format. Feeding into the design of the platform is the parallel layer of branding and marketing. Idea Engineering, worked through the Marketing Sub-Workgroup to identify a PAD logo, a logo that was easily identifiable by a person filling out a PAD or for a first responder, as identification and recognition of a PAD. With county peers and Peer Specialist as the prominent voice, the outcome was as follows: Idea Engineering updated all print material, and the public facing website to highlight the efforts of the project and the unified voice of what the PAD means to those involved in the project. Evaluation of the project fell to both RAND and the Burton Blatt Institute (BBI), which both had to delay their work in waiting for sections of the project to be completed. RAND developed and finalized the training evaluation protocol and workflow to enable a “two-level” evaluation with PADs platform users. It is expected that this evaluation will take place beginning in April 2024. Though the BBI evaluation is managed by Orange County, it has been identified to represent the project in totality. Working with all seven counties, BBI used a qualitative research approach and conducted individual semi-structured interviews throughout the year. The evaluation framework will be looking at the direct and indirect benefit of a web-based platform, how the development of the PAD impacts the rates of homelessness, incarceration, and hospitalization of those that fill out the PAD, in this first phase of the project build. As this is the initial build phase, in theory, this will impact systemwide change. As overall Project Director, Concepts Forward Consulting continued to move the project through each phase by allowing for input from all entities involved, but also setting appropriate boundaries with regards to potential “scope-creep” and finalization of decisions. The counties A-32 have all agreed to provide their input within the period requested, and if they do not the project must move on regardless, to accomplish our projected goals. The Project Director began the process of engaging legislation. A time -limited workgroup was created that included the support from the Painted Brain peer run services, California Hospital Association, State Psychiatric Association representatives, NAMI California, MHSOAC, California Behavioral Health Directors, and Patient Rights and Lanterman Petris Short act knowledgeable attorneys. Through this group it has been identified that legislation to move the PAD forward will take a legislative champion, which is currently the highest priority to achieve within the next calendar year. The idea will be to align PAD’s language within the Probate and Welfare and Institution codes to create a streamlined PAD’s statute, one that recognizes a PAD as a document of self-determination and autonomy. Discussions were also held with law enforcement and Executive Officer Council on Criminal Justice and Behavioral Health California Department of Corrections and Rehabilitation, as the project sought to engage the Department of Justice in the investigation of the integration of the PAD’s platform into the California Law Enforcement Telecommunication System (CLETS). This one connection would allow crisis teams, first responders and dispatch in-the-moment access to a PAD when dispatched to a call for service. This activity will continue into the next year. Throughout the project the importance of in-person discussions, learning, and planning has been showcased in bi-annual convenings. During the FY, two in-person convenings were held. Monterey County hosted in the spring and Orange County hosted in the fall. Both convenings were showcased on the project website www.padsCA.org. There is a certain depth of learning and momentum that takes place after a convening. The counties decided that the Spring 2024 convening needed to allow for more discussion and planning, and not just updates from the subcontractors. The counties opted for a two-day event to create time for learning and further development of the project goals or adjustments. Sharing the hosting responsibilities with all participating counties, Shasta County was chosen to host the next convening. The project has not been without challenges. As with many employers in California, our counties and subcontractors encountered several staffing challenges throughout the year, this impacted the timeliness of goals. Some counties are small and have a small community of stakeholders, or a high staffing vacancy rate. The subcontractors experienced staffing turnover which created a domino effect as each layer of the project relies on each other. Staffing challenges also arose in the lack of peer staff. This is where the peer contract was invaluable to enlist the voice of the peer/person(s) with lived mental health experience throughout the project. As this project is innovative, timeliness of goal completion was also a challenge. Aspects of the time needed to complete activities could not have been calculated in advance. This can be seen in the amount of work Painted Brain needed to cull through multiple nationwide PAD documents to create meaningful template discussion and present the components. When Painted Brain submitted the component questions to Chorus, it could not be anticipated that to create the digital PAD, each component question needed meaning attached to determine the best phrasing and digital location. The delay of the template components delayed the creation of the A-33 PAD facilitator training curriculum, which in turn delayed the ability to provide and evaluate the training. The project has met challenges as referenced above and throughout FY 2023, each project goal has been addressed, completed, or will continue to be shaped in the coming year. As we plan for 2024, the following prospective activities are anticipated. •Two-day Spring convening in Shasta County. •Facilitator Train the Trainer completed, edited, and finalized. •County pilot populations test usage of the digital PAD. •RAND and BBI to continue their evaluation efforts. •Information videos created in multiple threshold languages. •A legislative champion is identified, and legislative language moves forward. •Investigate the feasibility of the CLETS integration. •Fresno County sunsets their Phase One participation. •Phase Two “live” roll-out and training planning and write-up finalized. •Continued improvement to the platform Phase One build. The counties all continue in the most collaborative nature, meeting multiple times a month and sending a variety of staff to the following meetings: individual county meetings with subcontractors, large full project meeting, county to county, sub- workgroups in template creation, technology, terms of service, and marketing. In addition, providing staff or county collaborators time for interviews with project evaluators. Overall, the accomplishments of calendar year 2023 outweighed the challenges. The project remains challenging in commitment and time, yet the reward of an innovated digital PAD is truly on the horizon and will be accomplished within this project Phase One build. A-34 Appendix Section: Alpha Omega- Translation/Interpretation Burton Blatt Institute- Evaluation/Technology Chorus Innovations-Technology Idea Eng ineering- Marketing and Website Painted Brain- Peer Voice RAND- Evaluation/User experience Syracuse University-Fiscal Intermediary A-35 Summary of activities for year 2023. A.Summary of Activities and Accomplishments During the Reporting Period B.Challenges Encountered and Resolved During the Reporting Period C.Plans and Expectations for the Next Reporting Period D.Attachments A.Summary of Activities and Accomplishments During the Reporting Period Customers: Concept Forward Idea Engineering Anthony Translation of 73 document(s) from English (USA) to Arabic, Chinese, Farsi, Korean, Vietnamese for Idea Engineering Service requested by Antony Del Castillo Schickram – invoice I-06055 Translation of 1 document(s) from English (USA) to Spanish for Idea Engineering Service requested by Antony Del Castillo Schickram Invoice I-06228 Translation of 2 document(s) from English (USA) to Arabic, Chinese, Farsi, Hmong, Korean, Vietnamese for Idea Engineering Service requested by Jeanne Spencer Invoice I-06214 Virtual interpreting from English (USA) to Spanish for Concepts Forward Service requested by Kiran Sahota Invoice I-06242 A-36 B.Challenges Encountered and Resolved During the Reporting Period No challenges recorded. Customer expressed satisfaction with deliverables. E.Plans and Expectations for the Next Reporting Period Translation and interpretation projects as described in Master Contract. A.Attachments N/A A-37 Report on Implementation of the Evaluation of Orange County Innovation Activities, with Particular Focus on Development and Outcomes of a PADs Technology Platform Date Submitted: December 29, 2023 Period(s) Covered: January 1, 2023-December 31, 2023 Submitted by: Gary Shaheen, Ph.D. Project Director Burton Blatt Institute Syracuse University Summary of the Qualitative Evaluation The Syracuse University (SU) Burton Blatt Institute (BBI) was tasked by Orange County, California to conduct a multi-year process and outcome qualitative evaluation of the web-based platform supporting Psychiatric Advanced Directives (PADs) implemented by 7 California counties. These 7 counties are Fresno, Mariposa, Monterey, Shasta, Tr-City, Contra Costa, and Orange counties who are using their Mental Health Administration Innovation Funds to support their efforts. BBI works directly with Project Manager Kiran Sahota, all 7 counties, and project subcontractors Chorus, Idea, Painted Brain, CAMPHRO, and Rand Corporation to obtain data supporting the evaluation. BBI also works with the Project Manager and SU’s Office of Sponsored Programs to administer the requirements of the Orange County contract and for fiscal administration of County and Sub-Contractor sub-awards, including timely payments based upon submission and review of invoices. This Annual Project Report summarizes only the evaluation project activities implemented by BBI during the Project Year 1/1/2023-12/29/2023. BBI uses a qualitative research approach. This included participant observations of in person and virtual meetings and workgroups, as well as conducting individual semi-structured interviews with PADS project County Managers, staff, and community stakeholders. The research objectives and methodological foundations are grounded in a comprehensive literature review focused on Psychiatric Advanced Directives for people with mental illnesses and disability studies. BBI collected data during the year by and by conducting participant observations and individual, semi-structured interviews with PADs Project County Mangers and staff, and with identified community project stakeholders who are participating in the PADs project A-38 We have developed evaluation indicators framework (input, process and outcome) to document information at different stages of the project lifecycle. The indicators fall into three categories: ⦁ Input indicators: to measure the contributions necessary to enable the program to be implemented (e.g., funding, staff, key partners, infrastructure). ⦁ Process indicators: to measure the program’s activities and outputs (direct deliverables of the activities). ⦁ Outcome indicators: to measure whether the program is achieving the expected effects/changes in the short, intermediate, and long terms. BBI also gathers data on factors influencing adoption of the PADs web-based platform within county mental health departments and among staff who manage or support their county’s PADs project. BBI’s evaluation framework is intended to describe the direct and indirect benefits of the web- based platform among county staff and Peers (“individual level”), its impact upon mental health and related services provided by agencies when they utilize PADs to support Peers who are in crisis (“services level”), and how the development and use of a PADs web-based platform influences public attitudes, policy, funding, law and regulations, and inter-agency dialogue and partnerships, as well as reduce the overall rates of homelessness, and incarceration among Peers (“systems level”). These dimensions are illustrated below: We have also framed the development and use of the product as one element of a systems change process being articulated by the Project Manager. To measure these systems change dimensions, we have adopted the rubric for systems change developed by the Corporation for Supportive Housing: Building Blocks of Systems Change: (https://www.csh.org/resources/laying-a-new-foundation-changing- the-systems-that-create-and-sustain-supportive-housing/) Iterative Evaluation Process Services Do counties and their community stakeholders believe the platform will enhance their practices and tools for supporting peers in crisis and is it likely to be used by them? Individuals Does the development of the PADs platform incorporate peer input and do peers believe it will improve their lives when they are in crisis? Systems Is the PADs platform viewed as a tool for supporting changes in laws, funding , paradigms, and practices that honor peer self-direction and choice when they are in crisis? A-39 “Achieving a real change in a system is different from making the system do something new. A real change in a system is one in which people habitually do the new thing, using resources, authority, technology, and ideas that are routinely associated with the new activity. You can recognize system change more easily when it is complete, or nearly complete, by these five signs:” ●A change in power: There are designated positions—people with formal authority— responsible for the new activity (not just committed or skillful individuals who happen to care about it). ●A change in money: Routine funding is earmarked for the new activity in a new way—or, failing that, there is a pattern of recurring special funding on which most actors in the system can rely. ●A change in habits: Participants in a system interact with each other to carry out the new activity as part of their normal routine—not just in response to a special initiative, demonstration, or project. If top-level authorities have to “command” such interactions to take place, then the system has not absorbed them, and thus has not yet changed. ●A change in technology or skills: There is a growing cadre of skilled practitioners at most or all levels in the delivery chain, practicing methods that were not previously common or considered desirable. These practitioners are now expert in the skills that the new system demands and have set a standard for effective delivery of the new system’s intended results. ●A change in ideas or values: There is a new definition of performance or success, and often anew understanding of the people to be served and the problem to be solved. The new definition and understanding are commonly held among most or all actors in the system, such that they are no longer in great dispute. Summary of the Evaluation: Since formal data analysis and coding will not occur until 2024, BBI can only report on our assumptions of the emerging trends and issues. Many of these were included in a presentation we delivered at the September 2023 all-county convening event. A copy of our presentation detailing these assumptions is attached to this report (Attachment 1). Project Implementation: •BBI hired Dr. Nare Galstyan as Senior Research Associate and Ms. Isabel Torrence as Research Assistant to directly assist in implementing the evaluation. •We scheduled and participated in regular teleconference meetings and e-mail exchanges with Concepts Forward Consulting, Chorus, Idea and Rand as needed to discuss and coordinate respective roles and deliverables. •BBI submitted and received SU IRB approval to implement County Manager and community stakeholder interviews that were conducted throughout the year. •We prepared presentation materials and participated in two PADs County and A-40 Stakeholder in-person meetings in Monterey and Orange Counties that were held respectively on March 7, and September 12, 2023. •BBI continued to add references to the comprehensive PADs Literature Review to strengthen the empirical basis for implementing BBI’s evaluation. •A summary of our observation and interview activities is provided below: o County – specific Subcontractor meeting observations: 63 o County Champions and other project meeting observations: 33 o Technology, PADs Template, and Marketing Workgroup observations: 70 o In-person Chorus – led County provider and partner on-site meetings: 12 o Interviews with County Managers, County-employed Peer Specialists and County Community Partners/Stakeholders: 34 o Annual Project Convenings: 2 Preliminary Assumptions from the Research Observation and interview data that we obtained throughout the year have yet to be coded and analyzed in order to report findings with empirical validity. Interviews with key community stakeholders including hospitals, law enforcement, other crisis and first responder agencies, and priority population providers were begun during the year and will continue during 2024. The data that was obtained and reviewed over the course of the year nonetheless allows BBI to present some emerging assumptions and concerns related to the process and outcomes associated with the design and implementation of the web-based PADs platform and address each component of the CSH Systems Change Framework. •Key Signs of Changes to Power: 1)BBI observed that Peers from almost all participating counties were involved in meetings and workgroups from the start of the project, and their perspectives and input on the template, web-based platform and marketing were sought, valued and included in plans and products. They also helped ensure that the language, format, and intent of the web- based platform reflected perspectives gained from their lived experiences. Inclusion of the Peer voice was further strengthened by the addition of Peer-run advocacy organizations Painted Brain and Camphro as key project partners tasked with designing the PADs template upon which the platform will be based. Challenges: Peer participation in Technology and other workgroups has been primarily from county-employed Certified Peer Specialists. However not all counties have these staff. We note that in order for the project to be viewed as Peer -advised and enabled across all 7 counties, those counties without Peer representatives should consider how to make the voices of their Peer constituencies heard. A-41 2)We also observe that development of the power to implement systems change is also being addressed by the active participation of some of the community agency stakeholders who would be likely to encounter peers in crisis when a PAD might be used. Our preliminary assumptions imply that including law enforcement, hospital staff, MH Crisis Teams and others in workgroups to share how they would access and use web- based PADs in their line of duty potentially empowers them and their sponsoring agencies to ‘own’ the product and may strengthen its potential for adoption and use. Challenges: Although most counties are represented in workgroups by law enforcement, hospitals, and other community partners and stakeholders, not all counties are so represented. Without stakeholder participation from all counties, varying levels of acceptance and use of the platform among community stakeholders, and/or delay in its testing while these issues are identified and resolved may emerge. •Key Signs of Changes to Money: 1)A key feature of this project is its designation, use and incorporation of Mental Health Services Act (MHSA) “Innovation Funds” to support its development and implementation. County Managers talked about how the funding source allows them to exercise creativity and encourages them to develop the internal and external partners needed to address the myriad elements of the project. It also supports their allocation of time to the project in addition to their other responsibilities. It appears that having a dedicated funding stream used by all counties may also contribute to a shared sense of project-identity among counties, that BBI will explore more fully in its research. 2)BBI observes that the way that the PADs Innovation Funding as a funding source shared by 7 counties who pursue the same goals and outcomes and work with the same subcontractors may help to avoid the fragmentation and overlap that challenges many projects of this scale and scope. The project funding scheme also designates a single management and oversight entity, Concepts Forward Consulting that has been instrumental in ensuring that the project is implemented according to its goals, adheres to its timeline, and that all subcontractors and partners work closely with counties and each other as an integrated team, Challenges: Potential changes in the Mental Health Service Act could significantly impact the amount of funds counties have to continue programs. County staff often mention future funding as a concern in continuing and scaling up their PADs projects. •Key Signs of Changes in Habits: 1)The PADs Innovation Project is somewhat unique in the experiences of counties who have generally implemented their own MH projects, but who have rarely participated with other counties to implement a joint initiative. Our preliminary assumption is that A-42 regular zoom and in-person regular meetings as a group has begun to positively influence changes in habits among counties often heretofore pursuing separate initiatives. We are beginning to observe that they share a sense of project-identity, participate in regular cross county communication and knowledge exchange, and are developing a general familiarity with each other’s challenges and successes that had not occurred previously. 2)PADs county MH Departments and their community partners and stakeholders appear to be developing a pattern of interaction across their respective services and systems. Ongoing communication with each other, primarily through Technology Workgroups includes discussions about embedding the web-based platform as component in the regular routines and operating procedures of law enforcement and hospitals. We note that the intent by county MH departments to reach out and involve these agencies and discuss how they can use the platform within their service systems represents another potential project innovation. Challenges: We observed varying levels of engagement among counties in providing input and feedback on the content, design, and marketing of the PAD's platform, with some counties demonstrating more active participation than others. This could also be due to the staff turnover among some counties, with new PADs Managers entering the project at various times in its development. •Key Signs of Changes in Technology and Skills: 1) A key feature of the 7 county PADs Innovation Project in the opinion of the Project Manager and many County Managers is the development of its web-based platform. PADs in some form are being implemented across 27 states, and SAMHSA and its partner the American Psychiatric Association (APA) have developed and promulgated a web-based PAD application supported by a website, webinars and supporting materials. (https://smiadviser.org/padapp) BBI notes that many of the definitions and response fields developed for the SAMHSA/APA web-based PAD parallel those that are being developed in California. Both products could be accessible and used by Peers through their smart phone and using a QR code. However, the CA PADs project is also attempting to customize its product for Peers who may be challenged by diverse other conditions that may compromise their ability to develop and retrieve their data. These can include being homeless or being incarcerated, as well as having poor literacy skills and technology skills and for those requiring the App in languages other than English. Preliminary interview data suggests that these and other barriers are not only being recognized by CA PADs project partners, but efforts to consider how the app can be accessible to all Peer users are being seriously considered. 2)In addition to police officers and hospitals, we note that the platform is being developed within the context of CA Senate Bill 43 that establishes ‘Care Courts’ that would require counties to provide comprehensive treatment to the most severely impaired and untreated Californians and hold patients accountable to their treatment plan. Discussions about promoting the PADs web-based platform as a resource that Care Courts could consider when determining how to provide treatment that honors a Peer’s preferences are also A-43 occurring. Furthermore, preliminary efforts are being made to determine how the web- based PADs platform can be integrated into the CLETS system. This case identification technology is mandated for use by law enforcement and Crisis Teams among all counties. Challenges: The SAMHSA/APA app as currently available requires Peers to have some familiarity with the use of technology and sufficient literacy skills to comprehend the instructions. Staff and partners we have interviewed identified three main barriers to the use of the PADs platform by peers. As the platform is tested and deployed, these barriers should be considered: •Challenges with technology •Reading comprehension •The time it might take to complete a PAD. •The availability of staff support to assist Peers in completing, accessing and updating their web-based PAD. •Key Signs of Changes in Ideas or Values: 1)County Managers and staff, including Peer Specialists, community partners and stakeholders, and family members and others who have participated in workgroups articulate the belief that the web-based platform is a potentially valuable tool for ensuring Peer human rights and self-determination. Counties have identified a diverse range of conditions and circumstances affecting treatment and recovery of Peers. They may interact differently with MH services, legal authorities, personal support systems and these may also be influenced by the urban and rural communities where they reside. Chorus has been clear that the initial ‘build’ phase of the project will establish a foundation for future customization that directly applies to diverse Peer constituencies. While BBI will continue to gather data on this progress, we note that consensus about the ideas and values of self-determination is a foundation that guides project implementation. Challenges: The web-based platform is intended for use by Peers with diverse conditions and circumstances. Chorus implemented a series of county-level direct information sessions with agencies serving county identified Peer priority groups. However, it appears that more intensive efforts to obtain greater Peer priority population representation from all counties in the build and testing phases may be necessary. Challenges Encountered and Resolved During the Reporting Period •Dr. Galstyan took maternity leave from mid-September through mid-December. Dr. Shaheen and Ms. Torrence, assisted by other members of the BBI research team were able to continue to implement the evaluation and meet all deliverables during that time period. •Identifying community partner agency, law enforcement and other stakeholders and obtaining their participation in interviews continues to be a challenge in some counties. •Fresno ends its Phase 1 project by June 30, 2024. However, we have been challenged to A-44 identify and interview community agency partners and stakeholders who also know enough about the project to provide useful data. BBI and Fresno PADs Managers will address this concern early in 2024. Plans and Expectations for Calendar Year 2024 •We will seek approval from the SU IRB during the First Quarter of 2024, enabling BBI to schedule and conduct interviews Peers identified as county priority populations to obtain their insight into the access, use, and potential value of the PADs web-based platform. •We will continue to update the BBI implementation plan located on the PADs share drive. •BBI expects to participate in person at the April partners convening in Shasta. •We will work closely with Fresno County PADs Managers to fast track their schedule of stakeholder and Peer interviews so that we can summarize their data for a brief report we will provide to them after July 1, 2024. •BBI is preparing work plans and budgets to support the expected expansion of the PADs project to additional counties in 2024. A-45 Chorus Innovations: Year End Project Update Summary of Work Completed January - December 2023 1.Summary of Activities and Accomplishments Chorus Innovations (Chorus) has embarked on a transformative journey over the past year, marked by a series of dynamic activities and notable accomplishments. Participatory and Community-Centered Engagement Activities: ●Chorus, in partnership with Concepts Forward Consulting, Painted Brain, CAMHPRO, and the participating counties, started three monthly technology workgroups for peers, caregivers & family members, and first responders & services providers with participants across all of the seven counties. Chorus has maintained these monthly meetings throughout the year and used these workgroups to obtain valuable community feedback. ●In partnership with peers from the technology workgroups, Painted Brain, and CAMHPRO, Chorus created the user persona of Richard, whose story has been used to highlight the profound impact of the digital PAD. This persona has been utilized in multiple in-person workgroups with peers within the participating counties and in various presentations to the community about the PADs project. ●Chorus provided in-person community engagement sessions in Fresno, Shasta, Mariposa, Orange, Monterey, and Contra Costa counties to peers, caregivers and family members, and law enforcement. The purpose of these sessions was to obtain community feedback and build ongoing community relationships where participants can join Chorus’ monthly technology workgroups in the future. In addition, Chorus staff participated in three ride along activities with law enforcement in Mariposa and Orange County to better understand how a PAD would be utilized by first responders in the field. ●In partnership with Concepts Forward Consulting and participating counties, additional presentations were provided to Orange County MHSA Planning Advisory Committee (PAC), Contra Costa Forensic Mental Health Team, and Shasta County’s Mental Health Alcohol and Drug Advisory Board to share information about the PADs project to a larger community audience. ●In partnership with Concepts Forward Consulting and participating counties, co-led ongoing Terms of Service and Privacy Notice Workgroup meetings where a draft Terms of Service document is being developed and refined. ●In partnership with Concepts Forward Consulting, participated in an ongoing Legal and Legislative Workgroup where representatives from legal and psychiatric fields as well as from the California Behavioral Health Directors Association, Disability Rights California, Painted Brain, the California Hospital Association, Mental Health Services Oversight and Accountability Commission, NAMI California, and Patient’s Rights San Diego have been present to discuss the PADs project. A-46 Application Development and Design ●Over the course of the year, Chorus created and refined the product development process, eventually landing on a Hub and Spoke interface which centralizes the app experience to the Crisis Directives page. The Crisis Directives page, or the “Hub,” acts as the primary touch point before branching out to other crisis and treatment related preferences within the PAD. The benefit to this approach includes the ability to adapt to a non-linear experience where completion of the PAD template has no bound sequence or order. As a result, Chorus is able to explore UX and design patterns that encourage both guidance and a voice to peers as they complete their PAD. ●In partnership with Painted Brain and CAMHPRO, Chorus assisted with reorganizing the PADs template into an app friendly format to be used in the build of the technology. So far, the following sections are in strong consideration to be incorporated into the full PAD: ●Onboarding ●My Profile (Crisis Directives) ●My Support System ●My Dependents & Pets ●Supporting Me During a Crisis ●Current Medications and Preferences ●My Psychiatric Treatment Preferences ●My Medical Conditions and Treatment Preferences ●Gender Affirming Treatment ●Sign and Activate my PAD The following sections are being considered but require more follow-up from other stakeholders. Chorus is working with these stakeholders to refine these sections as appropriate: ●Reproductive Health ●Recovery and Reentry Support ●Over the course of the year, Chorus continued to evolve the wireframes of the application and developed an initial prototype for the peer experience of the PAD based on insights and feedback received during the many technology workgroups. This prototype has been displayed to participating counties and subcontractors during the September PADs Convening in Orange County. ●Over the course of its development, the design of the application has undergone a remarkable transformation, evolving from its initial iteration into a more sophisticated and user-centric interface. User feedback from all of the collective workgroups played a pivotal role, illuminating areas for improvement and guiding the design towards a more intuitive user experience. ●Chorus began building v1 of the application, with the focus on the peer experience. The Crisis Directives are slated to be completed and ready for initial testing by January. The remaining Treatment Directives are anticipated to be completed by February. A-47 2.Challenges Encountered and Resolved Template Refinement The PADs template required ongoing revisions as various stakeholders shared their feedback. As a result, Chorus worked closely with Painted Brain and CAMHPRO to restructure and reorganize the PADs template into a more app friendly format, with the focus on the Crisis Directives profile and putting a hold on other areas that require more stakeholder feedback. Legal/Legislative and Terms of Service Through discussions in the technology workgroups as well as in internal discussions, Chorus identified several compliance and risk issues that will need to be addressed in the terms of service/privacy policy created for the website application being developed. Several questions have also come up that pertain to the broader legal and legislative component of this project. In response to these questions, Concepts Forward Consulting convened an ongoing Legal and Legislative Workgroup, in which Chorus is participating. During these workgroups, concerns continue to be discussed and addressed to help move the PADs project forward. In addition, Concepts Forward Consulting and Chorus convened an ongoing Terms of Service/Privacy Notice Workgroup with representatives from all seven counties. This workgroup has led to a collaborative effort to create and review a Terms of Service draft document that is currently in the process of being refined and finalized. 3.Plans and Expectations for 2024 From January to December 2024, Chorus will plan for the following: ●Chorus to complete the peer experience build ●Begin testing of the web application with Painted Brain and CAMHPRO as well as peers involved with the PADs project to obtain feedback and iterate on the product design and functionality. ●Build out the full first responder/service provider experience in the web application ●Build out the healthcare agent experience in the web application ●Continue to host monthly workgroups to gather feedback ●Continue to engage in in-person community engagement activities with all participating counties ●Expand testing of the web application with the participating counties’ priority population user groups ●Conduct tabletop exercises with all user groups present to simulate actual scenarios of web application usage ●Continue to iterate and improve on the product design and functionality ●Explore application and account access for all PAD users 4. Attachments A-48 Richard’s Story A-49 A-50 Wireframe Designs Community Engagement in Mariposa County A-51 Current App Designs A-52 A-53 Idea Engineering Psychiatric Advance Directives 2023 Summary Report 1 Psychiatric Advance Directives 2023 Summary Report Introduction During 2023, Idea Engineering (IE) led the development of a unique brand identity for the Psychiatric Advance Directive (PAD) project. Extensive input from stakeholders led to a selection of a logo, tagline and branding direction, and updates to all communications materials with the new brand. The introductory videos for the project were also in development during the year, with scripting, reviews, planning, filming and editing of three videos: English and Spanish versions for peers, family members and caregivers, and the general public, and an English version for first responders, healthcare and other service providers. Collaborative Development Throughout the year, IE participated in collaborative planning sessions with county staff and other subcontractors. They included convenings with representatives from all counties and subcontractors in Monterey County in March and Orange County in September. Monthly meetings included the full workgroup, subcontractors, "wrap" meetings with each county, marketing sub-workgroup meetings led by IE, and meetings with other subcontractors as needed. IE also visited tech and peer workgroups as needed to share logo, tagline and video concepts and request feedback from these stakeholders. The ongoing communication with shared perspectives and knowledge has contributed to the development of meaningful and cohesive branding and communications materials. Marketing Sub-workgroup Monthly meetings of the marketing sub-workgroup facilitated by Idea Engineering have provided valuable input as the branding and introductory videos developed. A focused group of county staff and subcontractors have reviewed communications materials in development before sharing with county leads for final approval. The marketing sub-workgroup will continue on an as needed basis going forward in 2024. Psychiatric Advance Directive Branding In 2023, logo and branding concepts were developed for the project, with ongoing input from key stakeholders including additional peer interviews, reviews at marketing and other meetings with county staff and subcontractors, and meeting with the Peer Template Workgroup and Technology Workgroups. Branding In the spring, a preliminary branding guidelines document was shared for review, with support agreed upon for the tone of the project, a balance of being "warm and inviting" with "professional and trustworthy." This and supporting language in the brand platform became the framework for developing and evaluating the logo and other identity materials as they were developed. Logo After initial exploration, the counties determined that the name would be "Psychiatric Advance Directive," to aid in building recognition for the phrase. Logo concepts included distinctive icons to aid in visual recognition when someone is in a crisis. The logo designs evolved during multiple rounds of feedback, then three options were shared via an online survey in English and Spanish. After a first round with input from peers and county outreach to priority populations and stakeholders, a second round of the logo survey was distributed online in collaboration with Chorus. The second round was narrowed to two logo options, and A-54 Idea Engineering Psychiatric Advance Directives 2023 Summary Report 2 audiences were targeted to include demographic gaps identified in the first survey. Alpha Omega reviewed both logo options with an eye to all upcoming threshold language needs and confirmed both options would work well across cultures. Upon review of survey results and recommendations from IE and Chorus, County representatives approved the logo design selection at the August Project Workgroup meeting. Tagline Tagline development was similar with multiple rounds of input and refining based on feedback, including reviews at Tech Workgroup meetings in September. At the Convening in September, County representatives voted to select "My Plan • My Voice" as the tagline for the project. The tagline provides a tone of personal power that supports the brand personality. Branding At the same Convening, IE shared initial options for visual directions for how the branding might extend to the website and other communications materials. The options were narrowed and revised based on input by peers and others from that meeting and following ones. In early November, county leads voted, selecting a branding design direction that includes engaging use of color, translucence and curves. IE began incorporating it across all materials and developing a brand guidelines document for use by all subcontractors and counties for unified messaging. IE also drafted a shared Communications Guidelines document incorporating input from other subcontractors and disussions throughout the year, to support the goal of consistent written language for the PADs project. It includes a comprehensive list of key terms and phrases such as "peers" and "recovery" and style guidelines such as when to use the acronym "PAD." Initial feedback was received and will be incorporated with upcoming input from Painted Brain and CAMHPRO. Going forward, when agreed upon, all tems will be provided in both English and Spanish, and it will be shared with Alpha Omega for reference and for expansion to other languages as needed. Stakeholder Engagement Promotional Materials A standard PowerPoint template was developed for use by all subcontractors and county staff. Flyers were updated as needed, and expanded to additional audiences. They included a legislative advocacy sheet and a flyer for an informational session for Family Members & Caregivers. IE supported Painted Brain and CAMHPRO in customizing the PowerPoint presentation and flyers as needed. Updates to all flyer and PowerPoint templates with the new branding were completed in December. PAD Template Development Idea Engineering participated in reviews of the template content and design at meetings led by CAMHPRO, Painted Brain and Chorus. IE and Chorus have met regularly to align development of the branding with