HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 11242022 - PPC Agenda PktPUBLIC PROTECTION
COMMITTEE
October 24, 2022
10:30 A.M.
VIRTUAL MEETING
To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible
via Zoom to all members of the public as permitted by Government Code section 54953(e).
Join from PC, Mac, Linux, iOS or Android: https://cccounty-us.zoom.us/j/82317577399
Or Telephone: 214-765-0478 OR 888-278-0254
Conference code: 507994
Meeting ID: 823 1757 7399
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be limited
to three minutes).
3.APPROVE Record of Action from the June 27, 2022 meeting. (Page 4)
4.CONSIDER applicants for nine (9) open Community-based Representative Seats on the Racial Justice Oversight
Body. (Patrice Guillory, ORJ Director) (Page 7)
5.CONSIDER approving the draft Contra Costa County Emergency Operations Plan and forward to the Board of
Supervisors for adoption, as recommended by the Emergency Services Policy Board. (Rick Kovar, Office of
Emergency Services) (Page 116)
6.The next meeting is currently scheduled for November 28, 2022.
7.Adjourn
The Public Protection Committee will provide reasonable accommodations for persons with disabilities planning to attend
Public Protection Committee meetings. Contact the staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Public Protection Committee less than 96 hours prior to that meeting are available for public
inspection at 1025 Escobar St.,4th Floor, Martinez, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting
time.
For Additional Information Contact:
Paul Reyes, Committee Staff
Phone (925) 655-2049, Fax (925) 655-2066
paul.reyes@cao.cccounty.us
Glossary of Acronyms, Abbreviations, and other Terms (in alphabetical order):
Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of
Supervisors meetings and written materials. Following is a list of commonly used language that may appear in oral presentations and
written materials associated with Board meetings:
AB Assembly Bill
ABAG Association of Bay Area Governments
ACA Assembly Constitutional Amendment
ADA Americans with Disabilities Act of 1990
AFSCME American Federation of State County and Municipal
Employees
AICP American Institute of Certified Planners
AIDS Acquired Immunodeficiency Syndrome
ALUC Airport Land Use Commission
AOD Alcohol and Other Drugs
ARRA American Recovery and Reinvestment Act
BAAQMD Bay Area Air Quality Management District
BART Bay Area Rapid Transit District
BCDC Bay Conservation & Development Commission
BGO Better Government Ordinance
BOS Board of Supervisors
CALTRANS California Department of Transportation
CalWIN California Works Information Network
CalWORKS California Work Opportunity and Responsibility
to Kids
CAER Community Awareness Emergency Response
CAO County Administrative Officer or Office
CCHP Contra Costa Health Plan
CCTA Contra Costa Transportation Authority
CCP Community Corrections Partnership
CDBG Community Development Block Grant
CEQA California Environmental Quality Act
CIO Chief Information Officer
COLA Cost of living adjustment
ConFire Contra Costa Consolidated Fire District
CPA Certified Public Accountant
CPI Consumer Price Index
CSA County Service Area
CSAC California State Association of Counties
CTC California Transportation Commission
dba doing business as
EBMUD East Bay Municipal Utility District
EIR Environmental Impact Report
EIS Environmental Impact Statement
EMCC Emergency Medical Care Committee
EMS Emergency Medical Services
EPSDT State Early Periodic Screening, Diagnosis and
treatment Program (Mental Health)
et al. et ali (and others)
FAA Federal Aviation Administration
FEMA Federal Emergency Management Agency
F&HS Family and Human Services Committee
First 5 First Five Children and Families Commission
(Proposition 10)
FTE Full Time Equivalent
FY Fiscal Year
GHAD Geologic Hazard Abatement District
GIS Geographic Information System
HCD (State Dept of) Housing & Community Development
HHS Department of Health and Human Services
HIPAA Health Insurance Portability and Accountability Act
HIV Human Immunodeficiency Syndrome
HOV High Occupancy Vehicle
HR Human Resources
HUD United States Department of Housing and Urban
Development
Inc. Incorporated
IOC Internal Operations Committee
ISO Industrial Safety Ordinance
JPA Joint (exercise of) Powers Authority or Agreement
Lamorinda Lafayette-Moraga-Orinda Area
LAFCo Local Agency Formation Commission
LLC Limited Liability Company
LLP Limited Liability Partnership
Local 1 Public Employees Union Local 1
LVN Licensed Vocational Nurse
MAC Municipal Advisory Council
MBE Minority Business Enterprise
M.D. Medical Doctor
M.F.T. Marriage and Family Therapist
MIS Management Information System
MOE Maintenance of Effort
MOU Memorandum of Understanding
MTC Metropolitan Transportation Commission
NACo National Association of Counties
OB-GYN Obstetrics and Gynecology
O.D.Doctor of Optometry
OES-EOC Office of Emergency Services-Emergency
Operations Center
ORJ Office of Reentry & Justice
OSHA Occupational Safety and Health Administration
Psy.D. Doctor of Psychology
RDA Redevelopment Agency
RJOB Racial Justice Oversight Body
RJTF Racial Justice Task Force
RFI Request For Information
RFP Request For Proposal
RFQ Request For Qualifications
RN Registered Nurse
SB Senate Bill
SBE Small Business Enterprise
SWAT Southwest Area Transportation Committee
TRANSPAC Transportation Partnership & Cooperation (Central)
TRANSPLAN Transportation Planning Committee (East County)
TRE or TTE Trustee
TWIC Transportation, Water and Infrastructure Committee
UCC Urban Counties Caucus
VA Department of Veterans Affairs
vs. versus (against)
WAN Wide Area Network
WBE Women Business Enterprise
WCCTAC West Contra Costa Transportation Advisory
Committee
____________________________________________________________________________________________________
PUBLIC PROTECTION COMMITTEE 3.
Meeting Date:10/24/2022
Subject:RECORD OF ACTION - June 27, 2022
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION - June 27, 2022
Presenter: Paul Reyes, Committee Staff Contact: Paul Reyes, (925) 655-2049
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the record need not be verbatim, it
must accurately reflect the agenda and the decisions made in the meeting.
Referral Update:
Attached for the Committee's consideration is the Record of Action for the Committee's June 27, 2022 meeting.
Recommendation(s)/Next Step(s):
APPROVE Record of Action from the June 27, 2022 meeting.
Fiscal Impact (if any):
No fiscal impact. This item is informational only.
Attachments
Record of Action - June 27, 2022
PUBLIC PROTECTION COMMITTEE
RECORD OF ACTION FOR
June 27, 2022
Supervisor Federal D. Glover, Chair
Supervisor Candace Andersen, Vice Chair
Present: Federal D. Glover, Chair
Candace Andersen, Vice Chair
1.Introductions
Convene - 10:31 am
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers
may be limited to three minutes).
No public comment.
3.APPROVE Record of Action from the May 23, 2022 meeting.
Approved as presented.
AYE: Chair Federal D. Glover
Vice Chair Candace Andersen
4.1. Accept a recommendation for a seat on the Juvenile Justice Coordinating Council reserved for one (1)
At-Large Youth Seat.
2. RECOMMEND candidate, Mica Herrera, for the vacant seat identified above to the Board of Supervisors
for appointment consideration at their July 12, 2022 meeting.
3. PROVIDE any additional direction to staff regarding the Juvenile Justice Coordinating Council.
Approved as presented.
AYE: Chair Federal D. Glover
Vice Chair Candace Andersen
5.CONSIDER interviewing RJOB nominated applicants and all remaining interested applicants for
Community-based Representative Seats #8 and #9 on the Racial Justice Oversight Body.
RECOMMEND candidates for the vacant seats identified above to the Board of Supervisors for
appointment consideration at their July 12, 2022 meeting.
Approved as presented.
AYE: Chair Federal D. Glover
Vice Chair Candace Andersen
6.1. ACCEPT Update on AB 109 Evidence-based Reentry Housing Program RFP Process.
2. ACCEPT Review Panel award recommendation for AB 109 Evidence-Based Reentry Housing Program
to be considered for Board Approval on July 12, 2022 meeting.
Approved as presented.
AYE: Chair Federal D. Glover
Vice Chair Candace Andersen
7.ACCEPT an update on the Holistic Intervention Partnership from the Public Defender's Office.
Update was accepted by the Public Protection Committee with staff being directed to bring this
item to the Board of Supervisors at a future date.
AYE: Chair Federal D. Glover
Vice Chair Candace Andersen
8.The next meeting is currently scheduled for July 25, 2022.
9.Adjourn
Adjourned - 11:37 am.
For Additional Information Contact:
Paul Reyes, Committee Staff
Phone (925) 335-1096, Fax (925) 646-1353
paul.reyes@cao.cccounty.us
PUBLIC PROTECTION COMMITTEE 4.
Meeting Date:10/24/2022
Subject:Appointments for Racial Justice Oversight Body to fill Open Community-based Representative Seats
Submitted For: Esa Ehmen-Krause, County Probation Officer
Department:Probation
Referral No.: N/A
Referral Name: Referral on Racial Justice Oversight Body
Presenter: Patrice Guillory, Director of ORJ Contact: 925-313-4087
Referral History:
On July 24, 2018, the Board of Supervisors adopted the "Racial Justice Task Force - Final
Report and Recommendations", which included the recommendation to create a Racial Justice Oversight Body tasked with the
periodic review and reporting of racial and ethnic disparities in the local criminal and juvenile justice systems, as well as the
ongoing support and monitoring of efforts to implement recommendations to reduce the disparities.
Based on this action, the Racial Justice Oversight Body is composed of the following 18
representatives:
A representative from the Superior Court, as a non-voting member;1.
The Sheriff or his designee;2.
The Chief Probation Officer or his designee;3.
The Public Defender or her designee;4.
The District Attorney or her designee;5.
A representative from a local law enforcement agency, nominated by the Contra Costa County Police Chiefs’
Association;
6.
A representative from the Contra Costa County Office of Education;7.
A representative from a Local School District (Rotation: Mt. Diablo/West Contra Costa/Antioch)8.
A representative from Contra Costa County Health Services Department; and9.
Nine community-based representatives, including:
Community-based Representative, Seat 1 & 2: two members nominated by the Contra Costa Racial Justice
Coalition
a.
Community-based Representative, Seat 3 & 4: two individuals with prior personal criminal or juvenile justice
system involvement
b.
Community-based Representative, Seat 5, 6 & 7: three representatives from community-based organizations
(CBO) that work with justice involved populations, including at least one person who works directly with youth
c.
Community-based Representative, Seat 8: one representative from a faith-based organizationd.
Community-based Representative, Seat 9: one representative that is either a school age young person, or from a
CBO who provides services to school age youth
e.
10.
On February 28, 2022, the Public Protection Committee (PPC) approved a 3-week application process to begin in Fall 2022 to
fill all nine (9) open Community-based Representative seats with terms expiring on December 31st, 2022. The approved
timeline for the recruitment and application process is as follows: (1) Issue press release on Sep. 19th; (2) Application Deadline
set for Oct. 10th (3-week application period); (3) Applicant Interviews with PPC scheduled for Oct. 24th ; (4) BOS
consideration of nominations scheduled for Nov. 8th .
Referral Update:
On September 19th, 2022, the County Administrators Office issued a press release and the Office of Reentry and Justice (ORJ)
On September 19th, 2022, the County Administrators Office issued a press release and the Office of Reentry and Justice (ORJ)
at the Probation Department released an e-newsletter alert to announce the recruitment of nine (9) open Community-based
Representative Seats. The ORJ received a total of 15 applications prior to the October 10th , 2022 deadline and two (2)
applications received after the deadline.
Of the 17 total applicants, eight (8) are incumbent members seeking a second two-year term. Jeff Landau, representing Seat 2
(a member nominated by the Contra Costa Racial Justice Coalition), has indicated he will not seek a second term.
All 17 applicants have been invited to the public interviews scheduled for the Public Protection Committee meeting on October
24th, 2022.
Recommendation(s)/Next Step(s):
1. CONSIDER interviewing applicants for all (9) Community-based Representative Seats of the Racial Justice Oversight Body.
2. RECOMMEND candidates to the Board of Supervisors for appointment consideration at their November 8th, 2022 meeting.
Fiscal Impact (if any):
N/A
Attachments
Attachment A - 2022 RJOB Membership Roster
Attachment B - Press Release
Attachment C - Redacted Applications
Attachment D - Applicant Summary
2022 Racial Justice Oversight Body
Seat
The Sheriff or designee
The Chief Probation Officer or designee
The Public Defender or designee
The District Attorney or designee
Superior Court representative (Non-Voting)
Local Law Enforcement representative (Nominated by CCC PCA)
Contra Costa County Office of Education representative
Local School District representative (Mt. Diablo/West Contra Costa/Antioch)
Health Services Department representative
Community-based Representative, Seat 1 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 2 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 3 (Prior personal criminal justice involvement)
Community-based Representative, Seat 4 (Prior personal criminal justice involvement)
Community-based Representative, Seat 5 (CBO work w/ justice involved youth)
Community-based Representative, Seat 6 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 7 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 8 (Faith-based organization)
Community-based Representative, Seat 9 (School age youth or CBO of youth services)
Appointee
Melissa Klawuhn
Esa Ehmen-Krause
Ellen McDonnell (Co-Chair)
Diana Becton
Matthew Malone
Bisa French
Lynn Mackey
LaShante Smith
Gilbert Salinas
Tamisha Walker (Co-Chair)
Jeff Landau
Michael Pierson
Chala Bonner
Stephanie Medley
Ronell Ellis
Cheryl Sudduth
Gigi Crowder
Carlos Fernandez
Term Expiration
ex-officio
ex-officio
ex-officio
ex-officio
other appointed
December 31, 2022
other appointed
December 31, 2022
other appointed
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
Contra Costa County
County Administrator’s Office • 1025 Escobar St., 4th Floor • Martinez, CA 94553 • www.contracosta.ca.gov
IMMEDIATE RELEASE Contact: Patrice Guillory, Director
September 19, 2022 Office of Reentry & Justice
Patrice.guillory@orj.cccounty.us
Contra Costa County Seeks Applicants for (9) OPEN
Racial Justice Oversight Body Community Representative Seats
(Martinez, CA) - The Contra Costa County Board of Supervisors is seeking applicants who are interested in
serving on its 18-member Racial Justice Oversight Body (RJOB). The Racial Justice Oversight Body has nine (9)
open seats representing a range of community organizations and diverse communities.
The RJOB is a multi-agency advisory body established by the Contra Costa County Board of Supervisors to
oversee the implementation of the recommendations made by the Racial Justice Task Force and accepted by
the Board of Supervisors to reduce racial disparities in the criminal and juvenile justice systems. The RJOB also
reviews local criminal and juvenile justice data in an ongoing fashion to identify and address any racial
disparities that may persist.
The Racial Justice Oversight Body is composed of the following 18 members:
• Four (4) Ex‐Officio Members:
The Sheriff or his designee;
The Chief Probation Officer or her designee;
The Public Defender or her designee;
The District Attorney or her designee;
• Five (5) Other Appointed Members:
A representative from the Superior Court, as a non-voting member;
A representative from a local law enforcement agency, nominated by the Contra Costa
County Police Chiefs’ Association;
A representative from the Contra Costa County Office of Education;
A representative from a Local School District;
A representative from Contra Costa County Health Services Department;
• Nine (9) community‐based representatives selected and appointed by the Board of Supervisors:
Two (2) members of the Contra Costa Racial Justice Coalition;
Two (2) individuals with prior personal criminal or juvenile justice system involvement;
Two (2) representatives from community-based organizations that work with justice-involved
populations, any age;
One (1) representative from a community-based organization that works with justice-involved
youth
One (1) representative from a faith-based organization;
One (1) representative that is either a school age young person, or from a community-based
organization who provides services to school age youth.
The Board of Supervisors is seeking applications for the aforementioned (9) OPEN community-based
representative seats on the RJOB.
Appointments to the Racial Justice Oversight Body will be for a term of two years beginning January 1st, 2023
and ending December 31st, 2024. The RJOB meets on a quarterly basis and its members also serve on its three
subcommittees that each currently meet on a monthly basis. All members serve on the RJOB and its
subcommittees without compensation, stipends, or reimbursement of expenses, and the selection of the
community-based representatives are intended to reflect the geographic, ethnic, and racial diversity of Contra
Costa County.
Applications will be due by 5 p.m. on October 10th, 2022. Applicants are invited to the public interview
process conducted by the Board of Supervisors’ Public Protection Committee: Supervisors Candace Andersen,
District II, and Federal Glover, District V. This committee will then recommend a selection of applicants for
Board of Supervisors to appoint to the Racial Justice Oversight Body.
Below is a complete timeline of this recruitment process to fill the nine (9) vacant RJOB seats:
• October 10: Final Day of the Application Period, due by 5:00 p.m.
• October 24: Public Protection Committee Meeting: Interviews
• November 8: Board of Supervisors Appointments
Application forms can be obtained from the Clerk of the Board of Supervisors by calling (925) 655-2000 or by
visiting the County webpage for Boards and Commissions at https://www.contracosta.ca.gov/3418/.
Completed applications should be emailed to ClerkoftheBoard@cob.cccounty.us. Applications can also be
mailed to the Clerk of the Board of Supervisors Office at 1025 Escobar Street, 1st Floor, Martinez, CA 94553.
###
Submit Date: Oct 10, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 2
Length of Employment
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
31 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Lonnie R Bristow
Walnut Creek CA 94595
Retired
Lonnie R Bristow
Seat Name
7
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
City College of new York
Degree Type / Course of Study / Major
BS/Biology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
New York University
Degree Type / Course of Study / Major
M.D.
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Lonnie R Bristow
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I have had (in addition to my background as a practicing physician for roughly 50 years) the further
advantage of having served as a mentor to the youth who were incarcerated in the Boys Ranch facility in
Byron for the pst 6 yeas. This "eye-to eye" experience gives me an real advanage in helping additional
youth in simiilar cicumstances.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Brief Biography: Lonnie Bristow is a physician, a specialist in Internal Medicine, living in Northern
California's Bay Area who has served for many years in organized medicine which eventually led to him
being elected as President of the American Medical Association in 1995. He has received many awards
and honors – including four honorary doctorates, and has written widely on issues in the fields of both
medical practice and medical ethics. He is an active member of the Institute of Medicine of the National
Academy of Sciences. Though retired from clinical practice, Lonnie remains active as a consultant on
many complex sociologic and economic facets of health care for Medical Education institutions and
various State and Federal governmental bodies.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Lonnie R Bristow
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Lonnie R Bristow
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Lonnie R Bristow
Submit Date: Oct 09, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
12
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
D1
How long have you lived or worked in Contra Costa County?
25 yrs
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Y'Anad Burrell
San Pablo CA 94806
Glass House PR CEO
Y'Anad Burrell
Seat Name
Faith Based Representative
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
5
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
San Francisco State University
Degree Type / Course of Study / Major
Accounting
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Golden Gate University
Degree Type / Course of Study / Major
Healthcare Management
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Golden Gate University
Y'Anad Burrell
Upload a Resume
Degree Type / Course of Study / Major
Public Administration
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Saybrook University/Doctoral Program
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I have lived in Contra Costa County (Richmond, CA) for over 25 years and have volunteered in service to
my community for over 15 years in the areas of health equity, art and culture and environmental justice,
specifically air quality. As a member of the faith community since childhood, I have seen the importance of
having the faith population voice heard and seen. Far too often racial justice impact information does not
reach the faith community, while they are one of the largest groups that support hundreds who are
impacted by the justice system. As someone who has more than 15 years in the public relations and
communications industry, I will ensure the faith community is represented and their opinions, comments,
needs and requests are at the table of this oversight body.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Please see resume attached.
Y'Anad Burrell
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
CPAW Committee, CCC Behavioral Health
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Co-Chair, Community Emissions Reduction Plan Committee, Richmond/North Richmond - 2020 - Pres.
Richmond Chamber of Commerce (2021 - Pres.) Contra Costa County Arts & Culture Commission (2010 -
2020.) Healthy Richmond Access to Quality Healthcare, Communications Committee (2018 - 2020)
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
Y'Anad Burrell
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Y'Anad Burrell
Y’Anad Burrell, MPA/MHA | |
Y’ANAD BURRELL, MPA/MHA
Diversity, Equity, Inclusion & Communications Professional
di
EDUCATION
BA Degree, Accounting | San Francisco State University | 1998
Master Degree, Public Administration | Golden Gate University | 2003
Doctoral Program, Transformative Social Change | Saybrook University | Class of 2024
TEACHING EXPERIENCE
Adjunct Professor | San Francisco State University – College of Extended Learning | 2016 - 2020
Crises Communications Management for Non-Profits
BOARDS & COMMISSIONS
Co-Chair, Community Emissions Reduction Plan Committee, Richmond/North Richmond
CPAW Committee Member, CCC Behavioral Health, MHSA.
NAACP CA/HI State Conference, Public Relations Committee
Board Member, Richmond Chamber of Commerce
Commissioner, Richmond Housing Advisory Commission
PROFESSIONAL EXPERIENCE YOUTH UPRISING | CHIEF EXECUTIVE OFFICER: Dec. 2020 – Present
GLASS HOUSE COMMUNICATIONS | CEO | 2012 – 2020
GHC is a boutique strategic communications agency specializing in government, media and public relations, diversity, equity
and inclusion consulting, project management, and fund development planning. GHC also provides media training and
reputation management for executives. Partial list of contracts under GHC.
EBMUD | Community Affairs Rep. II | March 2020 – Sept. 2020
Healthy Richmond | Equity & Communications Committee | 2018 - 2020
UC Berkeley, Haas School of Business | Diversity & Inclusion Consultant | 2019
SunSwarm (Solar Energy) | 2017 to 2019 | Government Relations & Community Engagement Consultant
Richmond Bay Campus/Lawrence Berkeley Labs | 2015 | Community Engagement & Diversity & Inclusion Consultant:
California Diversity Council | Vice President, San Francisco – Gov’t Relations & Outreach | 2014 – 2017
Y’Anad Burrell, MPA/MHA | |
DEVELOPMENT & FUNDRAISING EXPERIENCE
Project Re-Connect | Interim Executive Director | 2016 – 2017
Museum of the African Diaspora | Capital Campaign Consultant | 2013 - 2015
Strategically led a $10M capital campaign by cultivating 120 prospects, 60% lived outside California. Women’s Initiative (Oakland) | Asst. Director of Development & Communications | 2011 - 2012
Managed a portfolio of $2.5M of potential prospects consisting of first touch donors which require high-level cultivation by
executing high-profile events and scheduling one-on-one meetings with the Executive Director and Sr. Development Director.
Child Care Coordinating Council of San Mateo County (4CS)
Director of Development & Communications | 2009 – 2011
Pivot Learning Partners | Asst. Director of Development | 2007 - 2009
LEGAL - EARLY CAREER EXPERIENCE
Designed and instituted a firm-wide expert witness database for the law firm (200+ attorneys) in conjunction with technology
vendors. Assigned to lead an intellectual property team of trial attorneys with a large-scale validation project researching and
reviewing complex patents for multi-district litigation involving infringement and copyright breaches.
Heller Ehrman White & McAuliffe | Sr. Intellectual Property/Regulatory Litigation Paralegal | 2001 – 2007
Submit Date: Sep 28, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 3
Length of Employment
1 year
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
N/A
How long have you lived or worked in Contra Costa County?
Resident of 6 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Jennifer Clamon - Morris
Discovery Bay CA 94505
City of Oakley Public Records Assistant
Jennifer Clamon - Morris
Seat Name
Jennifer Morris
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
N/A
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
College of San Mateo
Degree Type / Course of Study / Major
POST / Criminal Justice
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Jennifer Clamon - Morris
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
CPR / First Aide Racial Profiling Training Crisis Intervention Certified Peer Support Counselor
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
Given the societal changes since the late 1990's, there has been an increase in suspected racial
inequality and profiling. Also, post George Floyd, I would like to be part of a commission where we work
together with law enforcement and the community in bridging the gap of the lack of transparency and
addressing concerns of injustice and inequity.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Retired Law Enforcement
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
Jennifer Clamon - Morris
If Yes, please explain:
Childcare, but with proper noticing can prepare in advance.
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
N/A
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
N/A
List any volunteer or community experience, including any advisory boards on which you
have served.
Byron Unified School District Volunteer Director of Finance for Birthright
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
N/A
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
N/A
Jennifer Clamon - Morris
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Jennifer Clamon - Morris
Submit Date: Apr 14, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 3
Length of Employment
4 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
All
How long have you lived or worked in Contra Costa County?
20 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Gigi R Crowder
Antioch CA 94531
NAMI Contra Costa Executive Director
Gigi R Crowder
Seat Name
Gigi Crowder
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
3
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
University of California, Berkeley
Degree Type / Course of Study / Major
BA Psychology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Gigi R Crowder
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I have been a home owner and tax payer in Contra Costa County since May 2002 and have a vested
interest in ensuring the funds raised from this sales tax are allocated in a manner consistent with
reimagining public safety and improving health outcomes for all. I have a keen understanding of how
appropriately utilizing these new financial resources, through cost effective methods with community input
can result in a better quality of life that could allow for more economic opportunities for all residents. I
understand that when services and programs are not made available where they are most needed it
results in greater cost down the line for all. I think we have an obligation to wisely use these additional
dollars to address long standing inequities that put a drain on our system. I want to work with individuals
who love this county as much as I do to create a county that meets the needs of all by prioritizing and
redefining safety while promoting community and belonging for all citizens. I want to share my ideas
around key resources and community defined practices we can use to promote and utilize to promote
equity and reduce the glaring disparities we see in the criminal justice system. My over 30 years in the
mental health field equips me with the skills and knowledge needed to approach challenges using an
appreciative inquiry, strength based, and solutions focused application. I am great at looking at root
causes and applying compassionate approaches that allow for positive outcomes.
Gigi R Crowder
Upload a Resume
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have over 30 years in social services, specifically mental health managerial positions. I am therefore well
informed about the fact too often individuals living with mental illnesses are criminalized and incarcerated
when they have unaddressed trauma and live with untreated mental health diagnosis. I served as the
Ethnic Services Manager for Alameda County Behavioral Health Services and worked alongside
Nationally Recognized Subject Matter Experts exploring racial biases that lead to disparities and
misdiagnosis etc for those most harmed due to systemic racism. I’m hopeful my background as a
Champion for Change as an Advocate can be used to improve outcomes as it has across the State by
serving in a Clergy, Family member and Professional role utilizing my lived experience to train others and
promote community defined strategies that produce promising outcomes.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
Measure X CAB
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
Gigi R Crowder
List any volunteer or community experience, including any advisory boards on which you
have served.
I served as the Chair of the Social Justice Advisory Committee for the California Behavioral Health
Directors of California for 4 years. 2012 to 2016 I have several volunteering obligations that I have
committed to in an effort to improve safety in this county. I volunteer and utilize my own resources by
supporting work lifesaving work in faith based and non profits campaigns to end homelessness and
support those living with mental illness. I volunteer more than 8 hours a week feeding those who are living
with a mental illness and unsheltered in Antioch. I am the current Chair of the Statewide Mental Health
and Spirituality Initiative. 2014- present I was the Founding Chair of the Alameda County African
American Health and Wellness Committee that manages 2 million dollars annually to reduce behavioral
health disparities in Alameda County. 2013 -2016. Co- Chair of the Contra Costa County Behavioral
Health Care Partnership. I have served on numerous non profit boards as Treasurer, Secretary and
President. I am currently supporting the Miles Hall Foundation based in Walnut Creek as a Volunteer
Consultant. I train Prison Chaplains and other Faith and Spiritual Leaders about mental illness and the
importance of understanding how they can best support and advocate for those impacted.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
I am the Executive Director of NAMI Contra Costa County and responsible for administering deliverables
through a contract with the Behavioral Health Department. I have no personal contract with the county.
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Gigi R Crowder
1.This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2.All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4.Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5.Meeting dates and times are subject to change and may occur up to two (2) days per month.
6.Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Gigi R Crowder
Gigi R. Crowder, L. E.
Antioch, CA 94531
CAREER OBJECTIVE:
My desire is to continue to serve as a highly qualified Executive Director using my vast leadership skills
to offer development support, technical assistance, strategic planning and capacity building to a non-
profit agency, or other grass root entities that promote culturally responsive community identified
practices to improve outcomes for those impacted by mental illness. I hope to use my skills and
knowledge to embrace wellness and recovery models to transform systems and support the
empowerment of all people seeking to improve the quality of their lives.
EDUCATION:
June 1985 University of California, Berkeley, B.A., Psychology
September 1990 American College of Sports Medicine, Certification, Personal Fitness Training
EMPLOYMENT HISTORY:
January 2017- Present
Executive Director - National Alliance of Mental Illness Contra Costa, NAMI CC Pleasant Hill CA.
Lead Executive managing day to day operations with a core of Volunteers and Board Members. Duties
include managing the budget, fund development and representing NAMI CC as its primary leader.
September 2015 – March 2017
Fund Developer/ Grant Writer – National Alliance of Mental Illness Contra Costa, NAMI CC
Pleasant Hill CA. Responsible for identifying private and public funding opportunities and developing
successful proposals to receive funds for a non- profit advocacy agency committed to reduce mental
health and reentry stigma and supporting those the live with mental health challenges and their families.
January 2010 – Present
Master Trainer and Co- Creator of Mental Health Friendly Communities a comprehensive faith-based
stigma reduction curriculum designed for advancing efforts to address and eliminate health disparities
for all ethnic and cultural communities. Successfully implemented in eight California counties to
specifically improve outcomes in the African American Community through a contract with
CalMHSA’s Each Mind Matters Campaign.
July 2009 - Present
Principle- GRC Consulting, Antioch, CA
Offering support and technical assistance to non-profit agencies, faith centers and other grass roots
organizations. Work with Leadership to build their infrastructure and capacity to work with
governmental agencies while carrying forward their identified vision and values needed to achieve their
mission and goals. Organizational development coaching to support the building of effective, proactive
boards, design and creation of strategic plans. Fund development support to position entities to respond
successfully to public, private and governmental procurement processes and funding opportunities.
May 2007- September 2016
Ethnic Services Manager – Alameda County Behavioral Health Care Services, Oakland CA.
Responsible for insuring services delivery is culturally effective and responsive. Work includes working
collaboratively with historically unserved /underserved communities, inappropriately served
communities, families, and consumers to promote inclusion and reduce disparities. Core responsibility is
focusing on reducing health disparities for unserved, underserved and inappropriately served
communities by identifying community defined approaches that best meets their needs.
January 2003 - 2007
Program Specialist - Alameda County Behavioral Health Care Services, Oakland CA. Responsible for
monitoring contracts with both mental health and alcohol and other drugs service providers, in the role
of a liaison, provide support to management for special projects, provide ancillary resources for SACPA
providers, provide supervision and support to Medicare Part D resource staff, provide technical
assistance to consumer operated programs.
September 1999 - December 2002
Founding Director of Employment Program – Bay Area Community Services, Oakland CA.
Supervised a staff of 12; which included Job Developers and Job Coaches for an employment program
that provided employment supports to individuals with severe psychiatric disabilities throughout
Alameda County. Responsibilities included monitoring a contract with the State Dept. of Rehabilitation,
hiring staff, training staff, facilitating employment groups working with other CBOs, benefits
counseling, fund development, managing the program’s budget, preparing program for CARF
accreditation.
June 1992 – September 1999
Transitional Employment Program Coordinator – Bay Area Community Services, Oakland CA.
Provided employment and other daily living skills services to adults with severe psychiatric disabilities
in a full day psycho-social rehabilitation program. Duties included development of meaningful work in
the community for program participants, assisting consumers with removing barriers to employment,
working with employers to develop supportive work environments, job coaching, facilitating of job
seeking groups, providing vocational training in food service, clerical, janitorial and landscaping.
Responsibilities included Medi-Cal charting and billing. Participated in utilization reviews and other
requirements of Alameda County BHCS.
August 1990 – June 1992
Job Developer / Volunteer Coordinator – Catholic Charities of San Francisco, San Francisco CA.
Served in the role of an employment counselor and volunteer coordinator for a transitional residential
program for homeless youth. Responsibilities included identifying and removing barriers to
employment, assisting with development of appropriate employment opportunities. Provided support to
individuals and groups of volunteers who connected with the residents to help them reach their goals.
May 1988 – February 1990
Job Developer – Rubicon Programs Inc., Richmond CA. Primarily responsible for development of
employment opportunities for adults with various barriers to employment for a rehabilitative program.
Facilitated weekly job readiness classes, identified, and removed barriers to employment, worked closely
with State Department of Rehabilitation Counselors, provided benefit counseling, served as a consumer
and family member advocate.
ADDITIONAL EXPERIENCE
Certified as a foster parent in Alameda and Contra Costa Counties.
Coordinator of a faith based mentoring program for adolescent at risk girls.
Service on the Board of Director for several non-profit agencies.
Served as lead researcher and coordinator for a utilization study addressing the mental health disparity that
exist for the African American Community in Alameda County.
Cultural Competency Trainer/CBMCS and other tools.
Honors/Positions
Inducted into the Alameda County Women Hall of Fame, 2002
Recipient of the 2016 NAMI CA Cultural Competency Community Leader Award
Current Chair of the California Mental Health and Spirituality Initiative.
References provided upon request.
Ronell Ellis
• Antioch, CA U.S.A. •
OBJECTIVE
Gain upward mobility in my career in the SUD, Social Services, or Criminal Justice field. Curb recidivism,
to assist human beings with eliminating substance abuse, incarceration and to improve their quality of life.
SUMMARY
35 Years of experience in the Therapeutic Community, Substance Abuse, Parole a nd Criminal Justice
areas of operation. Familiar with group facilitation, case management, individual assessment, judicial
system and institutions.
EDUCATION
Holy Names University, Oakland, CA, June 2010 to December 2012
BA, Criminology, Minor in Sociology
Los Medanos College, Pittsburg, CA, January 2009 to June 2010
AA, Liberal Arts
PROFESSIONAL EXPERIENCE
Helathriight360, Reentry Network, February 2017 – Current: Case Management, create, facilitate
groups along with special events. Teach Reentry workshops. Collaborate with industry partners. Intake
participants in/out of custody, to connect them to resources to overcome poverty and incarceration..
Centerforce, February 2016 – February 2017 Case management, Facilitated Prison inmate Parenting
Classes in CDC and in the community. Advocated for participants regarding court custody cases.
Healthright360/Walden House, San Francisco, CA. December 2013 – February 2016
(S.F. County Jail) Case manager, facilitate groups, individual counseling, recruiting outside speakers,
communicating with Parole/Probation Officers and assisting clients with an exit plan to successfully re-
enter society. This Substance Abuse Program was located within the San Francisco County Jail.
DHL Express Inc., Oakland, CA, November 1995 to April 2009
Driver and Customer Service Rep.
• Maintained customer relations, solved customer disputes and delivered parcels of all
sizes to businesses and homes.
Alameda County Food Bank, Oakland, CA, August 1994 to January 1996
Driver and Warehouse Clerk
• Generated food drives to assist local charities in the fight for hunger. Maintained
customer relations with charity contacts and Pickup/Delivery of product.
The Walden House Inc., San Francisco, CA, January 1994 to August 1994
Driver and HIV/AIDS Facility Counselor
• Transported clients to and from medical appointments.
• Facilitated groups and counseled individuals.
LICENSURE AND CERTIFICATIONS:
Valid Class A CDL Driver License with all endorsements, (1994) Certificate of Rehabilitation from the
Superior Court of San Francisco and the State of California, (2011), Registered R.A.S. AOD Counselor.
Submit Date: Feb 15, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
3 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
1
How long have you lived or worked in Contra Costa County?
lived 20+ years worked 5 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Carlos j Fernandez
Richmond CA 94801
safe return project organizer
Carlos j Fernandez
Seat Name
youth seat
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
2
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Carlos j Fernandez
Upload a Resume
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I hear there was a youth seat. I am a youth who is formerly incarcerated and today I mentor at-risk youth
in Richmond
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I feel that I have the experience that qualifies me and makes me an expert on what's best for youth in our
communities
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
Carlos j Fernandez
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
jjcc
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
jjcc
List any volunteer or community experience, including any advisory boards on which you
have served.
mentor and organizer in west county
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Carlos j Fernandez
1.This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2.All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4.Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5.Meeting dates and times are subject to change and may occur up to two (2) days per month.
6.Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Carlos j Fernandez
Submit Date: Sep 26, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 3
Length of Employment
2022 - Current
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
5
How long have you lived or worked in Contra Costa County?
20 years 2008
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Kevin D Finklea
Antioch CA 94531
USS/UPI ELO
Kevin D Finklea
Seat Name
Nine (9) community-based representatives selected and appointed by the Board of Supervisors: Two (2)
individuals with prior personal criminal or juvenile justice system involvement;
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Los medanos
Degree Type / Course of Study / Major
GE
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Kevin D Finklea
Upload a Resume
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
Having personally experienced our juvenile and adult justice system and having grown from such a place
as a young Black American would love and appreciate the opportunity to serve my community through
the lens of my intimate experiential knowledge of our juvenile and adult justice system and local culture. I
am determined to have a positive impact on our community by helping to reduce racial disparities in the
criminal and juvenile justice system with this body of my fellow community activist, advocates, and
officials of various offices.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Prior personal involvement with the criminal and juvenile justice system of Contra Costa County as well as
involvement with local low income community programs such as Rubicon Programs. I have also held a
volunteer leadership roll in the victory outreach homes rehabilitation program all in Antioch, CA who deals
with mainly a population this is currently or has been impacted by the criminal justice system.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
Kevin D Finklea
If Yes, please explain:
I work a full time job with UPI a united states steel company
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Volunteered for victory outreach rehabilitation homes and church, Grace Bible fellowship church, and
Rubicon Programs all in Antioch CA
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Kevin D Finklea
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Kevin D Finklea
Submit Date: Oct 12, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 5
Length of Employment
8years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
not sure maybe 5
How long have you lived or worked in Contra Costa County?
23 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Pamela L Henderson
Antioch CA 94531
All Roads Lead 65 Max
Foundation Inc.Founder/President
Pamela L Henderson
Seat Name
8 or 9
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
N/A
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Degree Type / Course of Study / Major
Business Management
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
management/leadership
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Pamela L Henderson
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
CDE
Certificate Awarded for Training?
Yes No
Other Training B
CNC, CNE
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Award certificate women's leadership section, UN Peace Ambassador, CDE, CNE, CNC
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
My expertise and skills have allowed me to help teach, mentor and facilitate and serve clients and
respond to the needs that establishes a healthy mindset that focuses on diversity and expanded
community support. I also believe that together sharing my ideas utilizing my foundation resources would
help increase the ability to serve clients and respond to the needs of the community and abroad towards
social growth.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Please see attached resume also I can provide certification upon request
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Pamela L Henderson
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Training and mentoring through my foundation and or webinar meetings
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
I was requested to be on the CCC advisory board under the direction of principle Phyllis James at Black
Diamond middle school however their program had serviced another direction and I was updated later
about the change.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Pamela L Henderson
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Pamela L Henderson
Pamela L Henderson
1
Resume
Objective:Utilizing my management skills of 21 years as an entrepreneur in an essential
specialized position.
Knowledgeable in MS Word,Excel,Outlook,and Access applications:
Possess strong written and oral communication skills along with a positive attitude:
Qualified to create update and deploy work schedules and maintenance materials.Able to
fabricate inventory activities and reports of Vendor distributing and receiving:Resolving
help desk problem solving of customer and client issues:
Effective with sales ordering,process in a timely manner:
Experienced in working with groups and individuals using team work and collaboration:
Reputation as dependable,and able to work under minimal supervision:
Experience:
65Max Entertainment/Apparel:C.F.0 -2005-present
Overseer of financial budgets negotiates contracts with outside vendors.facilitator and
founder of 65 Max Apparel teaching On-Line retail e commerce customer service friendly
utilizing and manufacturing her custom designs bringing her creativity to the fore-front
establishing the presence of ones passions and aspirations.WWW.65maxapparel.com
Pamela L Henderson
2
All Roads Lead 65 Max Foundation Inc :Founder/President -2012-Present
All Roads lead 65 Max foundation’was founded by Pamela L.Henderson in 2012.The
Foundation is set-up to mentor females,young teens/adults underprivileged,being at risk from
failures at school,home,and transitioning through Foster Care.The Foundation offers our
teen/adult Community involvement to empower other girls serviced at the foundation facility,and or
Online.
When entering the program,there will be a form to complete by having a volunteer focused group
session to give feedback on a quarterly basis regarding their experience and how the Foundation can
improve their On-line training needs.65 Max Foundation is set up in a classroom atmosphere,
teaching students Online Retail,utilizing it’s hands on websites 65MaxApparel.com or 65Max.com and
allroads65max.org.Shadow Following,role play and the professional aspects of being a team player
of customer service guidelines.The materials provided include sample test materials and quizzes that
are attained on it’s website https://www.allroads65max.org or https://learndesk.us/tag-pamela-1-
henderson-3470 offered through the e learning program On-line that will help each student master
their passion receiving online certification upon completion.
At the end of their training,applicants must also write a 500-word essay of how the Foundation and
its stakeholders have inspired them and provide two letters of recommendations if she would like to
participate to receive a scholarship if graduating from high school holding a GPA 2.6.Each Individual
will have a scheduled one on one progress report discussion with a mentor and an opportunity to
help them prepare,improve as they focus to help build their job readiness skills,help build their
confidence,and self-esteem.At the end of their training,each individual will have the opportunity
to apply within the foundation that creates jobs,or through listed vendors who offer job
opportunities.
`
`
Pamela L Henderson
3
United Airlines:Provision Scheduler-1997-2006
10 years of extensive shipping and receiving,recognized as a leader in the company utilizing
strong skills to effect an complete 75%increase in team/co-worker production,customer
satisfaction by 99%recommended by management as a team leader and excellent facilitator
resolving customer relation issues.
Red Lobster:Associate General Manager-1992-1997
Trained/supervised 60 full-time and 15 part-time employees,used extensive training to
increase customer member base by 75%exceeded goals in 2 years establishing my
employer as 2'in the Industry,excellent facilitator skills in 50%increase/decrease in food
sales,costs revenues,profits,clients,expenses,charges.Eliminated customer complaints
increasing productivity by 60%.
Notary Public :Plasigning Document Signing Service:Self Employed-1999-2018
Negotiate loan service contracts with various lending Institutions regarding Reverse Mortgage,
Purchases,Refinance,Equity line 1st and 2nd Mortgages ,Time shares,Commercial Properties
including walk in services.Knowledgeable and Certified as a Professional Signing Agent,
utilizing E-mail as part of communication excepting loan document processes,making sure
that signatures are accurate and complied by (Secretary Of State)rules and guidelines are
complete.Prepared to train future Notary Public work force Addressing the
needs of professionalism,time management rules and regulation guidelines being hands on
servicing the public as a mobile Notary Public,under her direction that is required per lender
and third party Institutions abroad.
Pamela L Henderson
4
JFK University Concord California October 2014-2015
IEL3010 :Entrepreneurship Leadership Program referred Direction (Mayor Tim Grayson)
Certificate
Member of Women s Empowerment Leadership Sector 2019
2014 National Development Institute certification (CNC)Certified NonProfit Consultant
2015 N.A.N.O.E Board of Governor Certificate CNE
2018 N.A.N.O.E Board of Governor Certificate CDE
2021 Award Winning Author “Book”
“Journey Of A Sapphire “
Submit Date: Oct 10, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
N/A - Out of County
Length of Employment
5 years 8 months
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
District #4
How long have you lived or worked in Contra Costa County?
Cumulatively about 10 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Alisha M Jackson
Vacaville CA 95687
Hope Solutions Probation and Re-entry Managr
Alisha M Jackson
Seat Name
Seat #5, #6 or #7
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
0
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Napa Valley College
Degree Type / Course of Study / Major
General Education
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Bethany College of California
Degree Type / Course of Study / Major
Intercultural Early Childhood Education
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Trident Technical College
Alisha M Jackson
Degree Type / Course of Study / Major
Paralegal Studies Program
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Compasspoint- Conflict Resolution with Power and Privilege in Minds
Certificate Awarded for Training?
Yes No
Other Training B
Leaderspring- Racial Justice Series
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
None
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
It is a responsibility and a civic duty for community-based agencies, such as Hope Solutions, which
provide boots on the ground services and support to have a voice in systems change work within the
county we serve. Contra Costa County has been an industry leader in the state regarding best practices
for programs in support of the re-entry population. Remaining on the forefront requires continued work to
improve the equity, efficiency and effectiveness of programs and services. Being able to view resources
within the county from a racial justice lens is an invaluable opportunity. It would be my pleasure to connect
with like passioned community members in support of individuals returning home to West, Central and
East Contra Costa County.
Alisha M Jackson
Upload a Resume
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Since 2018, I have provided services and supports to justice impacted individuals. Beginning as Housing
Specialist with the CoCo Lead+ Program, I provided housing specific case management to individuals
referred for diversion through Antioch Police Department. In 2019, I transitioned into a supervisory role for
our probations contract. While supervising this program, I developed and implemented a new program
design which is now known as the Probation Housing Program (PHP). The Probation Housing Program
provides housing services and support to justice involved individuals on Felony Probation under AB 109 or
General Supervision, with transitioning successfully back into their communities within West, Central and
East Contra Costa County. In addition to PHP, I currently manage two grants funded by the Board of
Supervision and Community Corrections (BSCC). Adult Re-entry Grant (ARG)- Warm Hand Off and
Rental Subsidy, which are grants for individuals on Parole, Post Release Courtesy Supervision and
AB109 with previous state prison commitments. I believe that this rich history and experience places me
in a unique position to provide insight into the challenges and successes experienced by re-entry
individuals in real time.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Volunteer Experience AB109 Partners and Providers- meeting attendee Clean Slate Day- tabled CBO
Welcome Home- Re-entry Community Resource and Employment Fair- tabled CBO
Conflict of Interest and Certification
Alisha M Jackson
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Our agency has many contracts with Contra Costa County. There are two specific re-entry contracts:
Probation Housing Program (PHP)- Rapid Rehousing and Eviction Prevention services and Probation
Housing Program for youth 18-26 (PHP TAY)- Rapid Rehousing services.
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Alisha M Jackson
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Alisha M Jackson
ALISHA M. JACKSON
OBJECTIVE
To obtain a challenging and rewarding position within your organization.
CORE COMPETENCIES
Case Management
▪ Responsible for eligibility, intake and assessment
▪ Developed case files for all incoming clients
▪ Managed an Education and Employment client caseload
▪ Collaborated with various professional entities assuring complete support of individuals
▪ Intake referrals from county social workers, probation officers and private sectors
▪ Liaison between program, clients, guardians, and outside organizations
Supervision
▪ Oversaw annual program budget, staff recruitment, supervision, scheduling, trainings and evaluations
▪ Managed timecard processing, database maintenance, monthly reports and statistics
▪ Administered program evaluation, formulation and implementation of respite policies and procedures
▪ Development and Administration of volunteer programs (reading & tutoring)
Program Management
▪ Big picture thinking
▪ Superior analytical skills
▪ Leadership and Team Building
▪ Communication
▪ Influencing and Negotiating
▪ Conflict Resolution
▪ Planning and Resource Management
EMPLOYMENT HISTORY
Probation and Re-entry Manager, Hope Solutions July 2020- Present
Probation and Re-entry Supervisor, Contra Costa Interfaith Housing October 2019-July 2020
Housing Specialist, CoCo Lead+, Contra Costa Interfaith Housing May 2018-October 2019
Housing Navigator, Contra Costa Interfaith Housing, Pleasant Hill, CA January 2017-May 2018
Owner/Operator, Moving Forward Transition Services LLC, Fairfield, CA March 2017-December 2018
Program Specialist, First Place for Youth, Fairfield, CA April 2008- January 2017
Program Coordinator, Boys & Girls Club, American Canyon, CA September 2007-March 2008
Infant /Toddler Teacher, Vacaville Christian School, Vacaville, CA September 2005-June 2007
Owner/ Operator, I Am Creations, Fairfield, CA February 2005-June 2007
Respite Care, ALDEA Children & Family Services, Fairfield, CA November 2000-June 2004
-Respite Coordinator, Solano Parent Network February 2001-June 2004
-Respite Provider, Solano Parent Network December 1999-February 2001
-Counselor, ALDEA Assessment Center March 2000-February 2001
-Crisis Counselor, ALDEA Therapeutic Behavioral Services November 2000-February 2001
EDUCATION
Napa Valley College, Napa, CA September 1999-May 2001
Completed 26 Units towards bachelor’s degree
Bethany College of California, Scotts Valley, CA September 1991-May 1993
Completed 80 Units completed towards bachelor’s degree
Trident Technical College, Charleston, SC January 1988-May 1988
Completed 32 Quarter Units towards Degree Program
Submit Date: Sep 19, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
N/A - Out of County
Length of Employment
two years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
1
How long have you lived or worked in Contra Costa County?
two years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Ocean Mottley
Emeryville CA 94608
Bay Area Legal Aid senior staff attorney
Ocean Mottley
Seat Name
CBO 5,6,&7
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
1
Education
Select the option that applies to your high school education *
None of the above
College/ University A
Name of College Attended
UC Hastings
Degree Type / Course of Study / Major
JD
Degree Awarded?
Yes No
College/ University B
Name of College Attended
University of Baltimore
Degree Type / Course of Study / Major
MA
Degree Awarded?