the PAD template and technology platform. PAD Introductory Videos At the beginning of 2023, short, preliminary versions of the videos were proposed during planning meetings and filming was planned for February. Due to scheduling constraints, the preliminary versions were canceled before filming, and planning began for the videos as originally specified, 3-5 minute introductions to the project and what Psychiatric Advance Directives are for peers, family members, caregivers, and the general public, as well as a version for first responders, healthcare and other service A-55 Idea Engineering Psychiatric Advance Directives 2023 Summary Report 3 providers. The peer/general version will be delivered in eight threshold languages, and the complex planning for interpretation and translation needs included consultation with subcontractor Alpha Omega. Scripts and storyboard concepts were developed to include a balance between short clips from peer, first responder and healthcare provider interviews with a narrator speaking while scenes illustrate the value of PADs. Planning was discussed and storyboards reviewed during meetings with county staff and subcontractors, at Marketing meetings and at Peer ad Professional Tech Workgroup meetings. The script was fine-tuned based on responses from peers and others during the process. A key part of the videos are interviews with peers, first responders and healthcare providers. Recruiting and scheduling proved to be extremely challenging, with only one healthcare provider available, and first resopnders and Spanish peers being represented by actors. However, the three peers who participated provided valuable points of view, which will make the video extremely relatable and engaging. Filming took place over multiple days, with interviews and actors speaking to the camera in October, and b-roll scenes in November. They included scenes of a peer in crisis, with first responders; and of peers with facilitators, healthcare providers, family members and by themselves, looking at their PAD on a variety of devices. The actors show diversity in race, age and gender, reinforcing the accessibility of PADs. Photos were also taken of key scenes for potential use in other communications materials such as the website and flyers. Editing is in progress for the English and Spanish versions with delivery anticipated in early 2024. Website The website www.padsca.org serves as the public facing online information portal for the project. During 2023, content updates included a new "For Peers" page with informational sessions listed, and a new "Technology" page featuring the advantages of a digital system, a technology overview, and updates from ongoing workgroup sessions, and a Contact page. IE continued to provide hosting and technical maintenance for the website, and monthly analytics reports. In fall of 2023 a new website design was developed incorporating the new branding. The design was approved and programming is in progress, with content updates being incorporated based on input from the Marketing sub-workgroup. The new site is expected to go live in early 2024. Upcoming •In 2024, Psychiatric Advance Directive brand identity usage guidelines will be completed, as well as the shared Communications Guidelines. •IE will continue developing PADs Toolkit promotional materials such as brochures, postcards and social media graphics. •Stakeholder communications will include new handouts for Healthcare Agents and Family Members & Caregivers, with content currently in development by Painted Brain & CAMHPRO. •The introductory videos in English and Spanish will be completed, and customized versions for the other threshold languages will be developed. •The training videos are anticipated to begin development in summer 2024. •The new website will go live, with ongoing content updates and technical support. A-56 •All: 75 •Peers: 43 •Chorus •Idea Engineering Logo LOGO INPUT –RESULTS 5 •All: 73 •Peers: 41 •All: 25 •Peers: 6 Logo & Tagline A-57 Title Text Subtitle Text Sample text. Sample highlighted text. Name, Title Department Email Phone Name, Title Department Email Phone Step 1: Replace Contact Information Step 2: Add County Logo (Optional) Delete placeholder county logo graphic. To add your county’s logo: Windows: Select Insert > Pictures > Insert Picture From This Device MacOS: Select Insert > Pictures > Picture from File Navigate to the logo file, select it, and click Insert Step 3: Replace or Delete Photo To replace: Windows: Right click on the photo, select Change Picture > This Device MacOS: Right click on the photo, select Change Picture > From a File Navigate to the new photo, select it, and click Insert Step 4: Save as PDF Select File > Save As Choose the location to save the PDF In the dropdown menu titled Save as type (Windows) or File Format (MacOS), select PDF Select Save Please note: Image in background will appear faded until saved as PDF. How to Use Stakeholder Input Flyer Templates The Multi-County Psychiatric Advance Directives Innovation Project is funded by Mental Health Services Act. Flyer Templates A-58 PowerPoint Template A-59 Website (in Progress) A-60 Overview Views 7,542 268.8% City Views 1.Los Angeles 919 2.Santa Maria 563 3.Santa Barbara 532 4.Goleta 400 5.Oxnard 315 6.Sacramento 287 7.Cheyenne 277 8.Moses Lake 276 9.Undetermined 249 Grand total 7,542 ▼ 1 - 100 / 358 <> Sessions 3,596 479.1% Direct Organic Search Referral Organic Social Email Unassigned 5.9% 14.7% 77.3% New users 2,025 493.8% desktop mobile tablet 14% 85.7% Channel Group Total users 1.Direct 1,625 2.Organic Search 308 3.Referral 124 4.Organic Social 27 5.Email 10 Total users 2,048 505.9% Daily Users & Pageviews Total users Views 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 100 200 300 400 500 Total users | Views Users By Device Type Page Title Views 1.PADs CA - Psychiatric Advance Directives 3,129 2.Counties 791 3.What is a PAD?678 4.News & Updates 531 5.For Peers 508 6.Technology 440 7.Orange County 181 8.Contra Costa County 120 9.Shasta County 116 10.Tri-City Mental Health Authority 107 Grand total 7,542 1 - 10 / 44 <> Users By Trafc Source User Location Top Page Views Top User Engagement Views per session 2.1 -36.3% Returning Users 23 866.7% Average session duration 00:03:00 -24.4% Active users 2,048 505.9% Page Title Avg Time 1.About 00:04:44 2.Technology 00:01:56 3.Counties Testing 00:01:42 4.What is a PAD?00:01:13 5.Technology 00:01:03 6.For Peers 00:00:54 7.Monterey County 00:00:47 8.Fresno County 00:00:36 9.Counties 00:00:35 10.Planning Meeting in Orange County 00:00:33 Grand total 00:01:03 ▼ 00 01:40 03:20 1 - 10 / 37 <> Device category Total users 1.desktop 1,759 2.mobile 288 3.tablet 6 Grand total 2,048 www.padsca.org All Traf c Overview Jan 1, 2023 - Dec 31, 2023 ▼ Users by Language Language Views 1.English 7,538 2.Spanish 3 3.German 1 Grand total 7,542 ▼ 1 - 3 / 3 <> A-61 De nitions This dashboard utilizes data from Google Analytics, a widely-used web analytics tool. While Google Analytics provides valuable insights, it may have limitations such as sampling, potential inaccuracies, and challenges in distinguishing bot tra c. Please be aware that the data presented here should be considered as estimates rather than precise gures. It's advisable to interpret the information in this dashboard with caution and to cross-reference it with other sources for a comprehensive understanding of your website's performance. Total Users Count of distinct visitors over a specic period, encompassing new and returning visitors. Active Users Number of unique recent visitors, indicating current user engagement. New Users Count of rst-time visitors within a timeframe, reecting marketing effectiveness. Returning Users Visitors who have interacted before, indicating user loyalty and retention efforts' success. Views Total instances a specic page or content is seen, providing insight into content popularity. Views per Session Average pages viewed in a single session, indicating user engagement depth. Sessions Total individual visits within a timeframe, starting upon access and ending with inactivity or exit. Session Duration Average time users spend on the site or app during a session, reecting user engagement and experience quality. Daily Users Unique visitors accessing the website or app within a single day, indicating daily reach. Pageviews Total number of pages viewed, showing user engagement with content. Users by Device Type Categorizes visitors by devices (desktop, mobile, tablet) used to access, aiding in optimizing user experience. Users by Trac Source Segments visitors based on channels (direct, search, social) they come from, assessing marketing effectiveness. User Location Provides geographic data (country, region, city) about visitors, enabling regional content customization. Top Pages Displays most visited pages, helping identify popular content and user interests. Time on Page Average duration users spend on a specic page, indicating content relevance and user engagement depth. Disclaimer Data From Google Analytics www.padsca.org Google Analytics Reporting A-62 Painted Brain and CAMHPRO: Annual Report for MHSA’s Multi-County Innovations Project Over the contract year 2023, Painted Brain and CAMHPRO have exceeded contract deliverables for the MHSA Multi-County Psychiatric Advance Directive Innovations Project. Below is a detailed overview of the program outcomes, challenges and outlook for the year 2024. A.Summary of Activities and Accomplishments During the Reporting Period Listening sessions ●Painted Brain and CAMHPRO (PB & CAMHPRO) had two in-person listening sessions per county between the months of February to March. This totaled 14 in- person listening sessions. The purpose of these listening sessions was to gather information on what peers and community members thought of Psychiatric Advance Directives. ○In Each County, over the course of 2 days PB & CAMHPRO had a virtual meeting for peers and a separate meeting for community members. ○PB & CAMHPRO had an additional monthly virtual listening session which was open to peers and community members in all 7 counties. ●PB & CAMHPRO had one virtual listening session in October that focused on training curriculum development. PB & CAMHPRO received input from the county peers about what they would like to see covered in the curriculum. Work Groups ●PB & CAMHPRO hosted monthly virtual Peer Template Workgroups, where peers from all 7 counties reviewed the PADs template together. These meetings took place from January-July of 2023. Cross-Contractor Collaboration ●PB & CAMHPRO have been working closely with Chorus to support the development of language for the mock-ups and final version of the PADs Digital Platform website. ●PB & CAMHPRO have been working with RAND to support the development of the training survey to include recovery language and measurable peer values. ●PB & CAMHPRO attended a monthly Tech Workgroup facilitated by Idea Engineering and provided feedback on a variety of topics, including: ○Marketing materials such as recovery language on flyers ○Verbiage for the official PADs website ○Feedback for the PADs website user interface ○Other feedback as necessary. ●PB & CAMHPRO participated in the recording of promotional videos for Idea Engineering relative to the Innovations project. The peers shared their story and provided perspective on why PADs are important. A-63 Milestones ●PB & CAMHPRO and the County Peers worked together to get the first draft of the PAD template sent to Chorus so they could begin implementing the template in the Digital PADs Platform ●PB & CAMHPRO successfully incorporated Peer Values into the PAD template and eliminated stigmatizing language ●PB & CAMHPRO incorporated the peer voices and feedback from all 7 counties into the train-the-trainer curriculum and PAD template ●PB & CAMHPRO presented about project at SHARE’s Peer Workforce Conference “Bridging Research and Practice” ●PB & and Kiran Sahota presented with Health Management Association (HMA) on PADs for the CARE Act ●PB brought peer needs and concerns to the PADs legislative workgroup ●PB & CAMHPRO made significant progress on the Train the Trainer Curriculum ●PB & CAMHPRO met all deliverables ●PB & CAMHPRO have made the PADs template so exhaustive that it serves as a “tool-box” for individuals in a mental health crisis B.Challenges Encountered and Resolved During the Reporting Period 1)Balancing the needs of all counties. ●Varying size of counties. ● Population size, diversity and resources vary. ●The amount of peers employed to send to work groups vary. ●Some Counties face unique transportation issues due to the rural setting. ●Some Counties face internet and technology inequity. As a result the project began meeting with Counties on a separate basis so that we could assess and address the needs of each county. 2) There were several unanticipated challenges with getting feedback from the nine identified threshold language groups. Next year, we hope to focus on receiving feedback from target groups. C.Plans and Expectations for the Next Reporting Period ●Complete Train the Trainer Curriculum and receive feedback from all 7 counties ●Train peers in all 7 counties to be trainer ●Develop peer advocacy groups to support the peer voice in PADs A-64 D.Attachments Attendance info: https://drive.google.com/drive/folders/1LjubSb5Tja0bwEsQ5mXca3C_VAGucpIL Convening Slideshow: https://docs.google.com/presentation/d/1ZEC6_7t- h7Eb4EwsB1BKTZY52DSL9BiW/edit?usp=sharing&ouid=104331190930935840814&rtpof=tr ue&sd=true A-65 RAND – PADs Evaluation 2023 Year-End Summary Summary of Activities and Accomplishments During the Reporting Period RAND has attended ongoing meetings with subcontractors and/or counties in order to plan the evaluation and revise our approach based on the overall platform development. RAND has also met with Chorus and BBI on a 1:1: basis to discuss specific aspects of the proposed evaluation and to tailor the evaluations to reduce participant and/or county burden. RAND has also had monthly or bimonthly meetings with Painted Brain/CAMHPRO since May. These meetings have been used to discuss various aspects of the training evaluation, to learn more about the training curriculum under development, and to solicit feedback from Painted Brain/CAMHPRO on the evaluation survey with trainees. RAND leads (Eberhart, Siconolfi) attended the September 2023 in-person convening in Orange County. RAND delivered a presentation on our work to-date and the proposed evaluation design for Peer Supporters (training evaluation) and Peers who completed a PAD (outcomes evaluation). The meeting also included group discussions and planning for a range of implementation and evaluation decisions. Finally, the RAND team has continued biweekly internal team meetings for strategic planning between these larger, multi-stakeholder meetings. Training evaluation RAND developed and finalized the training evaluation protocol. This included a literature review to identify relevant constructs/measures, the development of a retrospective post-training survey and a post-training focus group protocol, and preparation of various logistics and administrative materials (e.g., recruitment materials, consent forms, info sheets, etc.). We submitted the training evaluation packet for Institutional Review Board (IRB) review/approval by RAND’s internal IRB in December 2023. Evaluation with Peers who completed a PAD RAND also developed a workflow to enable a “two-level” evaluation with PADs platform users. The first level is a Mini Survey, an optional feedback form within the platform that elicits basic demographics, basic feedback on the PADs experience, and permission for future outreach by RAND. The second level is the “full evaluation” with PADs users. The sample for the full evaluation will be drawn from the Mini Survey participants who consented to outreach by RAND. We iterated the Mini Survey and its workflow (level 1) in consultation with counties and other subcontractors in 2023, and have finalized a working model. This aspect of the protocol was also submitted to RAND’s IRB in December 2023. RAND is currently developing the remaining evaluation protocols (survey and/or interview/focus group protocols) for the Peer/PADs Consumer evaluation. Challenges Encountered and Resolved During the Reporting Period RAND has continued to adapt our originally-proposed evaluation to recent changes in the scope and focus of the innovation project. A-66 RAND’s evaluation activities inherently dependent on the development and implementation of the PADs Peer Supporter training and the launch of the PADs platform. In Fall 2023, RAND identified potential challenges to implementing the full evaluation within the remaining Phase 1 time (ending June 2025) if the launch of the training and/or platform was pushed back beyond early 2024. Our evaluation design includes longer-term follow-up windows (e.g., interviews/focus groups with trainees several months after they completed the training and have accrued “live” experience in the field facilitating PADs; surveys/interviews/focus groups with PADs consumers several months after they have completed their PAD). Further delays in the launch of the training and/or platform will shorten the period of time available for follow-up, because RAND will need time to analyze the data and prepare the final report before the project ends in June 2025. We have communicated these potential challenges to the project coordinator and larger PADs Innovation group. As of December 2023, we believe we will still be able to implement the training and outcomes evaluations as-planned if the training and platform hit the launch targets of January/February 2024. Based on the degree of timeline slippage for training/platform launch beyond that target, we may need to shorten follow-up windows, or truncate some evaluation activities. Plans and Expectations for the Next Reporting Period The RAND team expects that data collection for its evaluation will begin shortly after the New Year. RAND will also finalize the remaining evaluation protocols (survey and/or focus groups with Peers who have completed a PAD) and submit this for IRB review and approval. Following approval, we expect to launch this aspect of data collection in Spring 2024. RAND will also begin working on analysis and reporting, following the implementation of data collection. Anticipated accomplishments by end of FY2024 Based on the current overall project timeline, we anticipate that RAND will have launched and implemented training-related evaluation activities. We also expect that we will have developed and launched activities focused on the Peer-level impacts of PADs. A-67 Fiscal Intermediary Updates for 2023 Overview Syracuse University continued to serve in the role of Fiscal Intermediary for the Psychiatric Advance Directives (PADs) Project, which is a Mental Health Services Act Innovations Project involving the collaboration of multiple California Counties; namely, Contra Costa County, Fresno County, Mariposa County, Monterey County, Orange County, Shasta County and the Tri-City Mental Health Authority. In addition to the expertise and excellence in the programmatic areas of Disability Research and Advocacy that Syracuse University’s Burton Blatt Institute brings forth to the PADs Project, Syracuse University has a dynamic research administration team that supports the world-class, top-tier research performed on campus and around the world. Syracuse University’s Office of Sponsored Programs and Office of Sponsored Accounting provide the critical infrastructure to support the PADs Project contract(s) administration and fiscal oversight. Our offices primary functions are to facilitate the responsible and efficient stewardship of grant and contract funded projects from various external funding agencies. As a result of the significant federally funded research conducted by Syracuse University, we are required by federal policy, law, and regulations to have rigorous and well-documented fiscal oversight measures in place to responsibly administer these funds. Syracuse University routinely undergoes multiple audits from various agencies and external auditors with no material weaknesses noted in past years. Lastly, Syracuse University is a proud member of the Federal Demonstration Partnership (FDP), which is a cooperative of 10 federal agencies and over 200 research intensive institutions with the primary purpose to reduce the administrative burdens associated with research grants and contracts. Why is this important to the PADs Project which is not federally funded? Syracuse University is able to leverage the best practices learned through its FDP membership to the benefit of all externally sponsored projects, including the PADs project. A prime example of this benefit is the University’s enrollment in the FDP Expanded Clearinghouse which essentially provides a public facing organizational profile of Syracuse University, including audit and financial data that is regularly updated on an annual basis. To review Syracuse University’s profile at any given time, simply navigate to this website (https://fdpclearinghouse.org/organizations/196) for the most recent information. 2023 Updates Representatives from Syracuse University attended and presented at the PADs Project meeting held in Anaheim, CA September 11-12, 2023. Stuart Taub, Director, Office of Sponsored Programs, provided an overview presentation on Syracuse University’s role, responsibility and financial update as the fiscal intermediary and fielded questions from the County representatives in attendance. Gary Shaheen, Project Director, Burton Blatt Institute, provided a presentation reflecting the Burton Blatt Institute at Syracuse University’s progress on the Orange County Evaluation engagement with the PADs Project, and each fielded questions from County representatives following his presentation. A-68 Seven (7) California Counties are actively engaged in funding the PADs Project, and with their authorization Syracuse University engaged subcontractors providing the necessary services for the PADs Project in the areas of Lead Project Management, Technology Platform Development, Marketing & Communications, PADs Advisory and Training, Peer Organization and Evaluation. During the 2023, with authorization from the Counties Syracuse University closed out the subcontract with Hallmark Compass and engaged Alpha Omega Translations. Payment of subcontractor invoices continued in 2023 based on the proportional allocation distribution as originally established and each with approval from the Lead Project Manager. In Table 1 below, we provide a fiscal status update of the PADs Project through December 31, 2023, on a County- by-County basis. Cumulatively across all counties, the project expenditures are tracking at 53.9% of the current PADs Project budget period which is from inception through June 30, 2025. Table 2 reflects subrecipient spending to date. The “Obligated Amount” reflects each subcontractor’s total budget for the period through June 30, 2024. Please note, the time frames in which certain counties and subcontractors became engaged impacted the rates of expenditures shown. Contra Costa County’s and Tri-City Mental Health Authority’s involvement began months later that the other Counties. The largest portion of Mariposa County’s budget is allocated to a Peer Organization for which Contra Costa County and Tri-City Mental Health Authority also include in their budgets but with subsequent start dates. The subcontract with Alpha Omega Translations was not executed until the summer of 2023. However, it is still expected the rate of expenditures for these counties will become more aligned with the overall allocation by the period ending June 30, 2024. Also, Fresno County’s budget is compressed and scheduled to fully expend by June 30, 2024 compared to the others which are expected to end by June 30, 2025. Table 1 Total Project Spending County Total Budget ending 6/30/24* Actual Expenditures % Expended Contra Costa $1,211,136 $386,125 31.9% Fresno $863,087 $555,968 64.4% Mariposa $79,660 $61,650 77.4% Monterey $498,828 $256,606 51.4% Orange $9,545,470 $5,382,257 56.4% Shasta $207,735 $107,779 51.9% Tri-City $313,264 $104,355 33.3% PADS Project Sponsors $12,719,180 $6,854740 53.9% A-69 Table 2 Subrecipient Spending Subcontractor Invoiced through Obligated Amount Actual Expenditures % Expended Concepts Forward 11/30/2023 $656,181 $449,828 68.6% Chorus 11/30/2023 $7,300,000 $5,491,665 75.2% Idea 10/31/2023 $478,215 $302,435 63.2% Rand 10/22/2023 $647,270 $137,310 21.2% Painted Brain 7/31/2023 $296,593 $175,037 59.0% Hallmark 06/30/2023 $73,440 $73,440 100% Alpha Omega 8/31/2023 $206,607 $1,650 0.8% A-70 A-71 MHSA INNOVATION PROJECT ANNUAL REPORTING FORM FY: 2 2-23 New Project Summary PROJECT NAME: Suppor�ng Equity Through Community Defined Prac�ces Overview: Contra Costa County recognized the problem of low access rates in Behavioral Health Services by underserved communi�es and communi�es of color. Through a community stakeholder process that began in 2022, a proposal was developed to address this problem by awarding grants to community organiza�ons to serve these community members through culturally- defined prac�ces. On March 23, 2023 the MHSOAC approved the following project: Suppor�ng Equity Through Community Defined Prac�ces. Total funding amount: $6,119,182 over four years. Grants awarded under this project are intended for the following: suppor�ng and increasing the number of cultural providers in implemen�ng community outreach and engagement around mental health; implemen�ng culturally responsive interven�ons and prac�ces; increasing consumer sa�sfac�on and help seeking behavior in Black, Indigenous, People of Color (BIPOC) communi�es. The project’s goal is to reduce dispari�es in health care access for underrepresented popula�ons through the provision of culturally-based ini�a�ves and programs (e.g., tradi�onal healing, life coaching, circles of care, mindfulness, radical inclusivity, and culturally and linguis�cally appropriate outreach) that are not currently offered in exis�ng behavioral health care se�ngs. This Innova�on (INN) Project is defined by the following general criteria: ___ Introduces a new prac�ce or approach to the overall mental health system, including, but not limited to, preven�on and early interven�on. ___ Makes a change to an exis�ng prac�ce in the field of mental health, including but not limited to, applica�on to a different popula�on. _X_ Applies a promising community-driven prac�ce or approach that has been successful in non- mental health context or se�ng to the mental health system. ___ Supports par�cipa�on in a housing program designed to stabilize a person’s living situa�on while also providing suppor�ve services on site. This Innova�on (INN) Project serves the primary purpose: _X_ Increases access to mental health services for underserved groups. ___ Increases the quality of mental health services, including measured outcomes. ___ Promotes interagency and community collabora�on related to Mental Health Services or supports or outcomes. A-72 ___ Increases access to mental health services, including but not limited to, services provided through permanent suppor�ve housing. In May, 2023, a contractor (Indigo Consul�ng) was brought on board to provide technical assistance and evalua�on. A total of six mee�ngs took place prior to the end of FY 22-23. The following topics were addressed: �meline, project launch, developing and defining the role of an RFP Workgroup. Next Steps during FY 23-24: •Con�nue RFP Workgroup mee�ngs to finalize RFP •Contractor to host 5 technical assistance (TA) workshops to assist interested par�es in comple�ng their applica�ons •Issue RFP •Award and execute contracts with community organiza�ons •Contractor to develop an annual repor�ng template that suits the needs of the project •Provide ongoing training and technical support 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3125 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:RATIFY the execution of a contract with Physicians for a Healthy California, to pay County an amount not to exceed $150,000 to continue to provide training to primary care and emergency physicians residents at Contra Costa Regional Medical Center and Contra Costa Health Centers for the period July 1, 2024 through September 30, 2027. ($100 County match required) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Grant Agreement #28-928-3 with Physicians for a Healthy California ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RATIFY action of the Health Services Director designee (Samir Shah, M.D., Contra Costa Regional Medical Center CFO), to execute on behalf of the County Grant Agreement #28-928-3 with Physicians for a Healthy California (PHC), a non-profit corporation, to pay County an amount not to exceed $150,000 to provide additional training to primary care and emergency physician residents at Contra Costa Regional Medical Center and Contra Costa Health Centers, for the period from July 1, 2024 through September 30, 2027. FISCAL IMPACT: Approval of this Agreement will result in receipt of a total amount not to exceed $150,000 from PHC for the Family Practice Residency Program. $100 County match is required and will be funded by Hospital Enterprise Fund I. BACKGROUND: PHC is authorized by the California Healthcare, Research and Prevention Tobacco Tax of 2016 (Proposition 56) and the University of California to issue grants for the purpose of increasing the number of primary care and emergency physicians trained in California. The goal of these grant funds is to sustain, retain and expand graduate medical education programs based on workforce needs and priorities. On July 11, 2023, the Board of Supervisors approved Grant Agreement #28-928-2 with Physicians for a Healthy California, to pay the county an amount not to exceed $150,000, for training of primary care and emergency physician residents at Contra Costa Regional Medical Center and Contra Costa Health Centers, for the period from July 1, 2023 through September 30, 2026. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3125,Version:1 Approval of Grant Agreement #28-928-3 will allow continuation of the Family Practice Residency Program at Contra Costa Regional Medical Center, including training for an additional family practice resident through September 30, 2027. This agreement includes both parties shall indemnify, defend and hold harmless the other party, its officers, employees and agents from any and against any and all liability, losses or expense (including reasonable attorney’s fees), or claims for injury or damages arising out of performance of this Agreement. CONSEQUENCE OF NEGATIVE ACTION: If this grant agreement is not approved, the County will not be able to increase the number of primary care and emergency physicians trained. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3126 Name: Status:Type:Consent Item Passed File created:In control:8/28/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Position Adjustment Resolution No. 26320 to increase the hours of one Victim and Witness Assistance Program Specialist (represented) position and its incumbent from part-time (20/40) to full- time (40/40) in the District Attorney’s Office. (100% Federal) Attachments:1. P300 No. 26320 DA, 2. Signed P300 26320.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Diana Becton, District Attorney Report Title:Increase the hours of one Victim and Witness Assistance Program Specialist ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26320 to increase the hours of one Victim and Witness Assistance Program Specialist (65SA) (represented) position number 16327 and the incumbent from part-time (20/40) to full-time (40/40) at salary plan and grade QV5 1191 ($5,099.98 - $6,199.05) in the District Attorney’s Office. FISCAL IMPACT: Upon approval, this action will result in an annual cost of approximately $39,804 to be funded 100% by Federal grants received by the District Attorney’s Office. There is no fiscal impact to the County general fund. BACKGROUND: The District Attorney’s Office provides constitutionally and statutorily mandated services to victims and witnesses of crime through advocacy and support by the Victim Witness Assistance Unit. The Unit gives a voice to victims in the criminal justice system at all stages of the court proceedings. The Unit provides crisis intervention, orientation to the criminal justice system and assists with restitution requests on behalf of victims and the Victims Compensation Fund. The District Attorney’s Office is requesting to increase the hours of one (1) Victim and Witness Assistance Program Specialist position #16327 and incumbent from part-time (20/40) to full-time (40/40). The incumbent has been working the increased hours and these hours are certified by the Victim Witness Assistance Program Manager as being operationally necessary to continue the functions of the Unit, and to ensure adequate direct services to victims and witnesses of crime are provided in a timely manner. In addition, due to the implementations of the Racial Justice Act (RJA) and the Neighborhood Restorative Justice Partnership Program (NRP), more responsibilities and demands have been placed on the Victim and Witness Assistance Unit and staff members to provide additional advocacy and support to victims and greater coordination efforts with the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3126,Version:1 community and law enforcement partners. Increasing the hours of one part-time Program Specialist to full-time will also assist the Unit in meeting the mandates due to new law and programs. The entire Victim Witness Assistance Unit is close to 100% funded by multiple federal and state grants, and the increased cost associated with this position adjustment resolution will be 100% funded by ongoing federal grants received by the Unit. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the District Attorney’s Office will not have adequate staffing to meet the demand and volume of direct services needed for victims and witnesses of crime. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3127 Name: Status:Type:Consent Item Passed File created:In control:7/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Position Adjustment Resolution No. 26318 to add one (1) Workforce Services Specialist (XANA) at salary plan and grade ZB5 1743 ($8,810.798 -$10,709.579) and cancel one (1) Social Service Program Analyst (X4SH) at salary plan and grade KZ5 1642 ($7,972.312-$9,690.393) in the Employment and Human Services Department. (17% County, 33% Federal, 50% State) Attachments:1. P300 26318_Add WFS Specialist and Cancel Social Service Program Analyst, 2. Union Notification - P300 26318 - Add Workforce Services Specialist (XANA), 3. Union Notification - P300 26318 - Cancel Social Service Program Analyst (X4SH), 4. Signed P300 26318.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Add one Workforce Services Specialist, cancel one Social Services Program Analyst ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26318 to add one (1) Workforce Services Specialist (XANA) at salary plan and grade ZB5 1743 ($8,810.798 -$10,709.579) and cancel one (1) Social Service Program Analyst (X4SH) at salary plan and grade KZ5 1642 ($7,972.312-$9,690.393) in the Employment and Human Services Department. FISCAL IMPACT: Approval of this item will result in a cost increase of $15,855 for FY 24-25,and will be funded by 17% County, 33% Federal, and 50% State funds. BACKGROUND: Medi-Cal CalFresh Service Center (MCSC) is a fast-paced call center that processes ongoing eligibility in over 220,000 CalFresh and Medi-Cal cases. The Workforce Services Specialist will support two divisions (MCSC East and MCSC West/Central) with 23 eligibility units and one clerical unit that are housed in 6 different EHSD buildings, and building/facility responsibility at 1650 Cavallo. This position is responsible for Medi-Cal bulk assignments, Quality monitoring of Medi-Cal, and is the front-line response for ongoing MC cases, assists manager in developing reports and business process related to Medi-Cal at MCSC. This position may also provide direct supervision to staff on pilot and specialty projects (such as groups of temps/ WEX/ Work Study or business model pilots such as lobby workers or Get Next Models) and may provide supervisory support to On-the-Job Training groups. This position will be the back up to the Workforce Services Specialist who has CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3127,Version:1 responsibility for CalFresh assignments to the MCSC. CONSEQUENCE OF NEGATIVE ACTION: Should the proposed action not be approved by the Board of Supervisors, the County will be impacted in its ability to maintain compliance with State and Federal mandates for accuracy and timeliness of ongoing Medi- Cal and CalFresh cases, which may result in corrective actions or fiscal sanctions as well as negative impacts to indigent and vulnerable community members who rely on Medi-Cal and CalFresh services CHILDREN’S IMPACT STATEMENT: This Position Adjustment Resolution supports all of Contra Costa County’s community outcomes of the Children’s Report Card, (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families”. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ Human Resources Department Human Resources Department 1025 Escobar Street 2nd Floor Martinez, CA 94553 FAX: (925) 335-1797 If you have any questions or require additional information, please contact your designated Labor Analyst by the date specified. Absent such notice, the Human Resources Department will consider this matter finalized. CONTRA COSTA COUNTY Revised: 08/21/2024 Date: To: Please be advised that the Human Resources Department intends to: P:\Forms\Union Notification NOTES: From: Subject: Union Notification Human Resources Department Human Resources Department 1025 Escobar Street 2nd Floor Martinez, CA 94553 FAX: (925) 335-1797 If you have any questions or require additional information, please contact your designated Labor Analyst by the date specified. Absent such notice, the Human Resources Department will consider this matter finalized. CONTRA COSTA COUNTY Revised: 08/21/2024 Date: To: Please be advised that the Human Resources Department intends to: P:\Forms\Union Notification NOTES: From: Subject: Union Notification 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3128 Name: Status:Type:Consent Item Passed File created:In control:8/19/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Position Adjustment Resolution No. 26317 to add one full-time Deputy County Counsel - Standard- Exempt (unrepresented) position in the Office of the County Counsel. (100% Charges for Services) Attachments:1. P300, 2. Signed P300 26317.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Thomas L. Geiger, County Counsel Report Title:Position Adjustment Resolution for Deputy County Counsel- Exempt ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26317 to add one (1) full-time Deputy County Counsel - Standard - Exempt (2ET2) (unrepresented) position at Salary Plan and Grade B8B 2097 ($13, 723.85 - $16, 313.35) in the Office of the County Counsel. FISCAL IMPACT: Upon approval, this action will result in an increased annual salary cost of approximately $181,783 and pension and benefit costs of $65,442 for the full-time position. The total cost for the remainder of this fiscal year is estimated to be $185,418. This is a dedicated position funded 100% by the Health Services Department. BACKGROUND: The purpose of this action is to enable the Office of the County Counsel to hire an attorney who has the specialized training and/or experience in the areas of LPS conservatorship matters, involuntary medication (IVM) hearings, and Contra Costa Regional Medical Center writs, and to represent Behavioral Health in CARE Court beginning December 1, 2024. CONSEQUENCE OF NEGATIVE ACTION: Insufficient staffing will hinder provision of legal services to Health Services. It will also reduce availability of service to other clients. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3128,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3136 Name: Status:Type:Consent Item Passed File created:In control:7/22/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Position Adjustment Resolution No. 26314 to consolidate the Juvenile Institution Officer II classification with the Juvenile Institution Officer III classification; retitle the Juvenile Institution Officer III to Juvenile Institution Officer II; reallocate the salary schedule of the newly consolidated Juvenile Institution Officer II classification; reallocate the salary schedule for the Deputy Probation Officer I classification; consolidate the Deputy Probation Officer II classification with the Deputy Probation Officer III and retitle the Deputy Probation Officer III to Deputy Probation Officer II; and abolish the Juvenile Institution Officer II and the Deputy Probation Officer II classifications; and reclassify incumbents and all vacant positions into the retitled classifications. (100% General Fund) Attachments:1. P300 JIO-DPO, 2. Signed P300 26314.