Yes No
College/ University C
Name of College Attended
UC Berkeley
Ocean Mottley
Upload a Resume
Degree Type / Course of Study / Major
BA
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
state bar
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I work for Bay Area Legal Aid in our reentry unit representing clients who are system impacted with
criminal and civil legal issues. I'm also a member of the affected community as a convicted felon and
formerly incarcerated person.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
see resume
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
Ocean Mottley
If Yes, please explain:
full time employment but flexible schedule
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
former member of the SF Board of Supervisors Safer Schools Sexual Assault Task Force
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
I'm not sure of the answer to this, but I work at Bay Aera Legal Aid, and we get funding through various
grants such as AB 109.
Ocean Mottley
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Ocean Mottley
Ocean Mottley
WORK EXPERIENCE
Staff Attorney, November 2020 – present
Bay Area Legal Aid
Re-entry services: criminal record clearing, driver’s license suspensions, criminal/traffic debt relief,
FEHA employment and housing enforcement, benefits, stimulus check and tax relief, DVRO, and custody
Attorney, January 2019 – December 2020
Self-employed
Labor and employment law, criminal defense, tax, and family law
Business Agent, December 2017 – November 2018
International Alliance of Theatrical Stage Employees, Local B192
Managing the daily affairs of the Local, supervising staff and stewards, contract negotiations, grievance
handling, arbitration, and training
Attorney, April 2016 – December 2017
Self-employed
Administrative law: Department of Fair Employment and Housing (DFEH), Department of Industrial
Relations – Division of Labor Standards Enforcement (DLSE), and National Labor Relations Board (NLRB);
union certification, election assistance, negotiations, mediation, and criminal defense
Staff Attorney, October 2013 – March 2016
United Public Employees of California, LiUNA, Local 792
Disciplinary appeal hearings, arbitrations, mediations, fact-finding, DFEH, DLSE, California Employment
Development Department (EDD), Merit Systems Protection Board (MSPB), California Public Employment
Relations Board (PERB), California State Personnel Board (SPB), California Department of Human
Resources (CalHR), internal affairs investigations, California superior court(s), strikes, and negotiations
Local Counsel, April 2013 – October 2013
Law Offices of Higbee & Associates
Superior Court – Criminal Division appearances (criminal defense/expungement)
Contract Attorney, August 2011 – March 2013
Law Office of Andrew Wolff
Superior Court appearances, client interviews, investigations, pleadings, propounding discovery, and
depositions (landlord tenant/personal injury)
Business Agent, February 2003 – April 2012
International Alliance of Theatrical Stage Employees, Local 169
Negotiate, draft, and service labor contracts, grievance officer, health and welfare officer, delegate to
local and international labor bodies, DLSE, EDD, NLRB, picket captain, and shift assignment
Of Counsel, December 2010 – July 2011
Kraml Law Office
Business/Legal consultation, tax preparation and planning, and Superior Court appearances (civil)
SEIU Law Clerk, May 2008 – August 2008
Service Employees International Union, West Coast Office
Second chair contract negotiations and legal research and writing
VOLUNTEER EXPERIENCE
Pro Bono Hotline Attorney, August 2019 – November 2020
Root and Rebound
Assisting incarcerated people with transitional services
Pro Bono Family Law Representation, March 2019 – January 2021
Justice and Diversity Center of the Bar Association of San Francisco
Representation of indigent clients in San Francisco Superior Court Family Law Department
Executive Board Member, January 2015 – present
International Alliance of Theatrical Stage Employees, Local 169
Member of governing board of private sector labor union
Task Force Legal Advocate, October 2016 – November 2017
San Francisco Board of Supervisors Safer Schools Sexual Assault Task Force
Legal advocate for policy analysis and recommendations regarding campus sexual assault
Certified Law Student, August 2007 – March 2008
UC Hastings College of the Law
Representation of state wage and hour claimant in Contra Costa Superior Court
EDUCATION
· University of California (Hastings), San Francisco, CA
J.D., 2009 (Admitted, California State Bar, 2010)
Moot Court Class Awards – Honorable Mention: Best Brief and Best Oralist
· University of Baltimore, Baltimore, MD
George Meany Center – National Labor College, Silver Spring, MD
M.A., Legal and Ethical Studies, 2006
Vice President, Graduate Student Body
· University of California (Berkeley), Berkeley, CA
B.A., Interdisciplinary Studies, 2002
· Laney College, Oakland, CA
A.A., Labor Studies, 2000
· California State University (East Bay), Oakland, CA
Certification, Human Resource Management, (basic) 2020, (advanced) 2021
· City College of San Francisco, San Francisco, CA
Certifications, Sexual Health Educator, 2013, and Social Diversity, 2015
PROFESSIONAL REFERENCES
Jenna Statfeld Harris, Supervising Attorney, Bay Area Legal Aid,
Eva DeLair, Supervising Attorney, Root and Rebound,
Kevin King, Business Agent, direct supervisee, IATSE B-192,
Submit Date: Aug 26, 2020
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 3
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
University of California Berkeley
Degree Type / Course of Study / Major
Bachelor of Arts, Political Science
Degree Awarded?
Yes No
College/ University B
Name of College Attended
John F. Kennedy School of Law
Michael S Pierson
Brentwood CA 94513
Michael S Pierson Page 1 of 4
Degree Type / Course of Study / Major
Juris Doctorate
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Equal Employment Opportunity Advisory Council: Submitted
Planning Commission: Submitted
Racial Justice Oversight Body: Submitted
Seat Name
Community Representative
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Michael S Pierson Page 2 of 4
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am a person of color and a resident of Contra Costa County who is a first-hand witness to the racial and
ethnic disparities within the local criminal justice system. As an African American youth growing up in the
projects of Oakland, I personally witnessed and experienced the harsh and unequal treatment of Blacks
by law enforcement and the criminal justice system. It was these disparities in the criminal justice system
that made me want to be a lawyer so I can help make a difference in my community. I have experienced
both sides of the criminal justice system, as a criminal defendant and as a criminal defense attorney. I
believe that this gives me a unique perspective on the criminal justice system. As our country has reached
a boiling point with race and the injustices of the criminal system, I am compelled to do my part to make a
difference in my community. I am committed to doing everything in my power to be a part of the solution
to these issues, and I believe that being on this board/commission I can make a difference in my local
community.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
I am a current member of the Contra Costa County Bar Association Board of Directors, where I chair
several committees and serve on various Sections. I was a long-time volunteer and mentor with the
CHAMPS Foundation. I served as Mock Trial Co-Instructor for Center for Youth Development Through
Law. I have been a moderator and/or panelist for various community and legal Race and Equality panels.
I have been a guest speaker at various Bay Area community centers for at-risk youth.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Please see my attached resume.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
Michael_Pierson_-_Resume.pdf
Michael S Pierson Page 3 of 4
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Michael S Pierson Page 4 of 4
MICHAEL PIERSON
Antioch, CA 94531
LEGAL EXPERIENCE
Key Counsel, P.C., Antioch & Walnut Creek, CA (2018 – Present)
Partner/Attorney at Law
• Provide legal representation to clients in civil litigation, business, criminal, conservatorship, and
guardianship cases.
• Supervise and manage attorneys, paralegals, and support staff.
• Draft business formations, legal documents, correspondences, and pleadings.
• Correspond on a regular basis with attorneys, judges, clerks, clients, and 3rd parties.
• Provide customer service to firm clients.
Arise Law Group, Antioch & Walnut Creek, CA (2017 – 2018)
Principle/Attorney at Law
• Represent clients in various civil, criminal, conservatorship, and guardianship matters.
• Supervise and manage paralegals and office staff.
• Manage day to day business operations of the firm.
• Draft various legal documents, correspondences, and pleadings.
• Correspond on a regular basis with attorneys, judges, clerks, clients, 3rd parties, and vendors.
Life Law Group, Concord, CA (2012- 2017)
Partner/Attorney at Law
• Represented clients in civil, criminal, conservatorship, and guardianship matters.
• Supervised and managed attorneys, paralegals, and administrative staff.
• Drafting various legal document, correspondences, and pleadings.
• Appeared in court on client matters and at trials.
John F. Kennedy College of Law, Pleasant Hill, CA (2016-2017)
Adjunct Law Professor
• Instructor of the legal methods writing course for first year law students.
• Developed the syllabus, course lesson plan, and exams.
• Responsible for full 15 weeks of instruction of law students.
• Reviewed and graded all student course assignments and exams.
John F. Kennedy College of Law, Pleasant Hill, CA (2011-2015)
Director of Law Admissions, Outreach and Examination Services
• Recruited potential law students for admissions to the College of Law and Paralegal Studies
Department.
• Represented the College of Law at graduate school fairs throughout the state.
• Worked with Barbri to develop an intensive California State Bar Examination program.
• Advised potential students on admissions and prepared current students for the bar exam.
Pierson Law Office, Walnut Creek, CA (2011 - 2012)
Principle/Attorney at Law
• Represented clients in major felony and misdemeanor criminal matters.
• Responsible for collecting the necessary data, reviewing the facts, and providing legal advice to
clients in criminal matters.
• Performed tasks of investigating, interviewing witnesses, and researching all aspects of client
cases.
• Responsible for drafting and arguing motions at various law and motion proceedings.
• Negotiated with District Attorney Offices in multiple counties.
Santa Clara County District Attorney’s Office, San Jose, CA (2010)
Law Clerk
• Conducted extensive legal research.
• Drafted motions and responses for the Felony Motions, Writs and Appeals Team.
• Organized and maintained highly sensitive and confidential information.
• Assisted a team of Attorneys in preparation for hearings and trials.
• Communicated and worked collaboratively with Judges, Public Defenders, Prosecutors, Private
Attorneys, Police Officers, and Investigators.
Robinson Law Firm, Fremont, CA (1989-1993; 2007-2010)
Law Clerk
• Coordinated multifaceted office functions to provide legal and administrative support for a
criminal defense law firm.
• Interviewed clients, prepared witnesses, and directed activities of investigators.
• Drafted moving and responsive briefs, client letters, demand letters, and memoranda.
• Assisted in all aspects of State and Federal Court trial preparation, including in-court litigation
support.
EDUCATION
University of California Berkeley
Bachelor of Arts (2002), Political Science
John F. Kennedy School of Law, Pleasant Hill, CA
Juris Doctorate (2010)
• Dean’s List & ranked in top 10% of class
• Top Student Award, Witkins Award of Excellence (Constitution law & Evidence)
• Vice-President/Co-Founder, Law Students Association
• Graduate Teaching Assistant Constitution Law
LICENSE /CERTIFICATION
Admitted Member (2011) – The State Bar of California
Admitted Member (2014)– United States District Court – Northern District
Admitted Member (2016)– United States District Court – Eastern District
Certified Mediator – Congress of Neutrals
California Licensed Real Estate Agent
PROFESSIONAL MEMBERSHIPS/VOLUNTEER
Contra Costa County Bar Association - Board of Directors
Contra Costa County Bar Association - East County Section (Vice-President)
Contra Costa County Bar Association – Diversity Committee (Sub-Committee Co-Chair)
Contra Costa County Bar Association – Women’s Section
Contra Costa County Bar Association – Probate & Estate Planning Section
Contra Costa County Bar Association – Barrister Section
Contra Costa County Bar Association – Criminal Section
Contra Costa Criminal Conflicts Panel (Panel Attorney)
The Robert G. McGrath American Inns of Court
Charles Houston Bar Association
CHAMPS Foundation (Mentor/Volunteer)
Familiar Legal (Co-Founder/CFO)
AIDS Legal Referral Panel Attorney
American Bar Association Member
California Women Lawyers
East Bay Trusts and Estates Lawyers Association
National Forum for Black Public Administrators
Center for Youth Development Through Law – Volunteer Mock Trial Co-Instructor
AWARDS
Super Lawyers Northern California Rising Stars
National Association of Distinguished Counsel Fellow
Contra Costa County Diversity Award Platinum Recipient
Contra Costa County Bar Association – 2019 Platinum Diversity Award Winner
Contra Costa County Bar Association – 2020 Platinum Diversity Award Winner
REFERENCES
Mika Domingo, M.S. Domingo Law Group
1501 N Broadway Suite 260, Walnut Creek, CA 94596; (925) 891-5006
Martin Caraves, Torres & Caraves, APC
300 Frank H Ogawa Plz, Ste 203, Oakland, CA 94612-2051; (510) 508-0118
Matthew Talbot, Talbot Law Group, PC
2033 N Main St #750, Walnut Creek, CA 94596; (925) 322-1795
Qiana Washington, Washington & Associates Law Firm
1470 Maria Ln Suite 240, Walnut Creek, CA 94596; (925) 278-1791
Submit Date: Oct 16, 2018
Seat Name (if applicable)
First Name Middle Initial Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone
Employer Job Title Occupation
Contra Costa County Boards & Commissions
Application Form
Profile
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Describe why you are interested in serving on this advisory board/commission (please limit
your response to one paragraph).
I have been involved with the Racial Justice Coalition & the work of the subsequent Task Force since
inception. I’ve played an integral role in ensuring the final recommendations reflect the needs of our
greater community & would like to work towards ensuring the implementation follows the spirit of the
recommendations. As a trained mediator & negotiator, multicultural & multilingual, as well as one heavily
involved in many different community groups throughout the county, I believe I can represent multiple
perspectives while maintaining focus on the purpose of the advisory body.
This application is used for all boards and commissions
Do you, or a business in which you have a financial interest, have a contract with Contra
Costa Co.?
Yes No
Is a member of your family (or step-family) employed by Contra Costa Co.?
Yes No
Education History
Cheryl Sudduth
El CA 94803
Cheryl Sudduth Page 1 of 5
If "Other" was Selected Give Highest Grade or
Educational Level Achieved
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Name of College Attended
Course of Study / Major
Units Completed
Select the highest level of education you have received:
None Selected
College/ University A
Type of Units Completed
None Selected
Degree Awarded?
Yes No
College/ University B
Type of Units Completed
None Selected
Degree Awarded?
Yes No
Unit of IL
Cellular & Molecular Biology and
Biochemistry
Cheryl Sudduth Page 2 of 5
Degree Type
Date Degree Awarded
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Course Studied
Hours Completed
College/ University C
Type of Units Completed
None Selected
Degree Awarded?
Yes No
Other schools / training completed:
Certificate Awarded?
Yes No
Work History
Please provide information on your last three positions, including your current one if you are
working.
1st (Most Recent)
Cheryl Sudduth Page 3 of 5
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Volunteer Work?
Yes No
Employer's Name and Address
Duties Performed
2nd
Volunteer Work?
Yes No
Employer's Name and Address
Duties Performed
3rd
Cheryl Sudduth Page 4 of 5
Position Title
Upload a Resume
If "Other" was selected please explain
Volunteer Work?
Yes No
Employer's Name and Address
Duties Performed
Final Questions
How did you learn about this vacancy?
Other
. Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I understand that this form is a public document and is subject to the California Public
Records Act.
I Agree
Racial Justice Task Force meeting
Cheryl Sudduth Page 5 of 5
Cheryl Sudduth
Summary of Professional Skills
Detail-oriented Contracting Director with extensive experience in local, state, federal, international public/private/commercial contracting & governance.
Chief negotiator, evaluator, drafter of wide range of contracts; manage P&Ls; supervise contract specialists & project managers. Valid government clearances.
Project Management | Negotiations | Strategic Oversight | Business Development | Leadership & Team Building | Market Insights | Facilitation & Med iation
Compliance |Budget Management | Public Relations | Legal Acumen |Research & Development | Development | Client & Community O utreach
Professional Contracts & Project Management Experience
• SME & chief resource for all aspects of contract interpretation & administration; senior-level cradle-to-grave contract administration: drafted,
negotiated, closed, administered nearly $500M private, public sector & commercial contracts; preparation, finalization, analysis and administration.
Provided leadership, management & oversight of all aspects of entire contract operations process and all regulatory compliance program requirements
throughout contract life cycle for private, commercial, public sector (GSA, USCG, Dept. of the Navy, Dept. of the Army, IRS, SSA, CBP, USDA, FDA,
DOD, DOI, FPS, & DHS) contracts: negotiations, drafting, pre-award & post-award functions, procurement, close-outs, terminations, & administer
full range of standard & complex software, hardware, systems, materials, consulting , communications, & services agreements plus other transactions.
• Created new procedures to reduce contracting processing incl. preapproved contract clauses directory to streamline negotiations, checklists to aid in
contract review, contract summary sheets and calendar tickler forms to increase efficiencies.
• Directed oversight of real property contract division: drafting, negotiating, closing, administering $15M-450M in merger & acquisitions, lease
management, professional services, and construction of client -owned property or renovated leased property incl. overseeing/conducting due diligence
research; defining & documenting project scope; working with architects, construction project managers and the facility engineering team to define ,
design, plan construction or renovation/alteration and any subsequent scope changes; work with project managers on any additional changes to project
scopes or operational plans, any needed maintenance or repair; sourcing materials & resources; vetting vendors; negotiating & administering contracts
& leases; preparing documentation; developing timetables and processes for completion; defining inspection criteria, quality assurance and quality
surveillance programs; tracking progress and handling any construction or project issues; establishing project evaluation criteria; managing timely
delivery of property and services as contracted and inspecting final buildings to ensure final specs and quality standards are met as defined .
• Managed procurement administration: created bid announcements, reviewed/selected LTPA bids suitable to budget & timeline, prepared award letters,
purchase agreements, contracts, leases to acquire most cost--effective services & terms; compare prices, discounts, delivery dates, materials & pricing,
labor costs, overhead, handling charges, negotiate prices & services, vendor/subcontractor vetting, oversee adherence to contract flow-down provisions.
• Negotiated agency-wide vendor supplies agreements, resulting in monthly incentives for early payments of up to 7.25% & annual savings of 22%.
• Defined, researched, interpreted, & framed complex issues; reviewed contractual & regulatory data; assessed -prioritized-monitored-addressed potential
challenges and risks; evaluated alternate solutions; provided clear, concise, insightful contractual analyses & presentations to executive management and
outside counsel; recommended feasible actions; developed timetables & processes for completion.
• Project Manager: regularly oversaw, planned, scheduled & organized work of division & program staff incl. flow of activity to accomplish strategic
objectives, meet deadlines, stay within budget, exchange information, meet contract specifications & departmental policy. Established priorities,
allocated resources & provided appropriate support through project life cycle, incl. utilizing CRM, ERP & other dashboard systems and government
proprietary tracking programs to manage performance & resources.
• Developed annual division operating budget for exec review & approval; reviewed & approved financial reports, contracts, budget change requests, &
no-cost extensions; closely monitored spending to ensure budgets tracked with approved financial plan & periodically discussed with managers;
coordinated integral business components (purchasing, contracts, construction); kept all internal/external stakeholders apprised of ongoing project statuses.
• Implemented new cross-departmental management training system, identifying opportunities for managers of different departments to learn new skills
and to diversify thought leadership & skills capabilities across agency.
• Worked with HR, Project Teams, Marketing & Client Services to ensure compliance with Sec. 508-Accessibility Standards for Documents. Conducted
needs assessment, instructional curriculum design, training materials, tools & resources; developed & facilitated ADA Documentation Remediation
Training (in multiple languages) following web content accessibility guidelines (WCAG) Level AA/AAA or ISO (International Organization for
Standardization) specificity for various document types - Adobe PDFs(.pdf), Adobe InDesign(.indd), Microsoft Word(.doc, .docx), Microsoft Excel(.xls, .xlsx),
Microsoft PowerPoint(.ppt, .pptx). Developed detailed best practices guides for future reference.
• Discovered additional revenue opportunities that increased revenues over $1.6M annually. Oversaw work of outside agencies, consultants & vendors;
worked with sales & operations managers/project managers to develop business proposals & prepare specs & RFPs; coordinated in-house & consultant
input for proposal docs; provided management oversight of new opportunities.
• Community Engagement: Advance and communicate organization’s mission via effective marketing and public relations. Lead community partner and
agency communication efforts inc. strategy planning, developing print media and marketing collateral, media relations, website/electronic
communications, crisis communications, & printed materials/publications/photography. Increase engagement of community members through
designing & executing marketing campaigns, contests, & other initiatives. Grow existing partner/client base, maintain current relationships & build
strategic relationships between organization & local community, non-profit agencies, schools, & government offices. Act as employee advocate.
• Events Management: planned annual disAbility Awareness Month activities and Employee recognition Awards events; organized annual/semi-annual
training and recognition events for community partners; coordinated special events related to learning, community engagement, and other opportunities
for stakeholders, including workshops, panels, site visits, or other programs; collaborated with project managers and community partners on Service &
Leadership, MLK Week, disAbility Week/Month recognition; annual training & achievements conference planning team member & forum participant;
mySiebel News team liaison & legal/contracts group intranet administrator; international delegate at worldwide training & industry events.
Professional Compliance Officer Experience
• Planned and oversaw regulatory program by devising and implementing appropriate strategies for compliance and creating the structures, systems,
competencies and monitoring activities to meet requirements; set priorities, determined goals and planned changes; worked directly with managers to
communicate, educate and facilitate team productivity, efficiency and proficiency.
• Developed a single quality compliance group with defined standards; implemented specific quality & performance metrics in adh erence to applicable
contract/organizational policies and procedures, regulatory requirements, external laws and accreditation standards. Managed implementation of
adopted national/international performance & quality standards (ISO 9001, CARF, LEAN, AbilityOne, Goodwill Int’l) & quality checks.
• Created inspection criteria & checklists to reduce work/prep time & aid staff in noticing errors quicker, improving quality control by 45%.
• Produced quantitative reports/dashboards to measure effectiveness of compliance programs & training; tracked risk mgt issues; summarized cases.
• Coordinated with project managers, contractors and vendors to conduct proper EIRs & ensure all regulatory requirements, incl. all environmental and
social impact concerns are defined, properly addressed & documented.
• Worked with advocacy organizations, federal, state & local regulators to ensure each project plan incl. sustainability, recycling measures, water
efficiencies, renewable resources, and energy efficiency; & preserved any required historical building features.
• Performed routine & targeted internal audits, monitored reviews to identify trends in potential com pliance & privacy risks, recommended corrective
action plans as needed. Maintained well-organized, auditable regulatory files. Provided external audit support, coordination, & trend analysis.
• Facilitated & participated in collective bargaining + mediation. Oversaw complaint resolution & grievance processes & procedures, incl. investigated
bargaining/non-bargaining unit grievances, interviewing employees, developing & recommending appropriate resolutions & corrective actions, advising
managers on communications approaches, documentation, dispute resolution. Conducted grievance hearings.
• Served as AA/EEO Officer, directly conducted or assisted staff with review and investigations of charges of unfair labor prac tices and employment
discrimination claims, incl. assisted in responding to requests to NLRB, EEOC, & State regulatory agency investigations and hearings.
• Advised, trained and provided specific direction to managers to ensure compliance with policies and practices governing workp lace rules and conduct,
plus applicable laws, regulations and best practices.
• Created culture for learning & continuous improvement: needs assessment, instructional design; developed & disseminated train ing materials, trainer
development, delivery; provide tools & resources for quality, performance management & measurement; train/re-train managers & site supervisors.
• Maintained regulatory intelligence through research, continuing education, regulatory seminars, conferences & meetings to stay abreast of new/emerging
regulations. Monitored & maintained up-to-date knowledge of federal, state & applicable international employment laws, pending legislation reported
in federal register, updated OIG work plans, revised accreditation standards, & monitored advancements in privacy rights & co mpliance technologies
to determine level & need for inclusion in current policies & procedures/SOPs. Utilized statistical aggregation & analyses, proactive & purposeful
communications, and training & monitoring activities to identify, implemented & dissemi nated best practices.
M2E2 Consulting Inc. ~ Principal Consultant, Contracts and Compliance ~ 01.2005-
• Contracts Drafting, Negotiation and Analysis; Contracts & Records Management; Compliance oversight & Regulatory Affairs manag ement. Serve as
SME providing expert Technical and Research Assistance (local, state/federal/industry).
• Define framework, strategies, and deployment plans for contract management. Administer contract review and approval process utilizing global
document management system. Liaise with Legal and Procurement leaders to develop contract templates for major spend categories and an approved
clauses & standard agreements templates library for contingent use by contracting staff.
• Develop and direct implementation of strategic goals and objectives, policies, procedures and standards.
• Conduct/analyze gap analyses and evaluations for executive team and other stakeholders incl. local/state/federal entities and other agencies.
• Develop training programs; design training, educational & communications tools & collateral materials for staff, executives, stakeholders & public.
• Provide ongoing execution and management of process & business excellence initiatives utilizing certified, industry -wide best practices (LEAN, TCM,
& ISO 9001), aligned with PMI & PMBOK, to provide cradle-to-grave contract management.
• Oversee Procurement & Property Asset Management incl. contract negotiations & administration. Develop, maintain & execute policies, procedures
& systems; ensure scalability of processes & systems. Develop best cost-value sourcing processes in coordination with int/ext business partners.
Vendor/Supplier vetting. Effect sound QA/QS programs.
• Chief Labor Negotiator: assist in contract bargaining; finalize post-negotiation docs; provide guidance through grievance & arbitration process.
• Directed development of capital improvement plan budgets for approval, as well as monitored implementation of adopted budgets.
• Oversee Real Property transactions: due diligence; M&A; leases; defining & documenting project scope; sourcing; vetting; negotiations; documentation
prep; developing timetables; defining inspection criteria, QA/QSP; tracking progress; handling construction/project issues; establishing project eval
criteria; managing timely delivery of property/services & final inspections; ensuring proper & timely payment receipts.
• Conduct manager and staff training and provide guidance on building safe, inclusive environments for all workers inc. sexual harassment/AB1825,
EEO, DOL, FMLA, ADAAA, OSHA and workplace safety, policies & compliance matters,
• Community Engagement, Social Equity and Justice: issues chiefly related to job & wage equity, housing security, food justice and access, inclusive
community development, leadership development, inclusive public safety, and other issues, while employing true community enga gement and
empowerment especially that which is committed to building power for communities of color, low-income people, immigrants, and other marginalized
people. Build and strengthen relationships with other local community-based organizations. Collaborate with existing community groups, leaders and
community members to develop and execute community-based initiatives/campaigns which help to build community power, with a particular focus
on housing, community wellness, civil & immigrant rights, food & environmental (clean air & water) jus tice, and public safety interventions (in a non-
punitive, inclusive way). Expand and strengthen grassroots coalition base via recruiting volunteers and developing community leaders. Supervise and
mentor leaders. Facilitate leadership classes to educate community on social justice issues; serve as moderator and forum participant. Conduct
community outreach and information sharing and engage community in meetings, town halls, listening sessions to determine need s and concerns.
Develop and implement specific political and organizing strategies for each campaign. Research, compile, analyze, interpret and summarize complex,
information then determine reasonable alternatives and conclusions as well as recommendations for actions/inactions. Advocate policy positions at
public forums, City Hall, County Board Administration meetings, and State Legislative sessions. Meet with local, county and s tate elected officials to
discuss community issues and advocate needs.
Goodwill Industries, Inc. / Calidad Industries, Inc., an AbilityOne - affiliated CRP) ~ Senior Director, Contracts & Compliance ~ 02.2003-12.2016
• Contracts Negotiation & Management: cradle to grave, providing leadership to 12-15 project managers & site supervisors. SME & chief resource.
Interpreted & analyzed contract terms and potential impacts to Agency incl. translation of issues and proposed alternative contract language/terms .
• Procurement, purchasing, global source selection, RFI/RFP preparation, evaluation, negotiation and issuance, and subcontracting vendor management
utilizing standard & customized SRM, ERP and CRM systems.
• Contractor, subcontractor, and vendor compliance: periodic audits and field investigations to confirm compliance with applica ble laws, regulations &
related policies incl. flow-down terms & conditions, prevailing wage (SCA/WDR/DBA) policies and other labor regulations.
• Experienced Labor Negotiator: lead contract bargaining; finalize post-negotiation documents; train and coach managers on supporting union-
represented workers; provide guidance through grievance & arbitration process.
• Budget Management: annual budget preparation and revenue projection analyses, quarterly P&L planning and budget management. C onduct periodic
audits to ensure compliance with financial regulations. Prepare risk assessments. Advise project team of impact of operational decisions on P&L.
• Regulatory and Contract Compliance Research: reviewed, interpreted, applied and monitored requirements under FLSA, SCA, Abili tyOne, DOL,
DBRA, FAR, DOD, SOX, OFAC, GLBA, EEO, ADA, FMLA, EDD, KYC, cost-ben analyses, LOCs, Patriot Act, Reg. E, HIPAA and HITECH.
• Quality Management: developed, designed and managed implementation of quality and performance metrics applicable to contract/organizational
policies, regulatory requirements, external laws, adopted int'l quality and accreditation standards (CARF, ISO 9001, AbilityOne, Goodwill Int’l). Produced
quantitative reports/dashboards measuring effectiveness of compliance programs & training; tracked issues & summarized mgt ef forts.
• Management Staff Coaching and Guidance: labor and employee relations practices, performance improvement, contract interpretation &
administration, developing and implementing strategic initiatives, safety administration, and emerging workforce issues.
• Personnel Compliance: EEO Officer for AbilityOne workforce. Resident SME on laws governing equal employment and fair, consistent treatment of
employees. Handled regulatory filings, inquiries, audits, investigations. Facilitated satisfactory resolutions to grie vances. Assisted HR with document
production to regulatory agencies, investigations. Trained managers and staff and provided guidance on building safe, inclusive environments for all
workers (sexual harassment/AB1825, EEO, DOL, FMLA, ADAAA, OSHA, EHS, and workplace safety).
• Suggested then helped implement personnel realignment so key individuals communicated critical information & instructions in real-time updates.
• disAbility and AbilityOne Program oversight: HR compliance systems and processes to ensure compliance with regulatory requirements.
• Increased direct labor ratio from 67% to 83% over five years, using intentional direct hiring efforts and enhanced worker training.
• Directed hiring & retention to increase Wounded Warriors & Veterans w/disAbilities participants, increasing hires by 19.5% FFY14 ->FFY17.
• Chair agency's Quality Work Environment (QWE) task force working directly with workers with significant disAbilities to determine most effective
ways to help workers be more efficient & productive, leading to increased wages and greater opportunities for advancement and/or competitive
employment outside of the agency. Annually, identify & train select workers with significant disAbilities to participate on task force, learn self-advocacy
& leadership skills, and attend annual conferences in Washington DC, Los Angeles, Dallas and Sacramento.
Siebel Systems, Inc. (now Oracle Corp.) ~ Sr. Contracts Negotiator ~ 11.1998 – 01.2003
• Senior-level cradle-to-grave contract management incl. drafted, negotiated, closed, administered $450M of large standard and complex, non-standard
software license and professional services agreements and related contractual collateral.
• Worked with senior corporate counsel to establish real property division incl. negotiating & administering real estate contracts for company-owned
property & acquisitions, lease management, defined inspections & QA programs. Assisted senior corporate counsel in handling all M&A transactions
for real and intellectual property incl. EDD & KYC.
• Worked directly with project team to define project scope, develop timetables and processes for completion, track progress and management issues
(incl. QA & inspection reports or complaints), evaluation criteria, summarize case management efforts utilizing standard and customized systems (Siebel,
PeopleSoft, SAP, Oracle, Salesforce), manage and inspect timely delivery of property and services as contracted and proper payments received.
• Created training & negotiation tools (standard contract templates, contract playbooks and clauses repository) for s ales, operations & legal team.
• Interpreted & analyzed contract terms & potential impacts to company incl. translation of issues & proposal of alt. language or other resolution(s).
• Developed and delivered on-site contract negotiation training to contracts/sales personnel throughout No. America, So. America, EMEA, and
Australia; worked with local legal staff and consultants to create localized versions of agreements, contract manuals, & trai ning materials (verse in 8
languages); created user-friendly contract manuals, detailed ‘playbooks’ and ‘best practices guides’ for training legal support and sales staff.
• Annual training & achievements conference planning team member and forum participant; mySiebel News team liaison & legal/contracts group intranet
administrator; International delegate at worldwide training & industry events.
Sony Signatures Inc. (a division of Sony Pictures Entertainment and Sony Software) ~ Mgr. Contracts/Negotiator ~ 08.1994 – 01.1999
• Managed negotiation & contracting process for standard to complex, public/private sector merchandising license & services agreements, statements of
work, amendments, technology, real property, non-disclosures, contractors, distributors, & vendors under tight deadlines with limited direction.
• Interpreted and analyzed contract terms and potential impacts to company incl. translation of issues and proposal of alt. contract language/terms.
• Created, reviewed, updated standard contract templates, playbooks, clauses repository and contract summary sheets.
• Worked with corporate counsel/general counsel on real property transactions incl. due diligence research on international real estate purchases and tax
implications, defining & documenting project scope, construction issues & vendor vetting, negotiating contracts & property leases, defining inspection
criteria & quality surveillance programs, prep docs, managing property inspections of final building deliveries to ensure fin al specs met.
• Coordinated tracking & verification activities; communicated with implementation licensees to detail reporting requirements & ensure quarterly reports
were submitted accurately and timely. Created & supervised maintenance of databases. Developed & implemented quality pre- & post-contract systems
to automate & streamline contract process; proactively monitored compliance for 300+ agts, incl. 2,000+ contracts shared database.
• Assisted with creation, design, testing, & maintenance of Royalty Management System & Lotus Notes. Developed & delivered on -site training to
contracts/artist relations personnel in No. America, So. America, EMEA & Australia. Served as U.S. Customs liaison & aided in enforcement of IP
rights incl. prep of cease & desist letters and reports of violating companies & products and those involved in detentions an d seizures.
Professional Education & Training
• University of Illinois, Urbana-Champaign, Bachelor of Science, Cellular & Molecular Biology/Biochemistry
• Continuing Education, Contracting and Compliance: Virginia Commonwealth University, Defense Acquisition Univ. (DAWIA), NCMA, Strayer Univ.
• Member, National Contract Management Association (NCMA), Government Contract Management certification, in progress
• Member, International Association for Contract & Commercial Management (IACCM), Certified Contract Management Expert (CCME), in progress
• Member, American Contract Compliance Association (ACCA), Certification in progress
• California Diversity Council, National Diversity Council, National Disability Council, National Association of Professional Women
• Specialized: Contracts Management, Contract Claims Management, FAR Administration, Strategies in Contracts Negotiation, Managing Cost Cont racts, Cost Contract
Accounting Principles, Research & Contracting Strategies, GSA Contracting Basics, Internal Quality Assurance, Art of Negotiation, Fed Compliance, HIPAA, Stark, False
Claims Act, Problem Solving & Decision Making, Sexual Harassment AB1825 (Trainer), EEO Officer, ADA & disAbility Awareness (T rainer), Leadership (Trainer).
Professional Awards & Accomplishments
• Goodwill ‘President’s & Chairman’s Awards’ for outstanding job performance 2003-15.
• Goodwill Qualified Trainer in contract compliance, EEO & ADA regulations, management principles, organizational behavior, project management, organizational
development, change management, succession planning, strategic planning, personnel management.
• Goodwill Community recognition for ‘Opening Doors and Building Opportunities for Persons with Disabilities’ 2003-16.
• Siebel ‘President’s Award’ for outstanding job performance (1 of 10 annual recipients from ~9,000 employees) 1998-2002.
• Siebel Legal/Contracts group international ‘MVP’ staff trainer and coach, 1999-2002.
• Sony ‘Spotlight Award’ for ‘Clearly Outstanding Job Performance’ (1 of 25 annual recipients of all US employees) 1995-98.
• Working Mother Magazine “Mother of the Year” 2005-06, “Workplace Maverick” 2005-06.
• Oakland Tribune & Contra Costa Times “Person of Influence” 2006-08, “Community Involvement Award” 2006-08, 11-14, 16-17.
• City of Albany & Albany Unified School District “Volunteer of the Year” 2009/10, Boys & Girls Club “Valuable Volunteer”.
Submit Date: Oct 08, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
4 Years+
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
No
How long have you lived or worked in Contra Costa County?
N/A
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Justin Van Zerber
El Cerrito CA 94530
SupplyBank.org Director of Programs
Justin Van Zerber
Seat Name
CBO Representative
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
3
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Western Michigan University
Degree Type / Course of Study / Major
Bachelor Bio-Medical Sciences
Degree Awarded?
Yes No
College/ University B
Name of College Attended
California State University- East Bay
Degree Type / Course of Study / Major
Master Business Administration
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Justin Van Zerber
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
Our county has the opportunity to be a leader in the way we handle racial justice and I want to support the
growth and development of best practices that allow for continued learning across all parties serving our
community. There are clear indicators of racial basis in our justice systems, social services, schools and
across our community and I believe with the correct access to information and training we can reduce
disproportionate representation. We have an obligation to create a community that treats people fairly and
offers them opportunities to be successful, this approach has to start with the way our systems and
policies are created and I trust that the Racial Justice Oversight Body can hold departments accountable
by enacting actionable steps forward.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have led program management, strategy, operations, and process building at community-based
organizations for over 12 years with a track record of generating replicable systems that have a
community focused lens and a detailed path forward. During this time, I spent four years strengthening
grass-roots employment and job training programs for re-entry youth and young adults, working directly
with police, judges, public defenders, schools, and families to advocate for appropriate responses that
ensure participants had the resources they needed to be successful. I currently serve as the Director of
Programs at a statewide non-profit that bolsters community based program by providing access to basic
material needs for vulnerable populations. Through this work I use data to inform design making and have
seen first hand the inequities in the way our communities serve different populations. I want to use this
skill set and energy to help drive the goals of the Racial Justice Oversight Body forward.
Justin Van Zerber
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Justin Van Zerber
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Justin Van Zerber
Justin Van Zerber
El Cerrito, California
A systems orientated individual focused on supporting the growth and evolution of organizations serving vulnerable populations
Experience
SupplyBank.org- Oakland, CA, USA
Director of Programs September 2020-Present
•Oversee the development, negotiations, implementation and contract management of a diverse portfolio of programs
•Lead a team to drive the programmatic vision forward through the development and mentorship of colleagues that produces
high quality and timely results
•Create systems to allow employee autonomy, minimizing organizational risk with multilevel outcome based deliverables
•Build budgets that leverage available resources and ensure financial flexibility leading to the success of each initiative
•Use the strategic plan to create and define measurable outcomes that highlight departmental goals
•Present program plans and outcomes internally and externally using data analyzed from multiple sources
•Meet with leadership team to on a regular basis to evaluate organizational achievements and use collaborative problem
solving techniques to address any unmet deliverables
•Produce and redesign standard operating procedures that document internal processes, including a set of principles to foster
positive relationship management with stakeholders and partners
•Assist legislative team in identifying key partners that enable coalition building and the strengthening of policy priorities
Senior Programs and Operations Manager October 2018-September 2020
•Research and assess the viability of pilot programming to understand best practices and create scalable long term solutions,
using data to inform the prioritization of vulnerable populations and geographical areas
•Responsible for inventory management through Warehousing Management Systems, and detailed reporting in Quickbooks
•Led a County by County Statewide needs assessment to understand specific implementation opportunities culminating in a
unique statewide strategy that integrates into the safety net of each community
•Built and leveraged relationships to allow for a more than 100% match of in-kind products distributed
Youth Employment Partnership- Oakland, CA, USA
Operations Manager October 2016-October 2018
•Oversaw data reporting and narrative reports for federal, state, and local contracts through the management of a counseling
team that achieve programmatic goals for young adults on probation and parole
•Collaborated with all levels of staff to create documentation systems that streamline the flow of necessary information
•Assisted Executive Director to develop and strengthen the strategic plan supporting the changing needs of participants
Program Manager March 2014-October 2016
•Partnered with the City of Oakland and OUSD to design and implement a pilot high school credit recovery program Created
a variety of goal orientated incentives tailored individually to support the graduation plan created for clients though the
development and facilitation of life skills and job readiness workshops
Baylor College of Medicine Children’s Foundation- Mbeya, Tanzania October 2012-November 2013
Youth Development Coordinator
•Prepared, organized and facilitated monthly educational and development activities (Teen Club) for HIV positive youth in the
Southern Highland Region; currently over 500 active members
•Developed proposals for two new income generating projects and oversaw their implementation, recruitment, budgeting, day-
to-day activities, and program evaluations
•Facilitated trainings with local organizations to create satellite teen clubs through onsite technical support and mentoring
•Implemented a novel transition program for older adolescents to allow the successful bridging of their care to adult clinics
and ensure their continued medical and psychological support
Peace Corps Tanzania- Katesh, Tanzania June 2010-July 2012
Health Extension Officer
•Organized and co-facilitated a male leadership conference focused on HIV/AIDS education and public health
•Taught students primary health issues including HIV/AIDS prevention, nutrition, goal setting, hygiene, and family planning
•Advised a community group in writing, planning, and implementing a grant resulting in the building and opening of a two
classroom English medium pre-school
Education Technical Skills
California State University- East Bay, Hayward, CA, MBA Proficient in MS Office, Salesforce, SQL and Quickbooks
Western Michigan University- Kalamazoo, MI, Bachelor of Science
Submit Date: Oct 19, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 5
Length of Employment
13 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
County Wide
How long have you lived or worked in Contra Costa County?
41 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Tamisha Walker
Richmond CA 94509
tamisha@safereturnprj.org
Social Good Fund/Safe Return
Project Executive Director
Tamisha Walker
Seat Name
Seats 1 or 2
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Current memeber
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Contr costa College
Degree Type / Course of Study / Major
AA Psychology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Cal State East Bay
Degree Type / Course of Study / Major
BA Psychology
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Tamisha Walker
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Violence Prevention OMEGA
Certificate Awarded for Training?
Yes No
Other Training B
Conflict mediation
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I would like to serve on this board because I have worked for more than 13 years in communities across
this county impacted by incarceration and criminalization. As a formerly incarcerated woman, I am
committed to ending racial disparity in the criminal legal system while pushing to invest in community-
based solutions to keep poor people and people of color out of jails and prisons where possible.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have written, supported, and advanced legislation that promotes equity, access, and inclusion for poor
and working families impacted by incarceration and criminalization throughout contra costa county. Which
has led to improving educational systems, economic dignity, community benefits, increased access to
healthcare, promoting values-based budgets, increasing second chances, and environmental justice.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Tamisha Walker
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
JJCC
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
HIP
List any volunteer or community experience, including any advisory boards on which you
have served.
Current Contra Costa County board appointments: Racial Justice Oversight Body, Richmond Reimaging
Public Safety Taskforce, Co Co LEAD, DJJ realignment subcommittee, and the Contra Costa Public
Defenders Office HIP advisory committee.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Tamisha Walker
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Tamisha Walker
Tamisha Torres-Walker
Professional Experience:
Civic Engagement Crew Member and lead
8/2010 – 12/2014
➢ Voter registration, precinct voter initial contact engagement, worked independently and with a team as needed.
Coordinated teams, data entry, recruitment, regional and State-wide collaboration
➢ Proposition 30 (education Funding for School with high percentages of English language learners, free and
reduced lunch, and foster youth)
➢ Proposition 47 (Bill that over turns most drug felonies to misdemeanors and save millions for education, mental
health services, and victim compensation)
➢ Assembly Bill AB218 (State Wide Fairness in Government hiring to reduce barriers to employment for those with
criminal histories)
Lead Reentry Community Organizer, Safe Return Project/CCISCO
9/2010 – 11/2015
➢ Lead Community Organizer with a focus on reducing barriers to reintegration for men, women, and youth
returning home to Contra Costa County from jails and Institutions. Duties: Research, Civic engagement, Strategic
Plaining, Advocacy for Policy change within the criminal justice system (SAFE RETURN PROJECT), and gun
violence prevision (Ceasefire).
➢ Coalition building to reduce the risk of the school to prison pipeline in local high schools and the formation of
Richmond High Schools BSU (Black Student Union) and the (African American Student and Parent collaborative)
to improve academic achievement of African American Boys and Girls with the following partners: Alive & Free:
Omega Boys Club, the County Health Department, and Youth Services Burial.
➢ National Campaign Leader for Bay Area PICO lifelines to Healing to end Mass Incarceration and gun violence
➢ Berkeley Global Campus at Richmond Bay Community benefits agreement campaign coordinator. Duties:
Community engagement, trainings, and workshops around jobs and training opportunities for disadvantag ed
workers.
Executive Director, Safe Return Project/Social Good Fund
2/2016-2/2019
➢ Fundraising and finance management
➢ Over hiring and termination
➢ Staff management and development
➢ Program development and management
➢ Organizational Networking
➢ Institutional development
➢ Maintaining open and productive communication with fiscal entity
Education:
➢ Associate degree, Psychology
Contra Costa Community College San Pablo California. 2014
➢ Associate degrees, Liberal Arts
Contra Costa Community College San Pablo California. 2014
➢ Bachler’s Degree, Psychology
California State University East Bay. 2019
Skills:
➢ Data Entry
➢ Staff Management
➢ Budget Management
➢ Basic computer skills
➢ Collaborative development
➢ Curriculum development
➢ Population based mentoring
➢ Institution based outreach
➢ Advocacy
➢ Public Speaking skills
➢ Large and Small group facilitation skills
➢ Conflict resolution
➢ Violence prevention
Personal Skills:
➢ Teachable
➢ Independent worker
➢ Critical thinker
➢ Team player
➢ Clear Communication Skills
➢ Active listener
Certifications and recognitions:
Conflict Resolution Training
➢ April 29, 2012 I Tamisha Walker received my certification in community mediation training from the Center for
Human Development.
Violence Prevention & Life Skills Training
➢ December 30, 2010 I successfully completed the Omega Institutes Alive & Free Prescription and received my
certification in violence prevention.
➢ October 18, 2011 I Tamisha Walker received a certificate in Life Skills Training from the Community Presbyterian
Counseling Center.
Completed two RockWood Art of leadership Institute
➢ 2015 Director Track
➢ 2016 Formerly Incarcerated people’s cohort
2017 San Francisco Foundation Community Leadership Award
2018 Black Elected Officials Shine Award Recipient
2019 Rosenburg Foundation Leading Edge Fellowship Recipient
References Furnished Upon Request
Submit Date: Oct 10, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
27 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
70 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Racial Justice Oversight Body: Submitted
Gwendolyn L Woodson
Richmond CA 94801
Retired - City of Richmond Accountant
Gwendolyn L Woodson
Seat Name
Seat 8
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Contra Costa College
Degree Type / Course of Study / Major
AA/Liberal Arts
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Univ. of Calif. Berkeley
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Gwendolyn L Woodson
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am a lifelong resident of North Richmond, CA. My father, Boaston Woodson, was the owner of one of
the neighborhood grocery stores. (The family still owns and leases it.) As an African American mother of
five children, which includes two sons, I have always been concerned with racial inequality in the
community, in the schools, and in the work force.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Currently I am a steward at Resurrection African Methodist Episcopal Church as well as its Women's
Missionary Society president. In conjunction with one of our sister churches, Bethel A.M.E. Church, we
recently completed the Anvil House, a reentry program located in Richmond. My sons are in their 40's
now and live out of state, but during their youth they were unfortunately involved in the criminal justice
system. I also had two brothers that were incarcerated (both deceased), so I've had experience navigating
the system. My motivation is to recognize the disparities in the justice systems and help to implement
recommendations for change.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Gwendolyn L Woodson
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Gwendolyn L Woodson
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Gwendolyn L Woodson
Racial Justice Oversight Body - Applicant Summary for Community Representative Seats 1-9
*Incumbent Member
First Last District Residence
City
Work
Location Member Seats Current Employer Recent Volunteer Activity/Affiliation Experience/Interest
1 *Chala Bonner Out of
County
Out of
County
Richmond 4 (also qualifies
for 1,2,5,6,7)
The Safe Return
Project
Current member of Racial Justice
Oversight Body and recently voted Chair
of Data Subcommittee. Former member
of CCC Community Advisory Board, in
which she served 3 years and termed out
in 2022.
Lived in Contra Costa most of her life and recently moved to San Joaquin
County because due to affordability for she and her family. Ms. Bonner
continues to work in Contra Costa County and is committed to continue to
advocate for change in the communities she grew up in. She has served on the
Racial Justice Steering committee and co-leads the Racial Justice Coalition.
This work is very important to her because she is a formerly incarcerated black
woman that wants to make sure that formerly incarcerated people have a
voice at the table.
2 Lonnie Bristow 2 Walnut
Creek
N/A 7 Retired physician Current mentoring volunteer for Senior
Tutors of Rossmoor
In addition to his background as a practicing physician for roughly 50 years, he
has had the further advantage of serving as a mentor to youth at the Boys
Ranch facility in Byron for the past 6 years. This "eye-to eye" experience has
given him a real advanage in helping additional
youth in simiilar cicumstances.
3 Y'Anad Burrell 1 San Pablo San Pablo 8 CEO of Glass House
PR
Co-Chair, Community Emissions
Reduction Plan Committee,
Richmond/North Richmond;
CPAW Committee Member, CCC
Behavioral Health, MHSA;
NAACP CA/HI State Conference, Public
Relations Committee;
Board Member, Richmond Chamber of
Commerce;
Commissioner, Richmond Housing
Advisory Commission; Contra Costa
County Arts & Culture Commission;
Healthy Richmond Access to Quality
Healthcare, Communications Committee
Lived in Contra Costa County (Richmond, CA) for over 25 years and have
volunteered in service to the community for over 15 years in the areas of
health equity, art and culture and environmental justice,
specifically air quality. As a member of the faith community since childhood,
she has seen the importance of having the faith community voice heard and
seen. Far too often racial justice impact and information does not reach the
faith community, while they are one of the largest groups that support
hundreds who are impacted by the justice system. As someone who has more
than 15 years in the public relations and communications industry, she will
ensure the faith community is represented and their opinions, comments,
needs and requests are at the table of this oversight body.