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:DPO/JIO Consolidation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26314 to adjust the following classifications and positions as noted: ·Consolidate Juvenile Institution Officer II (7KVB) at salary plan and grade VP5 1446 ($6,719.90 - $8,168.08) and Juvenile Institution Officer III (7KTB) at salary plan and grade VP5 1507 ($7,138.28 - $8,676.62); retitle consolidated classification to Juvenile Institution Officer II (7KTB); and reallocate salary scale VP5 1507 to ($6,798.36 - $8,676.62). Reclassify all incumbents and reallocate all vacant positions within the current Juvenile Institution Officer II (7KVB) classification at salary plan and grade VP5 1446 ($6,719.90 - $8,168.08) to the new consolidated classification of Juvenile Institution Officer II (7KTB) at salary plan and grade VP5 1507 ($6,798.36 - $8,676.62) and reallocate incumbent salaries to the next closest step within the revised range, as specified in Attachment A; and ·Abolish current Juvenile Institution Officer II (7KVB) at salary plan and grade VP5 1446 ($6,719.90 - $8,168.08); and ·Reallocate salary scale for Deputy Probation Officer I (7AWA) at salary plan and grade VP5 1177 ($5,425.93 - $6,595.25) to ($7,171.64 - $9,153.03) and reallocate incumbent salaries to the next closest step within the revised range, as specified in Attachment B; and ·Consolidate Deputy Probation Officer II (7AVA) at salary plan and grade VP5 1508 ($7,530.22 - $9,153.03) and Deputy Probation Officer III (7ATA) at salary plan and grade VP5 1574 ($8,038.75 - $9,771,15); retitle consolidated classification to Deputy Probation Officer II (7ATA) at salary plan and CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3136,Version:1 grade VP5 1574 ($8,038.75 - $9,771,15). Salary scale to remain unchanged. Reclassify all incumbents and reallocate all vacant positions within the current Deputy Probation Officer II (7AVA) classification at salary plan and grade VP5 1508 ($7,530.22 - $9,153.03) to the new consolidated classification of Deputy Probation Officer II (7ATA) at salary plan and grade VP5 1574 ($8,038.75 - $9,771,15) and reallocate salaries to the next closest step within the revised range, as specified in Attachment B, and ·Abolish current Deputy Probation Officer II (7AVA) at salary plan and grade VP5 1508 ($7,530.22 - $9,153.03). FISCAL IMPACT: The net one-time fiscal impact of this action for FY 24-25 is approximately $130,180.It will be funded by the Department’s General Fund allocation. BACKGROUND: The department,Labor Relations,and Human Resources have been engaged in discussions regarding the need to consolidate and restructure the Juvenile Institution Officer and Deputy Probation Officer Series.In May 2022 work began to resolve the increasing issues related to the current structure of the classifications. As a result of this restructure,updates to the class specifications were made including consolidation of levels, revised salary schedules,and updates to probation and seniority provisions.Under the new series there are distinct duties between the I and II level classifications. The proposed adjustments will more accurately delineate the movement and progression within and between the Juvenile Institution Officer and Deputy Probation Officer Series.The new structure will also be more comparatively representative of the current market,which ideally will lead to better results in hiring and retention within the County. CONSEQUENCE OF NEGATIVE ACTION: If unapproved,position duties would remain unclear causing potential issues with employee satisfaction and retention. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3129 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Human Resources Director, to execute a purchase order with Carahsoft Technology Corp. in an amount not to exceed $10,250, and a Subscription Agreement with LinkedIn Corporation, for a vendor-hosted job posting portal for the period October 1, 2024, through September 30, 2025. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Ann Elliott, Human Resources Director Report Title:Subscription to LinkedIn Recruiter ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Human Resources Director, to execute a purchase order with Carahsoft Technology Corp. in an amount not to exceed $10,250, and a Subscription Agreement with LinkedIn Corporation, for a vendor-hosted job posting portal for the period October 1, 2024, through September 30, 2025. FISCAL IMPACT: The cost for the term of the agreement is within the Human Resources Department FY 24-25 budget. BACKGROUND: The County has been subscribing to LinkedIn Recruiter through third party reseller Carahsoft Technology Corporation for a number of years to publish a select number of job postings that originate in NeoGov, a separate vendor also contracted with the County. LinkedIn Recruiter allows the County to expand its recruitment efforts and connect with qualified candidates through the LinkedIn network. The LinkedIn Subscription Agreement limits LinkedIn’s liability under the agreement to no more than what the County pays LinkedIn in a 12-month period. CONSEQUENCE OF NEGATIVE ACTION: If the purchase is not approved, the County will not be able to access the vendor’s job posting system, which would significantly hinder the ability to expand recruitment efforts and reach qualified job candidates. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3129,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3008 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with General Datatech, L.P., in an amount not to exceed $580,000 to renew licensing for Rubrik Cloud Data Management and Data Security Services for the period of September 1, 2024, through August 31, 2027. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with General Datatech for Rubrik Cloud Data Management and Data Security Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order, with General Datatech, L.P. (GDT), in an amount not to exceed $580,000 to renew licensing for Rubrik Cloud Data Management and Data Security Services for the period of September 1, 2024, through August 31, 2027. FISCAL IMPACT: The cost of this product is included in the department’s FY 24-25 budget, 100% User Departments. Payments will be made to the vendor on an annual basis. BACKGROUND: In 2020, the Department of Information Technology (DoIT) purchased the Rubrik Cloud Data Management and Data Security Services back-up solution through reseller, Integrated Archive Systems (now GDT.), as the existing County backup appliances were end-of-life, and unreliable. DoIT, in conjunction with other County departments represented on the County’s ITAC committee, evaluated new vendors to provide a replacement for the County’s current backup solution, and Rubrik was recommended as the new County standard. The original three-year agreement included licensing, maintenance, and support. In 2023, DoIT, in collaboration with Purchasing Services, conducted an Invitation for Bid (IFB) for the annual renewal of Rubrik licensing and support, selecting GDT as the most cost-effective and capable vendor. Following a recent competitive Request for Proposal, GDT was again chosen to provide Rubrik services for an additional three years. All Rubrik licensing and support will be governed by Rubrik’s End User License Agreement. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3008,Version:1 Rubrik’s End User License Agreement contains Indemnification and a Limitation of Liability which limits the total liability of Rubrik and its affiliates and licensors to the total fees paid by the County to Rubrik (or to the applicable channel partner) for the products in the twelve (12) months preceding the date of the first event giving rise to liability under this agreement. CONSEQUENCE OF NEGATIVE ACTION: The County departments supported by DoIT will be at risk of not meeting standards for security, performance, reliability, and cost effectiveness. Additionally, the Rubrik products improve the County’s ability to protect and recover its intellectual assets in the event of a cyber-attack. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3009 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order, with SSP Data Inc. in an amount not to exceed $4,100,000 for the renewal of Proofpoint email protection software and services, subject to Proofpoint’s General Terms and Conditions, for the period of October 1, 2024, through June 30, 2028. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with SSP Data, Inc. for Proofpoint email protection software and services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order, with SSP Data Inc. in an amount not to exceed $4,100,000 for the renewal of Proofpoint email protection software and services, subject to Proofpoint’s General Terms and Conditions, for the period of October 1, 2024, through June 30, 2028. FISCAL IMPACT: The cost of this purchase will be offset by charges to user departments, 100% User Departments. Payments will be made to the vendor on an annual basis. BACKGROUND: Proofpoint email protection software guards against malware and non-malware threats such as impostor, phishing emails and spam. The Proofpoint software delivers the most effective unified solution to protect critical data from advanced email breaches which are a leading cyber threat. Service outcomes will be measured on indicators such as: number of email threats blocked, number of phishing emails reported by users, and data related to specific malicious threats or actual breaches. Historically, the Department of Information Technology and Contra Costa Health Services managed separate procurements and maintained individual purchase orders for Proofpoint software. In response to the Civil Grand Jury's recommendations to standardize and coordinate IT procurements, both departments collaborated to streamline the process by conducting a joint procurement and consolidating Proofpoint software into a single purchase order. This unified agreement enables the deployment of a consistent, enterprise-grade email security solution across all County departments, reducing costs while enhancing efficiency and strengthening the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3009,Version:1 County's overall cybersecurity posture. An informal solicitation and analysis process was conducted in 2021, 2022, and 2023, during which Proofpoint was selected following a competitive review of multiple vendors. In compliance with the County’s Purchasing Policy, the Department of Information Technology has now completed a formal Request for Proposal process to extend the use of Proofpoint’s email protection software and services for an additional three years and nine months. Proofpoint’s General Terms and Conditions contains a limitation of liability clause that caps Proofpoint's liability to the value of the annual subscription fee. However, this limitation does not apply to Proofpoint’s indemnity obligations, cases of gross negligence, or breaches of confidentiality. CONSEQUENCE OF NEGATIVE ACTION: This software is critical for ensuring a consistent approach to email security for the County’s email systems which will be at increased risk of security breaches. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3010 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with R-Computer, in an amount not to exceed $95,000 for Adobe software licensing and support, subject to the terms of Adobe’s End User License Agreement, for the period of September 24, 2024, through September 23, 2025. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with R-Computer for Adobe software licensing and support ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with R-Computer, in an amount not to exceed $95,000 for the renewal of Adobe software licensing and support, subject to the terms of Adobe’s End User License Agreement (EULA), for the period of September 24, 2024, through September 23, 2025. FISCAL IMPACT: The cost of this product is included in the Department’s FY 24-25 budget, 100% User Departments. BACKGROUND: The Department of Information Technology’s Network and Endpoint Services (NES) staff distributes, tracks and manages Adobe licensing for 15-20 County departments, using proper oversight to meet both operational and compliance needs. The NES staff assists County departments in choosing the right Adobe licensing plan, and provides centralized license management, assigning and reassigning licenses as needed, tracking license usage, ensuring compliance and providing technical support. This renewal allows participating departments uninterrupted access to Adobe applications as well as the latest features and updates. Adobe’s EULA contains an indemnification provision from the County to Adobe, and a limitation of Adobe’s liability to the amount paid for the software. This purchase is being made via sole source justification for product and service continuity. CONSEQUENCE OF NEGATIVE ACTION: Not renewing Adobe licensing exposes County departments to significant risks that affect security, operational CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3010,Version:1 efficiency, financial costs, and vendor support. It is critical for the County to maintain proper licensing to avoid these negative consequences and ensure smooth, secure operations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3011 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to apply for and accept grant funding in an amount not to exceed $250,000 from the State and Local Cybersecurity Grant Program, administered by the Department of Homeland Security and coordinated through the California Governor’s Office of Emergency Services. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Apply and receive funds for the State and Local Cybersecurity Grant Program (SLCGP) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to apply for and accept grant funding in an amount not to exceed $250,000 from the State and Local Cybersecurity Grant Program (SLCGP), administered by the Department of Homeland Security (DHS) and coordinated through the California Governor’s Office of Emergency Services (Cal OES). FISCAL IMPACT: The County may receive an allocation amount of up to $250,000 from the SLCGP to enhance cybersecurity readiness, resilience, and response capabilities of the County by providing crucial funding for cybersecurity programs, workforce development, and infrastructure protection. BACKGROUND: The Department of Information Technology’s Security team has proposed using SLCGP funding to create a Cybersecurity Training and Certification program which centers on enhancing cybersecurity awareness through targeted training and certification programs. Below is an overview of the key stages and objectives of the proposed program: • Development of a comprehensive cybersecurity training curriculum: Create a robust and structured curriculum tailored to address current cybersecurity challenges. • Skill enhancement for employees: Equip employees with the necessary knowledge and skills to effectively identify and mitigate cybersecurity threats. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3011,Version:1 • Certification in industry-recognized standards: Offer participants industry-recognized certifications upon the successful completion of the training program, validating their competencies. • Compliance with cybersecurity standards: Ensure that all training and certification efforts align with both organizational and regulatory cybersecurity standards, thereby strengthening the organization's overall security posture. The proposed project aims to strengthen the County’s cybersecurity posture by developing a comprehensive training program. This initiative will equip employees with the knowledge and skills needed to safeguard critical information systems, applications, and user accounts. Additionally, it addresses workforce gaps and aligns with the objectives of the California SLCGP Cybersecurity Plan. The proposed Cybersecurity Training and Certifications program is structured to significantly enhance the organization's cybersecurity capabilities through curriculum development, workforce training, certification process and compliance integration. CONSEQUENCE OF NEGATIVE ACTION: If this request is denied, the Department cannot apply for or accept the grant. Inadequate security awareness training and certification programs can potentially expose the County to significant risks, including higher vulnerability to cyberattacks, regulatory non-compliance, financial losses, reputational damage, and operational disruption. Properly training County employees in cybersecurity best practices is essential to maintaining a strong defense against modern threats and ensuring the smooth operation of government services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3012 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract, with Environmental Systems Research Institute (ESRI), Inc., in an amount not to exceed $55,000, for geospatial strategies consulting services, subject to the terms of ESRI’s Professional Services Agreement, for the period of October 1, 2024, through September 30, 2025. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract, with Environmental Systems Research Institute, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract, with Environmental Systems Research Institute, Inc. (ESRI), in an amount not to exceed $55,000, for geospatial strategies consulting services, subject to the terms of ESRI’s Professional Services Agreement, for the period of October 1, 2024, through September 30, 2025. FISCAL IMPACT: The cost of this product is included in the Department’s FY 24-25 budget. 100% User Departments. BACKGROUND: The Department of Information Technology’s Geographic Information Systems (GIS) team supports all County departments with geographic data including mapping and visualization, spatial analysis, data management, planning support and emergency response. The GIS team has requested ESRI provide consulting services for a Geospatial Strategy Workshop. The workshop is a focused session designed to help the organization understand how to leverage GIS technology for strategic planning and decision-making. The workshop will consist of remote and in-person meetings with representatives and key stakeholders from various County departments to gain an understanding of the organizational vision and objectives, review and discover where geospatial capabilities and solutions can help address business needs and challenges, and plan for their support through GIS technology deployments, workflow enhancements, and/or workforce development. The information captured during these meetings will be used to assess the current state of the GIS, document key business processes, workflows, and initiatives, as well as evaluate the ability of the GIS system and resources to respond to the geospatial needs of the county. Following the workshop sessions, ESRI will assist CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3012,Version:1 the county GIS team with documenting the observations and findings and provide recommendations for a roadmap of actionable items aimed at supporting the overall Geospatial Strategy as identified during the workshop sessions. The summary output will focus on the following: • Providing executive-level context, justification, and guidance for pursuing the proposed recommendations. • Identifying and prioritizing opportunities for actionable support. • Developing a plan on next steps around people, process, and technology that aligns with and supports the county’s business goals and initiatives. The ESRI Professional Services Agreement contains a limitation of ESRI’s liability which should not exceed the amount actually paid by the County to ESRI for services from which the liability directly arose under this agreement. This purchase is being justified via sole source. CONSEQUENCE OF NEGATIVE ACTION: Not having a geospatial strategy can lead to inefficiencies, higher costs, poor decision-making, and missed opportunities for innovation and collaboration. The county GIS team may struggle with data accuracy, emergency response, and long-term planning, all of which can negatively impact operations and service delivery. Developing a geospatial strategy ensures that GIS technology is used effectively to meet organizational goals and mitigate risks. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3013 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with HERE North America (HERE) in an amount not to exceed $46,000, for renewal of map licensing, subject to the terms of HERE’s General and Supplemental Licensing Agreements, for the period of October 1, 2024, through September 30, 2025. (100% User Departments) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with HERE North America ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with HERE North America (HERE) in an amount not to exceed $46,000, for renewal of map licensing, subject to the terms of HERE’s General and Supplemental Licensing Agreements, for the period of October 1, 2024, through September 30, 2025. FISCAL IMPACT: The cost of this product is included in the Department’s FY 24-25 budget, 100% User Departments. BACKGROUND: The Department of Information Technology’s Geographic Information Systems (GIS) team supports all County departments with geographic data including mapping and visualization, spatial analysis, data management, planning support and emergency response. HERE’s licensing provides the GIS team with access to essential highly detailed and up-to-date map data, including building footprints, which is used for a variety of location- based services and applications. Some of the key benefits of HERE’s map licensing is: 1.Comprehensive Geographic Data: Coverage includes detailed maps for North America, featuring points of interest (POIs), road networks, addresses, and boundaries. 2.Regular Updates: Annual licensing ensures the GIS team has access to continuously updated data, reflecting changes in roads, construction, and other map elements. 3.Integration: The data is compatible with various platforms and technologies, making it easy to integrate CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3013,Version:1 with existing systems for seamless operations. 4.Geospatial APIs: Access to Application Programming Interfaces (APIs) that facilitate easy integration of map services such as geocoding, routing, traffic information, and more into applications. This HERE licensing model ensures the GIS team will have the latest map information for efficient operations, supporting all county departments. The HERE General and Supplemental License Agreements contains an indemnification provision from the County to HERE and a limitation of HERE’s liability which is capped at twenty-four (24) months of fees paid to HERE by the County. This purchase is being justified via sole source. CONSEQUENCE OF NEGATIVE ACTION: Without HERE North America's map licensing, the County and DoIT’s GIS team will be at risk of having outdated map data, reduced functionality of location-based service, compliance and legal risks, limited API and integration capabilities, and security and data privacy concerns. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3014 Name: Status:Type:Consent Item Passed File created:In control:8/29/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Strategic Threat Management, Inc., in an amount not to exceed $1,080,000 to provide security services for the period July 1, 2024 through June 30, 2027. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Contract with Strategic Threat Management, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Strategic Threat Management, Inc., in an amount not to exceed $1,080,000 to provide security services, for the period of July 1, 2024, through June 30, 2027. FISCAL IMPACT: 100% Library Fund - No impact to the General Fund. BACKGROUND: The Contra Costa County Library is requesting approval for a contract with Strategic Threat Management, Inc., to provide security services at the Antioch Library, the Prewett Library and Library Administration. Strategic Threat Management, Inc., will provide onsite security at the Antioch Library, and on-call as needed security services at the Prewett Library and Library Administration The security services provided will ensure the safety of library patrons and employees at library locations and safeguard equipment and property. The contractor will conduct visual checks of areas in and around Library locations and monitor and respond to staff requests. These services will assist in creating a safe and welcoming environment for library patrons and a safe environment for library staff. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3014,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If not approved, County building sites, property and staff will not have security and safety mechanisms in place. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3015 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract with Ventura Business Systems, Inc., in an amount not to exceed $90,000 to provide cash handling and maintenance services on cash collecting equipment for the period October 1, 2024 through September 30, 2025. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Contract with Ventura Business Systems, Inc. for ITC and PVC cash handling and maintenance services through September 30, 2025. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Librarian, or designee, to execute a contract including modified insurance language with Ventura Business Systems, Inc. in an amount not to exceed $90,000 for cash handling and maintenance services on cash collecting equipment for the period October 1, 2024 through September 30, 2025. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library Department requires cash handling (pick up, count, and deposit of cash and coin) and maintenance services on the Library’s cash collecting equipment that enables patrons to print and photocopy using the Library’s printers and copiers. This contract will be in effect for one (1) year. The contract provisions include modified insurance provisions that increase the amount of General Liability coverage and adds Crime & Theft and Employee Dishonesty Liability coverage, and which were approved by Risk Management. Government Code Section 31000 authorizes the County to contract for services including the services that Ventura Business Systems, Inc. provides. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3015,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If the contract is not approved, the Library Department will not be able to provide efficient printing or photocopying services to the Public. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3016 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with General Datatech, L.P., in an amount not to exceed $913 for the renewal of Cisco Duo subscription subject to Cisco’s General Terms, for the period July 16, 2024 through July 15, 2025. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with General Datatech, L.P., for Cisco Duo subscription renewal through July 15, 2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Rescind Board Action of July 9, 2024 (C.79), which pertained to authorizing a purchase order with General Datatech, L.P.; and APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with General Datatech, L.P. in an amount not to exceed $913 for the renewal of Cisco Duo subscription subject to Cisco’s General Terms, for the period July 16, 2024, through July 15, 2025. FISCAL IMPACT: 100% Library Fund. BACKGROUND: Cisco Duo is a two-factor authentication solution that helps the Library boost security by verifying user identity, establishing device trust, and providing a secure connection to our networks and applications. The General Terms include a limitation of liability at the greater of the fees paid to Cisco in the 12 months prior to the incident giving rise to the liability or $100,000. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will be unable to use the two-factor authentication that helps secure the Library’s network and applications. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3016,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3017 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Brainfuse, LLC, in an amount not to exceed $211,500 for the renewal of HelpNow, JobNow and VetNow subscriptions, for the period August 31, 2024 through August 30, 2027. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Brainfuse, LLC for HelpNow, JobNow and VetNow Subscriptions through 8/30/2027 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Brainfuse, LLC, in an amount not to exceed $211,500 for the renewal of HelpNow, JobNow and VetNow subscriptions, for the period August 31, 2024 through August 30, 2027. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers patrons the use of the HelpNow, JobNow and VetNow subscriptions. HelpNow provides live online homework help, live skills-building, a writing lab, test preparation, a 24/7 question center, a foreign language lab, MEET & Brainwave. JobNow provides live interview coaching, an online resume lab, career resources and an adult learning center. VetNow provides live, online access to the VA Benefits Navigators, live, online college level tutors, live, career transition support coaches, a resume writing lab specializing in transition from military service to the civilian workplace and a customized list of local and regional veteran organizations. The terms and conditions include limitation of liability though there is reference to “indemnities” in Section 7.1, there is no indemnity provision or language in the Agreement, approved by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with the extensive benefits provided by HelpNow, JobNow and VetNow services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3017,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3018 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Gale (dba Cengage Learning, Inc.) in an amount not to exceed $67,282 for the renewal of ChiltonLibrary subscription to provide reliable and updated automotive maintenance information, for the period October 1, 2024 through September 30, 2027. (100% Library Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Alison McKee, County Librarian Report Title:Purchase Order with Gage dba Cengage Learning, Inc. for ChiltonLibrary Subscription through September 30, 2027 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Librarian, a purchase order with Gale dba Cengage Learning, Inc. in an amount not to exceed $67,282.00 for the renewal of ChiltonLibrary subscription, for the period October 1, 2024, through September 30, 2027. FISCAL IMPACT: 100% Library Fund. BACKGROUND: The Library offers patrons the ChiltonLibrary service. This product provides reliable and updated automotive help online to library users. ChiltonLibrary has vehicle maintenance, repair, and technical service bulletins patrons need for most years, makes, and models. The resource is also helpful for aspiring automotive technicians and mechanics preparing for the Automotive Service Excellence exam. The terms and conditions include a limitation of liability in the amount of fees paid in the prior 12 months and an indemnification provision from the County to Cengage, approved by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: If the Purchase Order is not approved, the Contra Costa County Library will not be able to provide patrons with an automotive resource that offers user-friendly direction for repair, maintenance, and service information on most cars, trucks, vans, and SUVs on the road today. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3018,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3019 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in the amount not to exceed $654,000 to provide spiritual services to the youth within Juvenile Hall for the period October 1, 2024, through September 30, 2026. (50% General Fund, 50% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract with Gettin Outta Dodge Ministry ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in the amount not to exceed $654,000 to provide spiritual services to the youth within Juvenile Hall for the period October 1, 2024, through September 30, 2026. FISCAL IMPACT: This contract is 50% funded by the General Fund and 50% by Department of Juvenile Justice Realignment funding. BACKGROUND: Gettin Outta Dodge Ministry is dedicated to providing spiritual care and counselling services to justice- involved youth. The chaplains accompany youth and young adults throughout their stay at Juvenile Hall and as they plan for re-entry into the community. Under this contract, Gettin Outta Dodge Ministry will provide counseling and spiritual care services on behalf of the Probation Department. The goal of Gettin Outta Dodge Ministry is to positively influence justice involved youth by building positive relationships with them and their families by encompassing a wide range of spiritual services, such as, responding to crisis situations, providing religious services and material of any faith, offering grief and bereavement support, mentoring, re-entry planning, and connecting with Community Partners to offer future opportunities. CONSEQUENCE OF NEGATIVE ACTION: Gettin Outta Dodge Ministry will not be able to provide spiritual services to the youth in Juvenile Hall. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3019,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3020 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Antioch Community Foundation in an amount not to exceed $520,000 to provide local non-profit organizations serving the East and Central Contra Costa County with support and funding for juvenile prevention, academic, and employment programs and services for the period October 1, 2024 through September 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract with the Antioch Community Foundation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Antioch Community Foundation in an amount not to exceed $520,000 to provide local non-profit organizations serving the East and Central Contra Costa County with support and funding for juvenile prevention, academic, and employment programs and services for the period October 1, 2024 through September 30, 2026. FISCAL IMPACT: This contract is 100% State funded by the Juvenile Justice Crime Prevention Act. BACKGROUND: In partnership with the ACF, the Probation Department is a proud sponsor of the Youth of Promise Fund. ACF focuses on preventing youth engagement in the local juvenile justice system as well as support youth who are justice-system involved by offering academic success and tutoring, mentorship, leadership development, prevention activities and youth employment. These resources are intended to expand the pool of funding for programs and services available to youth and families most in need while also offering organizational support to emerging non-profit organizations serving the East and Central Contra Costa communities. CONSEQUENCE OF NEGATIVE ACTION: ACF will be unable to provide prevention support to justice-system involved youth and youth at-risk of justice- system involvement. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3020,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3021 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with RYSE, Inc. in an amount not to exceed $250,000 to provide juvenile reentry services to low-moderate risk youth living in West Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract with RYSE, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Probation Officer, or designee, to execute a contract with RYSE, Inc. in an amount not to exceed $250,000 to provide juvenile reentry services to low-moderate risk youth living in West Contra Costa County for the period July 1, 2024 through June 30, 2026. FISCAL IMPACT: This contract will be 100% funded by the Juvenile Justice Crime Prevention Act (JJCPA) funds. BACKGROUND: The Probation Department has contracted with RYSE, Inc. for juvenile reentry services since 2019 to provide transition/reentry services, diversion, mental health, lethal violence recovery, and case management support to youth. RYSE, Inc. utilizes multiple holistic approaches in areas of health, education & economic justice, media arts & culture, and youth power building to reduce future youth contact with the juvenile justice system. RYSE, Inc. was awarded a two-year contract through the Juvenile Justice Reentry RFP process (RFP#2403-782). During this contract term, RYSE, Inc. will provide juvenile reentry services to 35-45 low-moderate risk youth, ages 15 to 21, living in West Contra Costa County. RYSE, Inc. will work collaboratively with youth’s Deputy Probation Officer to create individual case plans that focuses on health/dental care, navigating the educational systems, secondary education, soft skills development and supportive programming/activities. The department is seeking approval of this retroactive contract as the RFP process took longer than originally anticipated. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3021,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Youth living in West Contra Costa County will not be able to benefit from these services when reentering back into society, therefore, potentially increasing the risk for justice-system involvement. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3022 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, Inc., in an amount not to exceed $500,000 to provide Juvenile Reentry Services to youth living in East and Central Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract with Bay Area Community Resources (BACR) Incorporated ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, Inc., in an amount not to exceed $500,000 to continue to provide Juvenile Reentry Services to youth living in East and Central Contra Costa County for the period of July 1, 2024, through June 30, 2026. FISCAL IMPACT: This is 100% funded by the Juvenile Justice Crime Prevention Act (JJCPA) revenue. BACKGROUND: In 2000, the California state legislature passed the Schiff-Cardenas Crime Prevention Act, which authorized funding for county juvenile justice programs and designated the Board of State Community Corrections (BSCC) to distribute the funds. In 2001, the Juvenile Justice Crime Prevention Act (JJCPA) was created by passage of California’s Crime Prevention Act of 2000 to provide a stable funding source for local juvenile justice programs aimed at curbing crime and delinquency among at-risk youth. Contra Costa County has historically used, and continues to use, this funding for programs that have been previously shown to have promising positive outcomes. In the May 2018 Consolidated Plan submitted to the BSCC, Probation proposed using JJCPA funding to enhance juvenile reentry services in all regions of the county. Probation has contracted with BACR since 2018 to provide juvenile reentry services. This year, Bay Area Community Resources (BACR) was awarded a two-year contract through the Juvenile Justice Reentry RFP process (RFP#2403-782) During this contract term, BACR will provide these services to 60 low-moderate risk youth, ages 15-21, living in East and Central Contra Costa County. BACR will work CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3022,Version:1 collaboratively with youth’s Deputy Probation Officer to create individual case plans that focuses on health/dental care, navigating the educational systems, secondary education, soft skills development and supportive programming/activities. The department is seeking approval of this retroactive contract as the RFP process took longer than originally anticipated. CONSEQUENCE OF NEGATIVE ACTION: Youth living in East and Central Contra Costa County will not be able to benefit from these services when reentering back into society, therefore, potentially increasing the risk for justice-system involvement. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3023 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, Inc., in an amount not to exceed $303,506 to provide Juvenile Justice Prevention Services for youth in East Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract for Bay Area Community Resources (BACR) Incorporated ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Bay Area Community Resources, Inc., in an amount not to exceed $303,506 to provide Juvenile Justice Prevention Services for youth in East Contra Costa County for the period July 1, 2024, through June 30, 2026. FISCAL IMPACT: This is 100% funded by the Juvenile Justice Crime Prevention Act (JJCPA) BACKGROUND: BACR was founded 48 years ago and began providing youth violence prevention, workforce training and development programs in 1998. Their mission is to promote the healthy development of Bay Area individuals, families and communities. This year, BACR was awarded a two-year contract through the Juvenile Justice Prevention Project RFP process (RFP#2403-783). Through the HEART Entrepreneur Program (HEART-EP), BACR will provide violence and justice-involvement prevention services to 16 youth, ages 14-18, living in East Contra Costa County. HEART-EP will primarily focus on Academic & Career Coaching, Employment Training, Leadership and Skill Workshops, Social Entrepreneur Workshops, Business Ideation & Incubation Workshops and Business Development & Implementation. The department is seeking approval of this retroactive contract as the RFP process took longer than originally anticipated. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3023,Version:1 Without this contract in East Contra Costa County prevention services will not be available to youth who may be at-risk or have involvement with the Juvenile Justice System. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3024 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with 1Hundred Years Enterprise Foundation, in an amount not to exceed $849,988 to provide Juvenile Reentry Services to youth living in Contra Costa County for the period July 1, 2024 through June 30, 2026. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Contract for 1Hundred Years Enterprise Foundation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with 1Hundred Years Enterprise Foundation (1HYE), in an amount not to exceed $849,988 to provide Juvenile Reentry Services to youth living in Contra Costa County for the period July 1, 2024 through June 30, 2026. FISCAL IMPACT: This is 100% funded by the Juvenile Justice Crime Prevention Act (JJCPA) revenue. BACKGROUND: In 2000, the California state legislature passed the Schiff-Cardenas Crime Prevention Act, which authorized funding for county juvenile justice programs and designated the Board of State Community Corrections (BSCC) to distribute the funds. In 2001, the Juvenile Justice Crime Prevention Act (JJCPA) was created by passage of California’s Crime Prevention Act of 2000 to provide a stable funding source for local juvenile justice programs aimed at curbing crime and delinquency among at-risk youth. Contra Costa County has historically used, and continues to use, this funding for programs that have been previously shown to have promising positive outcomes. In the May 2018 Consolidated Plan submitted to the BSCC, Probation proposed using JJCPA funding to enhance juvenile reentry services in all regions of the county. This year, 1Hundred Years Enterprise Foundation was awarded a two-year contract through the Juvenile Justice Reentry RFP process (RFP#2403-782). 