4 Jennifer Clamon-Morris 3 Discovery
Bay
Oakley Not identified City of Oakley Byron Unified School District Volunteer
Director of Finance for Birthright
Retired Law Enforcement; Given the societal changes since the late 1990's,
there has been an increase in suspected racial inequality and profiling. Post
George Floyd, she would like to be part of a commission that works in
partnership with law enforcement and the community on closing the gap of
transparency and addressing concerns of injustice and inequity.
5 *Gigi Crowder 3 Antioch All Districts 8 NAMI Contra Costa,
Executive Director
Current member of the Racial Justice
Oversight Body; Member of Measure X
CAB; homeless services volunteer;
current Chair of the Statewide Mental
Health and Spirituality Initiative;
Founding Chair of the Alameda County
African American Health and Wellness
Committee; Volunteer Consultant to the
Miles Hall Foundation in Walnut Creek.
Interested in ensuring Measure X funds are allocated in a manner consistent
with reimagining public safety and improving health outcomes for all.
Interested in prioritizing and redefining safety while promoting community and
belonging for all residents, and sharing ideas around key resources and
community defined practices that promote equity and reduce the glaring
disparities we see in the criminal justice system.
6 *Ronell Ellis 5 Antioch Antioch 6 (also qualifies
for 3,4,5,7)
HealthRIGHT 360 Current member of Racial Justice
Oversight Body; former member of
Racial Justice Task Force;
Cease Fire;
Omega Boys Club;
Deer Valley Youth Football;
Oakland Probation Department;
San Francisco Juvenile Probation
Department
Mr. Ellis is confident that his personal experience as a person involved in the
State and local incarceration institutions, along with his formal education in the
discipline of Criminology allows him to have a diverse contribution to the
board.He is concerned about the public and the community, therefore is
willing to commit his efforts to help this board serve the community in a
capacity that will be beneficial to all who reside in this county. He is interested
in seeing that Justice is equitable and that all people of this county have an
even playing field. He was formerly incarcerated for over 15 years at all levels
of institutions, County, CDC & Federal. San Francisco County Superior Court
Certified Expunged Criminal Record; California State Superior Court Certificate
of Rehabilitation; Currently awaiting a Governor's approval for a Pardon; B.A.
Degree in Criminology; 28 years of experience working in the current field of
Reentry counseling at all levels, CDC, County Jail & Public; 18 year resident of
Contra Costa County.
7 *Carlos Fernandez 1 Richmond Richmond 9 Safe Return Project Current member of the Racial Justice
Oversight Body; Current Member of the
Juvenile Justice Coordinating Council
(Youth Seat); Mentor and organizer in
west county;
Lived 20+ years and worked 5 years in Contra Costa County. Is a youth who is
formerly incarcerated and currently serves as a mentor for at-risk youth in
Richmond.
8 Kevin Finklea 3 Antioch 3,4 UPI/US Steel
Company
Volunteered for Victory Outreach
rehabilitation homes and church, Grace
Bible fellowship church, and
Rubicon Programs all in Antioch CA
Having personally experienced the juvenile and adult justice system and having
grown from such a place as a young Black American, Mr. Finklea would love
and appreciate the opportunity to serve his community through the lens of his
intimate experiential knowledge of our juvenile and adult justice system and
local culture. He is determined to have a positive impact on our community by
helping to reduce racial disparities in the criminal and juvenile justice system
with this body of fellow community activists, advocates, and officials of
various offices.
9 Pamela Henderson 5 Antioch 8, 9 Founder/President,
All Roads Lead 65
Max Foundation,
Inc.
Member of Women s Empowerment
Leadership Sector 2019
Ms. Henderson's expertise and skills have allowed her to help teach, mentor
and serve clients and respond to the needs that establishes a healthy mindset
that focuses on diversity and expanding community support. She believes that
together sharing ideas and utilizing her foundation resources would help
increase the ability to serve clients and respond to the needs of the community
toward social growth.
10 Alisha Jackson Out of
County
Out of
County
Pleasant Hill 5, 6,7 Probation &
Reentry Manager
for Hope Solutions
AB109 Partners and Providers- meeting
attendee; Clean Slate Day- tabled CBO;
Welcome Home- Re-entry Community
Resource and Employment Fair- tabled
CBO
Ms. Jackson believes it is a responsibility and a civic duty for community-based
agencies, such as Hope Solutions, which provide boots on the ground services
and support to have a voice in systems change work within the county they
serve. Contra Costa County has been an industry leader in the state regarding
best practices for programs in support of the re-entry population. Remaining
on the forefront requires continued work to improve the equity, efficiency and
effectiveness of programs and services. Being able to view resources within the
county from a racial justice lens is an invaluable opportunity. It would be her
pleasure to connect with like minded and passionate community members in
support of individuals returning home to West, Central and East Contra Costa
County.
11 *Stephanie Medley 1 El
Sobrante
Richmond 5 RYSE Center Racial Justice Oversight Body (current,
Chair of Diversion Subcommittee);
Juvenile Justice Coordinating Council
(former); JJCC-DJJ subcommittee
(current); DA initiated Reimagine Youth
Justice meetings (current; Racial Justice
Task Force (2017-2018); Youth Justice
Initiative Steering Committee (2016-
2018); AB 109 Community Advisory
Board (2013-2016).
Ms. Medley was born and raised in Richmond and have seen firsthand how
community has been deeply impacted by mass incarceration. While she has
not experienced incarceration, she has had many friends and family members
that were impacted as youth and adults; both of her brothers experienced
incarceration. The barriers she has seen involving friends, family, and youth
she works with, can and have in fact had long lasting impacts on their lives.
Ensuring that the county utilizes smart, fiscally responsible and community-
centered healing and equitable strategies to provide the necessary support for
youth and adults in the system is her passion and why she would like to
continue serving on the Racial Justice Oversight Body.
She has been a staff member of the RYSE Center since 2012 and serve as their
Director of Education & Justice. She leads program development and advocacy
and cultivates cross-sector collaborations to address the needs of youth &
young adults impacted by education, economic, and criminal & legal systems.
She is passionate about supporting the development and coordination of youth-
friendly and culturally appropriate policies, practices, and supports and work to
create avenues for young people to navigate their own liberation and
transform systems. She has sat on many justice focused advisory boards in the
county to support justice reform. She has also participated in the county's
partnership between RYSE, the DA, and Impact Justice to implement Contra
Costa County's first pre-charge diversion program.
12 Ocean Mottley Out of
County
Out of
County
Richmond 5,6,7 Bay Area Legal Aid Former member of the SF Board of
Supervisors Safer Schools Sexual Assault
Task Force; Pro bono Hotline Attorney
for Root & Rebound; Pro bono Family
Law Representation for the Justice &
Diversity Center of the Bar Association of
San Francisco
Mr. Mottley works for Bay Area Legal Aid in their reentry unit representing
clients who are system impacted with criminal and civil legal issues. He is also a
member of the affected community as a formerly incarcerated person.
13 *Michael Pierson 3 Brentwood Antioch
&Walnut
Creek
3 Key Counsel, P.C.Current member of the Racial Justice
Oversight Body; Current member of the
Contra Costa County Bar Association
Board of Directors; Long-time volunteer
and mentor with the CHAMPS
Foundation; Served as Mock Trial Co-
Instructor for Center for Youth
Development Through Law; Served as a
moderator and/or panelist for various
community and legal Race and Equality
panels; A guest speaker at various Bay
Area community centers for at-risk
youth.
Mr. Pierson is a person of color and a resident of Contra Costa County who has
been a first-hand witness to the racial and ethnic disparities within the local
criminal justice system. As an African American youth growing up in the
projects of Oakland, he has personally witnessed and experienced the harsh
and unequal treatment of Blacks by law enforcement and the criminal justice
system. It was these disparities in the criminal justice system that made him
want to be a lawyer so he can help make a difference in his community. He has
experienced both sides of the criminal justice system, as a criminal defendant
and as a criminal defense attorney.
He believes that this gives him a unique perspective on the criminal justice
system. As the country has reached a boiling point with race and the injustices
of the criminal system, he is compelled to do his part to make a difference in
my community. He is committed to doing everything in his power to be a part
of the solution to these issues, and believes that being on this
board/commission will make a difference in the local community.
14 *Cheryl Sudduth 1 El
Sobrante
NA 7 (also qualifies
for 1,2)
NA NA Ms. Sudduth has been involved with the Racial Justice Coalition & the work of
the subsequent Task Force since inception. She has played an integral role in
ensuring the final recommendations reflect the needs of the greater
community & would like to work towards ensuring the implementation follows
the spirit of the recommendations. As a trained mediator & negotiator,
multicultural & multilingual, as well as one heavily involved in many different
community groups throughout the county, she believes she can represent
multiple perspectives while maintaining focus on the purpose of the advisory
body.
15 Justin Van Zerber 1 El Cerrito Out of
County
5,6,7 Director of
Programs for
SupplyBank.org
NA Mr. Van Zerber believes the county has the opportunity to be a leader in the
way it handles racial justice and he wants to support the growth and
development of best practices that allow for continued learning across all
parties serving the community. There are clear indicators of racial basis in our
justice systems, social services, schools and across our community and he
believes with the correct access to information and training can reduce
disproportionate representation. He believes the county has an obligation to
create a community that treats people fairly and offers them opportunities to
be successful, which starts with the way systems and policies are created and
he trusts that the Racial Justice Oversight Body can hold departments
accountable by enacting actionable steps forward.
Mr. Van Zerber has led program management, strategy, operations, and
process building at community-based organizations for over 12 years with a
track record of generating replicable systems that have a community focused
lens and a detailed path forward. During this time, he spent four years
strengthening grass-roots employment and job training programs for re-entry
youth and young adults, working directly with police, judges, public defenders,
schools, and families to advocate for appropriate responses that
ensure participants had the resources they needed to be successful. He
currently serve as the Director of Programs at a statewide non-profit that
bolsters community based program by providing access to basic
material needs for vulnerable populations. Through this work he uses data to
inform design making and has seen first hand the inequities in the way
communities serve different populations. He wants to use this
skill set and energy to help drive the goals of the Racial Justice Oversight Body
fd
16 *Tamisha Walker 5 Antioch Countywide 1 Safe Return Project Current Contra Costa County board
appointments: Co-Chair of Racial Justice
Oversight Body; Richmond Reimaging
Public Safety Taskforce; Local Advisory
Committee for Co Co LEAD Plus; DJJ
realignment subcommittee, and the
Contra Costa Public Defenders Office HIP
advisory committee
Ms. Walker would like to continue serving on this board because she has
worked for more than 13 years in communities across
this county impacted by incarceration and criminalization. As a formerly
incarcerated woman, she is committed to ending racial disparity in the criminal
legal system while pushing to invest in community-based
solutions to keep poor people and people of color out of jails and prisons
where possible.
She have written, supported, and advanced legislation that promotes equity,
access, and inclusion for poor and working families impacted by incarceration
and criminalization throughout Contra Costa County. This
has led to improving educational systems, economic dignity, community
benefits, increased access to healthcare, promoting values-based budgets,
increasing second chances, and environmental justice.
17 Gwendolyn Woodson 1 Richmond NA 8 Retired - City of
Richmond
Steward of Resurrection African
Methodist Episcopal Church, and
President of its Women's
Missionary Society; Volunteer at Anvil
House
Currently Ms. Woodson is a steward at Resurrection African Methodist
Episcopal Church as well as its Women's Missionary Society president. In
conjunction with one of her congregation's sister churches, Bethel A.M.E.
Church, she participated in the recent completion of the Anvil House, a reentry
program located in Richmond. Her sons are in their 40's
now and live out of state, but during their youth they were involved in the
criminal justice system. She also has had two brothers that were incarcerated
(both deceased), therefore she has had experience navigating
the system. Her motivation is to recognize the disparities in the justice systems
and help to implement recommendations for change.
PUBLIC PROTECTION COMMITTEE 5.
Meeting Date:10/24/2022
Subject:Emergency Operations Plan Update
Submitted For: PUBLIC PROTECTION COMMITTEE,
Department:County Administrator
Referral No.: n/a
Referral Name: Emergency Operations Plan Update
Presenter: Rick Kovar, Office of the Sheriff Contact: Paul Reyes, 925-655-2049
Referral History:
The Board of Supervisors has authorized the creation of the Emergency Services Policy Board (ESPB) to serve in an advisory
capacity on emergency preparedness planning efforts and the coordination of planning efforts throughout the County, including
the County Emergency Operations Plan (EOP).
Referral Update:
The ESPB met on September 22, 2022 and unanimously approved the draft revision of the County’s EOP and requested
review/referral of the draft Emegency Operations Plan (EOP) to the Public Protection Committee for recommendation to the
Board of Supervisors for review and final approval. The EOP is included as Attachment A.
County Ordinance Code section 42-2.1004 requires that the Board of Supervisors adopt the County's EOP by resolution. A
resolution adopting the updated County EOP will be brought to the Board of Supervisors if today's action is approved.
Recommendation(s)/Next Step(s):
APPROVE the Contra Costa County Emergency Operations Plan and forward to the Board of Supervisors for adoption.
Attachments
Attachment A - Emergency Operations Plan 2022
Attachment B - EOP Presentation
i
Table of Contents
Table of Figures ...................................................................................................................................... iv
Introductory Elements .......................................................................................................................... v
Preface ................................................................................................................................................ v
Letter of Approval .......................................................................................................................... 1
Approval and Implementation .................................................................................................. 2
Emergency Proclamations .......................................................................................................... 2
Roles and Responsibilities .......................................................................................................... 3
Emergency Services Policy Board (ESPB) ............................................................................ 3
Operational Area Council (OAC)............................................................................................... 4
Plan Concurrence ........................................................................................................................... 5
Record of Changes ......................................................................................................................... 6
Plan Distribution ............................................................................................................................ 7
Plan Development and Maintenance ............................................................................................... 8
Steps in the Planning Process.................................................................................................... 9
Planning Assumptions ................................................................................................................ 9
Mitigation ....................................................................................................................................... 10
Preparedness ................................................................................................................................ 10
Response ........................................................................................................................................ 11
Recovery ......................................................................................................................................... 11
Purpose and Scope .............................................................................................................................. 12
Purpose ........................................................................................................................................... 12
Scope ................................................................................................................................................ 12
Situation Overview .............................................................................................................................. 13
History ............................................................................................................................................. 13
Population ...................................................................................................................................... 13
Local Setting .................................................................................................................................. 13
Hazards in Contra Costa County ............................................................................................ 16
Probability and Impact ............................................................................................................. 17
Earthquake .................................................................................................................................... 19
Landslide ........................................................................................................................................ 20
Severe Weather ............................................................................................................................ 20
Wildland Fire ................................................................................................................................ 20
Dam Failure ................................................................................................................................... 21
Levee Failure ................................................................................................................................. 21
Flood ................................................................................................................................................ 21
ii
Sea Level Rise ............................................................................................................................... 22
Tsunami .......................................................................................................................................... 22
Drought ........................................................................................................................................... 22
Pandemic ........................................................................................................................................ 23
Capability Assessment .............................................................................................................. 23
Mitigation Overview .................................................................................................................. 24
PART I: BASIC PLAN ........................................................................................................................... 25
Concept of Operations ........................................................................................................................ 25
Standardized Emergency Management System (SEMS) Coordination Levels .... 26
Incident Command System (ICS) and National Incident Management System
(NIMS) ............................................................................................................................................. 28
California Emergency Support Functions .......................................................................... 28
Emergency Operations Center Organization ............................................................................ 33
Field/ EOC Communications and Coordination .............................................................. 33
Primary and Alternate EOC ..................................................................................................... 34
Response, Resource Coordination, and Mutual Aid ....................................................... 35
Operational Area (OA) EOC Activation ............................................................................... 35
Department Operation Center Activation ......................................................................... 36
EOC Reporting System .............................................................................................................. 36
Field Coordination with Department Operations Centers and EOCs...................... 37
Continuity of Government ................................................................................................................ 38
Vital Records Retention ............................................................................................................ 38
Recovery ................................................................................................................................................. 39
Overview ........................................................................................................................................ 39
Damage Assessment .................................................................................................................. 40
Documentation............................................................................................................................. 40
After Action Reporting .............................................................................................................. 41
PART II: SUPPORTING ELEMENTS ............................................................................................... 42
APPENDICES ................................................................................................................................. 43
APPENDIX A: Integrating People with Disabilities and with Access and
Functional Needs ......................................................................................................................... 43
Appendix B: Alert and Warning ............................................................................................. 44
Appendix C: Population Protection ...................................................................................... 45
Appendix D: Prevention and Protection ............................................................................ 46
Appendix E: Worker Safety and Health .............................................................................. 47
Appendix F: Public Information ............................................................................................ 48
Appendix G: Private Sector Coordination .......................................................................... 52
iii
Appendix H: Disaster Service Workers, Volunteers, and Donations Management
............................................................................................................................................................ 54
Appendix I: Training and Exercises ..................................................................................... 57
Appendix J: Authorities and References ............................................................................ 59
Appendix K: Individual and Family Emergency Preparedness ................................. 60
Appendix L: Emergency Management ................................................................................ 61
Appendix M: Glossary of Terms ............................................................................................ 62
iv
Table of Figures
Figure 1: Letter of approval ................................................................................................ 1
Figure 2: Emergency Services Policy Board record of concurrence ................................... 5
Figure 3: Record of revisions............................................................................................... 6
Figure 4: Record of distribution .......................................................................................... 7
Figure 5: The whole community approach describing access and functional needs ........ 8
Figure 6: Steps in the planning process .............................................................................. 9
Figure 7: The emergency management cycle ................................................................... 10
Figure 8: Population of communities in Contra Costa County ......................................... 14
Figure 9: Map of jurisdictions in Contra Costa County ..................................................... 15
Figure 10: Images of potential hazards............................................................................. 16
Figure 11: Examples of types of hazards .......................................................................... 17
Figure 12: Hazard probability and impact matrix from pg. 322 of the County LHMP ...... 18
Figure 13: Faultlines in Contra Costa County .................................................................... 19
Figure 14: SEMS management levels of response ............................................................ 26
Figure 15: SEMS Field and EOC functions ......................................................................... 27
Figure 16: Contra Costa County EOC Organizational Chart .............................................. 29
Figure 17: County emergency support functions table of roles and responsibilities ....... 32
Figure 18: ICS section responsibilities............................................................................... 34
Figure 19: EOC levels of activation ................................................................................... 36
Figure 20: EOC direction of control and coordination ...................................................... 37
Figure 21: Recovery support functions. See individual Recovery Support Function
Appendices for additional information............................................................................. 40
v
Introductory Elements
These elements provide a record of plan development, approval, and maintenance.
Preface
This plan was developed and is maintained by the Contra Costa County Sheriff’s Office of
Emergency Services in collaboration with our emergency management partners. It facilitates
preparation, response operations, and short-term recovery activity for emergencies. The
plan includes guidelines supported by law, highlights emergency management best practices,
and provides a scalable and flexible approach to different types of incidents that may affect
Contra Costa County. However, this plan cannot anticipate all possible events and situations
in an emergency response. Conditions will develop in operations where standard methods
will not suffice. Nothing in this Plan shall be interpreted as an obstacle to the staff's
experience, initiative, and ingenuity in overcoming the complexities under actual emergency
conditions.
1
Letter of Promulgation
This letter from the Contra Costa County (the County) Board of Supervisors serves as a dated
resolution recognizing and adopting this document as the County all-hazards emergency
operations plan (EOP).
Approval Date: November 1, 2022
To: Community of Contra Costa County
The preservation of life, property and the environment are an inherent responsibility of the local,
state, and federal government. Contra Costa County, in cooperation with the cities, towns,
special districts and partners in the county have prepared this emergency operations plan to
ensure the most effective response to emergencies.
This plan establishes the emergency organization, assigns tasks, specifies policies and general
procedures, and provides for the coordination of planning efforts of the various emergency staff
and service elements utilizing the California Standardized Emergency Management System
(SEMS).
The Contra Costa County Board of Supervisors gives its full support to this plan and urges all
officials, employees, and the residents, individually and collectively, to do their share in the total
emergency effort of Contra Costa County. The resolution adopting this plan supersedes prior
plans.
Contra Costa County recognizes the work by the many individuals and organizations that
collaborated to revise the Contra Costa County Emergency Operations Plan. Through the
coordinated efforts, this plan provides the framework for the best possible management of
emergencies and assistance to the residents of Contra Costa County when disaster strikes.
Chair, Board of Supervisors
Figure 1: Letter of approval
2
Approval and Implementation
This section introduces Contra Costa County (the County) Emergency Operations Plan (the
Plan), describes how it applies to the County, and delegates authority for an emergency
proclamation. Circumstances under which an emergency may be proclaimed are reviewed.
The Plan will take effect upon the approval by the Contra Costa County Board of Supervisors.
The Plan will be officially adopted and promulgated. The Plan will be distributed to those
county departments, supporting agencies, and community organizations assigned primary
functions or responsibilities within Emergency Operations.
Emergency Proclamations
An emergency proclamation may serve multiple purposes depending on the incident and the
affected entity. Being a prerequisite for a Governor or Presidential Declaration of
emergency, an emergency proclamation:
• Provides for multi-agency or multi-jurisdictional coordination in response to an
event where County resources are insufficient
• Provides for the use of emergency powers and expenditures
• Offers legal protection for public employees serving as Disaster Service Workers
and governing bodies engaged in the response
• Allows for the issuance of orders and regulations to protect life and property
(e.g., curfews)
County Ordinance §42-2.802 clarifies the authority to proclaim an emergency. To the extent
that the County Ordinance may conflict with the provisions of the State Emergency Services
Act, §8558, the latter shall prevail. When the Board is not in session, the County
Administrator has the authority to proclaim a local emergency after conferring, if possible,
with one or more members of the Board, including the Board Chairperson. If a conference
with the Board Chairperson is impossible, a proclamation in writing is required. Proclaiming
authorities include:
• The Board of Supervisors
• Incorporated jurisdictions as provided under their municipal codes.
o The jurisdiction shall advise the Contra Costa County Office of the Sheriff's
Emergency Services Division of the proclamation. Health and Safety Code
§101080 authorizes the County Health Officer to declare a local health
emergency in, “situations involving the release or spillage of hazardous
3
medical waste if the hazard or medical waste spilled is determined to be an
immediate threat to the public health, or whenever there is an imminent and
proximate threat of the introduction of any contagious, infectious, or
communicable disease, chemical agent, noncommunicable biologic agent,
toxin, or radioactive agent, the director may declare a health emergen cy and
the local health officer may declare a local health emergency in the
jurisdiction or any area thereof affected by the threat to the public health.”
When an emergency is proclaimed, the Contra Costa County Emergency Operations Plan
serves as the framework for guiding response, led by the Administrator of Emergency
Services (CAO), collaborating with the Director of OES or their designated alternates.
Roles and Responsibilities
The Director of the Office of Emergency Services (OES) or their designee oversees the
County’s Emergency Operations Center (EOC) (County Ordinance Code, Article 42-2.6). The
Director assumes the ultimate responsibility for implementing the Plan, and directs the
County’s emergency management organization, referred to as an Operational Area when
there is an emergency. The Director of Emergency Services, as supported by the Sheriff’s
Office of Emergency Services, has responsibility for the following:
• All phases of the emergency management cycle for the unincorporated areas of
the County
• Organizing, staffing, and operating the County Emergency Operations Center
(EOC)
• Coordinating emergency communications and messaging to the public
• Providing subject matter expertise and guidance to elected officials and other
organizations
• Maintaining information on the status of resources, services, and operations
• Obtaining support for the Contra Costa County Operational Area and providing
support to other jurisdictions as needed
Emergency Services Policy Board (ESPB)
The Contra Costa County Emergency Services Policy Board (ESPB) is an advisory body to the
County Administrator providing assistance and advice on emergency preparedness planning
efforts and the coordination of such planning efforts throughout the county. The ESPB
functions as the Contra Costa County Disaster Council. The ESPB reviews and makes
recommendations on the following as necessary for plan and agreement implementation,
Emergency Mutual Aid Plans and Agreements, Ordinances, Resolutions, and Regulations. The
County Administrator serves as the chair, and the Sheriff serves as the vice-chair of the ESPB.
4
Operational Area Council (OAC)
The Operational Area Council is created as an advisory council to the ESPB and is coordinated
by the Sheriff’s Office, Office of Emergency Services. The Operational Area Council consists of
emergency managers from incorporated cities, special districts, key utilities, businesses, and
staff of the Sheriff’s Office, Office of Emergency Services.
The OAC meets at least quarterly to discuss and consider countywide emergency
management areas, issues, and to make recommendations to the ESPB through the Office of
Emergency Services. OAC members may meet more frequently during an emergency
operations center activation for increased situational awareness. These meetings may also
be called Multi-Agency Coordination (MAC) meetings.
5
Plan Concurrence
This section demonstrates concurrence among County Agencies and represents agreement
with how the Plan assigns tasks among those agencies. It includes a distribution record and a
history of changes made to the Plan.
The following agencies represent the Emergency Services Policy Board of Contra Costa
County and agree with how this plan describes their tasks.
Figure 2: Emergency Services Policy Board record of concurrence
Agency
Signatory
Contra Costa County Administrator’s Office
Contra Costa County Office of the Sheriff
Contra Costa County Counsel
Contra Costa County Health Services
Contra Costa County Public Works
Contra Costa County Fire Protection District
Contra Costa County Risk Management
Contra Costa County Department of Conservation
and Development
Contra Costa County Employment and Human
Services
Contra Costa County Superintendent of Schools
Contra Costa County Department of Information
Technology
Contra Costa County Public Manager’s Association
6
Record of Changes
The following table documents the revisions made to this plan. This plan should be reviewed and
updated annually.
Figure 3: Record of revisions
Revision Date Summary of Major
Changes Revised Sections
Revised By
(Name and
Organization)
7
Plan Distribution
The following table documents when and to whom copies of the plan have been distributed.
Figure 4: Record of distribution
Date of
Distribution
Plan Version
(Date of Plan)
Method of Distribution (Email, Post
on Server, Provide Hard Copy, etc.)
Distributed To (Name and
Department/Organization)
8
Plan Development and Maintenance
This section explains why the plan was developed and how it is maintained and implemented. An
overview of the planning process is provided. The County emergency management organization is
described, and planning assumptions are listed.
Contra Costa County’s emergency management organization brings together diverse stakeholders
with varied roles and responsibilities throughout all stages of the emergency management cycle.
County departments, incorporated
jurisdictions, special districts, private-
sector, and non-profit organizations
together comprise the Contra Costa County
Operational Area, under the direction of
the County Administrator’s Office and the
leadership of the Sheriff’s Office of
Emergency Services.
This plan was developed to guide the
County through all phases of the
emergency management cycle by outlining
underlying assumptions and providing a
framework for interagency and inter-
jurisdictional coordination. The document
represents a single component of the
emergency planning process, developed,
maintained, and administered through the
Sheriff's Office of Emergency Services as
described in this document's Approval and
Implementation section. The Sheriff's Office
of Emergency Services is responsible for
implementing revisions that keep this plan
current. Revisions will be documented on
the “Record of Changes” form in this plan.
Contra Costa County takes a “whole
community approach” to the development
and maintenance of the Plan. Whole Community encompasses individuals, private and public
sector partners, faith-based organizations, community groups, and all levels of government.
Access & Functional Needs
A Whole Community Approach
The Whole Community includes individuals,
including those who may have access or
functional needs. The California Office of
Emergency Services characterizes the
following individuals as having access or
functional needs:
•Live in institutionalized settings
•Are elderly or unaccompanied children
•Are from diverse cultures
•Have limited English proficiency or are
non-English speaking
•Are transportation or communication
disadvantaged
•Have no access to a shelter and/or may
need to be assigned a Functional Access
Service Team (FAST) member
•Have disabilities – temporary or lifelong
•Have sight or hearing impairments
•May require medical care or supervision
•Other situations that would ensure
maintaining independence
Figure 5: The whole community approach describing access and
functional needs
9
Coordination with partners begins with this document and extends to all aspects of emergency
management in Contra Costa County.
Steps in the Planning Process
The planning process below is flexible and adaptable. Considerations should be made at each
step of the planning process regarding; training, exercises, equipment, and other requirements
within the jurisdiction.
Planning Assumptions
Planning assumptions are generally accepted facts that allow the EOP to be executed with a
shared understanding of what can happen in an emergency. The following assumptions were
considered in the development of this Plan:
• All incidents are local, may occur at any time with little or no warning, and may exceed
the capabilities of local government.
• Emergencies may cause casualties, fatalities, and population displacement.
• An emergency can cause damage to property, critical infrastructure, the environment,
and the economy.
• An emergency may interrupt public and private sector services.
• The more significant the complexity, impact, and geographic scope of an emergency,
the more multiagency coordination will be required.
• Mutual aid resources from outside the county may be required.
• Events affecting the Bay Area region may affect the availability of needed response
resources from outside Contra Costa County, including staff who work in Contra Costa
living outside the County.
Figure 6: Steps in the planning process
Step 1: Form
Collaborative
Planning
Team
Step 2:
Understand
the
Situation
Step 3:
Determine
Goals &
Objectives
Step 4: Plan
Development
Step 5: Plan
Preparation,
Review, &
Approval
Step 6: Plan
Implementation
& Maintenance
10
• Contra Costa County’s Whole Community approach serves and integrates people with
Access and Functional Needs.
• This document will be utilized in coordination with applicable local, state, and federal
contingency plans.
• This plan does not supplant field incident command decisions or tactics in an
emergency.
Mitigation
Hazard mitigation refers to action taken to lessen or
eliminate long-term risk to people and property
from different hazards to which they may be
vulnerable. In addition to reducing the impact
of a disaster, mitigation activities help to
create safer communities by interrupting a
cycle of repeated damage and reconstruction.
Examples of mitigation activities include
projects to reduce risk, increase the strength
of critical infrastructure and identify and
protect lifelines into communities.
Preparedness
Activities related to developing and improving response and recovery capabilities are part of a
comprehensive preparedness program. Preparedness refers to a continuous cycle of planning,
organizing, training, equipping, exercising, evaluating, and taking corrective action to ensure
effective coordination during incident response. Examples of preparedness activities include
establishing mutual aid agreements, developing plans, training EOC personnel, and public
outreach and education. Within NIMS, preparedness focuses on the following elements: planning,
procedures and protocols, training and exercises, personnel qualification and certification, and
equipment certification.
Figure 7: The emergency management cycle
11
Response
Response activities are those elements undertaken when a disaster occurs or threatens to occur.
Response activities include identifying goals and strategies, coordinating operations, public
notification, public information, mutual aid, and planning during a disaster.
Recovery
Activities aimed at re-establishing normalcy within affected communities to restore the county to
its pre-disaster condition are recovery activities. Examples of recovery activities may be short-term
when they focus on stabilizing the situation, removing debris, restoring services, and re -
establishing different community functions. Longer-term recovery activities grow out of short-
term recovery. They include facility and infrastructure restoration, community planning and
rebuilding assistance, and mitigation strategies into rebuilding efforts.
12
Purpose and Scope
This section describes the purpose of the Plan and the scope of where it is applicable . The plan is
considered active upon approval. The conditions under which an emergency may be proclaimed are
described in the Approval and Implementation section.
Purpose
The Emergency Operations Plan is intended to:
• Provide the basis for coordination during all phases of the emergency management cycle
through an all-hazards, whole community approach.
• Establish operational concepts and standard operating procedures associated with
Emergency Operations Center (EOC) activities.
• Describe the relationship between EOC activities and other emergency response agencies.
• Establish the California Standardized Emergency Management System (SEMS) and the
National Incident Management System (NIMS) within Contra Costa County.
• Address the needs of people with disabilities and others with access and functional needs
who may be disproportionately affected during and after an emergency. See California
Government Code section 8593.3, which defines access and functional needs.
Scope
This Plan applies to all emergencies in unincorporated areas of Contra Costa County when
coordination is required between multiple organizations or county departments, or both. This plan
also applies to emergencies within incorporated areas as requested by those jurisdictions.
According to this document, county departments and special districts are responsible for carrying
out emergency planning. Local jurisdictions are responsible for carrying out local emergency
operations planning per the California Standardized Emergency Management System (SEMS). Local
jurisdictions, special districts, and emergency response agencies outside the Office of Emergency
Services are responsible for coordinating with the Office of Emergency Services for emergency
plans and standard operating procedure integration.
13
Situation Overview
This section provides an overview of the hazards and threats that may affect Contra Costa County.
It summarizes the county’s locale, risks, and threats and justifies prioritizing emergency
preparedness and planning efforts for specific hazards.
History
Contra Costa County was founded in 1850 as one of the original 27 counties of California . It is one
of nine San Francisco Bay Area counties and is California’s ninth most populous county.
Population
According to the 2020 U.S. Census, Contra Costa County has 1,165,927 residents, of which more
than 77 percent are over the age of 18. The census report shows that 178,527 of those residents
live in unincorporated areas. Most of the county’s population resides along the urban corridors of
state highways 4 and 24 and interstates 80 and 680.
Local Setting
Contra Costa County encompasses 804 square miles, of which 716 are land, and 88 are water.
Contra Costa County’s physical geography is dominated by the bayside plain, the Oakland and
Berkeley hills in the west, agricultural land, and the Delta waterways in the east. In between are
several inland valleys and Mt. Diablo, which at an elevation of 3,849 feet, is the most notable
natural landmark in the central county area.
Parts of Contra Costa County are connected to neighboring counties by bridges; the Richmond/San
Rafael Bridge in the northwest, the Carquinez Bridge in the north, the Antioch Bridge in the
northeast, and the Middle River Bridge in the east. The Caldecott Tunnel in the west is another
primary transportation connector to neighboring Alameda County.
Martinez is the county seat and is in the northern central portion of the county. There are 19
incorporated jurisdictions in Contra Costa County and 34 unincorporated jurisdictions, divided
among 5 (five) supervisorial districts.
14
Total County Population for Contra Costa County – 2020 Census
Incorporated Jurisdictions & Population Estimate Unincorporated Jurisdictions & Population Estimate
Antioch city 115,291 Acalanes Ridge 1,285
Brentwood city 64,292 Alamo 15,314
Clayton city 11,070 Alhambra Valley 805
Concord city 125,410 Bay Point 23,896
Danville town 43,582 Bayview 1,782
El Cerrito city 25,962 Bethel Island 2,131
Hercules city 26,016 Blackhawk 9,637
Lafayette city 25,391 Byron 1,140
Martinez city 37,287 Camino Tassajara 4,951
Moraga town 16,870 Castle Hill 1,271
Oakley city 43,357 Clyde 729
Orinda city 19,514 Contra Costa Centre 6,808
Pinole city 19,022 Crockett 3,242
Pittsburg city 76,416 Diablo 1,255
Pleasant Hill city 34,613 Discovery Bay 15,358
Richmond city 116,448 East Richmond Heights 3,460
San Pablo city 32,127 El Sobrante 15,524
San Ramon city 84,605 Kensington 5,428
Walnut Creek city 70,127 Knightsen 1,596
Total City 987,400 Montalvin Manor 3,099
For additional Census information, please go to:
https://www.contracosta.ca.gov/5342/Demographics
* Population-based on 2020 Decennial Census Results
Mountain View 2,622
Norris Canyon 1,313
North Gate 667
North Richmond 4,175
Pacheco 4,183
Port Costa 190
Reliez Valley 3,354
Rodeo 9,653
Rollingwood 3,015
San Miguel 3,591
Saranap 5,830
Shell Ridge 1,014
Tara Hills 5,364
Vine Hill 4,323
Other Unincorporated 10,522
Total Unincorporated 178,527
Figure 8: Population table by jurisdiction
15
Figure 9: Map of jurisdictions in Contra Costa County
16
Hazards in Contra Costa County
This section of the EOP consists of a series of threat summaries beginning with those threats
identified in the Contra Costa County Local Hazard Mitigation Plan. It describes the local area,
risk factors, and the anticipated nature of situations, which could threaten or occur in the
County.
If future APPENDIX or hazard mitigation plan development results in a more current or robust
hazard or threat analysis data, future EOP revisions will incorporate that data into this section.
Hazards are not mutually exclusive, and one or more of these events may co -occur. Action
accomplishments in response to
hazards and hazard details are
provided in this document's
Appendices, separate from this
Plan and department-specific
Standard Operating Procedures.
In 2018 Contra Costa County
prepared a hazard mitigation
plan in compliance with the
Disaster Mitigation Act (DMA -
DMA; Public Law 106-390)
passed in 2000. This analysis
aimed to identify and discuss the
natural threats confronting
Contra Costa County
communities and the mitigation
efforts. Figure 10: Images of potential hazards
17
Contra Costa County is vulnerable to a wide range of threats. An all-hazards threat perspective
considers a complete range of threats including, but not limited to, natural hazards,
technological and structural vulnerabilities, biological and man-made threats. Emergency
planning should consider historical events and accommodate new planning assumptions as the
County population grows and threats evolve.
The Local Hazard Mitigation Plan utilizes Hazards United States (HAZUS), a nationally applicable
standardized methodology containing models and other specific disaster data, to estimate
potential losses from earthquakes, floods, tsunamis, and hurricanes.
Probability and Impact
The criteria below were used to evaluate hazards and identify the highest risk hazard in Contra
Costa County.
The probability of occurrence of a hazard is based on the likelihood of an annual occurrence.
The possibility of annual occurrence is assessed using past hazard events in the area and the
potential for changes in the frequency of these events due to climate change.
Hazard impact is assessed based on effects on people, property, and the local economy. The
following chart assigns the value based on the total population exposed to the hazard event. Natural•Earthquakes
•Landslide
•Wildfire
•Severe
Weather
•Drought
•Tsunami
•Sea Level Rise
Technological & Structural•Dam Failure
•Levee Failure
•Power Failure
•Radiological
or other
hazardous
substance
release Biological•Airborne
pathogens such
as COVID-19,
influenza,
tuberculosis, or
menengitis
•Foodborne
illnesse due to
contaminates
such as
salmonella, E.
coli, or botulism Man-Made•Arson
•Active shooter
•Terrost acts
•Cyber attacks
•Other criminal
threats or acts
that affect
groups or
populations
Figure 11: Examples of types of hazards
18
Probability Impact
High – Hazard event is likely to occur within
25 years
High – 25 percent or more of the population
is exposed to the hazard
Medium – Hazard event likely to occur within
100 years
Medium – 10 percent to 25 percent of the
population is exposed to the hazard
Low – Hazard event not likely to occur within
100 years
Low – 10 percent or less of the population is
exposed to the hazard
Impact
Low Medium High Probability High Drought Flood
Landslide
Severe Weather
Wildfire
Earthquake
Medium Sea Level Rise
Tsunami Dam & Levee Failure
Low
Figure 12: Hazard probability and impact matrix from pg. 322 of the County LHMP
19
Earthquake
Earthquakes are unpredictable. They vary significantly in size and intensity and can cause
devastation. Although infrequent, significant earthquakes have tremendous potential for loss of
life, property damage, and the environment.
Major fault lines that could potentially impact Contra Costa County and surrounding counties
include:
• The Hayward Fault, which runs along the west end of the County
• The Rogers Creek Fault is in the north-central area of the County and runs under the
Buchanan Airport
• The Concord Green Valley Fault, which is in the east end of the County
• The Mount Diablo Thrust Fault, along the southwest perimeter of Mount Diablo
• The Greenville Fault in the east end of the County and under several of the levee
protected islands
• The Calaveras Fault runs through the south-central corridor near the I-680 Freeway
• The San Andreas Fault is west of Contra Costa County
Critical petrochemical businesses located along the industrial corridor and other essential
facilities in the County can create additional hazards if severely damaged during a large
earthquake.
Figure 13: Faultline’s in Contra Costa County
20
Landslide
The U.S. Geological Survey definition of landslides includes many ground movements, such as
rockfalls, profound failure of slopes, and shallow debris flows. Although gravity acting on an
over-steepened pitch is the primary reason for a landslide, other contributing facto rs exist.
Landslides commonly occur with other major natural disasters such as earthquakes, wildfires,
and floods. However, average seasonal rainfall, erosion, and occasionally wildlife may also
contribute to landslide events.
Landslides have occurred in conjunction with heavy rain events in Contra Costa County. There
are no records of fatalities attributed to mass ground movement in the county. However,
deaths have occurred across the west coast because of landslides and slope collapses.
Severe Weather
Severe weather refers to any dangerous meteorological phenomena that can cause damage,
severe social disruption, or loss of human life. It includes thunderstorms, downbursts,
tornadoes, waterspouts, snowstorms, ice storms, and dust storms. It is important to note that
when “severe weather” is used, it refers to many sub-hazards in aggregate. Severe weather
refers to dangerous conditions such as extreme hot or cold temperatures, high winds, or
excessive rainfall. All weather-related emergencies can cause damage, severe social disruption,
or loss of human life, especially amongst those experiencing homelessness, those considered
medically fragile, and the elderly population.
Wildland Fire
The combination of highly flammable fuel, long dry summers, and steep slopes create a
significant natural hazard of large wildland fires in many areas of Contra Costa County. A
wildland fire is a fire whose primary fuel is natural vegetation. Wildland fires can consume
thousands of acres of vegetation, timber, and agricultural lands. Fires ignited in wildland areas
can quickly spread to places where residential or commercial structures intermingle with
wildland vegetation. Similarly, fires that start in urbanized areas can grow into wildland fires.
The pronounced Wildland Urban Interface (WUI) significantly increases fire hazards in
populations with high structure densities adjacent to undeveloped open space areas with
narrow roads and dense vegetation. WUI fires may result in death, injury, economic loss, and a
significant public investment in firefighting activities. July through November have the greatest
potential for wildland fires as vegetation dries out, humidity levels fall, and offshore winds
blow. Weather, topography, and fuel are the top three factors that affect wildland fire
behavior. Such fires expose residential and other development within the County to an
increased risk of conflagration or extensive fire, which destroys a great deal of land or property.
21
Dam Failure
Although rare, dam failures can cause sudden and catastrophic flooding in communities
downstream, leading to injury, loss of life, and significant property damage. Some of the
primary causes of a dam's collapse and structural failure include severe storms, earthquakes,
internal erosion of piping, and foundation leakage. According to the 2013 State of California
Multi-Hazard Mitigation Plan, there have been nine failed Federally regulated dams in the state
since 1950, none of them in Contra Costa County. The most likely disaster-related causes of
dam failure in Contra Costa County are earthquakes, excessive rainfall, and landslides.
Levee Failure
Two types of levees are present in the San Joaquin -Sacramento River Delta area of Contra Costa
County:
• Project levees are part of an authorized federal flood control project on the
Sacramento-San Joaquin River Delta system. These levees deliver irrigation and drinking
water. The County maintains over 385 miles of project levees built to the highest level of
flood protection standards and inspected by the U.S. Army Corps of Engineers.
• All other levees in the Delta are "non-project" or "local" levels. These levees, totaling
730 miles in length, are maintained by local reclamation districts.
Levees are considered manufactured structures, usually earthen embankments, and are
constructed to contain, control, or divert a water flow to protect the land from peak flood
levels or to protect land below sea level. The most severe flood hazard in Contra Costa County
relates to the system of levees that protect the islands and adjacent mainland in the San
Joaquin-Sacramento River Delta area in eastern Contra Costa.
Flood
Flooding poses a severe risk to life, property, the environment, public health and safety, and
the economic impact of affected areas. The majority of the County's creeks and shoreline areas
are within the 100-year flood plain. During heavy rainstorms, water levels can rise quickly,
especially in small streams and near the headwaters of river basins. Flash floods can begin
before the rain stops falling. The most severe flood hazard in Contra Costa County relates to
levees that protect the islands and adjacent mainland in the San Joaquin -Sacramento River
Delta area in eastern Contra Costa County. Levees are subject to failure without warning;
however, the threat increases during an earthquake or severe flooding .
22
Sea Level Rise
Sea level rise is caused primarily by two factors related to global warming: the added water
from melting ice sheets and glaciers and the expansion of seawater as it warms. Sea level rise
will cause currently dry areas to be permanently or chronically inundated. Temporary
inundation from extreme tide events and storm surges also will change. Unlike many other
impacts resulting from climate change, sea-level rise will have a defined extent and location.
Although the magnitude and timing of sea-level rise are uncertain, assessing potential areas at
risk provides information appropriate for planning purposes .
Tsunami
A tsunami is a wave, or series of waves, generated by an earthquake, landslide, volcanic
eruption, or even a giant meteor hitting the ocean. What typically happens is that a sizeable
sub-marine earthquake creates an upward movement of the seafloor, lifting the overlying
seawater. This uplifted water then falls and radiates away from this center in all directions as a
tsunami. A tsunami can travel across the open ocean at about 500-miles per hour. As the wave
approaches land, the ocean shallows, slowing down to about 30 miles per hour and growing
significantly in height. While damaging tsunamis have occurred infrequently in California, they
are a possibility that our coastal communities must consider. The most likely site of tsunami
impacts in Contra Costa County is along San Pablo Bay.
Drought
The National Integrated Drought Information System characterizes drought as “a deficiency of
precipitation over an extended period (usually a season or more), resulting in a water
shortage.” Multi-year droughts may result in water shortages, impacting water available for
human consumption and agriculture production within the Coun ty.
Drought is a gradual phenomenon that often takes several consecutive winters with less than
average precipitation to produce a significant impact. Drought creates a complex web of
environmental and economic effects that spans many sectors. Drought imp acts include a
reduction in food crops, increased livestock and wildlife mortality rates, increased fire hazards,
and decreased water levels, leading to rationing. The consequences of these impacts illustrate
indirect effects. For example, a reduction in crops, rangeland, and forest productivity may result
in reduced income for farmers and agribusiness, increased prices for food and timber,
unemployment, reduced tax revenues, and an increase in crime.
Drought cycles typically occur every 7‐11 years. During periods of drought, emergency response
measures will consist of land use planning practices consistent with water conservation goals
and various water conservation measures.
23
Pandemic
A pandemic is an epidemic of an infectious disease that has spread across a large region, for
instance multiple continents or worldwide. Past viral pandemics have gravely impacted
economic systems, and overwhelmed health care systems.
Pandemics are unlike other public health emergencies or community disasters in that:
• There may be a minimal warning. Most experts believe that we will have between one
and six months before identifying a novel virus strain and the time that outbreaks begin
to occur in the U.S.
• Simultaneous outbreaks have a high probability of occurring throughout much of our
Country, preventing sharing of human and material resources that generally occur with
other natural disasters.
• The effect of the particular virus on individual communities will be relatively prolonged–
weeks to months–compared to minutes to hours observed in most other natural
disasters.
• Effective preventive and therapeutic measures will likely be in short supply.
Widespread illness in the community will also increase the likelihood of sudden and significant
personnel shortages in sectors that provide critical community services: healthcare workers,
military personnel, police, emergency medical technicians and paramedics, firefighters, utility
workers, child-care providers, and transportation workers are especially vulnerable.
Capability Assessment
A capability assessment provides part of the foundation for determining emergency
management, preparedness, and mitigation strategy. The assessment process also identifies
gaps or weaknesses that may need to be addressed through preparedness planning goals and
practical actions considering the jurisdiction’s capabilities to implement them. Finally, the
capability assessment highlights the positive measures that are in place or underway for
continued support and enhancement of the jurisdiction’s preparedness and response efforts.
Contra Costa County has implemented many capabilities to prepare for, respond to, recover
from, and mitigate the effects of an emergency or disaster. In addition to the county, cities, and
towns within the county maintain local response capabilities and mutual aid agreements to
assist when resources are exhausted.
As outlined in the County Ordinance Code §42-2.204, Contra Costa County has committed to:
24
• The preparation and effectuation of plans to protect persons and property in this county
in emergencies.
• The creation, direction, and operation of the county emergency organization.
• The coordination of the county’s emergency services and functions with those of other
public and private entities, organizations, and persons. (Contra Costa County Ords. 82-
55 §1, 72-83)
Mitigation Overview
Many jurisdictions have taken mitigation measures to minimize the impact likely to result from
the hazards. Contra Costa County’s Local Hazard Mitigation Plan identifies mitigation efforts to
reduce the likelihood that a defined hazard will impact our communities . As the cost of damage
from disasters increases, the County recognizes the importance of identifying effective ways to
reduce vulnerability to disastrous events.
25
PART I: BASIC PLAN
Concept of Operations
This section explains the County’s intent during the response phase of the emergency
management cycle concerning emergency operations. It outlines the guiding frameworks within
which emergency management operations are carried out and assists in reviewing operational
priorities.
Local jurisdictions are responsible for protecting life, property, the environment, and
restoration of services. This is achieved through the Emergency Management Cycle: Disasters
do not appear one day – they exist throughout time and have a life cycle of occurrence . A series
of management phases match this cycle: establish strategies to mitigate hazards, prepare for
and respond to emergencies, and recover from effects.
The OES staff and EOC staff routinely monitor events and the environment to identify specific
threats that may affect the operational area. The increase in the awareness level of emergency
personnel and the community improves operational readiness when a threat is approaching o r
imminent.
Ongoing awareness allows operational area response agencies to enhance leadership decision-
making. Examples of readiness and response efforts include:
• Testing tools, such as the Community Warning System.
• Reviewing plans, procedures, and resource checklists.
• Preparing and disseminating information to the community.
• Briefing government officials.
• Activating emergency operations centers or department operations centers .
Incident goals govern resource allocation and the response strategies for the County and its
local jurisdictions during an emergency. Below is a list of operational priorities:
• Save Lives – The preservation of life is the top priority of emergency managers and first
responders and takes precedence over all other considerations.
• Protect Property – Efforts must be made to protect public and private property and
resources, including critical infrastructure, from damage during and after an emergency.
• Preserve the Environment – Efforts must be made to preserve Contra Costa County’s
environment and protect it from damage during an emergency.