1HYE was founded by three Contra Costa natives with a combined 100 years of justice system experience. Their mission is to break the cycle of recidivism and empower Contra Costa County at-risk youth. During this contract term, 1Hundred Years Enterprise Foundation will provide these services to 17-47 high-risk youth, ages 15-21, living in Contra Costa County. The primary focus is to mentor CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3024,Version:1 youth on Life Skills, Health, Wellness & Fitness, Conflict Resolution & Mediation, Mental Health & Substance Abuse Support and Workplace Development. The department is seeking approval of this retroactive contract as the RFP process took longer than originally anticipated. CONSEQUENCE OF NEGATIVE ACTION: Youth living in Contra Costa County will not be able to benefit from these services when reentering back into society, therefore, potentially increasing the risk for justice-system involvement. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3025 Name: Status:Type:Consent Item Passed File created:In control:8/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Traffic Resolution No. 2024/4538 to establish a speed limit of 25 miles per hour on Viewpointe Boulevard, which extends from Willow Avenue (City of Hercules) to Sandpoint Drive, as recommended by the Public Works Director, Rodeo area. (No fiscal impact) Attachments:1. Att.Traffic Resolution. VIEWPOINTE BLVD. 2024.XXXX, 2. Signed Traffic Resolution 2024_4538.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Establish a speed limit of on Viewpointe Boulevard (Road No. 1781), Rodeo Area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Traffic Resolution No.2024/4538 to establish a speed limit of 25 miles per hour on Viewpointe Boulevard (Road No.1781),which extends from Willow Avenue (City of Hercules)to Sandpoint Drive (Road No. 1785E), as recommended by the Public Works Director, Rodeo area. (No fiscal impact) FISCAL IMPACT: No fiscal impact. BACKGROUND: Viewpointe Boulevard is classified as a major collector roadway by the Federal Highway Administration.Such a classification requires that the speed limit be set according to provisions of the California Manual on Uniform Traffic Control Devices (CA MUTCD)and California Vehicle Code (CVC)Section 22358,if the speed limit is to be set lower than the prima facie speed limit of 55 or 65 miles per hour (mph).This requires an Engineering and Traffic Survey (E&TS) to be conducted to establish an appropriate speed limit. On June 29,2024,an E&TS was conducted according to established traffic engineering practices on a section of Viewpointe Boulevard.Based on the results of the E&TS,the Traffic Engineer recommends establishing a 25 mph speed limit on Viewpointe Boulevard,beginning at Willow Avenue and extending north to Sandpoint Drive. Viewpointe Boulevard,from Sandpoint Drive to California Street is an adjacent section of roadway with a prima facie speed limit of 25 mph and is defined as a “residence district”per California Vehicle Code sections 22352(b)(1) and 515, therefore not needing an E&TS. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3025,Version:1 CONSEQUENCE OF NEGATIVE ACTION: Law enforcements ability to enforce speed limits on Viewpointe Boulevard using radar and lidar would be limited. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 322 Name: Status:Type:Consent Resolution Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-322 accepting as complete, the contracted work performed by Webcor Construction, L.P., for the County Administration Building and Jail Demolition & Redevelopment Project, as recommended by the Public Works Director, Martinez area. (No fiscal impact) Attachments:1. Recordable Resolution, 2. Withhold Agreement, 3. Signed Resolution No. 2024_322.pdf Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Resolution of Acceptance and Notice of Completion for the Administration Building and Jail Demolition & Redevelopment Project ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution, accepting as complete the contracted work performed by Webcor Construction L.P., a Delaware Limited Partnership, for the Administration Building and Jail Demolition & Redevelopment Project at Martinez at 651 Pine Street, Martinez. FISCAL IMPACT: No fiscal Impact associated with accepting completion of contracted work. BACKGROUND: On September 7, 2021, the Board awarded a Design-Build Contract in an amount not to exceed $58,238,551 to Webcor Construction L.P., a Delaware Limited Partnership (Webcor), for the design and construction of a county office building with parking and an adjacent plaza. Construction was on the site of the former Administration Building at 651 Pine Street and included the demolition of the previous administration building and the Old Jail. After further site investigations and scoping discussions, it was determined that the approved construction budget in the amount of $58,238,551 would be insufficient to facilitate construction of the building and plaza as well as relocate the emergency radio antenna on the existing administration building. As such, additional change orders of $8,028,497 were required over the course of the project raising the final cost to $66,267,048 to complete the project. The building and plaza complete the County’s vision for a downtown campus. Eight county departments, as well as the Law Library, occupy the building. The location downtown near the Main Administration Building, courts, and finance buildings facilitates service to County residents. The plaza is a series of outdoor spaces CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:RES 2024-322,Version:1 with intimate areas that provide quiet retreat and larger spaces that will support various events. The project is pursuing a LEED Platinum certification and was awarded Total Resource & Efficiency (TRUE) Gold Certification. The facility was first occupied by County staff in May of 2024, and Webcor has since been working on completion of punch list and closeout requirements. Vanir, the County's construction manager found all work to be complete and Public Works Department concurs with this determination. Contra Costa County Public Works Department recommends that the Board adopt Resolution accepting the contract work as complete. Following project completion, Webcor will still be responsible for completing $100,000 in ongoing final punch list items listed in the Withhold Agreement signed by Webcor on September 10, 2024. CONSEQUENCE OF NEGATIVE ACTION: Accepting a contract as complete is standard procedure and allows for proper closeout of the contract. If the contract is not accepted as complete, the period for filing stop payment notices bond claims may be extended and then Contra Costa County will incur expenses for additional contract administration. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 323 Name: Status:Type:Consent Resolution Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-323 approving and authorizing the Public Works Director, or designee, to fully close a portion of Oak View Avenue between Colusa Avenue and Ocean View Avenue, on October 24, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of replacing a pole and related trimming of vegetation, Kensington area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve and Authorize to fully close a portion of Oak View Avenue on October 24, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of pole replacement and related trimming of vegetation, Kensington area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving and authorizing the Public Works Director, or designee, to fully close a portion of Oak View Avenue between Colusa Avenue and Ocean View Avenue, on October 24, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of a pole replacement and related trimming of vegetation, Kensington area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: Due to the narrow road width of Oak View Avenue at the pole location, Pacific Gas & Electric Company (PG&E) has requested the road closure to replace the existing utility pole. There is insufficient road width to setup and operate boom trucks and safely maintain through traffic. Pole replacement is being done under encroachment permit #PWEP24-01046. Applicant shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: Applicant will be unable to close the road for planned activities. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-323,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF: Approving and Authorizing the Public Works Director, or designee, to fully close a portion of Oak View Avenue between Colusa Avenue and Ocean View Avenue, on October 24, 2024, from 7:00 a.m. through 5:00 p.m., for the purpose of a pole replacement and related trimming of vegetation, Kensington area. (District I) RC-24-51 NOW, THEREFORE, BE IT RESOLVED that permission is granted to Pacific Gas & Electric Company to fully close Oak View Avenue between Colusa Avenue and Ocean View Avenue, except for emergency traffic, local residents, US Postal Service and garbage trucks, on October 24, 2024, for the period of 7:00 a.m. through 5:00 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 construction 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.Pacific Gas & Electric Company shall comply with the requirements of the Ordinance Code of Contra Costa County. 4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5.Obtain approval for the closure from the Kensington Police Department, and the Kensington Fire Protection District. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-323,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 324 Name: Status:Type:Consent Resolution Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-324 approving and authorizing the Public Works Director, or designee, to fully close a portion of Second Street, between Parker Avenue and John Street, on September 28, 2024, from 10:00 a.m. through 5:00 p.m., for the purpose of a back-to-school block party, Rodeo area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approving and Authorizing to fully close a portion of Second Street, between Parker Avenue and John Street, on September 28, 2024, from 10:00 a.m. through 5:00 p.m., for the purpose of a back-to-school block party, Rodeo area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving and authorizing the Public Works Director, or designee, to fully close a portion of Second Street, between Parker Avenue and John Street, on September 28, 2024, from 10:00 a.m. through 5:00 p.m., for the purpose of a back-to-school block party, Rodeo area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: New Horizons Career Development Center shall follow guidelines set forth by the Public Works Department. This event will foster community building, facilitate resource sharing, and provide entertainment for all attendees. CONSEQUENCE OF NEGATIVE ACTION: New Horizons Career Development Center will be unable to close the road for planned activities. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-324,Version:1 c:Larry Gossett Engineering Services, Kellen O’Connor, Engineering Services, Bob Hendry, Engineering Services, Marke Smith, Engineering Services, Chris Lau, Maintenance, California Highway Patrol, Sheriff Patrol Division Commander 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 Second Street, between Parker Avenue and John Street, on September 28, 2024, from 10:00 a.m. through 5:00 p.m., for the purpose of a back-to-school block party, Rodeo area. (District V) RC24-52 NOW, THEREFORE, BE IT RESOLVED that permission is granted to New Horizons Career Development Center to fully close Second Street, between Parker Avenue and John Street, except for emergency traffic, local residents, US Postal Service and garbage trucks, on September 28, 2024, for the period of 10:00 a.m. through 5:00 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.New Horizons Career Development Center 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. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-324,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 325 Name: Status:Type:Consent Resolution Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-325 approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00004, for a project being developed by Zachary Lawrence Vigar, as recommended by the Public Works Director, Walnut Creek area. (No fiscal impact) Attachments:1. Parcel Map, 2. Subdivision Agreement, 3. Improvement Security Bond, 4. Tax Letter Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve the Parcel Map and Subdivision Agreement for minor subdivision MS22-00004, for a project being developed by Zachary Lawrence Vigar, Walnut Creek area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00004, for a project being developed by Zachary Lawrence Vigar, as recommended by the Public Works Director, Walnut Creek area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS22-00004 and has determined that all conditions for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map and Subdivision Agreement will not be approved and recorded. c: Larry Gossett-Engineering Services, Kellen O’Connor-Engineering Services, Theresa Shepherd-Design/Construction, Renee Hutchins-Records, Chris Halford-Mapping, Current Planning-DCD, Zachary Lawrence Vigar, Merchants Bonding Company (Mutual), John Maes, Old Republic Title Company CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:RES 2024-325,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF approving the Parcel Map and Subdivision Agreement for minor subdivision MS22- 00004, for a project being developed by Zachary Lawrence Vigar, as recommended by the Public Works Director, Walnut Creek area. (District II) WHEREAS, the following documents were present for board approval this date: I.Map The Parcel Map of minor subdivision MS22-00004, property located in the Walnut Creek area, Supervisorial District II, said map having been certified by the proper officials. II.Subdivision Agreement A subdivision agreement with Zachary Lawrence Vigar, principal, whereby said principal agrees to complete all improvements as required in said subdivision agreement within 2 years from the date of said agreement. Accompanying said subdivision agreement is security guaranteeing completion of said improvements as follows: A.Cash Bond Performance amount: $1,710 Auditor’s Deposit Permit No. 894469 Date: June 30, 2024 Submitted by: Kathryn A. DeSilva B.Surety Bond Bond Company: Merchants Bonding Company (Mutual) Bond Number: 101164888 Date: July 9, 2024 Performance Amount: $169,290 Labor & Materials Amount: $85,500 Principal: Zachary Lawrence Vigar III.Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the property included in said map and that the 2023-2024 tax lien has been paid in full, and the 2024- 2025 tax lien, which became a lien on the first day of January 2024, is estimated to be $37,010, with CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:RES 2024-325,Version:1 security guaranteeing payment of said tax lien as follows: ·Tax Bond Auditor’s Deposit Permit Number: 895429 Date: July 17, 2024 Amount: $37,010 Submitted by: Kathryn A. DeSilva NOW, THEREFORE, BE IT RESOLVED: 1.That said subdivision, together with the provisions for its design and improvement, is DETERMINED to be consistent with the County’s general and specific plans. 2.That said Parcel Map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets, paths, or easements shown thereon as dedicated to public use. 3.That said subdivision agreement is also APPROVED. CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3026 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Bowe Systec North America Inc., in an amount not to exceed $900,000, for the refurbished Bowe High-Speed Fusion Cross Inserting System and accompanying 3- year preventative maintenance package, for the period October 1, 2024 through September 30, 2027, Countywide. (100% User Departments) Attachments:1. Contra Costa County Refurbished System Budgetary Pricing Proposal - 5-22-24, 2. IFB - 2407-819 - MAIL INSERTER - TABULATION REPORT Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE a Purchase Order with Bowe Systec North America Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Bowe Systec North America Inc. in the amount of $900,000 for the refurbished Bowe High-Speed Fusion Cross Inserting System and accompanying 3-year preventative maintenance package, for the period October 1, 2024 through September 30, 2027 as per bid #2407-819. FISCAL IMPACT: The cost is initially charged to the General Fund but recovered through charges to the County Departments. (100% User Departments) BACKGROUND: Bowe Systec North America Inc. was selected as the preferred vendor due to their innovative and flexible solutions for document processing and mailroom automation. Print & Mail Services processes an average of 500 jobs monthly for County departments, 30% of those being mailings through USPS. Their High-Speed Fusion Cross Inserting System would serve as the main inserting equipment on site. The Bowe High-Speed Fusion Cross Inserting System employs the flow-principle, allowing for high volume inserting (up to 24,000 pieces per hour) with maximum technician flexibility. This system allows for fast and reproducible job changeovers, reduced training effort and minimal service and maintenance expenditure, thus CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3026,Version:1 resulting in decreased downtime and increased productivity. Pricing includes freight, assembly, install, employee training, and minimum 1 year product warranty from the date of install, in addition to the 3-year preventative maintenance package. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, Print & Mail will have to continue using its existing outdated mailing system. In the event of equipment failure, Print & Mail will have no mail inserting equipment available leading to a complete halt in mailing services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ Scott Plaskiewicz Supervisor Print and Mail Contra Costa County Public Works Department 4061 Port Chicago Highway Concord, CA 94520 January 30, 2024 Dear Scott, Thank you for your interest in our refurbished High-Speed Fusion Cross Inserting System. As per your request, I have provided you below with budgetary pricing on a refurbished Fusion Cross Inserter. This system configuration pertains directly to the current processing formats and environment within the Contra Costa County production facility. The price for a new system with the same system configuration will be forthcoming shortly. Once a system configuration and number of systems Contra Costa County might want to implement is determined, we can then provide pricing for an on- site maintenance schedule, an on-call maintenance schedule and/or training to implement an in-house “Self-Maintenance” operational scenario. Fusion Cross Refurbished System Pricing Refurbished Fusion System – 22K Cycle Speed - $589.231.00 Delivery – 120 days from receipt of order 22K 2 -Channel Fusion Cross Hardware Components Fusion X 874/6-80 SB Delivery Content: Channel 1 (inline): > 591HS/8043 4 x Area Scan Cameras + Rotation blade > 4580 Merger > 4785 Rotating Module > 4880 Assembly Module > Heavy Duty Folder > 4880 Assembly Unit > 4500 Assembly Module > 4x 4500 Collating Track + 6x 5422 Feeders > 5000 Fusion Cross Inserter incl. Turning and Sealing Module + 5580 Envelope Feeder > 2x 7525 Diverters > 5640 Vertical Stacker with Extension > Transformer > BÖWE Cockpit with 4x 21” Flat screen monitors + SMA 1 year + BIPS Software + Enclosure Editor + BICON License Fusion Cross Refurbished System Drawing We hope the information provided will assist you in your budget forecast for 2024. Please don’t hesitate to reach out to me with any questions you may have. Sincerely, Chris Collier National Account Executive Bowe USA & Canada Bid Tabulation Packet for Solicitation 2407-819 Bowe High Speed Fusion Cross Inserting System or Approved Equal Bid Designation: Public Contra Costa County 2407-819Contra Costa County BidSync8/22/2024 p. 1 Bid #2407-819 - Bowe High Speed Fusion Cross Inserting System or Approved Equal   Creation Date  Jul 18, 2024 End Date Aug 14, 2024 3:00:00 PM PDT Start Date Jul 24, 2024 7:15:53 AM PDT Awarded Date  Not Yet Awarded  2407-819--01-01   Bowe High Speed Fusion Cross Inserting System or Approved Equal  Supplier Unit Price   Qty/Unit Total Price  Attch. Docs Bowe Systec  First Offer -  $0.00    1 / each $0.00  Y   Product Code: Agency Notes: Supplier Product Code:  Supplier Notes:   Supplier Totals f   Bowe Systec $0.00     Bid Contact Chris Collier chris.collier@bowe.com Ph 408-313-8158    Address 19496 Sandcastle Ln Huntington Beach, CA 92648- 3067  Bid Notes  Multiple footprints have been submitted for logistics and scale Agency Notes:Supplier Notes: Multiple footprints have been submitted for logistics and scale Head Attch: ** 2407-819Contra Costa County BidSync8/22/2024 p. 2  Bowe Systec  Bid Contact Chris Collier chris.collier@bowe.com Ph 408-313-8158    Address 19496 Sandcastle Ln Huntington Beach, CA 92648-3067  Bid Notes  Multiple footprints have been submitted for logistics and scale  Item # Line Item Notes  Unit Price     Qty/Unit Total Price  Attch. Docs  2407-819--01-01   Bowe High Speed Fusion Cross Inserting System or Approved Equal   Supplier Product Code:   First Offer -  $0.00     1 / each $0.00  Y       Supplier Total  $0.00     2407-819Contra Costa County BidSync8/22/2024 p. 3  Bowe Systec  Item: Bowe High Speed Fusion Cross Inserting System or Approved Equal  Attachments  CCC Bid Cover Letter.docx  CCC Signature Pages - 024-08-13 18-53_Contra Costa County Signature Pages_RFP.pdf  CCC - IFB_-_2407-819_-_Mail_Inserter_-_Exhibit_B 24-8-14.xlsx  CCC - IFB_-_2407-819_-_Mail_Inserter_-_final_to_post_ 6 8-9-24.docx 2407-819Contra Costa County BidSync8/22/2024 p. 4 Contra Costa County Bid ID# - 2407-819 Concord, CA 94520 August 14th, 2024 Dear Contra Costa County Thank you for your interest in our Bowe Systec High-Speed Fusion Cross Inserting System. As per your request within the instruction for Bid ID# 2407- 819, this Cover Letter serves as our intention to provide Contra Costa County with a comprehensive Bid response that meets all the system requirements. In addition, we have included three references for review by the Contra Costa County Project Team. The system configuration adheres to all the functionality as outlined in the Bid. Once again, Bowe Systec would like to thank Contra Costa County for allowing us to provide a system solution for Bid# 2407-819, and we look forward to working with your team should Bowe Systec be selected as your Vendor of Choice. Sincerely, Chris Collier National Account Executive Bowe USA & Canada 2407-819Contra Costa County BidSync8/22/2024 p. 5 2407-819Contra Costa County BidSync8/22/2024 p. 6 2407-819Contra Costa County BidSync8/22/2024 p. 7 2407-819Contra Costa County BidSync8/22/2024 p. 8 2407-819Contra Costa County BidSync8/22/2024 p. 9 Line #Item Description Details Brand Name Model Number Remarks Quantity Unit Unit Cost Extended Cost Unit Cost Extended Cost Remarks or alternate is being provided provide information 1 Production Grade/High Speed Mail Inserter 22K Cycle Speed minimum Bowe or approved equal Fusion Cross or Approved Equal pricing must include freight, assembly, install, training. Refer to specifications for details. At least (1) year warranty effective from time of install. 1 LOT $1,230,664 $1,230,664 $664,231 $650,231 Warranty: Includes non-consumable replacement parts - Yr1 Only 2 3 years preventive maintenance refer to specifications Bowe or approved equal Fusion Cross or Approved Equal Warranty & maintenance included for year 1 in purchase price 3 years $52,542 $157,626 $52,542 $157,626 CCC On-call Maintenance Agreement Monday-Friday 8 AM – 5 PM (excluding holidays) Included: · 10 hours on-site support service calls / month · 10 hours travel time/month (capped @ 3 hours/call) · 4 PM Inspections/year (Inspection technician will provide a parts list and estimate the time necessary to install parts. Scheduled parts replacement work related to inspection is billed at the discounted T&M rate of $200/hr. · 20% discount on parts and hourly rate. Discounted rates are $200/hr. for on-site support and $150/hr. travel. Full Preventative Maintenance - 1 per year · Performed Annually based on current volumes. Will be reassessed if volumes or customer requirement increase. · Duration – 3 to 5 days (parts not included) · Must be completed annually to maintain contract · Parts are not included in the agreement and will be billed separately. Note: Merchandise Total: $ 1,388,290.00 $807,857.00 sales tax @ 9.75% $ 135,358.28 $ 78,766.06 Overall Total $ 1,523,648.28 $ 886,623.06 1 Standard Manufacturing Lead Time 4-6 months 2 Estimated Shipping Lead Time 2 weeks 3 Manufacturing Location Augsburg, Germany - New / New Jersey Refurbished 4 Fulfillment/Shipping Location Augsburg, Germany - New / New Jersey Refurbished I have read, understood, and agreed to the terms and conditions of all contents of this RFP. The undersigned agrees to furnish the service stipulated in the IFB as stated. Signature: Name: Company Telephone: Date: Email: IFB 2407-819 Mail Inserter Exhibit B Pricing Additional Information Required for this Quote If an alternate/approved equal is provided, please provide detailed technical specification sheet chris.collier@bowe.com Refurbished Chris Collier Bowe Systec Address:8480 Honeycutt Road, Suite 200, Raleigh, NC 27615 408 313-8158 Brand New 8/8/2024 2407-819Contra Costa County BidSync8/22/2024 p. 10 Line #Item Description Details Brand Name Model Number Quantity Unit 1 Production Grade/High Speed Mail Inserter 22K Cycle Speed minimum Bowe or approved equal Fusion Cross or Approved Equivalent 1 LOT 15mm/0.59"Max filing thickness: Specifications B6 + - B4/ #7 3/4 - flats 22K envelopes per hour 15 mm/0.59" greater than 1 channel Envelope Formats: Minimum Speed: Max Enclosure Thickness: Number of Channels: Brand New or Refurbished:Brand New or Refurbished acceptable. Must fit area approximately 30' 00" w x 19' 00" l, allowing for 2' clearance from walls and shelving. See below image in the following page minimum (1) year from date of install or manufacturer's standard,whichever is greater Additional Requirement (separate line item):(3) year preventive maintenace package Pricing Must Also Include: Freight, Assembly, Install, training and product warranty Miscellaneous Requirements: 2407-819Contra Costa County BidSync8/22/2024 p. 11 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 1 CONTRA COSTA COUNTY INVITATION FOR BID (IFB) FOR BOWE FUSION CROSS MAIL INSERTER OR APPROVED EQUAL IFB #: 2407-819 Release Date: July 24, 2024 Bid Due Date: August 14, 2024 no later than 3:00 P.M. PDT CONTRA COSTA COUNTY PURCHASING SERVICES ANNE ORTIZ BUYER II 40 MUIR ROAD MARTINEZ, CALIFORNIA 94553 2407-819Contra Costa County BidSync8/22/2024 p. 12 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 2 General Information Contra Costa County is seeking to acquire the following: BOWE FUSION CROSS MAIL INSERTER* or Approved Equal *Manufacturers’ brand names and model numbers, when used, are for reference to indicate the character or quality desired. Equal items will be considered, provided your offer describes the item. Bidders for equal items must state the manufacturers brand and model number, or level of quality. The determination of the County as to what items are equal is final and conclusive. When manufacturer’s brands, model numbers or level of quality is not stated by bidder, the offer will be considered exactly as specified. Quantities to acquire: 1 LOT Ship to Address: Contra Costa County – Print and Mail Services 4061 Port Chicago Hwy., Concord CA 94520 2407-819Contra Costa County BidSync8/22/2024 p. 13 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 3 Table of Contents Page Section I: Introduction ................................................................................................................ 4 Section II: Instruction to Bidders ................................................................................................ 6 Section III: Scope of Work ........................................................................................................... 9 Section IV: Evaluation and Selection Process ........................................................................... 13 Section V: Billing and Invoicing ................................................................................................. 14 Exhibits Attachments  Exhibit A – Statement of Experience  Attachment A – Addenda acknowledgement  Exhibit B – Bid Price  Attachment B – CCC General Conditions  Exhibit C – Customer References  Exhibit D – Anti-Collusion Statement  Exhibit E – CCC Business Opportunity Registration 2407-819Contra Costa County BidSync8/22/2024 p. 14 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 4 Section I: Introduction A. Purpose The purpose of this Invitation for Bid (IFB) is to solicit bids from retailers, wholesalers and specialties to acquire new Bowe Fusion Cross Mail Inserter or approved equ al for Print & Mail Services as further described in the Scope of Work under Section IV in this IFB. B. Background Contra Costa County was incorporated in 1850 as one of the original 27 counties of the State of California, with the City of Martinez as the County Seat. It is one of the nine counties in the San Francisco-Oakland Bay Area. The County contains 19 incorporated cities and is the ninth most populous county in California, with its population exceeding 1,000,000 as of January 1, 2011. The County provides a wide variety of services, which are administratively organized into nine areas: general government, public protection, health and sanitation, public assistance, education, public ways and facilities, recreation and culture, debt service and capital outlay. The Print and Mail division, under the Public Works Department, is a national award winning in-plant printer that provides internal support services to the County Departments related to graphics, design, printing, bookbinding, signage, mail and inter-office courier services. Print and Mail processes an average of 375 jobs monthly , which includes printing roughly 2.1 million images digitally. The County is seeking to acquire one (1) Bowe Fusion Cross Mail Inserter or approved equal. Interested and qualified parties, who have demonstrated their ability to provide the quantity in the desired quality and delivery time. See Scope Service under Section IV in this IFB. C. Calendar of Events IFB release date July 24, 2024 Last day to submit written questions August 6, 2024 no later than 3:00 P.M. PST Bid due date August 14, 2024 no later than 3:00 P.M. PST 2407-819Contra Costa County BidSync8/22/2024 p. 15 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 5 D. Registration Firms must be registered with the County. See Exhibit E attached. E. Questions All questions regarding the proposal will be accepted through the BidSync/Periscope S2G site only. The deadline for submitting questions for this IFB is on or before August 6, 2024 no later than 3:00 P.M. PST. All questions will be answered and disseminated to those registered on the BidSync /Periscope S2G website. Contact customer service if you need technical assistance with any part of the bid process contact support@bidsync.com or call (800) 990- 9339 2407-819Contra Costa County BidSync8/22/2024 p. 16 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 6 Section II: Instructions to Bidders A. Format All bidders are required to submit the following documents completed and signed where necessary. a. Cover Letter – Signed by an authorized representative of the company b. Statement of Experience – See Exhibit A c. Bid Price – See Exhibit B d. Customer References – See Exhibit C e. Anti-Collusion Statement – See Exhibit D f. Contra Costa County Business Opportunity Registration Form – See Exhibit E g. Addenda Acknowledgement – See Attachment A h. Federal, State, and local permits and licenses i. Certificate of Insurance with Endorsement Letter B. Proposal Submission a. Response to this IFB MUST be submitted electronically through the BidSync /Periscope S2G web site – NO EXCEPTION b. Late submittals WILL NOT be accepted – NO EXCEPTION c. Fax submittals WILL NOT be accepted – NO EXCEPTION C. Customer References Respondents shall provide a minimum of three (3) references. Please see Exhibit C. D. Licenses and Permits Respondents shall possess all licenses, registrations and permits required by the State of California and the County of Contra Costa. Such l icenses and permits are to be submitted to the County with the proposal or prior to the contract signing date. E. Proposal Expenses Respondents shall be fully responsible for all costs incurred in the development and submission of this IFB. F. Proposer Responsibility The bidder assumes sole responsibility for the complete effort required in submitting a bid proposal in response to this IFB. No special consideration will be given after bid proposals are opened because of a proposer’s failure to be knowledgeable as to all of the requirements of this IFB. 2407-819Contra Costa County BidSync8/22/2024 p. 17 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 7 G. Interpretation Should any discrepancies, omissions, or doubt as to their meaning be found in the IFB specifications or requirements, the Respondent shall notify the County in writing through the BidSync/Periscope S2G website. The County will send written instructions or addenda to all participants in the IFB process. The County shall not be responsible for oral interpretations. H. Reservation The County reserves the right to do the following at any time and for its own convenience, at its sole discretion:  To reject any and all proposals without indicating any reasons for such rejection  Terminate this IFB and issue a new Request for Proposals anytime thereafter  Extend any or all deadlines specified in the IFB, including deadlines for accepting proposals by issuing an Addendum at any time prior to the deadline for receipt of responses to the IFB  Procure any services specified in the IFB by other means  Disqualify any Respondent on the basis of any real or perceived conflict of interest or evidence of collusion that is disclosed by the proposal or other data available to the County. Such disqualification is at the sole discretion of the County  Reject the proposal of any Respondent that is in breach of or in default under any other agreement with the County  Reject any Respondent deemed by the County to be non-responsive, unreliable, unqualified or non-responsible I. Truth and Accuracy of Representation False, misleading, incomplete, or deceptively unresponsive statement s in connection with a proposal shall be sufficient cause for rejection of the proposal. J. Sub-Contract and Assignment The Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County, subject to any required state or federal approval, is required before the Contractor may enter into subcontracts for any work contemplated under the Contract, or before the Contractor may assign the Contract or monies due or to become due, by operation of law or otherwise. K. Addenda No one is authorized to amend any of these documents in any respect by an oral statement or to make any representation or interpretation in conflict with their provisions. Any changes to these documents will be issued in writing via Addenda to be posted on BidSync/Periscope S2G website. 2407-819Contra Costa County BidSync8/22/2024 p. 18 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 8 L. Addenda Acknowledgement All addenda shall include an acknowledgement of receipt that must be returned. The addenda must be signed and attached to the final response. Failure to attach any addendum may result in the rejection of the response. See Attachment A. M. Non-Collusion By submitting a signed proposal, Offeror certifies that there has been no collusion with any other Offeror. Reasonable grounds for believing Offeror has an interest in more than one proposal will result in rejection of all proposals in which the Offeror has an interest. Any party to collusion may not be considered in future proposals for the same or similar work. See Exhibit D attached. 2407-819Contra Costa County BidSync8/22/2024 p. 19 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 9 Section III: Scope of Work The Contra Costa County Public Works Department is seeking to acquire new Bowe Fusion Cross Mail Inserter or approved equal for the PRINT AND MAIL SERVICES . A. Requirements: See specifications on the following pages (pages 10-12) Note: Manufacturers’ brand names and model numbers, when used, are for reference to indicate the character or quality desired. Equal items will be considered, provided your offer describes the item. Bidders for equal items must state the manufacturers brand and model number, or level of quality. The determination of the County as to what items are equal is final and conclusive. When manufacturer’s brands, model numbers or level of quality is not stated by bidder, the offer will be considered exactly as specified. 2407-819Contra Costa County BidSync8/22/2024 p. 20 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 10 Specifications Line # Item Description Details Brand Name Model Number Quantity Unit 1 Production Grade/High Speed Mail Inserter 22K Cycle Speed minimum Bowe or approved equal Fusion Cross or Approved Equal 1 LOT Envelope Formats: B6 + - B4/ #7 3/4 - flats Minimum Speed: 22K envelopes per hour Max Enclosure Thickness: 15 mm/0.59" Number of Channels: greater than 1 channel Max filing thickness: 15mm/0.59" Brand New or Refurbished: Brand New or Refurbished acceptable. Pricing Must Also Include: Freight, Assembly, Install, training and product warranty minimum (1) year from date of install or manufacturer's standard, whichever is greater Additional Requirement (separate line item): (3) year preventive maintenance package Miscellaneous Requirements: Must fit area approximately 30' 00" w x 19' 00" l, allowing for 2' clearance from walls and shelving. See below image in the following page 2407-819Contra Costa County BidSync8/22/2024 p. 21 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 11 2407-819Contra Costa County BidSync8/22/2024 p. 22 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 12 B. Bid Pricing Shall Reflect the Following Terms: 1. Currency: United States dollars and "whole cent," no cent fractions shall be used. There are no exceptions. 2. F.O.B. Point: Destination 3. Freight: Delivery to Concord, CA 94520. Prepaid 4. Taxes: Final Destination to Concord, CA 5. Notes: The prices quoted shall be the total cost the county will pay for this contract including sales, use, or other taxes, and all other charges.  No charge for delivery, drayage, express, parcel post packing, cartage, insurance, license fees, permits, costs of bonds, or for any other purpose, except taxes legally payable by the County, will be paid by the County unless expressly included and itemized in the bid.  Bidders are advised that in the evaluation of cost, if applicable, it will be assumed that the unit price quoted is correct in the case of a discrepancy between the unit price and an extension. 2407-819Contra Costa County BidSync8/22/2024 p. 23 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 13 Section IV: Evaluation and Selection Criteria A. Selection Process Each bid will be independently evaluated for completeness by staff and will be reviewed and scored based on the following criteria:  Total bid amount including tax, delivery, destination, and any other ancillary charges  Thoroughness of compliance with itemized bid specifications  Evaluation of alternate submittals of equal to or better products  Bidder qualifications  The selection will be made to the lowest responsive and responsible bidder who meets the requirements of these specifications, terms, and conditions herein  After evaluating all bid submittals, the lowest qualified bidder will be determined B. Tie Bids In the event that an identical price is received from two or more responsive and responsible bidders, the County may re-advertise for bids or the successful bidder may be determined by the casting of lots with the tie bidders in public at a date and time set by County’s Purchasing Manager. C. Protest In the event a dispute arises concerning the bid process prior to the award of the contract, the party wishing resolution of the dispute shall submit a request in writing to the Purchasing Services Manager in care of: Cindy Shehorn, Purchasing Services Manager Contra Costa County Public Works Department 40 Muir Road, 2nd Floor Martinez CA, 94553 D. Disposition of Bids 1. Upon bid opening, all documents submitted in response to this IFB becomes the property of the County, and will be regarded as public records under the California Public Records Act (Government Code Section 6250) and subject to review by the public. E. Local Preference: For supplies, materials or equipment in excess of $25,000 and solicited through a competitive bid process, the purchasing agent in evaluating the bid or price for such supplies, materials and/or equipment will determine if the lowest responsible vendor is a local vendor, as defined in this section and, if so, the contract will be awarded to the local vendor. If the low bid is not a l ocal vendor, any responsive local vendor who submitted a bid which 2407-819Contra Costa County BidSync8/22/2024 p. 24 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 14 was within seven (7) percent of the lowest responsive bid as determined by the purchasing agent will have the option of submitting a new bid within forty-eight (48) hours (not including weekends or holidays) of the County’s delivery of notification. Such new bids must be in an amount less than or equal to the lowest responsive bid as determined by the purchasing agent. If no new bids are received, the contract will be awarded to the original low bidder F. For the purpose of this procedure, a local vendor means any person or business which: a. Has its principal place of business located in Contra Costa County for at least six (6) months immediately prior to the issuance of the request for competiti ve bids by the purchasing agent, and b. Has a business license, if required, issued by Contra Costa County or located in Contra Costa County c. Any vendor claiming to be a local vendor as defined above must submit with its bid, a statement containing relevant information which demonstrates its status as a local vendor. d. Any person or business falsely claiming to be a local vendor under this section will be ineligible to conduct business with Contra Costa County for a period of not less than three (3) months, and not more than twenty-four (24) months as determined by the purchasing agent e. This section does not apply to contracts required by state or federal statues or regulations. Contracts funded in whole or in part by the Federal government are exempt from local preference. f. Ordinance Code reference: 1108-2.407 – Procedure – Local Bid Preference 2407-819Contra Costa County BidSync8/22/2024 p. 25 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 15 Section V: Billing and Invoicing A. Payment Terms Contractor shall submit a correct and complete invoice(s) to the County after the County accepted the deliverables. Payment terms are Net 30 days or best offer, after receipt of correct invoice. B. Bid Pricing Pricing offered by the bidder will be final and firm fix. C. Extension of Price In the case of error in the extension of process in the bid, the unit price will govern. In a lot bid, the lot price will govern. 