26
• Restore Essential Services – Power, water, sanitation, communication, transportation,
and other essential services must be restored as rapidly as possible to assist the
community in returning to normal daily activities.
Standardized Emergency Management System (SEMS) Coordination Levels
The Standardized Emergency Management System (SEMS) is required by Government Code
Section 8607(a) to manage emergencies involving multiple jurisdictions and agencies. SEMS
consists of five organizational sections (management, plans/intelligence, operations, logistics,
and finance/administration). These sections aid coordination and communication between the
five levels of the system (State, Regional, Operational Area, Local, and Field).
SEMS incorporates the Incident Command System (ICS), the Master Mutual Aid Agreement
(MMAA), existing mutual aid systems, the operational area concept, and multi-agency or inter-
agency coordination. Local governments must use SEMS to be eligible for funding of their
response-related costs under state disaster assistance programs.
•Manages State resources to meet emergency needs of other levels
•Coordinates mutual aid among regions and between regional and state levels
•Serves as the communication link between the State and Federal response system
State Level
•Manages and coordinates resources among operatonal areas
•Coordinates information sharing between operational areas and the State level
•Oversees State support for emergency response
Regional Level
•Encompasses the county and all political subdivisions in the county, including special districts
•Manages and coordinates information, resources, and priorities among local governments
•Serves as the coordination and communication link between local and regional levels
Operational Area
•Includes cities, counties, and special districts
•Manages and coordinates overall emergency response and recovery activities in their jurisdiction
Local Government
•Emergency responders carry out tactical decisions and activities in the direct response to a threat
•Requires the use of Incident Command System (ICS)
Field Response
Figure 14: SEMS management levels of response
27
In compliance with the SEMS Regulations, the County has EOC staff to manage emergency
responses within the County’s jurisdiction. The EOC Director in collaboration with department
heads and OES staff requests team members, as needed, to the County EOC to carry out their
duties. The Contra Costa County EOC staff is responsible for coordinating resources, strategies,
and policy for any event in the Operational Area (OA) that exceeds the capabilities of first
responders. Tactical control remains the responsibility of field Incident Commanders (ICs) at all
times. SEMS is intended to:
• Facilitate the flow of information within and between levels of the system
• Facilitate coordination and communication among all responding agencies
• Improve the mobilization, deployment, utilization, tracking, and demobilization of
mutual aid resources.
SEMS Field and EOC Functions and how they relate are further illustrated in the following chart:
Figure 15: SEMS Field and EOC functions
28
Incident Command System (ICS) and National Incident Management System
(NIMS)
The Incident Command System (ICS) is used for the command, control, and coordination of
emergency response. ICS incorporates personnel, policies, procedures, facilities, and
equipment, integrated into a common organizational structure designed to improve emergency
response operations of all types and complexities.
A few characteristics of ICS include:
• Span of control – one supervisor for every 3 to 7 staff members
• Personal accountability – identifying roles and responsibilities
• Common terminology – a language shared among agencies and jurisdictions
• Resource management – coordinated distribution of resources based on priorities
• Integrated communications – ensuring communication systems are interoperable
• First responders – tactical control remains the responsibility of field Incident
Commanders at all times
The National Incident Management System (NIMS) is a comprehensive, national approach to
incident management applicable at all jurisdictional levels and across functional disciplines. It is
intended to:
• Be applicable across a full spectrum of potential incidents, hazards, and impacts,
regardless of size, location, or complexity.
• Improve coordination and cooperation between public and private entities in various
incident management activities.
• Provide a common standard for overall incident management.
California Emergency Support Functions
The California Emergency Support Functions (CA-ESFs) are a grouping of functions with
activities and responsibilities, which lend themselves to improving the state’s ability to prepare
for, effectively mitigate, cohesively and collaboratively respond to, and rapidly recover from
any emergency. CA-ESFs unify a broad spectrum of stakeholders with various capabilities,
resources, and authorities to improve coordination for a discipline .
The County’s emergency management organization follows the Standardized Emergency
Management System (SEMS) structure and principles, including organization around Emergency
Support Functions (ESFs). The County also follows the Federal Incident Command System (ICS).
29
The daily planning process brings together partners and stakeholders through a whole
community approach under the ESF structure. During an emergency, the ESF format is
incorporated into an ICS response structure following SEMS.
Figure 16: Contra Costa County EOC Organizational Chart
30
Contra Costa County uses CA-ESFs as a guide in local planning efforts. Each function is led by a
County department and supported by stakeholders who work within the scope of that function .
These include special districts, private, and non-profit organizations. Together, these ESFs are
responsible for developing functional plans and documentation.
The following table illustrates the CA-ESF’s and the appropriate county department leads:
Emergency Support
Function (ESF)
County Lead Description
ESF #1 Transportation County Department of
Public Works
Manages Contra Costa County transportation systems
& infrastructure, including roads, bridges, railways,
aviation, and marine.
Department of
Conservation &
Development
Further scope includes identifying movement
restrictions as well as damage and impact assessment.
ESF #2
Communications
County Department of
Information Technology
Provides resources, coordination, support, and
restoration of Contra Costa County voice and data
communications, including emergency
communications. County Office of
Emergency Services,
Community Warning
System
ESF #3 Construction &
Engineering
County Department of
Public Works
Provides technical advice, evaluation, management,
and inspection of critical infrastructure.
ESF #4 Fire & Rescue Contra Costa Fire
Protection District
Coordinates and supports wildfire, rural and urban fire
detection, and suppression.
Lends expertise and support in emergency scene
rescue (ground urban and rural search operations)
activities by providing personnel, equipment, and
supplies.
Urban Search and Rescue *Formerly ESF #9
ESF #5 Management County Office of
Emergency Services
Supports communicates and coordinates the collection,
analysis, and processing of information, ensures EOC
readiness.
County Administrator’s
Office
31
ESF #6 Care & Shelter County Employment and
Human Services
Coordinates and organizes disaster housing, emergency
food assistance, minor medical care, and family
reunification of displaced survivors.
ESF #7 Resources County Department of
Public Works
Coordinates and plans activities to locate, procure, and
pre-position logistical support such as space,
personnel, equipment, and supplies.
ESF #8 Public Health &
Medical
County Department of
Health Services
Responds to infectious disease outbreaks, human-
caused bioterrorism events, and health consequences
resulting from a disaster.
Oversees the restoration of medical facilities and
associated healthcare services.
Coordinates and deploys Disaster Healthcare
Volunteers including Medical Reserve Corp.
Coordinates all medical and behavioral health
programs and their mutual aid.
ESF #10 Hazardous
Materials
County Department of
Health Services, HazMat
Division
Provides a coordinated response to actual or potential
discharge and release of oil, chemical, biological,
radiological, or other hazardous substances in the
County.
ESF #11 Food &
Agriculture
County Department of
Agriculture
Performs animal, plant disease, and pest response.
Provides food safety and security and protection and
restoration of natural and cultural resources and
historic properties.
Manages weights and measures regulations.
ESF #12 Utilities County Department of
Public Works
Provides assessment and restoration of gas, electric,
water, wastewater, and telecommunications to include
energy industry coordination and forecast.
ESF #13 Law
Enforcement
County Sheriff’s Office Provides for public safety and security of property,
coordinates coroner activities, and supports access,
traffic, and crowd control.
32
Includes enforcement of state and local laws as well as
some Search and Rescue responsibility in addition to
evacuation operations.
Evacuation *Formerly ESF #16
Wilderness Search & Rescue *Formerly ESF #9
ESF #14 Long-Term
Recovery
County Administrator’s
Office
Performs social and economic community impact
assessment and analysis and review of mitigation
program implementation.
Recovery Plan to be developed utilizing the six FEMA
Recovery Support Functions:
• Community Planning and Capacity Building
• Economic
• Health and Social Services
• Housing
• Infrastructure Systems
• Natural and Cultural Resources
EF #15 Public
Information
County Administrator’s
Office
Supports the accurate, coordinated, timely, and
accessible release of information to affected audiences.
Performs media and community relations while
operating within a Joint Information System/Center.
ESF #17 Volunteer &
Donations
Management
County Public Works Coordinates the services of affiliated volunteers, non-
profit organizations and manages spontaneous
volunteers. Contains monetary and in-kind donated
goods.
County Human Resources
Office
ESF #18 Cybersecurity County Department of
Information Technology
Responsible for re-establishing a stable, safe, and
resilient cyberspace and the protection of secure cyber
network.
Figure 17: County emergency support functions table of roles and responsibilities
33
Emergency Operations Center Organization
This section describes the organizational structure of the Emergency Operations Center (EOC).
Communications and coordination between the EOC and with operational area partner s are
outlined. The ways that the EOC coordinates resources and facilitates information sharing among
active area partners are described.
Incidents begin locally at the field level. Field personnel activate different organizational
components as incidents grow in complexity. Field offices, departments, department operations
centers (DOCs), and emergency operations centers (EOCs) activate in support of the field
operations. These principles adhere to the Standardized Emergency Management System (SEMS)
process. Local jurisdictions activate their EOCs based on the need for greater coordination in an
emergency. When activated, local EOCs help form a common operating picture of the incident by
collecting, analyzing, disseminating emergency information, and supporting field operations
through resource coordination. Local EOCs may activate in support of local departmental
operations centers (DOCs). Local EOCs may be established by cities, towns, and special districts.
This hybrid ICS and SEMS organizational chart describes the involvement of special districts, private
and non-profit agencies. Further explanation of the roles played by these groups within the County
Emergency Management Organization is provided in the ESF chart on pages 30-32.
Field/ EOC Communications and Coordination
The Field and EOC Communication and Coordination are further illustrated in the following chart:
ICS Section Functions
Command/Field
Management/EOC
• Overall EOC management
• Public information: provides for public safety communications
• Identification of a media center
• Rumor control and management of public inquiries
• Identification of a Safety Officer
• Facility security
• Agency liaison
• State/Federal field activity coordination
Operations • General warning
• Special population warning
• Authority to activate Emergency Alert System(s)
• Evacuation, including inmates, unique populations
• Traffic direction and control
• Debris removal
34
• Evacuation and care for pets and livestock
• Access control of evacuated areas
• Hazardous materials management
• Coroner operations
• Emergency medical care
• Transportation management
• Crisis counseling for emergency responders
• Urban search and rescue
• Disease prevention and control
• Utility restoration
• Flood operations
• Initial damage assessments
• Safety assessments
• Shelter and feeding operations
• Emergency food and water distribution
Planning and
Intelligence
• Situation Status
• Situation Analysis
• Information display
• Documentation
• Advance Planning
• Technical Specialist
• EOC Action Planning
• Demobilization
Logistics • Field incident support
• Communications support
• Transportation support
• Personnel
• Supply and procurement
• Resource tracking
• Sanitation services
• Computer support
Finance and
Administration
• Fiscal management
• Timekeeping
• Purchasing
• Compensation and claims
• Cost recovery
• Travel requests, forms, and claims
Figure 18: ICS section responsibilities
Primary and Alternate EOC
OES designates the location of the Emergency Operation Center. The primary site is at the Contra
Costa Office of the Sheriff Administration building at 1850 Muir R oad in the City of Martinez.
Additional EOC space is available at the exact location. In the case of an inoperable primary EOC,
an alternate EOC may be identified and established based on the site, size, and scope of an
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incident. Day-to-day functions will be maintained in the most appropriate government facility
available with involvement from other organizations, special districts, private and nonprofit
entities.
Response, Resource Coordination, and Mutual Aid
During the response phase, emphasis is placed on saving lives, protecting property and the
environment, and restoring services to minimize the effects of the disaster. Below are key actions
to be taken:
• Alert and Notification - Local response agencies are alerted about an incident.
Notifications go out to first responders as well as the public.
• Mobilization - As an incident escalates and expands, additional resources are activated by
the Operational Area and mobilized to support the response. This includes resources from
within the county or, when resources are exhausted, from surrounding jurisdictions
through mutual aid agreements.
• Resource Coordination - The Contra Costa County EOC staff will coordinate resource
requests from the local municipalities within the Operational Area (OA). If demands exceed
the supply in the OA, the Operations Section will provide resources based on established
Operational Area priorities. If resources are not available within the OA, requests will be
made according to SEMS.
• Mutual Aid – Under California’s Disaster and Civil Defense Master Mutual Aid Agreement
(MMAA), statewide emergency assistance is provided voluntarily from one jurisdiction to
another at no cost to the receiving jurisdiction. Mutual aid ensures that adequate
resources, facilities, and other emergency support are provided to jurisdictions whenever
their resources prove inadequate to cope with a given situation.
• Documentation - Documentation is the key to recovering eligible emergency response and
recovery costs. Damage assessment documentation is critical in establishing eligibility for
disaster assistance programs. Responsibility for maintaining Emergency Operations Center
records rests with the entire Contra Costa County EOC staff.
Operational Area (OA) EOC Activation
The purpose of the OA EOC is to acquire and coordinate resources within the Operational Area as
requested by field operations, DOCs, or local EOCs. This may involve coordinating resources from
one local jurisdiction to another or coordinating resources from other operational areas, the state,
or the federal government. The Operational Area EOC may also activate to coordinate the
deployment of resources to other operational areas.
36
The County EOC operates at different levels depending on the requirements of an incident :
Department Operation Center Activation
Departments within jurisdictions may activate DOCs based on the needs of field operations during
a disaster. Their primary function is to coordinate and control actions specific to that department
during an emergency event. DOCs may activate in conjunction with EOCs or may activate
independently.
EOC Reporting System
Contra Costa County currently has a web -based crisis management reporting system (Web EOC)
during emergencies. Web EOC aims to improve the county’s ability to respond to major disasters.
The county’s Web EOC includes all incorporated jurisdictions and special districts in the
Operational Area (OA). Web EOC assists in increasing the level of service and efficiency by
improving the county’s ability to respond to, manage, coordinate requests for resources, and
disseminate information throughout the emergency management process during a disaster.
Level 3 Activation
Active Monitoring
Incident is managed by
available local or
departmental resources
•EOC staff positions support
the incident by activly
monitoring through
situational awareness
•Communications will be
established with all
participating agencies
•Emergency Action Plan
(EAP) is not required
Level 2 Activation
Partial Activation
Incident extends
beyond the capabilities
of local resources
•EOC staff may report to
EOC
•Liasions may be assigned
to local EOC's or DOC's
•EAP may be required
•Coordination and
resource mobilization
may occur in support of
local jurisdictions and
county departments
•Communications will be
established with all
participating agencies
Level 1 Activation
Full Activation
Incident may involve
regional, state, or
federal resources
•EOC staff positions are
activated
•EAP is required
•Coordination, resource
mobilization and
prioritization, will occur in
support of local
jurisdictions and county
departments
•Communications will be
established with all
participating agencies
Figure 19: EOC levels of activation
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Field Coordination with Department Operations Centers and EOCs
Field units communicate their operational needs to their organization or department, DOC or EOC.
By liaising with other operational levels, a common operating picture is created.
Figure 20: EOC direction of control and coordination
DEPARTMENT OPERATIONS CENTERS
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Continuity of Government
Provisions for continuity of government and the retention of vital records are outlined in this
section.
Threats to Contra Costa County have a single common ality: the interruption of one or more critical
government functions vital to the public's health, safety, or welfare. The fundamental mission of
Contra Costa County is the reliability of service, particularly in times of emergency. Public trust is
based on the delivery of vital government services. Planning authority is accomplished by
preparing for a succession of officers, designation of standby officers, administration of oaths of
office, and continuation of duties of the governing body. See the county continuity of government
and department continuity of operations plans for additional information.
Vital Records Retention
In Contra Costa County, the County Recorder is responsible for preserving vital statistics.
Vital statistics are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations ,
and other entities. Examples include vital statistics, land and tax records, license registers,
and articles of incorporation.
• Conduct emergency response and recovery operations. Records of this type include utility
system maps, emergency supplies, equipment locations, emergency operations plans and
procedures, personnel rosters, etc.
• Re-establish normal governmental functions and protect the rights and interests of
government: constitutions and charters, statutes and ordinances, court records, of ficial
proceedings, and financial records.
Contra Costa County's vital records are routinely stored in the County Recorder's Office. Electronic
and computerized data is backed up nightly by an off-site vendor specializing in data protection
and recovery. Microfilmed records and other backup data are stored in an off-site vault with a
vendor specializing in information protection and recovery.
Contra Costa's birth and death records are managed and maintained by the Vital Registration
Department in Public Health. This information is coordinated with the Coroner's Office.
Each department within the county will identify, maintain, and protect its vital records. Protection
includes but is not limited to archival preservation, offsite storage, and maintaining redundant
39
backup copies.
Recovery
Overview
Recovery refers to re-establishing a new state of normalcy in the affected areas of the county. The
transition from response operations to recovery is a gradual shift to assisting individuals,
households, businesses, and governments in meeting basic needs and returning to self-sufficiency.
Recovery operations begin concurrently with or shortly after the commencement of response
operations. Short-term recovery activities intended to return vital life-support systems to operation
begin with restoring services after stabilizing the situation.
Long-term recovery focuses on rebuilding the community as outlined in the National Disaster
Recovery Framework (NDRF) and the California Disaster Recovery Framework (CDRF). Modeled
after the NDRF, the CDRF guides federal, state, local, private, community-based organizations, and
other nonprofit entities in effectively supporting disaster impacted jurisdictions to address gaps
and rebuild resiliently.
Recovery activities are categorized by the NDRF/CDRF designated Recovery Support Functions as
follows:
Recovery Support
Function
Description Example Responsibility
Community Planning
and Capacity
Building
Develops resources and
tools to support partner
agencies for managing and
implementing recovery post-
disaster.
Enact zoning variances County
Administrator’s
Office
Economic The ability to return
business activities and
develop new opportunities
that result in a sustainable,
viable community.
Identify temporary business
space, provide access to
financial assistance where
needed, assist in placement for
housing
County
Administrator’s
Office
Health & Social
Services
Support program
development which
addresses public health,
health care facilities,
coalitions, and essential
community needs especially
at-risk children and
vulnerable children,
Activate local assistance centers County Health
Services
Department
40
individuals, and families
affected by the disaster.
Housing Coordinates and facilitates
the delivery of resources to
implement adequate,
affordable, and accessible
solutions that effectively
support the whole
community’s needs and
contribute to resilience.
Needs assessments, identify
solutions and support required
County Health
Services
Department
Employment &
Human Services
Department
Infrastructure
Systems
Efficiently facilitates scalable
and collaborative restoration
of services and protects from
future hazards.
Damage assessment, debris
removal, open transportation
routes, issue permits, restore
power, water, sewer, and
communications, and initiate
temporary repairs
Department of
Public Works
Department of
Conservation and
Development
Natural & Cultural
Resources
Facilitates the integration of
capabilities to support the
protection of historic
properties through recovery
actions to preserve,
conserve, rehabilitate, and
restoration consistent with
community priorities and in
compliance with applicable
environmental and historic
preservation laws and
Executive orders.
Coordinate program assistance
for farmers and ranchers
Department of
Agriculture
Figure 21: Recovery support functions. See individual Recovery Support Function Appendices for additional information.
Damage Assessment
A jurisdiction’s Initial Damage Estimate (IDE) estimates the severity and extent of the damage
caused by the emergency. The Preliminary Damage Assessment (PDA) determines if an incident is
beyond the capabilities of the affected jurisdiction requiring both State and Federal assistance.
Documentation
Within the Planning and Intelligence Section, this functional unit is responsible for collecting,
distributing, recording, and safeguarding all documents relevant to an incident or within an EOC .
The Finance and Administration Section obtains the appropriate information to compile required
reimbursement applications.
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After Action Reporting
The After-Action Report (AAR) will serve as a source for documenting the County or local
jurisdictions' successes and areas needing improvement. Additionally, the AAR will effectively
identify resource gaps. County OES staff will assist in coordinating with appropriate operational
area jurisdictions in compiling an AAR after any emergency. All EOC staff are responsible for
participating in the AAR process. AARs lead to improvement plans and contain corrective actions
that are continually monitored and implemented to improve readiness. All After Action Review
documents for real life incidents are submitted to Cal OES via CALEOC, CAL OES’s web platform.
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PART II: SUPPORTING ELEMENTS
The supporting elements are variations of functional components tailored to the Plan. While the
basic plan provides broad overarching information relevant to the Plan, these supporting elements
focus on specific areas requiring an emergency operation focus. Supporting Elements include both
Authorities and Appendices to the EOP.
Appendices may include additional critical operational functions, including Emergency Response
strategies that apply to a specific hazard.
Appendices include a glossary, references, definitions, and any supporting documentation.
43
APPENDICES
APPENDIX A: Integrating People with Disabilities and with Access and Functional Needs
Contra Costa County takes a whole community approach to serve the needs of the residents. This
is accomplished by engaging critical stakeholders with expertise in transportation and sheltering.
Populations with access and functional needs include community members who may have
additional requirements before, during, and after an incident in functional areas.
Individuals in need of additional response assistance may include those who:
• Live in institutionalized settings
• Are elderly
• Are unaccompanied children
• Are from diverse cultures
• Have limited English proficiency or are non-English speaking
• Are transportation disadvantaged
• Have no access to communication devices
• Have no access to a shelter
• Have temporary and lifelong disabilities
• Have sight or hearing impairments
• Require medical care and supervision
• Other situations that would ensure maintaining independence
Lessons learned from recent emergencies concerning people with disabilities and other access and
functional needs have shown that the existing concepts of emergency planning, implementation ,
and response must meet the needs of these groups during an emergency. These lessons show four
areas that are repeatedly identified as most important to people with disabilities and others with
access and functional needs:
• Communications/Warning (See Appendix B: Alert and Warning)
• Sheltering
• Evacuation/Transportation
• Recovery
Essential facilities such as shelters, those facilities utilized during evacuations and movement of
the population, and alert and warning tools accommodate the Americans with Disabilities Act .
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Appendix B: Alert and Warning
The County’s Community Warning System (CWS) may provide time-sensitive alerts and warnings
to affected members of the public about imminent hazards to human life or health for which
specific protective action is recommended. These alerts and warnings include hazardous material
incidents, public health emergencies, law enforcement emergencies, fires threatening populated
areas, severe flooding, or “at-risk” missing persons. The most common protective actions for these
types of hazards are shelter in place/lockdown, evacuation/prepare to evacuate, or be-on-the-
lookout.
The Community Warning System automatically coordinates the transmission of alerts and
warnings over a variety of delivery systems, including:
• Sirens near major industrial facilities and in other special safety zones
• Telephone Emergency Notification System (TENS) that includes both landlines (Reverse
911) throughout the county, and pre-registered mobile devices (cell phones, text, and
email messages)
• CWS website and social media, including Facebook and Twitter
• California’s Emergency Digital Information System (EDIS)
• Federal Integrated Public Alert and Warning System (IPAWS)
▪ Emergency Alert System (EAS)
▪ NOAA weather radios
▪ Wireless Emergency Alerts (WEA)
The Community Warning System has predesigned templates for various warning messages to
expedite the message development process. Although templates exist for many of the hazards
common in Contra Costa County, it is essential to remember that all messages should include:
• What authority is issuing the warning
• What the hazard is
• A specific affected area for which the warning is in effect
• Who, specifically, is affected by this warning and what protective action they should
take
• How long the warning is in effect/when it expires
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Appendix C: Population Protection
Evacuations and “shelter-in-place” orders will be handled according to the Office of the Sheriff's
Policies and Procedures, with the Incident Commander balancing the immediate hazards
associated with remaining on the scene against the risks of moving people in a dangerous
environment.
• The Incident Commander or other authority will recommend a protective action based
on discussion with the appropriate personnel regarding the nature of the incident.
• The Incident Commander has the authority to initiate an evacuation or a shelter-in-
place order based upon their assessment of the situation.
• Area resources and, when available, additional resources, including personnel,
transport, etc., may assist with the evacuation effort to provide security and facilitate
an organized transition to a safe environment.
• Early/Advanced evacuations will generally be conducted by available law enforcement
working in the affected area.
• Unaccompanied minors will be evacuated to a safe, contained location and supervised
by a responsible adult/official until reunited with their parents.
• Parents will be directed to the evacuation location to pick up children.
• Area resources and, when available, additional resources may be allocated to provide
temporary security to at-risk groups when a credible threat to safety exists.
• Detention facility transportation units will move incarcerated individuals to pre-
determined, secure locations in the event of an evacuation.
• The Community Warning System may notify the public about existing hazards and
protective actions.
• At the request of the Incident Commander, by policies and procedures. The Community
Warning System can be used to notify the public at the end of a shelter-in-place action.
• Animal Control Services coordinates the care and shelter of evacuees’ pets considering
American Red Cross shelters’ location(s).
• California State Law does not provide language to support mandatory evacuations .
Residents have the right to make independent decisions about evacuation.
46
Appendix D: Prevention and Protection
Prevention Activities
The Sheriff’s Office of Homeland Security Unit (HSU) is responsible for developing and maintaining
positive partnerships between the Sheriff’s Office, its infrastructure partners, and other local,
state, and federal agencies to share critical information to safeguard persons and property. HSU
reviews tips and leads to ensure appropriate agencies and resources are notified.