2407-819Contra Costa County BidSync8/22/2024 p. 26 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 16 Exhibit A: Statement of Experience SECTION A____________________________________________________________________________ Business Name: _Bowe Systec Phone #: 408 313-8158 Address: 8480 Honeycutt Road, Suite 200 City: Raleigh State: NC ZIP: 27615 Federal Tax ID #: 45-3265698 Business License #: 3446612 Business Status: _____Non Profit Corporation ____X Corporation State of Incorporation: Delaware _____General Partnership _____Limited Partnership _____Sole Proprietorship Other: __________________________ Name and title of an Officer or owner authorized to sign this proposal and any contract with the County that may result. Name: Mike Swift Title: Chief Executive Officer SECTION B____________________________________________________________________________ Number of years in business under present business name: 14 Other Business Name(s): Bowe Group Number of years under prior name if any: 40 2407-819Contra Costa County BidSync8/22/2024 p. 27 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 17 SECTION C____________________________________________________________________________ Number of years of experience in providing required, equivalent, or related projects: 45 SECTION D____________________________________________________________________________ Similar services/projects completed during the last five years? Period Services $ Amount Paid Location Agency Name 1 - 2023 Install Inserter NDA West Sacramento, CA AT&T 2 - 2024 Install Inserters NDA Newtown, PA Print Mail 3 - ___2020 Install Inserters NDA Monterey Park, CA So Cal Gas 4 - __________________________________________________________________________________ 5 - __________________________________________________________________________________ SECTION E____________________________________________________________________________ Have you, or your agency failed or refused to complete a contract? _____ YES ___X___ No If yes, explain: _________________________________________________________________________ _____________________________________________________________________________________ SECTION F____________________________________________________________________________ Is your firm authorized to do business in the State of California? _X____Yes ________No SECTION G____________________________________________________________________________ Is your firm a State of California registered small business? ______Yes ___X___No 2407-819Contra Costa County BidSync8/22/2024 p. 28 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 18 SECTION H____________________________________________________________________________ Is your firm local Business? ______Yes ___X___No SECTION I_____________________________________________________________________________ Explain any litigation similar to the services requested by this proposal involving you, or your agency, or any principal officer(s) thereof: _____N/A________________________________________________________________________________ _____________________________________________________________________________________ _____________________________________________________________________________________ SECTION J___________________________________________________________________________ Has your company filed any written declaration for bankruptcy protection, a potential merger or acquisition, office closure, pending lawsuits, financial loss that might affect your ability to perform under the contrac t? _________ Yes ____X_____ No (if yes, please explain): _____________________ _______________________________________________________________________________ _______________________________________________________________________________ ___________________________________________________________________________________ __________________________________________________________________________________ SECTION K____________________________________________________________________________ License Provisions Has your company changed names or license numbers in the past 10 years? If so, please state reason for change. Yes_____ No___X__ Reason ________________________________ _____________________________________________________________________ 2407-819Contra Costa County BidSync8/22/2024 p. 29 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 19 SECTION L____________________________________________________________________________ List the names and titles of the key personnel who would be assigned to the Project. Name Classification Chris Collier National Account Executive Greg Padowitz Technical Sales Support Tim Dunskis VP Sales North America ___________________________________ _____________________________________________ SECTION M____________________________________________________________________________ List all required business and professional licenses that pertain to this Project: License Number Type Expiration Date 3446612 California Business License 2027 _____________________________________________________________________________________ _____________________________________________________________________________________ SECTION N____________________________________________________________________________ Do you and your agency agree to provide additional information as required by the County to make an informed determination of qualifications? ____X__ Yes _____ No By signing this Statement of Experience, you are certifying that all information provided on this form and contained within your proposal are true, and you acknowledge that if the proposal contains any false statements, the County may declare any contract or agreement made as a result of the proposal to be void. Signature: Provided in separate PDF with signatures Date: ___________ Authorized Name: ____________________________________Title: _____________________________ 2407-819Contra Costa County BidSync8/22/2024 p. 30 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 20 Exhibit B: Bid Price An excel version of this spreadsheet is available as a separate file “IFB 2407-819 – Mail Inserter – Exhibit B” Brand New Refurbished Line # Item Description Details Brand Name Model Number Remarks Qu an tit y Unit Unit Cost Extended Cost Unit Cost Extended Cost Remarks or alternate is being provided provide information 1 Production Grade/High Speed Mail Inserter 22K Cycle Speed minimum Bowe or approved equal Fusion Cross or Approved Equal pricing must include freight, assembly, install, training. Refer to specifications for details. At least (1) year warranty effective from time of install. 1 LOT $1,230,664 $1,230,664 664,2 31 $664,231 Warranty: Includes non-consumable replacement parts- Year 1 only 2 3 years preventive maintenance refer to specifications Warranty & maintenance included for year 1 in purchase price 3 years $52,542 $157,626 $52,5 42 $157,626 Please see Excel spreadsheet for detail on coverage Note: If an alternate/approved equivalent is provided, please provide detailed technical specification sheet Merchandi se Total: $1,388,290 $807,857 - sales tax @ 9.75% $135,358. 275 - $78,766.0 58 - Overall Total $1,523,648 .275 - $886,623 .058 - 2407-819Contra Costa County BidSync8/22/2024 p. 31 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 21 Additional Information Required for this Quote 1 Standard Manufacturing Lead Time 4 to 6 months 2 Estimated Shipping Lead Time 2 weeks 3 Manufacturing Location Augsburg Germany – New New Jersey = Refurbished 4 Fulfillment/Shipping Location Augsbury Germany – New New Jersey - Refurbished 2407-819Contra Costa County BidSync8/22/2024 p. 32 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 22 2407-819Contra Costa County BidSync8/22/2024 p. 33 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 23 I have read, understood, and agreed to the terms and conditions of all contents of this RFP. The undersigned agrees to furnish the service stipulated in the IFB as stated. Signature:___________________________ Name: Mike Swift Company: Bowe Systec Address: 8480 Honeycutt Road, Suite 200, Raleigh, NC 27615 Telephone: 847 274-3960 Date: 8/8/2024 Email: mike.swift@bowe.com 2407-819Contra Costa County BidSync8/22/2024 p. 34 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 24 Exhibit C: Customer References : Customer AT&T Contact Person: Pam Little Address: 3900 Channel Drive Tel. Number: City, State, Zip: West Sacramento, CA, 95691 Email Address: pp1394@att.com Services Provided / Date(s) of Service: Installed and serviced mail inserters 2003 to present Customer: Sempra Energy Contact Person: Richard Joseph Address: 1801 S. Atlantic Blvd Tel. Number: 323 265-5230 City, State, Zip: Monterey Park, CA, 91754 Email Address: rjoseph@socalgas.com Services Provided / Date(s) of Service: Installed and serviced mail inserters – 2004 to present Customer: Print Mail Contact Person: Gretchen Renaud Address: 23 Friends Lane Tel. Number: City, State, Zip: Newtown, PA, 18940 Email Address: Gretchen.renaud@printmailsolutions.com Services Provided / Date(s) of Service: Installed and serviced mail inserters 2023 to present Firm Name: Bowe Systec Authorized Name: Mike Swift Title: Chief Executive Officer 2407-819Contra Costa County BidSync8/22/2024 p. 35 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 25 Authorized Signature: ____________________________ Date: __________________ Exhibit D: Anti-Collusion Statement By signing this form, the Bidder agrees that this quote is made without any other understanding, agreement, or connection with any person, corporation, or firm submitting a quote for the same purpose and that the quote is in all respects fair and without collusion or fraud, IT IS AGREED BY THE UNDERSIGNED BIDDER, THAT THE SIGNING AND DELIVERY OF THE QUOTE REPRESENTS THE BIDDER'S ACCEPTANCE OF THE TERMS AND CONDITIONS OF THE FORGOING SPECIFICATIONS AND PROVISIONS, AND IF AWARDED, THIS CONTRACT WILL REPRESENT THE AGREEMENT BETWEEN THE BIDDER AND THE COUNTY. NAME OF FIRM: Bowe Systec [Sign in ink in the space provided below] SIGNED BY: Mike Swift TITLE: Chief Executive Officer ADDRESS: 8480 Honeycutt Road, Suite 200 CITY & STATE: Raleigh, NC 27615 TELEPHONE: 847 274-3960 2407-819Contra Costa County BidSync8/22/2024 p. 36 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 26 Exhibit E: CCC Business Opportunities Registration Submitted 8-9-2024 Place Holder See Attached 2407-819Contra Costa County BidSync8/22/2024 p. 37 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 27 Attachment A: Addenda Acknowledgement TO BE RETURNED WITH REQUEST FOR BID RFP No.: 2407-819 Title: Bowe Systec Fusion High-Speed Inserter or Equivalent ADDENDUM ACKNOWLEDGEMENT (Please initial for addendums received) Addendum #1: CC Addendum #3: CC Addendum #2: CC Addendum #4: _____________________ Company Name: Bowe Systec Contact Name: Chris Collier Email Address: chris.collier@bowe.com Phone No.: 408 313-8158 Address: 8480 Honeycutt Road, Suite 200, Raleigh, NC 27615 Authorized Signature: ___________________________________________ Date: 8-9-2024 2407-819Contra Costa County BidSync8/22/2024 p. 38 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 28 Attachment B: CCC General Conditions Reviewed 8-9-2024 Place Holder See Attached 2407-819Contra Costa County BidSync8/22/2024 p. 39 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 29 2407-819Contra Costa County BidSync8/22/2024 p. 40 BOWE FUSION CROSS MAIL INSERTER or APPROVED EQUAL IFB #: 2407-819 Page 30 2407-819Contra Costa County BidSync8/22/2024 p. 41 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3027 Name: Status:Type:Consent Item Passed File created:In control:9/5/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Ricoh USA Inc. in the amount of $16,500 for the MarcomCentral Brand Portal Custom Annual Subscription, effective October 1, 2024 through September 30, 2025, for digital asset management, Countywide. (100% User Departments) Attachments:1. MarcomCentral_BOT_SOW_CCC_080724 DV, 2. rQuote_34511002_Quote Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE a Purchase Order with Ricoh USA Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Public Works Director, a purchase order with Ricoh USA Inc. in the amount of $16,500 for the MarcomCentral Brand Portal Custom Annual Subscription, effective October 1, 2024 through September 30, 2025, for digital asset management, Countywide. FISCAL IMPACT: The cost of the subscription is initially charged to the General Fund but recovered through charges to the County Departments. (100% User Departments) BACKGROUND: Ricoh USA Inc. is an information management and digital services company offering products focused on innovating digital workplaces and customer interaction. Their vendor-hosted web-to-print system MarcomCentral is an automated system that Print & Mail Services has continuously utilized for generating print orders for county departments. This site provides a one-stop shop for county personnel to order required forms and templated stationary items. The terms and conditions include limitation of liability language. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3027,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, Print & Mail Services’ ordering process will lose its streamlined efficiency, resulting in a significant rise in the turnaround time for print orders, reduced efficiency for print staff, and a potential increase in customer dissatisfaction. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ V4.6 Ricoh USA, Inc.| Block of Time | Proprietary & Confidential Information 1 -- Statement of Work Created for Contra Costa County MarcomCentral Block of Time Services Dana Vymazal August 7th, 2024 V4.6 Ricoh USA, Inc.| Block of Time | Proprietary & Confidential Information 2 Proprietary & Confidential Information The enclosed materials are proprietary to Ricoh USA, Inc. (“Ricoh”), and Ricoh reserves all right, title, and interest in and to such materials. The terms, conditions, and information set forth herein are confidential to Ricoh and may not be disclosed in any manner to any person other than the addressee, together with its officers, employees, and agents who are directly responsible for evaluating the contents of these materials for the limited purpose intended. These materials may not be used in any manner other than for such limited purpose. Any unauthorized disclosure, use, reproduction, or transmission is expressly prohibited without the prior written consent of Ricoh. © 2024 Ricoh USA, Inc. all rights reserved. V4.6 Ricoh USA, Inc.| Block of Time | Introduction 3 Introduction Ricoh USA, Inc. (“Ricoh”) has prepared the following Statement of Work (“SOW”) to detail services for the Block of Time project (the “Project”) at Contra Costa County (“Customer”). Any necessary or requested changes to the scope of the Block of Time will be handled through the change control procedures outlined in this SOW. Ricoh has outlined the Project scope and costs for the Project. The service costs outlined in this document are based on Ricoh’s experience and preliminary information received from Customer. Services Scope Services Included Time applied toward the block hours includes: all telephone and email conversations, preparation time, and any agreed upon documentation to perform and support the following support services in MarcomCentral: • Portal Evaluation Review and Summary document • Access credentials for the client's portal in the New UI • Project Consulting/Calls • Branding and Design Consultation • Data Migration Consultation Services Excluded This project does not cover the following functions or deliverables: 1. Network sizing, capacity analysis, and performance considerations. 2. Advanced, automated workflow unless documented above. 3. Pricing analysis or recommendations. If this service is needed, please engage with your Ricoh sales representative to engage our business analyst team who does provide these services on a billable basis. 4. Graphic Design or video production services. 5. Branding and template updates 6. Extensive client-specific testing [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] V4.6 Ricoh USA, Inc.| Block of Time | Completion Criteria 4 Completion Criteria Acceptance Criteria At the end of each service delivery, either a Professional Services Service Order or a Solutions Delivery and Acceptance (SD&A) form (if services are rendered under a Statement of Work) will be delivered to the Customer with the service description and the amount of time defined. Customer will sign this form to acknowledge and accept service delivery. Change Control Any changes to the scope or terms of this Statement of Work must be documented and approved by both parties through the use of a Change Order. The following list provides a detailed process to follow if changes to components within the scope of this SOW are required. • A Change Order (CO) will be the vehicle for communicating change. The CO must describe the change, the reason for the change, and the effect the change will have on the project. • The designated Project Manager of the requesting party will review the proposed change and determine whether to submit the request to the other party. • A written Change Authorization must be signed by both parties to authorize the implementation of the investigated changes. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] V4.6 Ricoh USA, Inc.| Block of Time | MarcomCentral Engagement Model 5 MarcomCentral Engagement Model While all requests are handled by our experts, knowing the type of request helps to route them as efficiently as possible. Which Request Type to Use • Product Support Requests • Ask a Question - Do not see what you are looking for, or need to ask how to do something? Select this option and we will help you out. • Unexpected Functionality - Tell us about the issue you are experiencing. Maybe it's a bug or maybe it's a configuration issue; Let us know and we will figure it out. • Suggest an Idea - Have a great idea? That enhancement might be exactly what we are looking for...Tell us what you're thinking! • Professional Services Requests • Request a New Template or Template Update - Need an update to an existing or a new Template built? This option allows you to submit a request for more than one new build or update. Fill out one form to save time and you're on your way. • Request Portal Branding Help - Have a complete rebrand or just need to freshen up the look? We've got you covered! Use this form to submit an update or full Portal branding or request. • Request a MarcomGather Account - Interested in a MarcomGather account if you don't already have one? Ask for one here and we'd be happy to set you up with one! • Request Custom Training - Looking for some training on your specific portal instance? This training is more geared towards your portal needs, your custom workflows, your custom templates, etc. We will work with you to gather what you are looking to be trained on and create a custom training program for your specific needs. We can assist with general administrative tasks you manage all the way to training you on your custom product builds. • Request New Static Products - Need some static products added to your portal? Send them over in this form. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] V4.6 Ricoh USA, Inc.| Block of Time | MarcomCentral Engagement Model 6 How to Submit a Request • Login to Service Desk. Access can be done 2 ways: • Login directly using credentials provided to you by MarcomCentral at the start of your implementation. • Use the Contact Support link on the "Help" menu located inside the MCP Admin Tool. • Select the respective request type. The example below shows requesting assistance to build a new Customizable template product. V4.6 Ricoh USA, Inc.| Block of Time | MarcomCentral Engagement Model 7 • Fill out the form. • At the bottom of the form, Click the "Send" button to generate the request. • You will receive an email confirmation with a link to view the request for future tracking and communication. V4.6 Ricoh USA, Inc.| Block of Time | User Acceptance Testing 8 • A Consultant will be assigned and will respond within one (1) business day or less depending on severity of issue or request submitted. • If Customer submits requests via other methods (i.e. email or phone), the Consultant will open a case on the Customer behalf in the supplied web support portal and will deduct the minimum thirty (30) minute from the Customer BOT for providing those administrative services. • If Customer does need break/fix support, and requests that Ricoh act as a liaison, the Consultant will open a support case on the Customer’s behalf and follow up on the ticket through to resolution, deducting time from the Customer BOT for providing those services. • MCP break/fix support is included and provided through MCP’s maintenance support contract. If additional BOT services are required, a Consultant will work with the Ricoh Sales representative in providing the Customer with a new BOT agreement, based on need. If travel is requested by Customer, a signed billable Change Order will be required prior to a Consultant scheduling travel, with a minimum lead time of fifteen (15) business days, pending Customer and Consultant availability. If on-site travel is opted and paid for on Change Order basis, while we attempt to dedicate all our time to the Customer while on- site, we may have to take internal or external calls during our visit. We will make every attempt to notify the customer of these potential conflicts in advance. User Acceptance Testing User Acceptance Testing is the primary responsibility of the Customer. To achieve this, the Customer will test the solution in a real-life environment for the period of up to one (1) week. Ricoh will provide support to the Customer during the UAT period. The following additional terms and conditions shall govern the MarcomCentral Services performed pursuant to this SOW: https://marcom.com/legal/terms-and-conditions-dm/ If included in this SOW, the following additional terms and conditions shall govern customer’s access to and use of MarcomGather® software: https://marcom.com/legal/eula/ [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] V4.6 Ricoh USA, Inc.| Block of Time | Block of Time Price 9 Block of Time Price The total services price for this engagement shall be $2,500.00 and does not include any hardware, software, or sales tax. The purchase or lease of any hardware or software is independent from this Statement of Work and therefore not contingent on Customer’s acceptance of these services performed. Customer Name: Contra Costa County Project Name: MarcomCentral Support Block of Time Deliverable Description: MarcomCentral Services Block Size: 10 hours Price /hr: $250.00 Total Services: $2,500.00 NOTES: • All Services must be prepaid with Statement of Work signing and execution. • All hours must be used within one (1) year of execution date of this contract. • All hours are for standard working hours only (Monday through Friday 8:00 am through 6:00pm EST). Off hours, weekend, holiday, etc. are not included. Once the block of time has been depleted, additional time can be purchased at a rate of $250.00 per hour. • Services must be scheduled forty-eight (48) hours in advance. • Support will be charged at fifteen (15) minute increments. • This estimate does not include taxes or miscellaneous expenses. Payment Schedule Block hours will be pre-paid. Services amount described above will be payable upon execution of this Statement of Work. Customer shall pay all amounts payable to Ricoh hereunder within ninety (90) days of the date of the invoice submitted by Ricoh or per Customer’s Master Agreement. If Ricoh undertakes collection or enforcement efforts, Customer shall be liable for all costs thereof, including, without limitation, reasonable attorneys’ fees and late charges. Ricoh may suspend or terminate Services for non-payment. Customer shall be responsible for payment of any applicable taxes arising in connection with the transactions contemplated hereby (other than with respect to the income of Ricoh). Budget Notes • All costs are exclusive of applicable taxes. • This cost is valid for a period of thirty (30) calendar days from the cover date; after this date it may be revised. V4.6 Ricoh USA, Inc.| Block of Time | Terms & Conditions: 10 Terms & Conditions: The performance of the Services described in this SOW by Ricoh for Customer is subject to and shall be governed solely by the following terms and conditions: 1. On-Site Security; Insurance. While on Customer’s premises, Ricoh will comply with Customer’s reasonable workplace safety and physical security processes and procedures provided by Customer in writing prior to performance of the Services. Each party certifies that it maintains reasonable amounts of general liability, auto and personal property insurance, and workers’ compensation insurance in the amount required by law, and that such insurance will remain in effect during the term of this SOW. Upon request, each party agrees to deliver the other evidence of such insurance coverage. 2. Term; Termination. Upon signature by both parties, this SOW shall become effective on the Effective Date and shall continue in effect for the shorter of the period necessary to complete the Services or one year, unless terminated earlier as specified in this Section (the “Term”). Either party shall have the right to terminate this SOW for cause in the event of a material breach by the other party, unless such breach is cured within thirty (30) days of receipt of written notice of such breach. Either party may terminate this SOW immediately for cause upon the commencement of any voluntary or involuntary bankruptcy or insolvency proceeding by or against either party. Ricoh may cancel this SOW, for convenience without cause, upon sixty (60) days prior written notice to Customer. In addition to its other legal remedies, Ricoh may suspend the performance of the Services, stop delivery of products and/or terminate this SOW for any non-payment on Customer’s accounts that continues for more than ten (10) days following the due date. In the event a SOW is terminated by Customer without cause or terminated by Ricoh for cause, Customer agrees to pay Ricoh the Fees, materials and reimbursable expenses for all non-defective Services that Ricoh provides through the date of termination. In the event a SOW is cancelled by Ricoh without cause or terminated by Customer for cause, with respect to Services for which Customer has prepaid and which Ricoh has not yet fully provided to Customer, Ricoh will provide Customer with a prorated refund. The obligations of the parties under this SOW that by their nature would continue beyond expiration, termination or cancellation of this SOW shall survive any such expiration, termination or cancellation. 3. Limited Warranty for Services; Limitation of Liability. Ricoh warrants that it will perform the Services (i) in a good and workmanlike fashion, (ii) using reasonable care and skill, and (iii) according to the description contained in this SOW. Customer must report any defects in the Services in writing within thirty (30) days of performance of such Services in order to receive warranty remedies. Ricoh’s entire liability, and Customer’s exclusive remedy for any breach of this limited warranty shall be Ricoh’s reasonable effort to perform corrective work or, if the Services still cannot be completed after commercially reasonable efforts to do so, a refund to Customer of a prorated amount of the Fees and charges attributable to the defective Services, as determine in Ricoh’s reasonable discretion. Except as provided above, THE SERVICES, WORK AND DELIVERABLES ARE PROVIDED "AS IS.” EXCEPT FOR THE LIMITED WARRANTY SET FORTH ABOVE, RICOH DISCLAIMS ALL WARRANTIES EXPRESS OR IMPLIED, INCLUDING ANY WARRANTIES OF UTILITY, MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT, OR ANY WARRANTY ARISING BY STATUTE, OPERATION OF LAW, COURSE OF V4.6 Ricoh USA, Inc.| Block of Time | Terms & Conditions: 11 DEALING OR PERFORMANCE, OR USAGE OF TRADE. FURTHERMORE, RICOH DOES NOT WARRANT THAT ALL DEFECTS WILL BE CORRECTED, OR THAT ANY SERVICES, PRODUCTS OR PROGRAMS SUPPLIED, INSTALLED OR CONFIGURED BY US WILL OPERATE ON AN UNINTERRUPTED OR ERROR FREE BASIS, OR SHALL FUNCTION OR OPERATE IN CONJUNCTION WITH ANY OTHER PRODUCT OR SYSTEM. IN NO EVENT SHALL RICOH BE LIABLE TO CUSTOMER FOR ANY INDIRECT, SPECIAL OR CONSEQUENTIAL DAMAGES OR LOST PROFITS ARISING OUT OF OR RELATED TO THE SERVICES, THIS SOW OR THE PERFORMANCE OR BREACH HEREOF, EVEN IF RICOH HAS BEEN ADVISED OF THE POSSIBILITY THEREOF. RICOH'S LIABILITY TO CUSTOMER HEREUNDER, IF ANY, SHALL IN NO EVENT EXCEED THE TOTAL OF THE FEES PAID TO RICOH HEREUNDER BY CUSTOMER. IN NO EVENT SHALL RICOH BE LIABLE TO CUSTOMER FOR ANY DAMAGES RESULTING FROM OR RELATED TO ANY FAILURE OF ANY SOFTWARE, INCLUDING, BUT NOT LIMITED TO, LOSS OF DATA OR DELAY OF DELIVERY OF SERVICES UNDER THIS SOW. RICOH ASSUMES NO OBLIGATION TO PROVIDE OR INSTALL ANY ANTI-VIRUS OR SIMILAR SOFTWARE, AND THE SCOPE OF SERVICES CONTEMPLATED HEREBY DOES NOT INCLUDE ANY SUCH SERVICES. 4. IP Matters; Software Licenses; Export Compliance. a. Ownership of IP Rights. Neither party shall acquire any right, title or interest in or to the other party's intellectual property (“IP”) rights including their copyrights, patents, trade secrets, trademarks, service marks, trade names or product names. Subject to payment of all relevant Fees and charges, Ricoh hereby grants Customer a worldwide, perpetual, nonexclusive, non-transferable, royalty-free (other than payments identified in this SOW or other transaction documents) license for its internal business purposes only to use, execute, display, perform and distribute (within Customer’s organization only) anything developed by Ricoh for Customer in connection with the Services (“Contract Property”). Ricoh shall retain all ownership rights to the Contract Property. For purposes of clarity this SOW and the foregoing license relates to the professional services only, and software programs shall not be deemed to be deliverables or “Services”. All licensing for Ricoh or third party software shall be as provided in subsection (b), below. b. Software Licenses. All Ricoh and/or third party software provided by Ricoh as part of or in connection with the Services is licensed, not sold, and is subject to both the server, seat, quantity or other usage restrictions set forth the relevant transaction documentation, and to the terms of the respective End User License Agreements, with which Customer agrees to comply. If such software is manufactured by a party other than Ricoh, then Customer acknowledges that Ricoh is not the manufacturer or copyright owner of such third party software and that Ricoh makes no representations and provides no warranties with respect thereto. Ricoh shall make available to Customer any warranties made to Ricoh by the manufacturer of the software and/or products utilized by Ricoh in connection with the Services hereunder, to the extent transferable and without recourse. c. Export Compliance. Customer shall indemnify, defend and hold harmless Ricoh and its representatives and affiliates from and against any fine, penalty, claim, suit, demand, liability, cause of action, damage or cost (including reasonable attorneys’ fees) for any actual or alleged violation of any law or regulation relating to export and re-export control (collectively, “Export Laws”) arising from Customer’s use of the Services and/or any software or web-based solution provided or contemplated under this SOW. Notwithstanding any other provision of this Agreement, Customer shall at all times V4.6 Ricoh USA, Inc.| Block of Time | Terms & Conditions: 12 remain solely responsible for complying with all applicable Export Laws and for obtaining any applicable authorization or license under the Export Laws. Customer acknowledges and agrees that Ricoh may from time to time, in its sole discretion, engage non-U.S. subcontractors to perform any portion of the Services on Ricoh’s behalf. Customer represents and warrants to Ricoh that it, its employees and agents shall not provide Ricoh with or otherwise use in connection with the Services any document, technology, software or item for which any authorization or license is required under any Export Law. Without intending to create any limitation relating to the survival of any other provisions of this SOW, Ricoh and Customer agree that the terms of this paragraph shall survive the expiration or earlier termination of this SOW. Each party shall promptly notify the other in the event of the threat or initiation of any claim, demand, action or proceeding to which the indemnification obligations set forth in this Section may apply. 5. Confidentiality and Non-Solicitation. a. Confidentiality. Except for purposes of this SOW, Ricoh shall not use or disclose any proprietary or confidential Customer data derived from the Services hereunder; provided, however, that Ricoh may use general statistics relating to the Service engagement so long as it does not disclose the identity of Customer or make any reference to any information from which the identity of Customer may be reasonably ascertained. Notwithstanding the foregoing, the parties acknowledge and agree that Ricoh shall have no obligation to remove, delete, preserve, maintain or otherwise safeguard any information, images or content retained by, in or on any item of equipment serviced by Ricoh, whether through a digital storage device, hard drive or similar electronic medium (“Data Management Services”). If desired, Customer may engage Ricoh to perform such Data Management Services at its then-current rates. Notwithstanding anything in this SOW to the contrary, in the event that Customer engages Ricoh to perform any Data Management Services that relate to the security or accessibility of information stored in or recoverable from any devices provided or serviced by Ricoh, including but not limited to any hard drive removal, cleansing or formatting services of any kind, Customer expressly acknowledges and agrees that (i) it is aware of the security alternatives available to it, (ii) it has assessed such alternatives and exercised its own independent judgment in selecting the Data Management Services and determined that such Data Management Services are appropriate for its needs and compliance, (iii) Ricoh does not provide legal advice with respect to information security or represent or warrant that its Data Management Services or products are appropriate for Customer’s needs or that such Data Management Services will guarantee or ensure compliance with any law, regulation, policy, obligation or requirement that may apply to or affect Customer’s business, information retention strategies and standards, or information security requirements. Additionally, Customer expressly acknowledges and agrees that, (a) Customer is responsible for ensuring its own compliance with legal requirements pertaining to data retention and protection, (b) it is the Customer’s sole responsibility to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the Customer’s business or data retention, and any actions required to comply with such laws, and (c) the selection, use and design of any Data Management Services, and any and all decisions arising with respect to the deletion or storage of any data, as well as any loss, or presence, of data resulting therefrom, shall be the sole responsibility of Customer, and Customer shall indemnify and hold harmless Ricoh and its subsidiaries, directors, officers, employees and agents from and against any and all costs, expenses, V4.6 Ricoh USA, Inc.| Block of Time | Terms & Conditions: 13 liabilities, claims, damages, losses, judgments or fees (including reasonable attorneys’ fees) arising therefrom or related thereto. b. Non-Solicitation. Customer agrees that during the term of the Services and for a period of one (1) year after termination thereof, it shall not directly or indirectly solicit, hire or otherwise retain as an employee or independent contractor any employee of Ricoh that is or was involved with or part of the Services. 6. General. This SOW represents the entire agreement between the parties relating to the subject matter hereof and supersedes all prior understandings, writings, proposals, representations or communications, oral or written, of either party. Only a Change Order in writing executed by authorized representatives of both parties may amend this SOW. Any purchase order, service order or other Customer ordering document will not modify or affect this SOW, nor have any other legal effect. All equipment is purchased or leased by Customer pursuant to a separate agreement and are separate and independent obligations of Customer governed solely by the terms set forth in such separate agreement. This SOW may not be transferred or assigned by Customer without the prior written consent of Ricoh. This SOW shall be interpreted in accordance with the substantive laws of the Commonwealth of Pennsylvania, without regard to principles of conflicts of law. The relationship of the parties is that of independent contractors. Ricoh shall not be responsible for and shall be excused from performance, or have reasonable additional periods of time to perform its obligations, where it is delayed or prevented from performing any of its obligations for reasons beyond Ricoh’s reasonable control, including, without limitation, acts of God, natural disasters, labor disputes, strikes or unavailability of services, personnel or materials. The parties hereby acknowledge that this SOW may be executed by electronic means through the affixation of a digital signature, or through other such similar electronic means, and any such electronic signature by either party constitutes a signature, acceptance, and agreement as if such had been actually signed in writing by the applicable party. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK] V4.6 Ricoh USA, Inc.| Block of Time | Terms & Conditions: 14 This SOW shall be effective as of the date of execution by both Ricoh and Customer. Scheduling of resources and Project duration estimates can only be provided after this SOW has been signed by both parties. By signing below, the undersigned represent that they are duly authorized to enter into this SOW on behalf of their respective entities. RICOH PRELIMINARY REVIEW Preliminary Review Signature - Approval (Branch Management – SrMoD) Name and Title Date CUSTOMER ACCEPTANCE Authorized Signature Name and Title Date RICOH ACCEPTANCE Authorized Signature (MI, SrMoD, MVP or Higher) Name and Title Date PLEASE PRINT THE NAME AND TITLE OF THE SIGNER IN THE APPROPRIATE SIGNATURE BLOCK. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3028 Name: Status:Type:Consent Item Passed File created:In control:9/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with American Chiller Service, Inc., effective December 20, 2023, to increase the hourly rates and extend the term through October 31, 2025, with no change to the payment limit, for on-call maintenance and repairs of heating, ventilation, and air conditioning (HVAC) systems at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 4 with American Chiller Service, Inc., a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with American Chiller Service,Inc.,effective December 20,2023,to increase the hourly rates and extend the term through October 31,2025,with no change to the payment limit,for on-call maintenance and repairs of heating, ventilation, and air conditioning (HVAC) systems at various County sites and facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (No fiscal impact) BACKGROUND: The Public Works Department,Facilities Services is responsible for the maintenance and repair of all County buildings and facilities.Based on current Facilities Services staffing,HVAC repairs are sublet to outside vendors to meet emergencies or unanticipated maintenance service requests.American Chiller Service,Inc., also specializes in chiller maintenance and repairs. Government Code Section 25358 authorizes the County to contract for the maintenance and upkeep of County facilities. Originally bid on BidSync #2006-412,American Chiller Service,Inc.,was one of three lowest,responsive,and responsible vendors awarded for this type of work.The Public Works Department originally awarded a three (3)year contract,and the total contract amount awarded was $2,000,000 with the term November 1,2020CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3028,Version:1 (3)year contract,and the total contract amount awarded was $2,000,000 with the term November 1,2020 through October 31,2023.Amendment No.1,effective January 1,2022,and Amendment No.2,effective November 29,2022,increased hourly rates according to the terms of the contract.Amendment No.3,effective February 28, 2023, extended the contract term through October 31, 2024. Facilities Services is requesting Amendment No.4 with American Chiller Service,Inc.to be approved, increasing the hourly rates and extending the term from October 31,2024,to October 31,2025,for on-call maintenance and repairs of HVAC systems. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of this Contract Amendment No.4,maintenance and repairs of County HVAC systems with American Chiller Service, Inc. will discontinue, and future projects will not be completed. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3029 Name: Status:Type:Consent Item Passed File created:In control:8/26/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Kava Massih Architects, to extend the term through October 7, 2025 to provide as- needed architectural services for ongoing projects, with no change to the payment limit, Concord and Martinez areas. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 3 to Consulting Services Agreement with Kava Massih Architects ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works director, or designee, to execute a contract amendment with Kava Massih Architects to extend the term through October 7, 2025 with no change to the payment limit, to provide as-needed architectural services for three designated ongoing projects, Concord and Martinez area . FISCAL IMPACT: No fiscal impact. BACKGROUND: On October 8, 2019, the Board of Supervisors approved an on-call Consulting Services Agreement with Kava Massih Architects in the amount of $750,000. On April 27, 2021,the Board of Supervisors approved Amendment No. 1 to increase the payment limit by $750,000 to a new payment limit of $1,500,000, and to extend the term 1 year. On July 11, 2023, the Board of Supervisors approved Amendment No. 2 to extend the term 1 year, and to amend the billing rates. Amendment No. 3 is necessary to allow for completion of architectural services through project completion for three ongoing construction projects at the Contra Costa Regional Medical Center (CCRMC), Martinez: the Lab Automation at CCRMC Project, the Generator for Public Health Modular at CCRMC Project, and the Provide Modular Trailer at 20 Allen Street in Concord. The first project has experienced delays due to the complexity of the project and the need to keep the clinical lab fully functional during the course of construction. The CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3029,Version:1 second project has experienced delays due to supply chain issues affecting the availability of backup generators and the third project also needs additional time to complete. Kava has been providing all architectural services for these projects to date, and additional architectural services are needed to complete the projects. Amendment No. 3 is a project-specific amendment which will only extend the contract term for the completion of these three projects. Kava will continue to provide architectural services such as programming, design, and construction administration. Kava is familiar with these active projects. Therefore, it is recommended that the contract amendment be authorized at this time. CONSEQUENCE OF NEGATIVE ACTION: Kava architect Jerry Mastora is the architect of record for the two ongoing projects. Without Board of Supervisors approval, a replacement firm would need to be engaged for these ongoing projects to be completed. A construction delay and associated increased costs would likely result. In addition, the County would lose single-point responsibility for architectural services performed on the projects, potentially exposing the projects to increased risk of coordination defects or gaps in service. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3030 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease with General Truck Drivers, Warehousemen, Helpers and Automotive Employees of Contra Costa County – Local 315 for 70 parking spaces at 2727 Alhambra Avenue, Martinez, for a one-year term beginning October 1, 2024, with three one-year renewal options and monthly rent equal to $4,682 in the first year, with annual increases thereafter, as requested by the Health Services Department. (100% Hospital Enterprise Fund) Attachments:1. 2727 Alhambra Ave Parking Lot - Final Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Lease of 70 parking spaces at 2727 Alhambra Avenue, Martinez. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a lease with General Truck Drivers,Warehousemen,Helpers,and Automotive Employees of Contra Costa County -Local 315 for 70 parking spaces at 2727 Alhambra Avenue,Martinez,as requested by the Health Services Department,for a one- year term beginning October 1,2024,with three one-year options to renew.Monthly rent is $4,682 in the first year with annual increases thereafter if the County exercises the options to renew the lease. AUTHORIZE the Public Works Director, or designee, to exercise the renewal options. FISCAL IMPACT: 100% Health Services - Hospital Enterprise BACKGROUND: To alleviate some of the parking pressures at the Contra Costa Regional Medical Center (CCRMC)at 2500 Alhambra Avenue,the County has leased spaces in the parking lot across the street at 2727 Alhambra Avenue since 1993,with the exception of 2023 and most of 2024.The County finds it is still in dire need of extra parking for patients and staff at CCRMC. CONSEQUENCE OF NEGATIVE ACTION: The County would not be able to meet the parking needs of the community at CCRMC. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 1 powered by Legistar™ 1 LEASE Contra Costa County Health Services Department Parking Lot 2727 Alhambra Avenue Martinez, California This lease agreement (“Lease”) is dated as of September 10, 2024, and is between GENERAL TRUCK DRIVERS, WAREHOUSEMEN, HELPERS AND AUTOMOTIVE EMPLOYEES OF CONTRA COSTA COUNTY – LOCAL 315 (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (“County”). Recitals A. Lessor is the owner of the real property located at 2727 Alhambra Avenue, Martinez, California, which has been improved with a building and an outdoor, unlocked parking lot (the “Parking Lot”). B. Lessor desires to lease to County and County desires to lease from Lessor 70 parking spaces in the Parking Lot (the “Premises”). The parties therefore agree as follows: Agreement 1. Lease of Premises. For and in consideration of the rents, Lessor hereby leases to County and County hereby leases from Lessor, the Premises. The location of the Premises within the Parking Lot is shown in Exhibit A – Parking Lot. The County is leasing the Premises in its “as-is” condition. a. Identifying Labels. To inform users which parking spaces are available to the County and which are available to Lessor, Lessor shall cause the parking spaces to be marked as follows: i. Each parking space available to the County comprising the Premises is to be marked with the letters “CC.” ii. Each parking space in the Parking Lot available exclusively to Lessor is to be marked “T” (to indicate use is restricted to Teamsters Local 315). b. Restrictions on Use. Use of the parking spaces in the Parking Lot are restricted as follows: i. Parking spaces “1” through “9” are for the exclusive use of the County at all times. These spaces may be used for overnight parking of County cars and for staff working on evenings and night shift. 2 ii. Parking spaces “10” through “70” are for the exclusive use of the County during the hours of 6:00 a.m. through 6:30 p.m. Monday through Friday. After 6:30 p.m. and on the weekends, these spaces are reserved for Lessor at all times. iii. County staff vehicles may not block access to others’ use of the Premises (for example, by parking in a way that deprives an adjacent property owner’s vehicular access to its lot). iv. County staff vehicles parked in violation of these restrictions are subject to towing at the vehicle owner’s expense. Lessor reserves the right to enforce this rule when applicable. 2. Term. This Lease begins October 1, 2024, and has a term of one year; provided, however, the County may extend the Lease in increments of one year for up to four years by giving written notice to Lessor at least 90 days prior to the end of any one-year term; provided further that Lessor may terminate the Lease for any reason or no reason by giving the County a termination notice in writing at least 60 days prior to the end of any one-year term. 3. Rent. Rent is payable monthly in advance on the tenth day of each month during the term of this Lease in the following amounts: Period Monthly Rent October 1, 2024, to September 30, 2025 $4,682 October 1, 2025, to September 30, 2026 $4,900 October 1, 2026, to September 30, 2027 $5,100 October 1, 2027, to September 30, 2028 $5,300 Payments are to be mailed to Lessor at the address set forth for Lessor in Section 19 (Notices). 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. 4. Use. The County may use the Premises for employee parking only. a. Vehicles must be identified with a County parking sticker or tag on the vehicle. The County will issue a parking sticker or tag to employees. b. Vehicle repair is not permitted anywhere on the Premises. c. Storage is not permitted on the Premises, other than the vehicle parking that is expressly permitted by this Lease. 3 d. Neither the County nor its employees may dispose of garbage or other material of any kind on the Premises. e. County employees may park standard-sized automobiles, station wagons, pickup trucks, motorcycles and light vans only. No camper or other vehicle that is designed for living is allowed. If any vehicle that is not allowed to be parked on the Premises is parked on the Premises, Lessor may cause such vehicle to be towed and stored at the vehicle owner’s expense. 5. Maintenance and Repairs. a. Lessor shall maintain the Parking Lot and its landscaping and exterior parking lighting system in good order, condition, and repair. b. The County is responsible for removing oil and grease from the spaces marked with the letters “CC” if the residue results from the use of the Premises by County employees. c. The County may notify Lessor of repairs needed to the Premises and Lessor agrees to make any repairs within a reasonable time frame, which will not exceed 90 days from the date notice is provided to Lessor unless Lessor notifies Lessee that such repairs cannot be made within 90 days, in which case Lessor shall make the repairs as soon as reasonably possible. If the repairs are not made within 90 days from the date of notice, County may make the repair and deduct the cost from the monthly rent. Upon request, the County will provide copies of invoices or other documentation as evidence of the cost of the repair. d. The County is taking the Premises “AS IS,” in whatever current condition it is found. Lessor is not responsible for correcting existing or future code violations that are directly related to the County’s use of the Premises. Lessor is not responsible for any noise that results from the County’s use of the Premises. Lessor is not responsible for any disturbance caused by the County’s use of the Premises that is expressly in violation of applicable laws and regulations. 6. Quiet Enjoyment. Provided the County is in compliance with the material terms of this Lease, Lessor shall warrant and defend the County in the quiet enjoyment and possession of the Premises during the Lease term. 7. Assignment and Sublease. The County may not assign or sublease the Premises without the prior written consent of Lessor. 8. Signs. The County may attach signs (“County Signs”) in or upon the Parking Lot as reasonably required to direct County staff to the Premises. Any County Signs will remain the property of the County and may be removed from the Parking Lot by the County at any time during the term of the Lease. The County is responsible for the cost 4 of County Signs. All County Signs are subject to Lessor’s approval and must comply with existing code requirements. 9. Insurance. a. Liability Insurance. Throughout the term of the Lease, the 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. The County shall provide Lessor, prior to the start of each year, a letter of self- insurance affirming the existence of the aforementioned self-insurance program. b. Self-Insurance Exclusion. The County’s self-insurance does not provide coverage for (i) areas other than the Premises, or (ii) negligence, willful misconduct, or other intentional act, error or omission of Lessor, its officers, agents, or employees. 10. Surrender of Premises. On the last day of the term of the Lease, or sooner termination of this Lease, the County shall peaceably and quietly leave and surrender to Lessor the Premises (except County Signs), all in good condition, ordinary wear and tear, damage by casualty, condemnation, acts of God, and repairs required of Lessor that were not made, excepted. 11. Alterations: County will not make alterations to the Premises without first obtaining the written consent of Lessor, which Lessor may withhold in its sole discretion. 12. Compliance With Laws: County shall at County’s own cost and expense comply with all statutes, ordinances, regulations, and requirements of all governmental entities, both federal and state and county or municipal, relating to County’s specific use and occupancy of the Premises whether those statutes, ordinances, regulations, and requirements are now in force or are subsequently enacted. 13. Waste, Nuisance. The County may not commit, or suffer to be committed, any waste upon the Premises caused by County employees or agents, or any nuisance or other act or thing caused or created by County employees or agents that may disturb the quiet enjoyment of any other occupant of the Premises. 14. Destruction. If damage occurs that causes a partial destruction of the Premises and renders it unusable to County during the term of the Lease, and if Lessor, in its discretion, believes that repairs can be made at a reasonable cost, then Lessor shall repair the damage promptly within a commercially reasonable timeframe. Partial destruction will not void this Lease, except that the County will be entitled to a proportionate reduction in rent while the 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 parking spaces that are unusable by County and the denominator of which is the total number of parking spaces on the Premises. If repairs cannot be made in 90 days, the Lessor may, at its option, make the repairs within a reasonable time, the rent to be proportionally reduced as provided in the 5 previous paragraph. In the event that Lessor does not elect to make the repairs, or the repairs cannot be made under applicable laws and regulations, the Lease may be terminated at the option of either party upon 30 days’ notice. This Lease will terminate in the event of the total destruction of the Premises. 15. Hazardous Material. a. Lessor warrants to County that Lessor does not have any knowledge of the presence of Hazardous Material (as defined below) or contamination of the 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 cleanup 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. b. The County will not allow any of its agents, employees, contractors, invitees or other representatives to (i) load or unload any Hazardous Materials from its allocated spaces, or (ii) store Hazardous Materials within vehicles brought onto the Premises, other than those that are a normal part of the operation of a personal vehicle. c. “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 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. 16. Indemnification. a. County. County shall defend, indemnify and hold Lessor 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 reasonable 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 buildings 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 reasonable attorneys’ fees, caused 6 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, except to the extent caused or contributed to by the negligent acts, errors, or omissions of County, its officers, agents, or employees. 17. 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 ten 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 the 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 (such as a term that is non-monetary but an essential component of this Lease) , if the failure is not remedied within 30 days after receipt of a Notice from Lessor to County specifying the nature of the breach in reasonably sufficient detail; provided, however, if the default cannot reasonably be remedied within the 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 60 days, provided County commences curing the default within 30 days and thereafter diligently proceeds to cure the default. b. Lessor. Lessor’s failure to perform any obligation under this Lease if the 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 the breach cannot reasonably be remedied within the 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 ninety days, provided Lessor commences curing the breach within 30 days and thereafter diligently proceeds to cure the breach. 18. 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. 7 b. County. Upon the occurrence of a default by Lessor, County may terminate this Lease by giving written notice to Lessor and quit the Premises without further cost or obligation to County. 19. 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: Teamsters – Local 315 2727 Alhambra Avenue, Martinez, CA 94553 with a copy to: M. Brett Gladstone, Esq. Goldstein, Gellman, Harris, Melbostad and McSparin 1388 Sutter Street, Suite 1000 San Francisco CA 94105 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 the 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. 20. Successors and Assigns. This Lease binds and inures to the benefit of the heirs, successors, and assigns of the parties hereto. 21. Holding Over. Any holding over after the term of this Lease is a tenancy from month to month and is subject to the terms of this Lease. 22. Time is of the Essence. In fulfilling all terms and conditions of this Lease, time is of the essence. 23. Governing Law. The laws of the State of California govern all matters arising out of this Lease. 24. 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] 8 25. 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 General Truck Drivers, Warehousemen, political subdivision of the State of Helpers and Automotive Employees of California Contra Costa County – Local 315 By: _______________________ By: _______________________ Warren Lai Alberto Ruiz Director of Public Works President By: _______________________ Don E. Garcia Secretary Treasurer RECOMMENDED FOR APPROVAL: By: _______________________ Jessica L. Dillingham Principal Real Property Agent By: _______________________ Margaret J. Eychner Senior Real Property Agent APPROVED AS TO FORM THOMAS L. GEIGER, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel ME: WLP494 G:\realprop\LEASE MANAGEMENT\MARTINEZ\2727 ALHAMBRA AVE (PARKING LOT) - T00903\LEASES\2024 New lease\2727 Alhambra Ave Parking Lot - V6.docx 9 Exhibit A 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3031 Name: Status:Type:Consent Item Agenda Ready File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a license agreement with West County Wastewater District to allow the district’s use of a portion of the County-owned Montarabay Community Center and Ballfield Complex property, 2250 Tara Hills Drive, for staging and operating a temporary wastewater collection tank and related vehicles and equipment from October 1, 2024, through December 31, 2025, for payment to the County of $37,500, San Pablo area. (100% Licensee Funds) Attachments:1. License Agreement WCWD- Montarabay, 2. CP#22-36 NOE WCWD Storage Tank Action ByDate Action ResultVer.Tally relistedBOARD OF SUPERVISORS9/24/2024 1 To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Approve a License Agreement between Contra Costa County and West County Wastewater District, San Pablo area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a license agreement with West County Wastewater District (WCWD),to allow WCWD to use a portion of County-owned Montarabay Community Center and Ballfield Complex property at 2250 Tara Hills Drive,Assessor Parcel Number 403-020- 012,for staging and operating a temporary wastewater collection tank and related vehicles and equipment during the period from October 1,2024,through December 31,2025,for payment to the County of $37,500, pursuant to Government Code section 25526.6. Project Number: WO5035 DETERMINE that this conveyance is in the public interest and that the license will not substantially conflict or interfere with the use of the property by the County. DETERMINE that it can be seen with certainty that there is no possibility that this activity will have a significant effect on the environment,and,therefore,is not subject to the California Environmental Quality Act (CEQA) pursuant Section 15061(b)(3) of the CEQA Guidelines; and DIRECT the Conservation and Development Director,or designee,to file a CEQA notice of exemption with the County Clerk. AUTHORIZE the Public Works Director,or designee,to arrange for payment of a $25 fee to the Department of Conservation and Development for processing and a $50 fee to the County Clerk for filing the NOE (CP#22- 36). CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3031,Version:1 DIRECT the Real Estate Division to cause the fully executed License Agreement to be delivered to Licensee. FISCAL IMPACT: 100% Licensee funds. Licensee will pay County $37,500 for use of parcel. BACKGROUND: WCWD needs to conduct essential repairs and assessments to its critical sewer infrastructure near the County- owned Montarabay Community Center and Ballfield Complex, located at 2250 Tara Hills Drive, San Pablo, identified as Assessor’s Parcel Number 403-020-012. In order to complete the repair work safely and efficiently, WCWD has requested use of a portion of the County’s property, which is adjacent to WCWD’s property and pumpstation, to stage and operate a temporary wastewater storage tank and related vehicles and equipment during the repair from October 1, 2024, until December 31, 2025. WCWD will pay the County $37,500 for the use of the property during this period and for County administrative costs related to this transaction, including CEQA environmental review and filing costs. WCWD reviewed the project under CEQA and prepared a CEQA notice of exemption,finding the project to be exempt under CEQA Guidelines sections 15301 and 15304.Public Works Department staff have reviewed the portions of the Project under County’s authority,which is limited to the granting of the license.County staff recommend that the Board determine that it can be seen with certainty that that there is no possibility that this activity (the granting of a license)will have a significant effect on the environment,and,therefore,is not subject to CEQA pursuant Section 15061 (b)(3) of the CEQA Guidelines. The property is used for recreation purposes.The granting of this license will not substantially conflict or interfere with the use of the rest of the property for recreation purposes. The license requires the County to indemnify WCWD from liabilities related to the condition of the property, except for conditions caused by WCWD.The license requires WCWD to indemnify the County from liabilities that arise from WCWD’s activities under the license. CONSEQUENCE OF NEGATIVE ACTION: If License is not approved, WCWD will not be able to conduct its pipeline repair work. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1 LICENSE AGREEMENT This license agreement (“Agreement”) is dated September 24, 2024, and is between CONTRA COSTA COUNTY, a political subdivision of the State of California (the “County”), and WEST COUNTY WASTEWATER DISTRICT, a sanitary district organized and existing pursuant to the Sanitary District Act of 1923, California Health and Safety Code Section 6400 et seq. ("Licensee"). RECITALS A. The County is the owner of the real property located at 2250 Tara Hills Drive, in San Pablo, California (Assessor’s Parcel Number 403- 020-012), known as Montarabay Community Center (the "Property"). B. Licensee desires to obtain the County’s permission to use a portion of the Property for the limited purposes described in this Agreement. The County is willing to grant a license to use that portion of the Property shown on Exhibit A (such route or location, the “Licensed Premises”) upon the terms and conditions set forth in this Agreement. The parties therefore agree as follows: AGREEMENT 1. Grant of License. Subject to the terms and conditions of this Agreement, the County hereby grants to Licensee, a nonexclusive revocable license to enter the Licensed Premises for the purposes described in Section two (2) below and for no other purpose without County’s prior written consent. 2. Use of Premises. Licensee and its officers, employees, contractors, and representatives may use the Licensed Premises for the purpose of staging and operating a wastewater collection tank and related vehicles and equipment, including ingress and egress to the Licensed Premises, in connection with a project to repair its sewage pipeline facility located in the surrounding area. 3. Term. The term of this Agreement is beginning October 1,2024 and ending December 31, 2025. The County and Licensee each have the right to terminate this Agreement at any time, for any reason, or for no reason, with thirty (30) days advance written notice. In addition, the County may terminate this Agreement on 15 days advance written notice if Licensee violates any term or condition of this Agreement. 4. License Fee. Within thirty (30) days following the full execution of this Agreement, Licensee shall pay the County in the amount of $37,500.00. Payments are to be addressed to Contra Costa County, Public Works Department, Attention: Real Estate Division, 255 Glacier Drive, Martinez, California 94553. Licensee shall not be entitled to a refund of any portion of said license fee in the event this Agreement is terminated prior to December 31, 2025. 5. Security. Licensee will access the Licensed Premises by temporarily removing a portion of chain link fencing bordering County’s and Licensee’s properties, as depicted on Exhibit 2 A. Licensee will provide temporary fencing in this area and secure the entire Licensed Premises as needed to prevent unauthorized individuals or the public from entering the Licensed Premises during the term of the agreement. Upon termination of the agreement, Licensee shall repair/replace any damaged fencing to the satisfaction of the County. 6. Improvements to the Premises. a. Licensee may not construct any improvements on the Licensed Premises without prior written consent from the County. For the purposes of this Agreement, any equipment Licensee is permitted to install on the Licensed Premises is not considered to be an improvement to the Property or the Licensed Premises. b. Any improvements to the Licensed Premises by Licensee (with or without the consent of the County) must be removed by Licensee, at its sole cost, except those improvements that the County and Licensee agree are not required to be removed upon the termination of this Agreement. Licensee shall repair, at its sole cost, any damage caused by the removal of its improvements or equipment. c. If Licensee fails to remove any improvements or equipment it is required to remove, the County may remove them at Licensee’s expense, and Licensee shall immediately reimburse the County upon Licensee’s receipt of an invoice from the County. 7. Remediation Work. Upon termination of use of premises, Licensee agrees to restore the property and any damaged improvements, including fencing or landscaping to the condition it was prior to their use, as reasonably determined by the County, and to leave the premises in a neat, clean, and orderly condition. Upon failure to do so, work may be performed by County at Licensee’s expense, which expense Licensee agrees to pay to the County upon demand. 8. Permits and Approvals. Licensee is responsible for obtaining any permits or approvals from any agency having jurisdiction. This Agreement does not constitute governmental approval by Contra Costa County of this use. 9. Licensee Right of Use. The County reserves the right to issue licenses, easements and permits to others that could affect the Property, however Licensee's use of the fenced Licensed Premises shall be exclusive. 10. Existing Facilities. It is understood and agreed that the County may have leases, licenses, and/or easements with others for all or a portion of the Property. The holders of the leases, licenses, and/or easements granted by the County have the right to enter on the Property and maintain their facilities. Licensee will not be compensated for damage resulting from such maintenance. 11. Surface Rights Only; Damage. The rights granted under this Agreement are surface rights only and no excavation is allowed. It is the responsibility of Licensee to contact property owners and holders of easements, leases, and licenses to determine if any real property over which Licensee wishes to use a vehicle is able to support the vehicle without damage to subsurface or surface facilities. If Licensee’s use of real property pursuant to this Agreement causes damage to that real property, the Property, the Licensed Premises, or their vegetation, subsurface or surface facilities, Licensee shall repair the damage and 3 return the affected property to a neat and safe condition satisfactory to the County and the affected users. 12. Pollution. Licensee, at its expense, shall comply with all applicable laws, regulations, and rules with respect to the use of the Property, regardless of when they become or became effective, including, without limitation, those relating to health, safety, noise, environmental protection, waste disposal, and water and air quality, and shall furnish satisfactory evidence of such compliance upon request by the County. Licensee may not permit hazardous materials to be handled at any time on the Property, except materials incidental or necessary to Licensee's exercise of the permitted use described in Section 2. Should any discharge, leakage, spillage, emission or pollution of any type occur upon or from the Property due to Licensee's use and occupancy of the Property, Licensee, at its expense, shall clean all the property affected thereby, whether owned or controlled by the County or any third person, to the satisfaction of the County (insofar as the property owned or controlled by the County is concerned) and any governmental body having jurisdiction. To the extent permitted by law, Licensee shall indemnify, hold harmless, and defend the County and the holders of rights to use the Property (each, an “Indemnitee”) against all liability, cost, and expense (including, without limitation, any fines, penalties, judgments, litigation costs, and attorneys' fees) incurred by any Indemnitee as a result of any discharge, leakage, spillage, emission or pollution, regardless of whether the liability, cost or expense arises during or after the term of this Agreement, unless such liability, cost or expense is proximately caused solely by the active negligence of the County. Licensee shall pay all amounts due to the County under this section within ten (10) days after any demand therefor. 13. Hold Harmless. Licensee shall defend, indemnify, save, and keep harmless the County and its agents against all liabilities, judgments, costs, and expenses (collectively, “Liabilities”) that may in any way accrue against the County or its agents as a result of the County granting this Agreement, any Liabilities that arise from or are connected with Licensee’s negligence of willful misconduct, and any Liabilities that arise from the release of hazardous materials, contaminants, or sewage effluent from Licensee’s facilities or Licensee’s activities under this License. County shall defend, indemnify, save, and keep harmless the Licensee and its agents from and against any Liabilities relating to the physical condition of the Property, including the presence of any hazardous materials existing on the Property prior to the activities of Licensee described herein, except to the extent that any physical condition of the Property, including the presence of any hazardous materials existing on the Property, is or was caused or contributed to by Licensee or its agents. The requirements of this section shall survive the termination or expiration of this Agreement. 14. Insurance. Licensee agrees, at no cost to the County, to obtain and maintain during term of this Agreement, commercial general liability insurance with a minimum limit coverage of $1,000,000 for each occurrence and $2,000,000 aggregate for all claims or loses due to bodily injury, including death, or damage to property, including loss of use, and to name Contra Costa County, its officers, agents, and employees as additional insured thereunder. The coverage must provide for a thirty-day written notice to the County of cancellation or lapse. Licensee shall provide evidence of the coverage to the County prior 4 to execution of this Agreement. Licensee further agrees, at no cost to the County, to obtain and maintain during the term of this Agreement Pollution Liability Insurance, with a minimum limit coverage of $1,000,000.00 for each occurrence and $3,000,000.00 aggregate. Licensee further agrees to, at no cost to the County, to obtain and maintain during the term of this Agreement Crime Liability Insurance with a minimum limit coverage of $1,000,000.00 for each occurrence. Licensee further agrees, at no costs to the County, to obtain and maintain during the term of this Agreement Automobile Liability Insurance with respect to any vehicles owned, non- owned, leased or hired by or on behalf of the Licensee with a combined single limit of not less than $1,000,000 for bodily injury or death to any person and damages to the property, including the loss of use thereof arising out of each accident or occurrence and as above to name the County, its officers, agents, and employees as additional insured thereunder. Licensee further agrees, at no cost to the County, to obtain and maintain during the term of this Agreement an “equipment floater” of “all-risk” insurance, with limits of not less than 100% of the full replacement value of such equipment located at the “Licensed Premises” if Licensee and/or any subcontractor uses owned, chartered, leased or hired mobile construction equipment arising from this license agreement. Licensee further agrees, at no cost to the County, to obtain and maintain during the term of this Agreement Worker’s Compensation and Employer’s Liability Insurance for all of its employees. Licensee shall require any subcontractor to provide it with evidence of Worker’s Compensation and Employer’s Liability Insurance, all in strict compliance pursuant to California State Law. 15. Assignment. Licensee may not assign its rights under this Agreement. 16. County’s Title. Licensee hereby acknowledges County’s fee title in and to the Property and agrees never to assail or to resist the County’s title. Licensee agrees that it has not, and never will, acquire any rights or interest in the Property as a result of this Agreement, and that Licensee has not, and will not, obtain any right or claim to the use of the Property beyond that specifically granted in this Agreement. Construction of any improvements by Licensee on or about the Property does not give rise to an agreement coupled with an interest. The foregoing does not preclude Licensee from purchasing the Property under a separate agreement with the County. 17. Notices. Notices under this Agreement must be in writing and will be effective either when delivered in person or deposited as certified mail, postage prepaid, return receipt requested, or sent by a recognized overnight courier service, and directed to the other party at its address as stated below, or to such other address as the party may designate by written notice. LICENSEE: West County Wastewater District Attn: William Silver 2910 Hilltop Drive Richmond, CA 94806 5 COUNTY: Contra Costa County Public Works Department Attn: Real Estate Division 255 Glacier Drive Martinez, CA 94553 (925) 313-2000 18. Governing Law. This Agreement is governed by the laws of the State of California. 19. Entire Agreement. This Agreement contains the entire agreement between the parties relating to the subject matter of this Agreement. No alteration or variation of this Agreement is valid or binding unless made in writing and signed by both parties. REMAINDER OF PAGE INTENTIONALLY LEFT BLANK 6 The parties are signing this Agreement as of the date set forth in the introductory paragraph. CONTRA COSTA COUNTY WEST COUNTY WASTEWATER DISTRICT By By Warren Lai Andrew Clough Public Works Director General Manager RECOMMENDED FOR APPROVAL: By Jessica L. Dillingham Principal Real Property Agent By Scarlett Torres Sr. Real Property Technical Assistant G:\realprop\License Agreements\Montara Bay ballfield - WCWD\AG.29 License Agreement WCWD- Montara Bay staging_st updated 8- 30-24 clean.docx Approved by County Counsel 3/2021 Rev. 3/2021 7 EXHIBIT A ACCESS WCWD PROPERTY LICENSED PREMISES \\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\Real Estate\License Agreement-WCWD Temporary Storage Tank Staging and Operation (WO5035)\CEQA\NOE\To DCD\CP#22-36 NOE WCWD Storage Tank.docx Revised 2018 CALIFORNIA ENVIRONMENTAL QUALITY ACT Notice of Exemption To: Office of Planning and Research P.O. Box 3044, Room 113 Sacramento, CA 95812-3044 From: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 County Clerk, County of Contra Costa Project Title: License Agreement – West County Wastewater District Temporary Storage Tank Staging and Operation, Project #: WO5035, CP#: 22-36 Project Applicant: Contra Costa County Public Works Dept., 255 Glacier Drive, Martinez CA 94553 Main: (925) 313-2000, Contact: Shravan Sundaram, (925) 313-2366 Project Location: 2250 Tara Hills Drive, San Pablo, CA 94806; APN 403-020-012 Lead Agency: Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553 Main: (925) 655-2705, Contact: Syd Sotoodeh (925) 655-2877 Project Description: The Contra Costa County Public Works Dept. (County) will enter into a License Agreement (Agreement) with the West County Wastewater District (WCWD) to allow temporary use of a portion of the County-owned Montara Bay Community Center and Ballfield Complex at the project location to stage and operate a wastewater storage tank in connection with WCWD’s planned sewer pipeline repair. The Agreement will be active from October 1, 2024 to December 31, 2025. This Notice of Exemption (NOE) only covers the Agreement between the County and WCWD. WCWD filed a CEQA NOE covering this work on August 26, 2022, and will be responsible for any applicable regulatory permits for the staging and work required to maintain their sewer pipeline. Exempt Status: Ministerial Project (Sec. 21080[b][1]; 15268) Categorical Exemption (Sec. ) Declared Emergency (Sec. 21080[b][3]; 15269[a]) General Rule of Applicability (Sec. 15061[b][3]) Emergency Project (Sec. 21080[b][4]; 15269[b][c]) Other Statutory Exemption (Sec. ) Reasons why project is exempt: The activity is not subject to CEQA as it can be seen with certainty that there is no possibility that the activity in question (issuance of Agreement only) may have a significant effect on the environment, pursuant to Article 5, Section 15061(b)(3) of the CEQA Guidelines. If filed by applicant: 1. Attach certified document of exemption finding. 2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: Date: _____________ Title: Contra Costa County Department of Conservation and Development Signed by Lead Agency Signed by Applicant 09/09/2024 Senior Planner \\pw-data\grpdata\engsvc\ENVIRO\Client Divisions\Real Estate\License Agreement-WCWD Temporary Storage Tank Staging and Operation (WO5035)\CEQA\NOE\To DCD\CP#22-36 NOE WCWD Storage Tank.docx Revised 2018 AFFIDAVIT OF FILING AND POSTING I declare that on I received and posted this notice as required by California Public Resources Code Section 21152(c). Said notice will remain posted for 30 days from the filing date. Signature Title Applicant Department of Fish and Wildlife Fees Due Public Works Department De Minimis Finding - $0 255 Glacier Drive County Clerk - $50 Martinez, CA 94553 Conservation and Development - $25 Attn: Shravan Sundaram Environmental Services Division Phone: (925) 313-2366 Total Due: $75 Receipt #: WCWD -License Agreement -Montara Bay Community Center s PA '\'.( PLEASANTo EL'~ H ILL o CLAYTON ER RITOf -~~ 0 WALNUT CREEK TTE D ALAMO LOCATION MAP 0 OAKLE Y BRENT WOO DISCOVERY BAY • Figure 1 Montara Bay Community Center -License Agreement 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3032 Name: Status:Type:Consent Item Passed File created:In control:9/4/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director and Conservation and Development Director, or designee, to submit four grant applications to the Metropolitan Transportation Commission for Cycle 1 Regional Measure 3 Safe Routes to Transit and Bay Trail Program, San Pablo/Richmond/Pinole, Pleasant Hill, and San Ramon areas. (100% Various Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Grant applications for Cycle 1 of Regional Measure 3 (RM3) Safe Routes to Transit and Bay Trail Program (SR2TBT), Pleasant Hill and San Ramon areas. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works or Conservation and Development Director,or designee,to submit four grant applications to the Metropolitan Transportation Commission (MTC)for Regional Measure 3 (RM3)Safe Routes to Transit and Bay Trail (SR2TBT)Program for the Treat Boulevard Corridor Improvements Project,Trail Lighting at Pleasant Hill BART Station Study,Iron Horse Corridor San Ramon Double Tracking Project,and San Pablo Avenue Enhanced Bicycle and Pedestrian Gap Closure Study, SanPablo/Richmond/Pinole, San Ramon and Pleasant Hill areas. (Districts I, II, and IV) FISCAL IMPACT: Treat Boulevard Corridor Improvements Project:26%State Transportation Improvement Program Funds,16% MTC Funds,20%City of Walnut Creek Funds,18%Local Road Funds,12%Redevelopment Agency Funds and 8% Area of Benefit Funds. Trail Lighting at Pleasant Hill BART Station Study: 100% MTC Funds. Iron Horse Corridor San Ramon Double Tracking Project:75%MTC Funds,25%Unincorporated San Ramon Park Dedication Funds. San Pablo Avenue Enhanced Bicycle and Pedestrian Gap Closure Study:No less than 80%MTC Funds,up to 20% Local Road Funds or Measure J Funds. BACKGROUND: On June 26,2024,the Metropolitan Transportation Commission (MTC)issued a Call for Projects for the RM3 SR2TBT Grant Program.In the Call for Projects,MTC solicited applications for projects that have an overall purpose of prioritizing transportation modes like walking,cycling,and other non-automobile forms of travel CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 3 powered by Legistar™ File #:24-3032,Version:1 purpose of prioritizing transportation modes like walking,cycling,and other non-automobile forms of travel with an emphasis on creating safer routes for pedestrians and cyclists,mitigating existing safety concerns or establishing new secure routes for users,increasing accessibility by connecting essential community resources, and aspiring to influence regional travel patterns by promoting healthier,more sustainable ways of travel. Applications must be submitted by October 14, 2024. MTC will evaluate applications based on the following primary criteria:(1)safety countermeasures;(2) demonstrated project need;(3)Bay Trail nexus;(4)toll bridge corridor nexus,(5)public transportation accessibility,(6)project design elements,(7)consistency with regional priorities and planning efforts,(8) demonstrated local engagement and support,(9)benefits to MTC equity priority communities,(10)leveraged funding,(11)multi-modal project scope,(12)completed of approved environmental document,(13)multi- jurisdictional project sponsorship, and (14) deliverability determination. RECOMMENDED CANDIDATE PROJECTS: Public Works and Conservation and Development staff reviewed its planned transportation projects countywide against the grant program’s evaluation criteria.Based on the scoring rubrics,a project’s ability to deliver non- vehicle transportation modes as defined by the program’s Call for Projects was essentially a requirement to be awarded grant funding.Public Works and Conservation and Development staff recommend submitting grant applications for the projects summarized below: 1.Treat Boulevard Corridor Improvements Project - Pleasant Hill (District 4) This project will improve safety and connectivity for pedestrians and bicyclists along Treat Boulevard in the vicinity of the Contra Costa Centre Transit Village,in partnership with the City of Walnut Creek and Caltrans. The project extends along Treat Boulevard from North Main Street to Jones Road/Iron Horse Trail Bridge. Bicycle infrastructure does not currently exist along this segment of Treat Boulevard.The project will remove barriers to bicyclists by adding bike lanes between North Main Street and Jones Road.This will create a safer route for bicyclists,as recommended by the 2018 Contra Costa Countywide Bicycle and Pedestrian Plan.The project will also encourage active transportation modes,improve access to transit,and create a less stressful environment for pedestrians at intersections with the modifications to free-right turns. 2.Trail Lighting at Pleasant Hill BART Station Study - Pleasant Hill (District 4) This study will evaluate the feasibility and prepare conceptual plans for installing bollard lighting along the Iron Horse Regional Trail (IHRT)near the Pleasant Hill BART station.The IHRT is a frequently used as a walking and cycling commute route for residents who use BART for commuting.Currently,it is unlit,which reduces security for users,particularly in the winter when the sun sets early in the evening.This project will also study the feasibility of using both solar and/or electrically connected lighting fixtures,potential conflicts with underground utilities,and determine the appropriate lighting levels for pathway illumination to avoid creating light pollution nuisance the area.Bollard lighting was chosen to minimize adverse impact to adjacent residential properties.The project will also encourage active transportation modes,improve access to transit, and create a less stressful environment for IHRT users in the vicinity of the Pleasant Hill BART station during evening travel. 3.Iron Horse Corridor San Ramon Double Tracking Project - San Ramon (District 2) This project will prepare a conceptual design and preliminary cost estimates for trail improvements for separate wheeled (e.g.,bicycle,e-bike,scooter)and pedestrian pathways in the Iron Horse Corridor (IHC)in San Ramon.In addition to the conceptual design and preliminary cost estimates,the project will consider and address the following: CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 3 powered by Legistar™ File #:24-3032,Version:1 a)Addition of recreational benefits and park features (e.g., shade, water, restrooms); b)Improved community greening,fire-resistance,and climate change resistance while avoiding damage to existing underground utilities; c)Safety countermeasures,particularly in regard to pedestrian and wheeled traffic around schools and at road crossings; d)Opportunities to collaborate with existing IHC utility agencies,the City of San Ramon,and East Bay Reginal Park District (EBRPD); and e)Other environmental aspects such as installing green stormwater infrastructure and the protection of existing mature native trees. The project will also encourage active transportation modes in the San Ramon area,improve access to transit, and create a less stressful environment for IHRT users. 4.San Pablo Avenue Enhanced Bicycle and Pedestrian Gap Closure Study -San Pablo/Richmond/Pinole (District 1) This study will evaluate enhanced bicycle and pedestrian improvements,including Class I or Class IV separated bicycle facilities and other active transportation safety enhancements,along San Pablo Avenue from Richmond Parkway,through the Tara Hills,Montalvin Manor,and Bayview communities and the City of Pinole,to the Pinole-Hercules border.The segment of San Pablo Avenue is identified as a high-priority San Francisco Bay Trail (“Bay Trail”)connector trail gap in Bay Trail planning documents.The proposed bicycle and pedestrian improvements will expand the regional low-stress bicycle network and the Bay Trail network. The County will collaborate with the City of Pinole on the development of this study. If authorized to proceed,staff will finalize and submit the grant applications for the recommended candidate projects by October 14, 2024. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department and Department of Conservation and Development are not authorized to submit the applications,grant funding will not be available,which will delay the planning,design,and construction of these projects. CONTRA COSTA COUNTY Printed on 10/11/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3033 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Roofing Constructors, Inc. (dba Western Roofing Service), to extend the term through July 31, 2025, with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No.2 with Roofing Constructors,Inc.(dba Western Roofing Service),a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with Roofing Constructors,Inc.(dba Western Roofing Service),effective July 31,2024,to extend the term through July 31,2025,with no change to the payment limit,for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. FISCAL IMPACT: No fiscal impact. Facilities Maintenance Budget. BACKGROUND: The Public Works Department,Facilities Services is responsible for roofing repairs,maintenance,and exterior waterproofing for all County buildings and facilities.Roofing Constructors,Inc.(dba Western Roofing Service),provides all of these services.Facilities receives several emergency requests for roofing services per year especially during the rainy season. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities.Originally bid on BidSync #2003-397,Roofing Constructors,Inc.(dba Western Roofing Service), was one of three lowest,responsive,and responsible vendors awarded for this type of work.The Public Works Department originally awarded a three (3)year contract.The total contract amount awarded was $3,000,000 with the term August 11,2020 through July 31,2023.Amendment No.1,effective January 1,2023,extended CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3033,Version:1 with the term August 11,2020 through July 31,2023.Amendment No.1,effective January 1,2023,extended the contract term through July 31, 2024, and increased hourly rates according to the contract provisions. Facilities Services is requesting Amendment No.2 with Roofing Constructors,Inc.(dba Western Roofing Service)to be approved,extending the term from July 31,2024,to July 31,2025,for on-call roofing and exterior waterproofing services. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of this Contract Amendment No.2,roofing and exterior waterproofing services with Roofing Constructors,Inc.(dba Western Roofing Service)will discontinue,and future projects will not be completed. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3034 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Sure Fire Protection Company Incorporated, to extend the term through July 31, 2026, with no change to the payment limit, for on-call fire sprinkler certification and repair services at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No.1 with Sure Fire Protection Company Incorporated,a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with Sure Fire Protection Company Incorporated,effective July 31,2024,to extend the term through July 31,2026, with no change to the payment limit,for on-call fire sprinkler certification and repair services at various County sites and facilities, Countywide. FISCAL IMPACT: No fiscal impact. Facilities Maintenance Budget. BACKGROUND: The Public Works Department,Facilities Services is responsible for maintaining,repairing,and certifying fire sprinkler systems at various County facilities to ensure County systems are in compliance.Sure Fire Protection Company Incorporated provides fire sprinkler repair and certification services,including but not limited to inspections,fire sprinkler systems,fire alarm detection and repairs,24-hour emergency service,UL Certifications, fire extinguishers, and system monitoring. Government Code Section 31000 authorizes the County to contract for special services for building security matters.The Request for Proposal was originally bid on Bidsync #2012-456.The Public Works Department conducted a thorough evaluation and Sure Fire Protection Company Incorporated was one of three vendors CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3034,Version:1 awarded for this contract. The Public Works Department originally awarded a three (3)year contract.The total contract amount awarded was $1,700,000 with the term August 1, 2021 through July 31, 2024. Facilities Services is requesting Amendment No.1 with Sure Fire Protection Company Incorporated to be approved,extending the term from July 31,2024,to July 31,2026,for on-call fire sprinkler certification and repair services. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of this Contract Amendment No.1,fire sprinkler certification and repair services with Sure Fire Protection Company Incorporated will discontinue, and future projects will not be completed. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3035 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Best Contracting Services, Inc., effective July 31, 2024, to extend the term through July 31, 2025, with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 2 with Best Contracting Services, Inc., a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with Best Contracting Services,Inc.,effective July 31,2024,to extend the term through July 31,2025,with no change to the payment limit,for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (No fiscal impact) BACKGROUND: The Public Works Department,Facilities Services is responsible for roofing repairs,maintenance,and exterior waterproofing for all County buildings and facilities.The services provided under this contract include repairs, routine maintenance (exterior waterproofing),and critical work identified by facility condition assessments. Facilities receives several emergency requests for roofing services per year especially during the rainy season. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities.Originally bid on BidSync #2003-397 (2020),Best Contracting Services,Inc.,was one of three contractors awarded for these services.The Public Works Department originally awarded a three (3)year contract.The total contract amount awarded was $3,000,000 with the term August 1,2020 through July 31, 2023. Amendment No. 1, effective December 13, 2022, extended the contract term through July 31, 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3035,Version:1 Facilities Services is requesting Amendment No.2 with Best Contracting Services,Inc.to be approved, extending the term from July 31,2024,to July 31,2025,for on-call roofing and exterior waterproofing services. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of this Contract Amendment No.2,roofing and exterior waterproofing services with Best Contracting Services,Inc.will discontinue,and the County may have difficulty keeping up with routine maintenance and emergency repairs to County roofing systems. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3036 Name: Status:Type:Consent Item Passed File created:In control:9/6/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Waterproofing Associates, Inc., effective July 31, 2024, to extend the term through July 31, 2025, with no change to the payment limit, for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Amendment No. 2 with Waterproofing Associates, Inc., a California Corporation, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract amendment with Waterproofing Associates,Inc.,effective July 31,2024,to extend the term through July 31,2025,with no change to the payment limit,for on-call roofing and exterior waterproofing services at various County sites and facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (No fiscal impact) BACKGROUND: The Public Works Department,Facilities Services is responsible for roofing repairs,maintenance,and exterior waterproofing for all County buildings and facilities.The services provided under this contract include repairs, routine maintenance (exterior waterproofing),and critical work identified by facility condition assessments. Facilities receives several emergency requests for roofing services per year especially during the rainy season. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities.Originally bid on BidSync #2003-397 (2020),Waterproofing Associates,Inc.,was one of three (3) contractors awarded for these services.The Public Works Department originally awarded a three (3)year contract.The total contract amount awarded was $4,000,000 with the term August 1,2020 through July 31, 2023. Amendment No. 1, effective December 13, 2022, extended the contract term through July 31, 2024. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3036,Version:1 Facilities Services is requesting Amendment No.2 with Waterproofing Associates,Inc.to be approved, extending the term from July 31,2024,to July 31,2025,for on-call roofing and exterior waterproofing services. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of this Contract Amendment No.2,roofing and exterior waterproofing services with Waterproofing Associates,Inc.will discontinue,and the County may have difficulty keeping up with routine maintenance and emergency repairs to County roofing systems. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3037 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Periscope Holding, Inc. to increase the payment limit by $132,613 to $747,130, for hosted purchasing and procurement software and support for the term November 10, 2024 through November 9, 2025. (100% General Fund) Attachments:1. Executed Order Form 9-20-2022 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Master Saas and Services Agreement and Exhibit A - Order Form with Periscope Holdings, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to increase the payment limit of an Order Form with Periscope Holding,Inc.by $132,613 to $747,130,for hosted purchasing and procurement software and support for the term November 10, 2024 through November 9, 2025. FISCAL IMPACT: 100% General Fund BACKGROUND: On September 8,2020,a Master SaaS and Services Agreement was approved with Periscope Holdings,Inc.in an amount not to exceed $430,767 for hosted purchasing and procurement software,upgrade services,and maintenance and support for the term September 8,2020 through September 8,2023.On September 20,2022, an updated Exhibit A -Order Form in the Master SaaS and Services Agreement with Periscope Holdings,Inc. was approved.The updated Order Form increased the amount by $55,000 to $485,767 for technical support for customer reports and technical configuration for integration with the County’s new financial system,Workday. The Order Form allows for one year renewal terms with an annual fee increase of 3%.On May 23,2023,the Board approved an increase of $128,750 for an additional year of hosted software and support.The total for the next year of hosted software and support is $132,612.50. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3037,Version:1 There will not be sufficient funds for an additional year of hosted purchasing and procurement software and support. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3038 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE proposed Measure X Parks Funding Allocation in the amount of $200,000 to each Supervisorial Districts, as recommended by the Public Works Director, Countywide. (100% Measure X Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Measure X Parks Funding Allocation to Supervisorial Districts ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE proposed Measure X Parks Funding Allocation to Supervisorial Districts, as recommended by the Public Works Director, Countywide. FISCAL IMPACT: The Board of Supervisors approved an annual $1,000,000 Measure X allocation to the Public Works Department for parks and recreation services in the unincorporated areas. BACKGROUND: On November 3,2020,voters in Contra Costa County approved Measure X,a Countywide,20-year,half-cent sales tax.The ballot measure language stated the intent of Measure X as “to keep Contra Costa’s regional hospital open and staffed;fund community health centers,emergency response;support crucial safety-net services;invest in early childhood services;protect vulnerable populations;and for other essential county services.” On December 12,2023,the Board approved an annual allocation of $1,000,000 for the Public Works Department to provide parks and recreation services in the unincorporated areas and directed a future meeting to provide direction on the implementation of projects and programs to be funded. The Public Works Department proposes the following expenditure plan to distribute to each Supervisorial district. Annual Allocation: Each district will be allocated $200,000 (20%of the Measure X allocation)annually for park and recreation services within the respective district.A portion of the allocation will include Public Works staff time to CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3038,Version:1 services within the respective district.A portion of the allocation will include Public Works staff time to administer the Measure X funds and associated agreements for the funds.The annual allocation will adjust annually for COLAs and actual revenues.This adjustment will impact the actual amounts allocated to each district. Process for Allocations: Each Board of Supervisors District Office will contact the Public Works Department annually,or more frequently as needed,to determine at the Board member’s discretion,deferred and/or ongoing maintenance park projects and new park projects to be funded and implemented by the Public Works Department and/or provide funding to entities to provide park and recreation services within the County.Entities that receive funding for park and recreation services may be required to enter into a revocable agreement with the County. The Public Works Department will initiate Staff Reports for Board consideration of the park project and/or recreation services requested by each District.Deferred and/or ongoing maintenance and new capital park projects may require multiple years of funding to accumulate sufficient funds.Any funds not allocated for the various Board member Districts will be re-budgeted to the following fiscal year and remain with the respective Board District for future use. These funds may be used for both maintenance and capital project purposes. CONSEQUENCE OF NEGATIVE ACTION: The Public Works Department will not have an approved expenditure plan to deliver park projects and recreation services. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3039 Name: Status:Type:Consent Item Passed File created:In control:8/22/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE the Wildcat Canyon Road Slope Repair Project and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Unincorporated Orinda area. (72% Federal Emergency Relief Funds, 28% Local Road Funds) Attachments:1. CP#24-13 CEQA NOE and Figures Wildcat Canyon Road Slope Failure Project-signed Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:APPROVE the Wildcat Canyon Road Slope Repair Project and take related actions under CEQA ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee _________________________________________________________________________________ RECOMMENDATIONS: APPROVE the Wildcat Canyon Road Slope Repair Project (Project)and AUTHORIZE the Public Works Director,or designee,to advertise the Project,Unincorporated Orinda area.[County Project No.0672- 6U6266 / Federal Project No. 15J9(161), DCD-CP#24-13] (District II). DETERMINE the Project is a California Environmental Quality Act (CEQA),Categorical Exemption,pursuant to Article 19, Section 15301 Class 1(c) and 15302 Class 2(c) of the CEQA Guidelines, and DIRECT the Director of Department of Conservation and Development (DCD),or designee,to file a Notice of Exemption (NOE) with the County Clerk, and AUTHORIZE the Public Works Director,or designee,to arrange for payment of a $25 fee to DCD for processing, and a $50 fee to the County Clerk for filing the NOE. FISCAL IMPACT: Estimated Project cost: $6,439,875.00. 72% Federal Emergency Relief Funds, 28% Local Road Funds. BACKGROUND: The purpose of this project is to repair an embankment failure and reconstruct the roadway to restore two-way traffic to a stretch of Wildcat Canyon Road that was damaged during the 2023 winter storm events.The road is currently closed to vehicular traffic. The embankment will be repaired by constructing a soldier pile wall and reconstructing a storm drain culvert that crosses under the roadway.The cantilever soldier pile wall will be approximately 180-feet long.The top of the wall will be protected with a cable railing system.The wall requires steel piles set in 36-inch diameter,35- CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3039,Version:1 the wall will be protected with a cable railing system.The wall requires steel piles set in 36-inch diameter,35- foot-deep drilled holes.No pile impact-driving will occur.Approximately 245 linear feet of roadway will be reconstructed.Guard railing will be installed.The damaged cross culvert will be replaced with a 30-inch diameter pipe on the same alignment as the existing culvert. CONSEQUENCE OF NEGATIVE ACTION: Delay in approving the project may result in a delay of design, construction, and may jeopardize funding. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ \\PW-DATA\grpdata\engsvc\ENVIRO\Client Divisions\Design\Wildcat Canyon Rd Slope Failure Repair (WO6266)\CEQA\CEQA Documents\NOE\Admin D1\NOE_Final.docx Revised 2018 CALIFORNIA ENVIRONMENTAL QUALITY ACT Notice of Exemption To: Office of Planning and Research P.O. Box 3044, Room 113 Sacramento, CA 95812-3044 From: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 County Clerk, County of Contra Costa Project Title: Wildcat Canyon Road Slope Failure Repair, Project #: WO6266, CP#: 24-13 Project Applicant: Contra Costa County Public Works Dept., 255 Glacier Drive, Martinez CA 94553 Main: (925) 313-2000, Contact: Sandeep Kajla, (925) 313-2022 Project Location: Wildcat Canyon Road approximately 500 feet west of San Pablo Dam Road near the City of Orinda, APN: 267-030-021 Lead Agency: Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553 Main: (925) 655-2705, Contact: Syd Sotoodeh (925) 655-2877 Project Description: The purpose of this project is to repair an embankment failure and reconstruct the roadway to restore two-way traffic to a stretch of Wildcat Canyon Road that was damaged during the 2023 winter storm events. The road is currently closed to vehicular traffic. The embankment will be repaired by constructing a soldier pile wall and reconstructing a storm drain culvert that crosses under the roadway. The cantilever soldier pile wall will be approximately 180-feet long. The top of the wall will be protected with a cable railing system. The wall requires steel piles set in 36-inch diameter, 35-foot-deep drilled holes. Excavations up to approximately 20 feet will be required to install soldier pile wall lagging. No pile impact-driving will occur. The backfill will be comprised of lightweight cellular concrete. Approximately 245 linear feet of roadway will be reconstructed. Guard railing will be installed. The roadway thermoplastic striping will conform with the existing striping. The damaged cross culvert will be replaced with a 30-inch diameter pipe on the same alignment as the existing culvert. Roadway surface storm runoff will be contained with an asphalt concrete dike placed under the guard railing. Equipment staging will likely occur adjacent to the slide, within the currently closed roadway. Appropriate Best Management Practices (BMPs) including but not limited to erosion control such as fiber rolls, and hydroseeding temporarily disturbed areas will be implemented during construction. Approximately seven trees will be removed. Real property transactions, including right-of-way acquisition and permanent and temporary easements, will be necessary in support of this project. Utility relocations may be needed. The project is anticipated to start in summer of 2025 and take approximately 80 days to complete. No night or weekend work is anticipated. Exempt Status: Ministerial Project (Sec. 21080[b][1]; 15268) Categorical Exemption 15301(c) and 15302(c) Declared Emergency (Sec. 21080[b][3]; 15269[a]) General Rule of Applicability (Sec. 15061[b][3]) Emergency Project (Sec. 21080[b][4]; 15269[b][c]) Other Statutory Exemption (Sec. ) Reasons why project is exempt: The activity consists of the repair and reconstruction of an existing street and associated embankment failure, involving negligible expansion of use beyond that previously existing pursuant to Article 19, Section 15301(c) and 15302(c) of the CEQA Guidelines. If filed by applicant: 1. Attach certified document of exemption finding. 2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: Date: _____________ Title: Contra Costa County Department of Conservation and Development Signed by Lead Agency Signed by Applicant August 27, 2024 Senior Planner \\PW-DATA\grpdata\engsvc\ENVIRO\Client Divisions\Design\Wildcat Canyon Rd Slope Failure Repair (WO6266)\CEQA\CEQA Documents\NOE\Admin D1\NOE_Final.docx Revised 2018 AFFIDAVIT OF FILING AND POSTING I declare that on I received and posted this notice as required by California Public Resources Code Section 21152(c). Said notice will remain posted for 30 days from the filing date. Signature Title Applicant Department of Fish and Wildlife Fees Due Public Works Department De Minimis Finding - $0 255 Glacier Drive County Clerk - $50 Martinez, CA 94553 Conservation and Development - $25 Attn: Sandeep Kajla Environmental Services Division Phone: (925) 313-2022 Total Due: $75 Receipt #: Wildcat Canyon Road Slope Failure Repair FIGURE 1: Regional Location Map N↑ Wildcat Canyon Road Slope Failure Repair FIGURE 2: Project Vicinity Map Project Site 3LAYOUTFILE NO.DRAWN:DATE:SCALE:FLD. BK.SHEET OFFILE NAME:NO.DESCRIPTIONBYDATEREVISIONSDES.:CHKD.:PROJECT ENGINEERPLANS APPROVAL DATEPEN TBL:SLOPE FAILURE REPAIRWILDCAT CANYON ROAD CONTRA COSTA COUNTYPUBLIC WORKS DEPARTMENT255 GLACIER DRIVEMARTINEZ, CALIFORNIA 94553FOR REDUCED PLANSORIGINAL SCALE IS IN INCHESNORTH COORD.EAST COORD.STATE PLANE65% SUBMITTAL, NOT FOR CONSTRUCTION18BUILDING RELATIONSHIPS ONE PROJECT AT A TIME3301 C St, Bldg. 100-B Tel 916.341.7760Fax 916.341.7767Sacramento, CA 95816Figure 3: Design Layout 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3040 Name: Status:Type:Consent Item Passed File created:In control:7/23/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:AUTHORIZE the Board of Supervisors Chair, or designee, to ACCEPT an Emergency Vehicle Access Easement from Matthew Lawrence Locati, Trustee for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types on a portion of Assessor’s Parcel Number 169-150-021, in Lafayette Oaks Community, Lafayette area. (100% Applicant Funds) Attachments:1. Locati EVA Grant of Easement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accept an Emergency Vehicle Access Easement with Matthew Lawrence Locati, Trustee, Lafayette area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE the Board of Supervisors Chair,or designee,to ACCEPT an Emergency Vehicle Access Easement from Matthew Lawrence Locati,Trustee of the Matthew Lawrence Locati Revocable Trust dated July 13,1999 (Grantee),in the Lafayette Oaks Community,on a portion of Assessor’s Parcel Number 169-150-021, Lafayette Area,for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types,pursuant to Streets and Highways Code section 960.(County Project No.WL72RP, SD1609442), (Districts II, IV) FISCAL IMPACT: There will be no fiscal impact. 100% Applicant Funds - SD16-09442. BACKGROUND: Condition of Approval #56 of Lafayette Oaks Subdivision 16-9442 required that Contra Costa County Fire Protection District (Fire District)review and comment on all private roads noted on the subdivision map.The requirement of an Emergency Vehicle Access Easement was levied by the Fire District.The purpose of the Easement is to allow use of the private road by all Fire District and County emergency vehicles.The Easement was not created as part of the recorded Final Subdivision Map and as a result the Easement needs to be acquired under separate instrument. Grantee owns property in the Lafayette Oaks Subdivision at Assessor’s Parcel Number 169-150-021 in the Lafayette area.The subdivision does not have sufficient emergency vehicle access necessary for their current subdivision development.The emergency vehicle access road will be constructed according to plans which will be reviewed by the Contra Costa County Public Works Department.This road will be maintained by the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3040,Version:1 be reviewed by the Contra Costa County Public Works Department.This road will be maintained by the property owner. CONSEQUENCE OF NEGATIVE ACTION: If this Easement is not approved,the County and Fire District would not have adequate emergency access to Lafayette Oaks Community Subdivision. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3041 Name: Status:Type:Consent Item Passed File created:In control:7/10/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:AUTHORIZE the Chair, Board of Supervisors, or designee, to ACCEPT an Emergency Vehicle Access Easement from Chitra Staley and Jonathan Staley, for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types on a portion of Assessor’s Parcel Number 169-150-015, in Lafayette Oaks Community, Lafayette area. (100% Applicant Funds) Attachments:1. Staley EVA Grant of Easement Action ByDate Action ResultVer.Tally To:Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Accept an Emergency Vehicle Access Easement with Chitra Staley and Jonathan Staley, Lafayette area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: AUTHORIZE the Board of Supervisors Chair,or designee,to ACCEPT an Emergency Vehicle Access Easement from Chitra Staley and Jonathan Staley (Grantee),in the Lafayette Oaks Community,on a portion of Assessor’s Parcel Number 169-150-015,Lafayette Area,for the purpose of providing and allowing access and use of said easement by emergency vehicles of all types,pursuant to Streets and Highways Code section 960. (County Project No. WL72RP, SD1609442) (Districts II, IV) FISCAL IMPACT: No fiscal impact. 100% Applicant Funds - SD16-09442. BACKGROUND: Condition of Approval #56 of Lafayette Oaks Subdivision 16-9442 required that Contra Costa County Fire Protection District (Fire District)review and comment on all private roads noted on the subdivision map.The requirement of an Emergency Vehicle Access Easement was levied by the Fire District.The purpose of the Easement is to allow use of the private road by all Fire District and County emergency vehicles.The Easement was not created as part of the recorded Final Subdivision Map and as a result the Easement needs to be acquired under separate instrument. Grantee owns property in the Lafayette Oaks Subdivision at Assessor’s Parcel Number 169-150-015 in the Lafayette area.The subdivision does not have sufficient Emergency Vehicle Access necessary for their current subdivision development.The emergency vehicle access road will be constructed according to plans which will be reviewed by the Contra Costa County Public Works Department.This road will be maintained by the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3041,Version:1 property owner. CONSEQUENCE OF NEGATIVE ACTION: If this Easement is not approved,the County and Fire District would not have adequate emergency access to Lafayette Oaks Community Subdivision. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3042 Name: Status:Type:Consent Item Passed File created:In control:9/9/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title: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 the Local Project Sponsor Agreement with the Association of Bay Area Governments in an amount not to exceed $1,500,000 from a California Department of Water Resources Integrated Regional Water Management Plan Grant for the Wildcat Creek Fish Passage Implementation Project, N. Richmond area. (42% California Department of Water Resources Funds, 31% US Environmental Protection Agency Funds, and 27% other State and Local Grant Funds) Attachments:1. ABAG-IRWM LPS Agreement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:The Contra Costa County Flood Control and Water Conservation District Board of Supervisors From:Warren Lai, Public Works Director/Chief Engineer Report Title:Agreement with the Association of Bay Area Governments for award of a California Department of Water Resources Integrated Water Management Plan Grant. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (Flood Control District),APPROVE and AUTHORIZE the Chief Engineer,or designee,to execute the Local Project Sponsor Agreement (LPS Agreement)with the Association of Bay Area Governments (ABAG)to provide up to $1,500,000 from a California Department of Water Resources (DWR)Integrated Regional Water Management Plan (IRWM)Grant for the Wildcat Creek Fish Passage Implementation Project (WCFP Project), N. Richmond area. FISCAL IMPACT: The LPS Agreement provides up to $1,500,000 in DWR IRWM grant funds for the WCFP Project (Project No. 7505-6F8103).Remaining WCFP Project costs are funded by the DWR Urban Streams Restoration Program, the US Environmental Protection Agency San Francisco Bay Water Quality Improvement Fund,and other grants (Project No. 7505-6F8101 through 7505-6F8103). BACKGROUND: On October 11,2022,the Board of Supervisors authorized the Flood Control District to apply for an IRWM grant from DWR in the amount of $1,500,000 for the WCFP Project.The DWR grant required a regional application to be eligible for the IRWM grant funding.The WCFP Project is included in the list of projects in the Bay Area IRWM Plan.The Bay Area IRWM group evaluated potential projects for IRWM funding and CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3042,Version:1 the Bay Area IRWM Plan.The Bay Area IRWM group evaluated potential projects for IRWM funding and selected twelve projects,including the Flood Control District’s WCFP Project,for a joint application.The ABAG acted as the lead agency in the joint grant application to DWR for IRWM grant funding. Subsequently,DWR awarded ABAG an IRWM grant in the amount of $32,214,479 (Grant Agreement No. 4600015417)for twelve projects sponsored by various public agencies in the Bay Area,including the Flood Control District,all known as Local Project Sponsors.The award amount for the Flood Control District’s WCFP Project is $1,500,000. The grant period extends through December 31, 2027. The proposed LPS Agreement is intended to define roles and responsibilities and provide indemnity protection to ABAG for executing the DWR Grant Agreement on behalf of the Local Project Sponsors. CONSEQUENCE OF NEGATIVE ACTION: Without the Board of Supervisors’approval,the Flood Control District will not be able to accept the DWR IRWM Grant Program described above. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ LOCAL PROJECT SPONSOR AGREEMENT between ABAG/SFEP and CONTRA COSTA COUNTY FLOOD CONTROL AND WATER CONSERVATION DISTRICT Proposition 1 Integrated Regional Water Management Round 2 Implementation Grant - Department of Water Resources - - Agreement Number 4600015417- Project 2: Wildcat Creek Fish Passage Implementation Project Through this Local Project Sponsor Agreement by and between the Association of Bay Area Governments (ABAG), a joint powers authority existing under the laws of the State of California acting on behalf of the San Francisco Estuary Partnership (SFEP), a project sponsored by ABAG, and Contra Costa County Flood Control and Water Conservation District, hereafter referred to as the Local Project Sponsor (LPS), the parties hereby agree as follows: RECITALS A. Whereas, ABAG received a 2014 Proposition 1 Integrated Regional Water Management (IRWM) Program Grant from the State of California, Department of Water Resources (DWR) to help fund twelve (12) local projects located within the San Francisco Bay Area IRWM region (Work Plan); B. Whereas, on January 23, 2024, DWR and ABAG entered into Agreement No. 4600015417 (Grant Agreement) awarding to ABAG a grant for Thirty-Two Million, Two Hundred Fourteen Thousand, Four Hundred and Seventy-Nine Dollars ($32,214,479) in State funding (State Grant) to be expended over the allowable period which extends from May 6, 2023, through the completion of the DWR Work Plan, requiring Thirty One Million, Four Hundred Sixteen Thousand, Three Hundred and Thirty-Five Dollars ($31,416,335) in matching funds that can include eligible expenses beginning in January 1, 2015; C. Whereas, subrecipients of the State Grant (Local Project Sponsors) and ABAG will be responsible for implementing their respective component parts of the Work Plan (such component parts of the Work Plan are referred to generically as ‘Local Projects’); D. Whereas, LPS is a subrecipient of the State Grant in the amount of One Million Five Hundred Thousand Dollars ($1,500,000) and is responsible for ensuring completion of the Wildcat Creek Fish Passage Implementation Project (Project) as part of the Work Plan. No matching funds are required under the Grant Agreement; E. WHEREAS, ABAG and the Metropolitan Transportation Commission (MTC) entered into a Contract for Services under which MTC provides administrative and program services to ABAG. Effective July 1, 2017, the staffs of ABAG and MTC were consolidated. MTC staff now serve both the Association of Bay Area Governments and the Metropolitan Transportation Commission. As such, all interactions between ABAG and the LPS contained within this Agreement, shall be conducted by MTC staff on behalf of ABAG; NOW THEREFORE, based upon the foregoing recitals, ABAG and the LPS further agree as follows: IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement 1.0 Applicable Documents. The following are attached: 1.1 Attachment 1 – Project Description 1.2 Attachment 2 – Insurance Requirements 1.3 Attachment 3 – Grant Agreement including the following exhibits that were attached: 1.3.1 Exhibit A – Work Plan 1.3.2 Exhibit B – Budget 1.3.3 Exhibit C – Schedule 1.3.4 Exhibit D – Standard Conditions 1.3.4 Exhibit E – Authorizing Resolution 1.3.5 Exhibit F – Report Formats and Requirements 1.3.6 Exhibit G – Requirements for Data Submittal 1.3.7 Exhibit H – State Audit Document Requirements for the Grantee 1.3.8 Exhibit I – Local Project Sponsors and Project Locations 1.3.9 Exhibit J – Appraisal Specifications (Not Applicable) 1.3.10 Exhibit K – Information Needed for Escrow Processing and Closure (Not Applicable) 1.3.11 Exhibit L – Project Monitoring Plan Guidance 1.3.12 Exhibit M – Invoice Guidance for Administrative and Overhead Charges This Local Project Sponsor Agreement is comprised of this document (Base Document) and Attachments 1, 2, and 3 and is the complete and exclusive statement of understanding between ABAG and the LPS and supersedes any and all previous understandings or agreements, whether written or oral, and all communications between the parties relating to the subject matter of this Local Project Sponsor Agreement. 2.0 Term of Agreement. This Local Project Sponsor Agreement shall be effective as of the signature date (Effective Date) and continue until December 31, 2027, or until terminated by ABAG pursuant to the terms of this Local Project Sponsor Agreement, or until terminated by DWR pursuant to the terms of the Grant Agreement. 3.0 Project, Subaward and Matching Funds. Under the terms of the Grant Agreement, LPS will implement the Project as more particularly described in Attachment 1. ABAG/SFEP will disburse up to One Million Five Hundred Thousand Dollars ($1,500,000) of the State Grant to LPS in accordance with the Grant IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement Agreement. No matching funds are required of LPS, as referenced in Attachment 1 to this Local Project Sponsor Agreement in accordance with the Grant Agreement. 4.0 ABAG Obligations 4.1 ABAG will undertake and complete all administrative and grant management responsibilities relating solely to Grant Administration, in accordance with the Grant Agreement: Exhibit A Work Plan for ABAG. 4.2 ABAG shall disburse Grant funds as required or permitted by the Grant Agreement. Notwithstanding the foregoing, ABAG is not obligated to disburse any funds to LPS and is not obligated to disburse any other funds until such are authorized and disbursed from DWR to ABAG. 4.3 ABAG will promptly notify LPS of any notices given or actions taken by DWR if such notices or actions are likely to affect LPS’s performance, duties, obligations or funding under this Local Project Sponsor Agreement, including but not limited to notices from DWR regarding LPS’s invoices under section of the Grant Agreement or alleged default by LPS under section 14 of the Grant Agreement. ABAG shall consult with the Local Project Sponsor Committee as defined below in carrying out ABAG’s responsibilities. 4.4 Commencing with DWR’s award of the State Grant on May 6, 2023 and continuing until December 31, 2027, when the lengthiest projects covered by the Grant Agreement are expected to wind down and Grant closeout activities are expected to be completed, ABAG will undertake and complete all administrative and management responsibilities under the Grant Agreement that are not related solely to Local Projects. ABAG has incurred, and will continue to incur, numerous costs for administrative and management responsibilities under the Grant Agreement that are not related solely to Local Projects (the “Grant Administrative Costs”). The Grant allocates Eight Hundred Ninety Thousand Dollars ($890,000) for Grant Administrative Costs. 4.5 The obligations of ABAG under section 6.2 shall survive the termination of this Local Project Sponsor Agreement. 5.0 LPS Obligations 5.1 LPS is, and at all times will continue to be, in full compliance with the terms and conditions of the Grant Agreement that are applicable to it as a subrecipient of the State Grant. LPS understands and agrees that for purposes of the foregoing, any requirements and responsibilities imposed upon ABAG as Grantee under the Grant Agreement are hereby passed-through to, and adopted by LPS, as obligations of LPS, excepting only ABAG’s obligations as defined in subsections 4.1-4.3 of this Local Project Sponsor Agreement. Further, LPS acknowledges and agrees to comply with any requirements directly imposed on LPS as a Local Project Sponsor under the Grant Agreement. 5.2 LPS agrees to fund the difference between the Total Project Cost and Grant Amount specified in Attachment 1 of this Local Project Sponsor Agreement. Cost share consists of Funding Match and Additional Cost Share as documented in Attachment 1. LPS is required to maintain all financial records associated with the total project cost for inclusion in the final project report. IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement 5.3 Pursuant to DWR requirements, LPS may invoice ABAG for grant share reimbursement incurred after the grant award date of May 6, 2023. Match costs can include project related costs incurred after January 1, 2015. Required match costs related to a specific task must be documented to the same level of detail as costs for a grant invoice. Required match costs must be approved by DWR prior to LPS invoicing the grant for payment for that specific task. Additional cost share will be documented by LPS in the Final Project Report. 5.4 LPS hereby assumes responsibility for submitting Post-Performance Reports as required under Section 14.E of the Grant Agreement. Reports will be sent to ABAG for submittal to DWR within sixty (60) calendar days after the first year of project operation/completion and annually for a total of three (3) years following project completion. 5.5 LPS hereby assumes responsibility for the following as required under section 15 of the Grant Agreement: (a) operating and maintaining facilities and structures, (b) all costs for the operation and maintenance of the facilities and structures, and (c) performing as required under (a) and (b) for the period required. 5.6 The obligations of LPS under sections 5.3, 5.4 and 6.1 shall survive the termination of this Local Project Sponsor Agreement. 5.7 LPS shall not cause ABAG to be in violation of the Grant Agreement, whether by act or omission. 5.8 LPS shall comply with all applicable Federal, State, and local laws, rules, regulations, ordinances, and directives, now existing and as such may change from time-to-time. Any such laws, rules, regulations, ordinances, and directives required thereby to be included in this Local Project Sponsor Agreement are incorporated herein by reference. 5.9 LPS shall, at its own expense, obtain and maintain in effect at all times for the duration of this Agreement the types of insurance and financial security listed in Attachment 2, Insurance Requirements, attached hereto and incorporated herein, against claims, damages and losses due to injuries to persons or damage to property or other losses that may arise in connection with the performance of work under this Agreement. All policies will be issued by insurers acceptable to ABAG, generally with a Best’s Rating of A- or better with a Financial Size Category of VII or better, or an A rating from a comparable rating service. 5.10 LPS further acknowledges and affirms that every other Local Project Sponsor is a third party beneficiary of this Local Project Sponsor Agreement and LPS is a third party beneficiary of every other Local Project Sponsor Agreement. 6.0 Indemnification 6.1 LPS shall indemnify, defend, and hold harmless the other Local Project Sponsors, the Metropolitan Transportation Commission (MTC) and ABAG and their respective members, elected and appointed officers, employees, and agents from and against any and all liability resulting from LPS’s act(s) and/or omission(s) arising from and/or relating to the Project, and as such would be imposed in the absence of Government Code section 895.2. IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement 6.2 Without limiting the scope of subsection 6.1, such liability includes but is not limited to the following: any funding disallowance; audits; demands; claims; actions; liabilities; damages; fines; fees, costs, and expenses, including attorney, auditor, and/or expert witness fees. 7.0 Termination 7.1 Upon termination of the Grant Agreement, this Local Project Sponsor Agreement shall terminate effective the same date as the Grant Agreement and in accordance with the terms and conditions for the termination of the Grant Agreement. 7.2 ABAG may terminate this Local Project Sponsor Agreement upon the occurrence of all of the following: (a) receipt of prior written notice from DWR of a default under Section 12 of the Grant Agreement caused in whole or in part by LPS that provides at least ten (10) days to cure said default, (b) ABAG’s prompt transmittal of said notice to LPS, (c) LPS’s failure to cure the default within the time prescribed by DWR and (d) DWR takes any of the actions described in subsections 12.H-K of the Grant Agreement. Upon termination of this Local Project Sponsor Agreement: (1) the rights and duties of the parties with respect to the Work Plan, any portion of the Subaward Amount and any asset acquired with proceeds of the Subaward Amount shall be determined in accordance with the provisions of the Grant Agreement and this Local Project Sponsor Agreement and (2) LPS shall pay all costs incurred by the State in enforcing section 12 of the Grant Agreement including, but not limited to, reasonable attorneys' fees, legal expenses, and costs. LPS may request termination of this Local Project Sponsor Agreement by submitting to ABAG a written notice stating the reasons for termination and all progress reports summarizing accomplishments to the date of the notice. Upon receipt of the notice, ABAG shall promptly transmit the notice to DWR and request amendment of the Grant Agreement pursuant to Section D.3 of Exhibit D to the Grant Agreement to conform the Grant Agreement to LPS’s written notice. ABAG shall promptly notify LPS of any communication(s) or response(s) from DWR. LPS and ABAG will coordinate on any additional actions requested by DWR to affect the requested termination of this Local Project Sponsor Agreement. 8.0 Notices and Administrative Contacts 8.1 All notices or notifications under this Local Project Sponsor Agreement shall be in writing addressed to the persons set forth in this section. 8.2 All notices or notifications to ABAG shall be sent to: Natasha Daniels San Francisco Estuary Partnership 375 Beale Street, Suite 700 San Francisco, California 94105 (415) 778-6687 Email: natasha.daniels@sfestuary.org 8.3 All notices or notifications to the LPS shall be sent to: IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement Tim Jensen Contra Costa County Flood Control and Water Conservation District 255 Glacier Drive Martinez, California 94553 (925) 313-2390 tim.jensen@pw.cccounty.us 9.0 Amendments and Changes. This Local Project Sponsor Agreement may be changed only by a written amendment duly signed by ABAG and LPS. 10.0 LPS may assign or delegate portions of this Local Project Sponsor Agreement without the prior written consent of ABAG, provided Recipient complies with any other applicable requirements of this Local Project Sponsor Agreement and the applicable Attachments hereto. 11.0 Governing Law and Venue. This Local Project Sponsor Agreement shall be governed by, and construed in accordance with, the substantive and procedural laws of the State of California. LPS further agrees and consents that the venue of any action brought between LPS and ABAG shall be exclusively in the County of San Francisco. 12.0 Validity and Severability. If any provision of this Local Project Sponsor Agreement or the application thereof to any person or circumstance is held invalid, the remainder of this Local Project Sponsor Agreement and the application of such provision to other persons or circumstances shall not be affected thereby. 13.0 No Waiver. No waiver by either party of any event of breach and/or breach of any provision of this Local Project Sponsor Agreement shall constitute a waiver of any other event of breach and/or breach. Either party’s non-enforcement at any time, or from time to time, of any provision of this Local Project Sponsor Agreement shall not be construed as a waiver thereof. 14.0 Priority of Documents. The provisions of the Grant Agreement shall prevail over provisions of this Local Project Sponsor Agreement. END OF BASE DOCUMENT SIGNATURE PAGE TO FOLLOW IRWM P1R2 Grant Agreement# 4600015417 LPS Agreement AUTHORIZED SIGNATURES IN WITNESS WHEREOF, Contra Costa County Flood Control and Water Conservation District and ABAG have duly executed this Agreement, or caused it to be duly executed on its behalf. CONTRA COSTA COUNTY FLOOD CONTROL AND WATER CONSERVATION DISTRICT ________________________________ Warren Lai Chief Engineer Date ____________________________ ASSOCIATION OF BAY AREA GOVERNMENTS ________________________________ Andrew B. Fremier Metropolitan Transportation Commission Executive Director, Acting pursuant to the Contract for Services dated May 30, 2017. Date ___________________________ ATTACHMENT 1: PROJECT DESCRIPTION WORK PLAN PROJECT 2: Wildcat Creek Fish Passage Implementation Project IMPLEMENTING AGENCY: Contra Costa County Flood Control and Water Conservation District PROJECT DESCRIPTION: The Lower Wildcat Creek Flood Control Channel, constructed in the 1990s, consisted of a low flow channel and fish ladder as well as a downstream sedimentation basin. The project will implement design and construction changes that are needed to improve fish passage, retrofit the existing fish ladder and the 3-acre sedimentation basin to meet California Department of Fish and Wildlife fish passage criteria, and retrofit the control structure upstream of the fish ladder to decrease localized flooding along Rumrill Boulevard. The project will improve fish passage, reduce sedimentation and trash in Wildcat Creek, and reduce localized flooding in the project area. Budget Category (a): Project Administration Task 1: Project Management Manage Grant Agreement including compliance with grant requirements, and preparation and submission of supporting grant documents. Prepare invoices including relevant supporting documentation for submittal to DWR via the Grantee. This task also includes administrative responsibilities associated with the project such as coordinating with partnering agencies and managing consultants/contractors. Deliverables: • Invoices and associated backup documentation Task 2: Reporting Prepare progress reports detailing work completed during reporting period as outlined in Exhibit F of this Grant Agreement. Submit reports to DWR. Prepare Project Completion Report and submit to DWR via Grantee no later than 90 days after project completion for DWR Project Manager’s comment and review. The report shall be prepared and presented in accordance with guidance as outlined in Exhibit F of the Grant Agreement. Deliverables: • Quarterly Project Progress Reports • Project Completion Report • Documentation (e.g., photo) of “Acknowledgment of Credit & Signage” per Standard Condition D.2 Budget Category (b): Land Purchase/Easement Task 3: Land Purchase No land purchase or easement acquisition is required for this project. Deliverables: N/A Budget Category (c): Planning/Design/Engineering/Environmental Documentation Task 4: Feasibility Studies Project feasibility studies were completed as part of the project development process. Feasibility studies included conducting an extensive study of the Wildcat Creek fish ladder structure in 2011 and developing and evaluating several design alternatives in coordination with community stakeholders, fishery experts and regulatory agencies. A preferred alternative was selected and design plans were developed as contained in the "Wildcat Creek Fish Ladder Retro-fit: Alternatives Analysis and Basis of Design Report." Deliverables: • Alternatives Analysis Report Task 5: CEQA Documentation Complete environmental review pursuant to CEQA. Prepare all necessary environmental documentation. Prepare letter stating no legal challenges (or addressing legal challenges). Deliverables: • All completed CEQA documents as required • Legal Challenges Letter Task 6: Permitting The following permits are anticipated to be acquired for this project: California Department of Fish and Wildlife Section 1601 Lake and Streambed Alteration Agreement; United States Army Corps of Engineers Clean Water Act 404/408 Permit; Regional Water Quality Control Board Clean Water Act Section 401 Certification; Federal/California Endangered Species Act permit; National Historic Preservation Act Cultural Resources Assessment. Deliverables: • Permits as required Task 7: Design Complete hydrologic and hydraulic modeling to support flood protection and fish passage criteria, conduct design support studies such as geotechnical investigation and utility potholing to inform design, and prepare 100% complete plans, specifications, and estimates of probable cost. Deliverables: • Basis of Design Report • Geotechnical Report • 100% Design Plans and Specifications • Updated Costs Estimates Task 8: Project Monitoring Plan Develop and submit a Project Monitoring Plan per Paragraph 16 of the grant Agreement for DWR’s review and approval. Deliverables: • Project Monitoring Plan Budget Category (d): Construction/Implementation Task 9: Contract Services This task must comply with the Standard Condition D.11 – Competitive Bidding and Procurements. Activities necessary (as applicable) to secure a contractor and award the contract, including: develop bid documents, prepare advertisement and contract documents for construction contract bidding, conduct pre-bid meeting, bid opening and evaluation, selection of the contractor, award of contract, and issuance of notice to proceed. Deliverables: • Bid Documents • Proof of Advertisement • Award of Contract • Notice to Proceed Task 10: Construction Administration This task includes managing contractor submittal review, answering requests for information, and issuing work directives. A full-time engineering construction observer will be on site for the duration of the project. Construction observer duties include documenting of pre-construction conditions, daily construction diary, preparing change orders, addressing questions of contractors on site, reviewing/ updating project schedule, reviewing contractor log submittals and pay requests, forecasting cash flow, notifying contractor if work is not acceptable. Upon completing the project, the DWR Certificate of Project Completion and record drawings will be provided to DWR. Deliverables: • DWR Certificate of Project Completion • Record Drawings Task 11: Construction Construction activities are outlined below. 11(a): Site preparation will include developing and implementing a stormwater pollution prevention plan, clearing and grubbing, and dewatering and flow control. 11(b): Implementation of the project will include: • Removal of concrete fish ladder, removal of grouted rock, construction of new fish passage structure, construction of grouted rock step pools, construction of sedimentation basin training dikes, and installation of vegetation. • Removal of existing 400-foot-long fish passage facility and construction of new fish ladder with step pools and roughened channel. • Construction of maintenance access ramp and training dikes in the 3-acre sedimentation basin. • Removal of upstream control structure and re-installation at lower elevation. Deliverables: • Photographic Documentation of Progress BUDGET BUDGET CATEGORY Grant Amount Required Cost Share: Non-State Fund Source Other Cost Share* Total Cost (a) Project Administration $55,000 $0 $73,430 $128,430 (b) Land Purchase / Easement $0 $0 $0 $0 (c) Planning / Design / Engineering / Environmental Documentation $55,000 $0 $811,345 $866,345 (d) Construction / Implementation $1,390,000 $0 $1,300,000 $2,690,000 TOTAL COSTS $1,500,000 $0 $2,184,775 $3,684,775 SCHEDULE BUDGET CATEGORY Start Date End Date a Project Administration 12/1/2021 3/31/2027 b Land Purchase / Easement N/A N/A c Planning / Design / Engineering / Environmental Documentation 1/1/2022 12/31/2025 d Construction / Implementation 1/1/2026 12/31/2026 ATTACHMENT 2: INSURANCE REQUIREMENTS PART 1 A. Minimum Coverages. The insurance requirements specified in this section shall cover the LPS’s (referred to herein this Attachment as the Recipient) own liability and the liability arising out of work or services performed under this Agreement by any subconsultants, subcontractors, suppliers, temporary workers, independent contractors, leased employees, or any other persons, firms or corporations that Recipient authorizes to work under this Agreement (hereinafter referred to as “Agents.”) Recipient shall, at its own expense, obtain and maintain in effect at all times during the life of this Agreement the following types of insurance against claims, damages and losses due to injuries to persons or damage to property or other losses that may arise in connection with the performance of work under this Agreement. Recipient is also required to assess the risks associated with work to be performed by Agents under subcontract and to include in every subcontract the requirement that the Agent maintain adequate insurance coverage with appropriate limits and endorsements to cover such risks. To the extent that an Agent does not procure and maintain such insurance coverage, Recipient shall be responsible for said coverage and assume any and all costs and expenses that may be incurred in securing said coverage or in fulfilling Recipient’s indemnity obligation as to itself or any of its Agents in the absence of coverage. In the event Recipient or its Agents procure excess or umbrella coverage to maintain certain requirements outlined below, these policies shall also satisfy all specified endorsements and stipulations, including provisions that Recipient’s insurance be primary without right of contribution from ABAG. Prior to beginning work under this contract, Recipient shall provide ABAG with satisfactory evidence of compliance with the insurance requirements of this section. The insurance listed hereunder shall be considered minimum requirements and any and all insurance proceeds in excess of the requirements shall be made available to ABAG. If the Recipient maintains broader coverage and/or higher limits than the minimum limits shown hereunder, ABAG shall be entitled to the broader coverage and/or higher limits maintained by the Recipient. 1. Workers' Compensation Insurance with Statutory limits, and Employer’s Liability insurance with a limit of not less than $1,000,000 per employee and $1,000,000 per accident, and any and all other coverage of Recipient’s employees as may be required by applicable law. Such policy shall contain a Waiver of Subrogation in favor of ABAG. Such Workers Compensation & Employers Liability may be waived, if and only for as long as Recipient is a sole proprietor or a corporation with stock 100% owned by officers with no employees. 2. Commercial General Liability Insurance for Bodily Injury and Property Damage liability, covering the premises and operations, and products and completed operations of Recipient and Recipient’s officers, and employees and with limits of liability which shall not be less than $1,000,000 per occurrence with a general aggregate liability of not less than $2,000,000, a products/completed operations aggregate liability limit of not less than $2,000,000 and Personal & Advertising Injury liability with a limit of not less than $1,000,000. Such policy shall contain a Waiver of Subrogation or “Waiver of Transfer of Rights of Recovery Against Others to Us” provision included in the policy language or by endorsement in favor of ABAG. Products and completed operations insurance shall be maintained for three (3) years following termination of this Agreement. ABAG and those entities listed in Part 2 of this Attachment 2 (if any), and their commissioners, directors, officers, representatives, agents and employees are to be named as additional insureds for ongoing and completed operations. Such insurance shall be primary and non-contributory, and contain a Separation of Insureds Clause as respects any claims, losses or liability arising directly or indirectly from Recipient’s operations. 3. Business Automobile Insurance for all automobiles owned (if any), used or maintained by Recipient and Recipient’s officers, agents and employees, including but not limited to owned (if any), leased (if any), non-owned and hired automobiles, with limits of liability which shall not be less than $1,000,000 combined single limit per accident. 4. Excess or Umbrella Insurance in the amount of $1,000,000 providing excess limits over Employer’s Liability, Automobile Liability, and Commercial General Liability Insurance. Such umbrella coverage shall be following form to underlying coverage including all endorsements and additional insured requirements. 5. Errors and Omissions Professional Liability Insurance for errors and omissions and the resulting damages, including, but not limited to, economic loss to MTC and having minimum limits of $1000,000 per claim. The policy shall provide coverage for all work performed by CONSULTANT and any work performed or conducted by any subcontractor/consultant working for or performing services on behalf of the CONSULTANT. No contract or agreement between CONSULTANT and any subcontractor/consultant shall relieve CONSULTANT of the responsibility for providing this Errors & Omissions or Professional Liability coverage for all work performed by CONSULTANT and any subcontractor/consultant working on behalf of CONSULTANT on the project. B. Acceptable Insurers. All policies will be issued by insurers acceptable to ABAG, generally with a Best’s Rating of A- or better with a Financial Size Category of VII or better, or an A rating from a comparable rating service. C. Self-Insurance. Recipient’s obligation hereunder may be satisfied in whole or in part by adequately funded self-insurance, upon evidence of financial capacity satisfactory to ABAG. D. Deductibles and Retentions. Recipient shall be responsible for payment of any deductible or retention on Recipient’s policies without right of contribution from ABAG. Deductible and retention provisions shall not contain any restrictions as to how or by whom the deductible or retention is paid. Any deductible or retention provision limiting payment to the Named Insured is unacceptable. In the event that ABAG seeks coverage as an additional insured under any Recipient insurance policy that contains a deductible or self-insured retention, Recipient shall satisfy such deductible or self- insured retention to the extent of loss covered by such policy, for any lawsuit arising from or connected with any alleged act of Recipient, subconsultant, subcontractor, or any of their employees, officers or directors, even if Recipient or subconsultant is not a named defendant in the lawsuit. E. Claims Made Coverage. If any insurance specified above is written on a “Claims-Made” (rather than an “occurrence”) basis, then in addition to the coverage requirements above, RECIPIENT shall: (1) Ensure that the Retroactive Date is shown on the policy, and such date must be before the date of this Agreement or the beginning of any work under this Agreement; (2) Maintain and provide evidence of similar insurance for at least three (3) years following project completion, including the requirement of adding all additional insureds; and (3) If insurance is cancelled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the Agreement effective date, Recipient shall purchase “extended reporting” coverage for a minimum of three (3) years after completion of the work. F. Failure to Maintain Insurance. All insurance specified above shall remain in force until all work or services to be performed are satisfactorily completed, all of Recipient’s personnel, subcontractors, and equipment have been removed from ABAG’s property, and the work or services have been formally accepted. Recipient must notify ABAG if any of the above required coverages are non-renewed or cancelled. The failure to procure or maintain required insurance and/or an adequately funded self-insurance program will constitute a material breach of this Agreement. G. Certificates of Insurance. Prior to commencement of any work hereunder, Recipient shall deliver to Ebix, ABAG’s authorized insurance consultant, insurance documentation (including Certificates of Liability Insurance, Evidences of Property Insurance, endorsements, etc.) verifying the aforementioned coverages. Such evidence of insurance shall make reference to all provisions and endorsements referred to above and shall be signed by the authorized representative of the Insurance Company shown on the insurance documentation. The Project name shall be clearly stated on the face of each Certificate of Liability Insurance and/or Evidence of Property Insurance. Recipient shall submit certificates of insurance to: Association of Bay Area Governments Insurance Compliance P.O. Box 100085-M8 Duluth, GA 30096 or Email to MTC@Ebix.com or Fax to 1-888-617-2309 ABAG reserves the right to require copies of all required policy declarations pages or insurance policies, including endorsements, required by these specifications, at any time. H. Disclaimer. The foregoing requirements as to the types and limits of insurance coverage to be maintained by Recipient are not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by Recipient pursuant hereto, including, but not limited to, liability assumed pursuant to Section 5.9 of this Agreement. PART 2 The following entities are to be named as Additional Insureds under applicable sections of this Attachment 2 and as ABAG Indemnified Parties, pursuant to Section 9 of the Agreement. Metropolitan Transportation Commission (MTC) State of California, Department of Water Resources (DWR) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3043 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract with TCS Risk Management Services, LLC in an amount not to exceed $2,102,800 to provide ergonomic program support for the period of July 1, 2024, through June 30, 2025. (100% Workers' Compensation Internal Service Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Contract with TCS Risk Management Services, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Director of Risk Management, or designee, to execute a contract with TCS Risk Management Services, LLC in an amount not to exceed $2,102,800 to provide ergonomic program support for the period of July 1, 2024, through June 30, 2025. FISCAL IMPACT: Costs for administration of County-wide ergonomic programs will be paid from the Workers’ Compensation Internal Service Fund. BACKGROUND: TCS Risk Management Services (TCS) has been operating the County’s Ergonomic Program for many years. In that role, the company has provided the following services: the review and administration of ergonomic programs; the performance of employee ergonomic evaluations; the installation of ergonomic equipment; the negotiation of discount pricing for equipment; providing ergonomic training and coordination with departments; and ensuring the timely delivery of ergonomic evaluations and equipment to prevent or reduce the level of injuries sustained by employees. In the spring of 2024, Risk Management initiated a request for proposals for ergonomic program services. TCS has agreed to continue to provide ergonomic services to the County while the County works through the request for proposal. It was anticipated that a new vendor will be selected in approximately six months. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3043,Version:1 Labor Relations was consulted to ensure the services being solicited are beyond the scope and capacity of the County and therefore an outside vendor is required. The Ergonomic Program results in savings to the County by reducing workers’ compensation claims. CONSEQUENCE OF NEGATIVE ACTION: The program, including the ergonomics laboratory and equipment, will not be available to meet the County’s needs and satisfy current regulations. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3044 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:RECEIVE report concerning the final settlement of Richard Conway vs. Contra Costa County; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $80,000, as recommended by the Director of Risk Management. (100% Workers' Compensation Internal Service Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Final Settlement of Claim, Richard Conway vs. Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE this report concerning the final settlement of Richard Conway and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $80,000. FISCAL IMPACT: Workers' Compensation Internal Service Fund payment of $80,000. BACKGROUND: Attorney Leslie A. Leyton, defense counsel for the County, has advised the County Administrator that within authorization an agreement has been reached settling the workers' compensation claim of Richard Conway v. Contra Costa County. The Board's September 10, 2024, closed session vote was: Supervisors Gioia, Andersen, Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier September 10, 2024, closed session vote of this Board authorizing its negotiated settlement are known publicly. CONSEQUENCE OF NEGATIVE ACTION: Case will not be settled. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3044,Version:1 CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3045 Name: Status:Type:Consent Item Passed File created:In control:9/11/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:RECEIVE report concerning the final settlement of Christopher Drolette vs. Contra Costa County; and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $123,302 as recommended by the Director of Risk Management. (100% Workers' Compensation Internal Service Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Karen Caoile, Director of Risk Management Report Title:Final Settlement of Claim, Christopher Drolette vs. Contra Costa County ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE this report concerning the final settlement of Christopher Drolette and AUTHORIZE payment from the Workers' Compensation Internal Service Fund in an amount not to exceed $123,302. FISCAL IMPACT: Workers' Compensation Internal Service Fund payment of $123,302. BACKGROUND: Attorney Evan M. Daily, defense counsel for the County, has advised the County Administrator that within authorization an agreement has been reached settling the workers' compensation claim of Christopher Drolette v. Contra Costa County. The Board's September 10, 2024 closed session vote was: Supervisors Gioia, Andersen, Burgis, Carlson and Glover - Yes. This action is taken so that the terms of this final settlement and the earlier September 10, 2024 closed session vote of this Board authorizing its negotiated settlement are known publicly. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3045,Version:1 Case will not be settled. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:124-3046 Name: Status:Type:Consent Item Passed File created:In control:9/12/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:DENY claims filed by Alex Alvarado; Steven Corey; D.L.H.(a minor) by & through her parents, Belkis Leal & Jesus Leal Huerta; Alphonso McGill; National General Ins., a/s/o Noe Covera Rodriguez; Systron Business Center, LLC; and United Financial Casualty Co. a/s/o Christopher Land. DENY amended claims field by Praveen Gupta; and Alexander Hill. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS9/24/2024 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Claims ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DENY claims filed by Alex Alvarado; Steven Corey; D.L.H.(a minor) by & through her parents, Belkis Leal & Jesus Leal Huerta; Alphonso McGill; National General Ins., a/s/o Noe Covera Rodriguez; Systron Business Center, LLC; and United Financial Casualty Co. a/s/o Christopher Land. DENY amended claims field by Praveen Gupta; and Alexander Hill. FISCAL IMPACT: No fiscal impact. BACKGROUND: Alex Alvarado: Property claim for damaged eyeglasses in the amount of $263.09. Steven Corey: Property claim for damage to vehicle in the amount of $462.19. D.L.H. by & through her parents, Belkis Leal & Jesus Leal Huerta: Personal injury and A.D.A. claim related to battery and discrimination at school in an amount to exceed the jurisdictional minimum. Alphonso McGill: Personal injury claim for trip and fall in the amount of $100,000,000. National General Insurance a/s/o Noe Covera Rodriguez: Property claim for damage to vehicle in the amount of $1,916.25. Systron Business Center, LLC: Claim for unpaid rent in the amount of $8,448.12. United Financial Casualty Company a/s/o Christopher Land: Property claim for damage to vehicle in the amount of $3,318.43. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:24-3046,Version:1 Praveen Gupta: Amended claim related to damage to real property rights in the amount of $548,420. Alexander Hill: Amended claim for lost property in undisclosed amount. CONSEQUENCE OF NEGATIVE ACTION: Not acting on the claims could extend the claimants’ time limits to file actions against the County. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 326 Name: Status:Type:Consent Resolution Passed File created:In control:9/13/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-326 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California State Parks, Division of Boating and Waterways, FY 2024/2025 Boating Safety and Enforcement Equipment Grant, with an initial allocation of up to $97,251 for repair and purchase of boat equipment the Sheriff’s Marine Patrol Unit. (100% State) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:Boating Safety and Enforcement Equipment Grant Program FY 2024/2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND prior Board action (C.100) from April 22, 2024, which adopted Resolution 2024-153 authorizing the Sheriff-Coroner or designee, to apply for, and accept and approve grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California State Parks, Division of Boating and Waterways, FY 2024/2025 Boating Safety and Enforcement Equipment Grant, with an initial allocation of $100,000 for the purchase of boat engines for the Sheriff’s Marine Patrol Unit; and ADOPT a Resolution authorizing the Sheriff-Coroner, or designee, to apply for, accept and approve grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California State Parks, Division of Boating and Waterways, FY 2024/2025 Boating Safety and Enforcement Equipment Grant, with an initial allocation of up to $97,251 for repair and purchase of boat equipment the Sheriff’s Marine Patrol Unit. FISCAL IMPACT: Approval of this request will result in an initial revenue of $97,251 and will be funded 100% by State funds. There is no county match requirement for this grant. BACKGROUND: The California State Parks, Division of Boating and Waterways has announced a grant opportunity under their Boating Safety and Enforcement Equipment Grant Program (BSEE). In accordance with Title 14, 6594.1 of the CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:RES 2024-326,Version:1 California Government Code of Regulations, California State Parks, Division of Boating and Waterways provides grants to local government agencies to purchase boating safety and law enforcement equipment. The application will request funds for extending the life of the vessels in the support of recreational boating safety. The Board previously approved this grant on April 22, 2024, however, the amount awarded to the Office of the Sheriff by the California State Parks, Division of Boating and Waterways is less than the original request. Therefore, this action will rescind and replace the prior Board action from April 22, 2024 regarding Resolution 2024-153 to clarify the correct amount. CONSEQUENCE OF NEGATIVE ACTION: Should the Board decide against granting authority to apply for and accept this grant, currently unfunded equipment replacement and improvement will continue to be deferred or be purchased with County funds. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Applying for and Accepting the FY 2024/2025 California State Parks, Division of Boating and Waterways, Boating Safety and Enforcement Equipment Grant; WHEREAS, the County of Contra Costa is seeking funds available through the California State Parks, Division of Boating and Waterways, Boating Safety and Enforcement Equipment Grant; NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors: Authorizes the Sheriff-Coroner, Undersheriff or the Sheriff’s Chief of Management Services, to execute for and on behalf of the County of Contra Costa, a political subdivision of the State of California, any action necessary for the purpose of obtaining financial assistance provided by the State of California for the Boating Safety and Enforcement Equipment Grant. CONTRA COSTA COUNTY Printed on 10/11/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 2024- 327 Name: Status:Type:Consent Resolution Passed File created:In control:9/13/2024 BOARD OF SUPERVISORS On agenda:Final action:9/24/2024 9/24/2024 Title:ADOPT Resolution No. 2024-327 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant, with an initial allocation of up to$275,000 for the abatement of abandoned vessels and the vessel turn-in program on County waterways, for the initial period of October 1, 2024, through September 30, 2025. (90% State, 10% County In-Kind Match) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS9/24/2024 1 Pass To: Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant FY 2024-2025 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RESCIND prior Board action (C.101) from April 22, 2024, which adopted Resolution 2024-154 authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant, with an initial allocation of up to $372,600 for the abatement of abandoned vessels and the vessel turn-in program on County waterways, for the initial period of October 1, 2024, through September 30, 2025; and ADOPT a Resolution authorizing the Sheriff-Coroner, or designee, to apply for and accept grant funding, including contract amendments and extensions, pursuant to the grant guidelines, with the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant, with an initial allocation of up to $275,000 for the abatement of abandoned vessels and the vessel turn-in program on County waterways, for the initial period of October 1, 2024, through September 30, 2025. FISCAL IMPACT: Approval of this request will result in an initial revenue of $275,000 and will be funded 90% by State funds and 10% by County in-kind match. CONTRA COSTA COUNTY Printed on 10/11/2024Page 1 of 2 powered by Legistar™ File #:RES 2024-327,Version:1 BACKGROUND: The California Division of Boating and Waterways (DBW) is prepared to award the Surrendered and Abandoned Vessel Exchange grant to the Office of the Sheriff to assist Sheriff’s Marine Patrol with the removal of abandoned vessels and water hazards. The funding provided by this grant will enable the Marine Patrol Unit to remove abandoned vessels and identify hazards to vessel navigation in a continued effort to protect life and property on the waterways within Contra Costa County. The Board previously approved this grant on April 22, 2024, however, the amount awarded to the Office of the Sheriff by the California Division of Boating and Waterways is less than the original request. Therefore, this action will rescind and replace the prior Board action from April 22, 2024 regarding Resolution 2024-154 to clarify the correct amount. CONSEQUENCE OF NEGATIVE ACTION: Negative action on this request will result in the loss of State funding designed to significantly increase the safety and security of persons and property on the waterways withing Contra Costa County. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Applying for and Accepting the FY 2024/2025 California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant; WHEREAS, the County of Contra Costa is seeking funds available through the California Division of Boating and Waterways Surrendered and Abandoned Vessel Exchange Grant; NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors: Authorizes the Sheriff-Coroner, Undersheriff or the Sheriff’s Chief of Management Services, to execute for and on behalf of the County of Contra Costa, a public entity established under the laws of the State of California, any action necessary for the purpose of obtaining financial assistance including grant modifications and extensions provided by the State of California for the Surrendered and Abandoned Vessel Exchange Grant. 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