Protection Activities
The Northern California Regional Intelligence Center (NCRIC) position serves within the terrorism
liaison officer outreach program. This position also directly links to the FBI’s Joint Terrorism Task
Force (JTTF) and other state and federal agencies, facilitating information dissemination.
Eight Signs of Terrorism
Information
gathering by
suspicious persons
Tests of security by
suspicious persons
Suspicious financial
activity
Acquiring supplies
in preparation for
an attack
Suspicious persons
out of place
Dry or trial run to
test infrastructure
vulnerabilities
Surveillance of
critical
infrastructure
Deploying assets in
suspicious locations
near critical
infrastructure
47
Appendix E: Worker Safety and Health
The County Risk Management Department guides each department on the OSHA worker safety and health
program, including injury illness and prevention protocols.
48
Appendix F: Public Information
Purpose:
This supporting element is to establish uniform guidelines and practices for the effective
development, coordination, and dissemination of emergency information to the public in the case
of an emergency or disaster. It establishes the parameters for the Contra Costa County Joint
Information System procedures for:
• Rapid delivery of accurate information and instructions to the public and media
• Response to public and media inquiries
• Dissemination of critical information to internal and external partners
• Establishment of a Joint Information System (JIS) and Joint Information Center (JIC)
Assumptions:
During emergencies:
• The public and media will need information about the situation and instructions on what
actions to take.
• Residents will make better decisions if given updated information regularly.
• Local media can provide an essential role in delivering information and instructions to the
public; regional or national media may also play a role and need to be considered.
• Many communication channels exist, but not all may be available in an emergency. The
situation will drive the media and tools to be used.
• Monitoring of the media will require advanced planning to know which methods they are
using to disseminate information besides their primary channels.
• Social media will be the most challenging to monitor and control but have significant value
to the public.
• Perception is the key; Joint Information System team members must convey calm
presence, authority, and situational understanding to the media and the public.
Objectives:
• To guide public action as determined by the EOC Director in an Emergency Operations
Center or the Incident Commander if in the field.
• To gain public confidence by providing timely, accurate, credible , and actionable
information.
• To keep the public calm by building trust, providing them with the process to find answers,
specific actions to take, and reassuring them.
49
• To meet the needs of the news media and social media influencers.
• To meet the needs of internal and external partners and stakeholders.
• To meet the needs of people with disabilities, others with access and functional needs, and
others who would be considered vulnerable in an emergency.
• To provide information to the public in coordination with the city, state, and federal
agencies and community-based and non-government organizations.
Practices and Guidelines:
• It is the policy of Contra Costa County to develop plans and procedures to address public
information needs during an emergency or disaster response within the County.
• The lead Public Information Officer (PIO) and additional designated PIOs will coordinate
efforts to provide timely and practical information before, during, and following a
significant emergency or crisis that affects public safety, public health, community well-
being, and continuity of operations.
• The PIO is responsible for disseminating accurate and timely information to affected
populations, considering people with access and functional needs.
• Multi-lingual support such as translation services and non -English broadcast media
cooperation may be explored to communicate more effectively with a diverse public.
• Information released to the media and public will be verified by the EOC Director's public
information staff.
• Contra Costa County will use the concept of a JIC to coordinate the release of information,
and a Joint Information System or virtual Joint Information Center when physically co-
locating is not possible or practical.
• A joint information center will be opened when more than one agency is involved or
impacted in an emergency incident.
Media Access:
• Media access to PIOs during an emergency/disaster will be provided through contacts
within the EOC or a field JIC. Physical access to the EOC will not be permitted without the
permission of the EOC Director, and a PIO must always accompany the media.
• Disaster and accident scenes may be closed to the public under the authority of 409.5(a)
P.C., which states, “…a menace to the public health or safety is created by a calamity such
as a flood, storm, fire, earthquake, explosion or other disasters….”
• It is essential to note that 409.5(d) P.C. states, “Nothing in this section shall prevent a duly
authorized representative of any news service from entering the area closed….” After being
advised of any existing danger, news media members are permitted free movement in the
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area if they do not hamper, deter, or interfere with law enforcement or public safety
functions.
Primary Responsibilities for the Public Information Officer:
• Evaluate the need for and, as appropriate, establish and operate a Joint Information
System.
• Establish a JIC as necessary to coordinate and disseminate accurate and timely information.
• Determine from the EOC Director or Incident Commander if limits on information available
and the release scope.
• Develop material for use in media briefings.
• Obtain approval of media releases.
• Inform the media and moderate media briefings, whether in person, conference call , or
other means.
• Arrange for tours, interviews, or briefings as needed.
• Maintain current information summaries and display boards about the incident.
• Maintain an Activity log for PIOs.
• Manage media and public inquiries.
• Coordinate emergency public information and warnings.
• Monitor media and social media reporting for accuracy and take corrective action where
needed.
• Ensure that all required agency forms, reports, and documents have been completed
before demobilizing a Joint Information Center or System.
PIO Roles and Functions within a JIC:
• Lead PIO with overall responsibility for Joint Information Center operations
• Information Gathering
• Information Verification
• Coordination and Production of Messaging
• Information Dissemination
• Media Monitoring
• Social Media Monitoring
• Liaison
• Provides coordinated communication with crucial program areas and other entities
involved in response and recovery operations
• Coordinates with elected officials, community leaders, VIPs, and other governmental and
non-governmental organization support agencies
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Documents available in the EOC go-box and PIO electronic go-materials:
• Lead PIO Checklist
• PIO Checklist by Role and Function
• PIO Contacts
• Media Contacts
• JIC Templates
Special Districts
A local government unit with authority or responsibility to own, operate, and maintain systems,
programs, services, or projects for natural disaster assistance. This may include joint powers
authority established in the California Code of Regulations.
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Appendix G: Private Sector Coordination
The involvement of NGOs, special districts, and private sector organizations with Contra Costa
County will vary according to the incident type, resources that may be made available, and the
types of resources needed. Some organizations may use internally established mutual aid
systems/arrangements in order to acquire needed resources. For example, the American Red
Cross will utilize the American Red Cross Disaster Services Human Resources System (DSHR) when
a disaster response requires greater resourcing than can be provided from the local chapter.
Volunteer agencies and private agencies may participate in the mutual aid system along with
governmental agencies. Some volunteer agencies such as the American Red Cross, Salvation Army,
Auxiliary Communication Services, Community Emergency Response Teams, Volunteer
Organizations Active in Disasters (VOAD), faith-based organizations and others are an essential
element of the statewide emergency response to meet the needs of disaster victims. Volunteer
agencies mobilize volunteers and other resources through their own systems. They also may
identify resource needs that are not met within their own systems that would be requested
through the mutual aid system.
Partnership Organizations: Non-Profit Agencies
• American Red Cross exists to provide compassionate care to those in need. The network of
donors, volunteers, and employees share a mission of preventing and relieving suffering
through disaster relief efforts. In addition, the Red Cross supports the EOC Care and Shelter
Branch.
• Volunteer Organizations Active in Disasters (VOAD) improve outcomes for people affected
by disasters by facilitating cooperation, communication, coordination, and collaboration
among nonprofit organizations, community-based groups, government agencies, and for-
profit companies.
• Community Emergency Response Team (CERT) programs educates people about disaster
preparedness for hazards that may impact their area. The program trains members in basic
disaster response skills, such as fire safety, light search and rescue, team organization, and
disaster medical operations. CERT members can assist others in their neighborhood or
workplace following an event when professional responders are not immediately available
to help. CERT members also are encouraged to support emergency response agencies by
taking a more active role in emergency preparedness projects in their community.
• Salvation Army is a ministry with a mission to meet human needs without discrimination. In
addition, they can provide feeding services in a disaster.
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• Saint Vincent de Paul Society is a nonprofit organization that provides direct assistance to
anyone suffering or in need. They offer a lifeline to those who want food and clothing, rent
assistance, medical aid, help with addiction or incarceration, employment, and shelter.
• Community Awareness and Emergency Response (CAER) is a nonprofit public benefit
corporation. CAER is a group of emergency response agencies, local government officials,
and businesses. CAER's mission is to actively enhance public health and safety for those
that store, handle, produce or transport hazardous materials. They support their mission
by focusing on:
o Facilitation of cooperative safety improvements of industrial plant operations
o Promotion of coordinated mutual emergency aid
o Provide emergency preparedness and response information to the public
o Communication to the public's concerns about the safety of industrial facility operations
o Offer credible facts and analysis on the efficacy of public policy related to public safety
issues and safe facility performance
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Appendix H: Disaster Service Workers, Volunteers, and Donations Management
Disaster Service Workers
Under California Government Code Sections 3100-3109, all public employees are required to serve
as Disaster Service Workers (DSWs). Public employees are all persons em ployed by any county,
city, state agency or public district in the State of California. Disaster Service Workers provide
services and support during declared emergencies or disasters.
In the event of a major emergency or disaster, the County has the power to assign employees to
serve as DSWs assisting with any Disaster Service Activity that promotes the protection of public
health and safety, promotes the preservation of lives and property, or is otherwise deemed
necessary by the County’s Director of Emergency Services in the execution of his or her duties.
Employees may be assigned by the County to fulfill emergency action needs outside the course
and scope of their regular job duties and job hours. When serving as a DSW, an employee may also
be directed to report to a different supervisor and/or to work at a different location than normal
in order to fulfill the DSW role. DSW’s may be asked to assist in support shelter operations, staff
the Emergency Operations Center, work at a logistics base in the field, etc.… Assignments may
require service at locations, times and under conditions other than normal work assignments.
Additional Disaster Service Worker designated individuals include medical personnel that may
provide medical services if an emergency has been declared, and as requested by a Contra Costa
County Official, and Volunteer Community Organizations Active in Disaster (VOAD) staff and
volunteers.
Under no circumstances will County employees that do not usually have a response role in their
day-to-day responsibilities be asked to perform duties or functions that are hazardous, that they
have not been trained to perform or that are beyond their recognized capabilities.
Volunteer and Donations Management
The Volunteer and Donations Management Unit is part of the Logistics Section of the County’s EOC
staff. Organized and trained volunteer groups and non -governmental organizations (NGOs)
provide critical services in a disaster. Although it is recommended that volunteers pre-affiliate
before any emergency, there may be spontaneous volunteers who will require processing. In
addition, organizations have been identified, which can assist with bulk/in-kind donations
processing and distribution, and monetary donations. Templates with public messaging exist to
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notify the community as to what items are needed and where the items can be brought to assist
with an emergency.
Governmental Volunteer Groups
Contra Costa County Area Agency on Aging provides leadership in addressing issues that relate to
older residents, to develop community-based systems of care that provide services that support
independence within our local community interdependent society, and which protects the quality
of life of older adults and persons with functional impairments, and to promote citizen
involvement in the planning and delivery of service.
Office of the Sheriff - Emergency Services Support Unit and Marine Patrol
The Emergency Services Support Unit (ESSU) manages volunteer groups that contribute
significantly to emergency operations. Activation of the Sheriff's volunteer programs is facilitated
through the Law Branch Mutual Aid Coordinator in the Emergency Operations Center. Groups
listed are managed by ESSU, except for the Dive Team, which is governed by the Office of the
Sheriff's Marine Patrol.
• Air Squadron – Pilots and observers provide air operations support to include
transportation, surveillance, logistics, and disaster response.
• Cadets – Young adults participate in public events, search and rescue, and traffic
enforcement.
• Communications Unit – Licensed amateur radio operators to provide alternate
communication to the operational area in support of an exercise or emergency.
• Chaplains – The chaplaincy program provides support, comfort, guidance, and counseling in
times of crisis to the law enforcement community and the public.
• Dive Team – Certified rescue divers are available to assist with evidence collection, victim
recovery, hazardous object removal, inspections, and disaster response .
• Food Service Unit – Volunteers support field operations during training and emergency
events by providing nourishing meals.
• Ground Search and Rescue Team – Volunteers are requested to assist in locating missing or
at-risk persons, evidence collection, public events, and disaster response .
• Reserve Deputy Sheriffs – Reserves assist with in-custody transportation, patrol and
detention duties, and special assignments such as DUI checkpoints, off-road activities, and
special events.
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• SAVES – Sheriff's All Volunteer Extended Services – This diverse unit of community
members with varying skill sets assist with the delivery of logistical and clerical support,
mostly in field operations and administrative assignments.
• Air Squadron Pilots and observers provide air operations support to include transportation,
surveillance, logistics, and disaster response.
Disaster Service Volunteer Groups
Contra Costa Health Services Medical Reserve Corps (MRC) was developed as part of the County's
emergency planning and response system. It addresses the need for additional medical
professionals to respond to a medical surge event or an event requiring the mass distribution of
pharmaceuticals. Oversight is provided by the Contra Costa County Emergency Medical Services
(EMS) as lead agency with support from Contra Costa Health Services.
MRC is a national network of unpaid volunteers, organized locally to improve the health and s afety
of their communities. In California, there are 35 MRC Units and 33 are in the Disaster Healthcare
Volunteers (DHV) System. These units can include both medical and non-medical volunteers that
support medical missions.
California Healthcare Volunteers (DHV) is a group of licensed healthcare providers, public health
professionals, or medical disaster response team members who volunteer for disaster service
work throughout the State.
Volunteer and donation groups can significantly enhance and supplement emergency response
personnel and materials.
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Appendix I: Training and Exercises
Training, tests, and exercises are essential to ensure public officials, emergency response
personnel, and the public are ready in an emergency. As part of the emergency management
training curriculum, it is recommended that personnel with emergency responsibilities complete
emergency management courses as described by the SEMS Approved Course of Instruction and
the NIMS integration criteria. The Governor’s Office of Emergency Services provides emergency
managers and first responders training through the California Specialized Training Institute. Each
agency maintains activity and exercise records that demonstrate self-certification and compliance
with SEMS and NIMS.
Preparedness Exercises
Exercises provide personnel with an opportunity to become familiar with the procedures, facilities ,
and systems that will be used in an emergency. County departments should plan for and
participate in an exercise program involving emergency management response personnel from
multiple disciplines and jurisdictions.
Exercises should:
• Be as realistic as possible
• Use the application of SEMS
• Be based on risk assessments
• Include non-governmental
organizations and the private
sector when appropriate
• Refer to state and federal
guidelines for other specifics
The County Office of Emergency Services updates the Multi-Year Training and Exercise Plan annually
to include several tabletop exercises, one functional EOC exercise, and ongoing in person and virtual
trainings.
Public Awareness
The County Office of Emergency Services provides public awareness and educational campaigns
continually. The Office of Emergency Services maintains a directory of websites for more in-depth
follow-up on emergency preparedness efforts such as Community Emergency Response Teams,
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fire safety, health and well-being, and hazardous materials. In addition, presentations,
consultations, and plan reviews are conducted routinely, along with research services and
pamphlet distribution. It is well documented that the better prepared our communities are in
advance of an emergency, the easier response efforts will be, and the sooner they can transition
to recovery.
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Appendix J: Authorities and References
The following references provide authority for the development and utilization of the Plan.
Local
• Contra Costa County Ordinance Code, Title 4 Health and Safety, Chapter 42-2 Disaster
Council and Emergency Services
• County Administrators Bulletin 115 Emergency Management Plan
• General Plan, Section 10 – Safety Element
• Sheriff’s Office Policies and Procedures 1.06.22 Emergency Activation of Personnel and
1.06.23 Major Disaster Response
State
• California Emergency Services Act, Chapter 7, Division 1, Title 2 of the Government Code
• Standardized Emergency Management System Guidelines, to include function-specific
handbook
• Cal EMA Guidance on Planning and Responding to the Needs of People with Access and
Functional Needs
• California Disaster and Civil Defense Master Mutual Aid Agreement
• California Coroner’s Mutual Aid Plan
• California Law Enforcement Mutual Aid Plan
• California Natural Disaster Assistance Act, Chapter 7.5, Division 1, Title 3
• State of California Emergency Plan
• California Public Health and Medical Emergency Operations Manual
• Regional Catastrophic Earthquake Plan
• Regional Emergency Coordination Plan (RECP)
Federal
• Civil Defense Act of 1950
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988
• Homeland Security Presidential Directive, HSPD – 5, NIMS
• Disaster Mitigation Act
• National Response Framework
• National Planning Scenarios
• National Response Recovery Framework
• Americans with Disabilities Act
• Comprehensive Planning Guide – CPG 101
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Appendix K: Individual and Family Emergency Preparedness
Preparation will increase survivability. Individuals and families should have the supplies and plans
in place to make it on their own. Everyone should be prepared no matter where they are when a
disaster strikes. Below are some ideas that can help prepare for the unexpected.
• Actions to take
• Have a kit of emergency supplies
• Plan for what you will do in an emergency
• Stay informed about what might happen
• Get involved in preparing your community
• Know your resources
• Partner with everyone (fellow parents, neighbors, church members, etc.)
• Be aware of assets near you; shopping centers, medical facilities, fire stations,
etc.
• Inventory your supplies often
• Know your hazards
• Flood zones where you work
• House near open space susceptible to fire or landslide
• Church located near a chemical plant
• Airport, rail, or other transportation hazards
• Understand protective actions
• Earthquake: Duck, cover, and hold
• Fire: Stop, drop and roll
• Flood: Evacuate to higher ground
• Hazardous Material release: Shelter in place, unless otherwise notified
• Severe weather: Stay indoors
Remain mindful of age-related needs for both children and seniors, and plan for those with unique
medical, physical, and emotional needs. Consider a plan and kit for pets.
Remember, attitude is everything! Rehearse in your mind, have documents in order, and physically
practice your plan.
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Appendix L: Emergency Management
The following is a list of questions that may help answer when responding to an incident.
Remember, not all questions are mandatory to answer in every situation. This is simply a list to
help those arriving at the EOC gain an understanding of the operating picture:
• What happened?
• What is the name of the incident? (Year/Month/Day/Location/Type)
• When did the incident start? (Date/Time)
• What type of incident is it?
• What is the severity of the Incident? (Low, Moderate, High, Catastrophic)
• What was the cause?
• Does the EOC require activation? If yes, what level? (Monitoring, Partial or Full)
• What is the current status of the incident? (Green, Yellow, Red)
• What is the prognosis? (Stable, Worsening, Improving)
• What is the location of the incident? (Address or Map Coordinates)
• Who is the lead agency?
• Who is the Point of Contact (Name, Phone Number, E-mail)?
Incident Summary:
• Who is affected?
• How many, injured, deceased?
• What is the property damage?
• Mutual aid needed?
• Public Information Messaging?
• Any other resources needed?
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Appendix M: Glossary of Terms
After Action Report (AAR): Documents identified successes during emergency operations and
described a plan to implement improvements.
California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA): An agreement
entered into by and between the State of California, its various departments and agencies and
various political subdivisions, municipal corporations, and public agencies of the State of California
to assist each other by providing resources during an emergency. Mutual Aid occurs when two or
more parties agree to furnish resources and facilities and render services to each other in response
to any disaster or emergency.
California Emergency Services Act (CESA): An Act within the California Government Code to
ensure that preparations within the state will be adequate to deal with natural, man-made, or
war-caused emergencies which result in conditions of disaster or extreme peril to life, property ,
and the natural resources of the state and generally to protect the health and safety and preserve
the lives and property of the people of the state.
Continuity of Government (COG): Activities that address the continuance of constitutional
governance. COG planning aims to preserve and reconstitute the government institution and
maintain a department or agency’s constitutional, legislative, and administrative responsibilities .
This is accomplished through a succession of leadership, the pre-delegation of emergency
authority, and active command and control during response and recovery operations.
Continuity of Operations (COOP): Planning should be instituted (including all levels of
government) across the private sector and non-governmental organizations as appropriate to
ensure the continued performance of core capabilities and critical government operations during
any potential incident.
Critical Infrastructure: Systems and assets, whether physical or virtual, so vital to the operational
area that the incapacity or destruction of such systems and assets would have a debilitating impact
on security, local economic security, public health or safety, or any combination of those matters.
Department Operations Center (DOC): A facility used by a distinct discipline, such as flood
operations, fire, medical, hazardous material, or a unit, such as the Department of Public Works or
Department of Health. DOCs may be used at all SEMS levels above the field response level
depending upon the emergency needs.
Emergency Operations Center (EOC): The location from which centralized emergency
management can be performed. An agency or jurisdiction establishes EOC facilities to coordinate
the overall agency or jurisdictional response and support to an emergency.
Emergency Operations Plan (EOP): The ongoing plan maintained by various jurisdictional levels for
responding to a wide variety of potential hazards.
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HAZUS: A nationally applicable standardized methodology that contains models for estimating
potential losses from earthquakes, floods, and hurricanes. HAZUS uses Geographic Information
Systems (GIS) technology to assess disasters' physical, economic, and social impacts.
Incident: An occurrence or event, either human-caused or by natural phenomena, requires action
by emergency response personnel to prevent or minimize loss of life or damage to property and
the environment.
Incident Command: Responsible for the overall management of the incident and consists of the
Incident Commander, either single or unified command, and any assigned supporting staff.
Incident Commander (IC): The individual responsible for all incident activities, including
developing strategies and tactics and ordering and releasing resources. The IC has overall authority
and responsibility for conducting incident operations and managing all incident operations at the
incident site.
Incident Command Post (ICP): The field location where the primary functions are performed. The
ICP may be co-located with the incident base or other incident facilities.
Incident Command System (ICS): A standardized on-scene emergency management concept
specifically designed to allow its user(s) to adopt an integrated org anizational structure equal to
the complexity and demands of single or multiple incidents without being hindered by
jurisdictional boundaries.
Information: Pieces of raw, unanalyzed data that identifies persons, evidence, events; or
illustrates processes that specify the occurrences of an event. It may be objective or subjective and
is intended for both internal analysis and external (news media) applications. Information is the
“currency” that produces intelligence.
Intelligence: The product of an analytical process that evaluates information collected from
diverse sources, integrates relevant information into a cohesive package, and produces a
conclusion or estimate. The information must be honest, accurate, and verified before it becomes
intelligence for planning purposes. Intelligence relates to the specific details involving the activities
of an incident or EOC and current and expected conditions and how they affect the actions taken
to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is
primarily intended for internal use and not for public dissemination.
Interoperability: Allows emergency management/response personnel and their affiliated
organizations to communicate within and across agencies and jurisdictions via voice, data, or
video-on-demand, in real-time, when needed and when authorized.
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Joint Information Center (JIC): A facility established to coordinate all incident-related public
information activities. It is the central point of contact for all news media. General information
officials from all participating agencies should co-locate at the JIC.
Joint Information System (JIS): A JIS is the information network of all government, volunteer, and
private-sector organizations with operations directly related to the incident. A JIS coordinates
public information network with shared resources and agreed-upon procedures that link
participants through technological means when geographic restrictions, incident management
requirements, and other limitations preclude physical attendance at a central location. The JIS
allows public information staff to communicate effectively and make joint announcements as if
they were in the same facility.
Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction over an incident
related to their legal responsibilities and authority for incident mitigation . Jurisdictional authority
at an incident can be political or geographical (e.g., special district, city, county, state, or federal
boundary lines) or functional (e.g., police department, health department, etc.).
Liaison Officer: A member of the Command Staff responsible for coordinating with representatives
from cooperating and assisting agencies. At SEMS EOC levels, a coordinator may perform the
function and report directly to the EOC Director within a section or branch.
Local Government: Means local agencies per Article 3 of the SEMS regulations. Government Code
Section 8680.2 defines local agencies as any city, city and county, county, school district , or special
district.
Mitigation: Provides a critical foundation to reduce the loss of life and property from natural and
man-made disasters by avoiding or lessening the impact of a disaster and providing value to the
public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage,
reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-
term sustained effort.
Multiagency Coordination System (MACS): The combination of personnel, facilities, equipment,
procedures, and communications integrated into a standard system. When activated, MACS are
responsible for assisting agency resources and support in a multi-agency or multijurisdictional
environment. A MAC Group functions within the MACS.
National Planning Frameworks: One for each preparedness mission area (prevention, protection,
mitigation, response, and disaster recovery), describe how the whole community works together
to achieve the National Preparedness Goal. The Goal is: “A secure and resilient nation with the
capabilities required across the whole community to prevent, protect against, mitigate, respond
to, and recover from the threats and hazards that pose the greatest risk.” The Goal is the
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cornerstone for the implementation of the Presidential Policy Directive / PPD-8: National
Preparedness.
Non-Governmental Organization (NGO): An entity with an association that is based on the
interests of its members, individuals, or institutions. A government does not create it, but it may
work cooperatively with the government. Such organizations serve a public purpose, not a private
benefit. Examples of NGOs include faith-based charity organizations and the American Red Cross.
Operational Area (OA): An intermediate level of the state emergency organization, consisting of a
county and all other political subdivisions within the geographical boundaries of the county.
Operational Period: The time scheduled for executing a given set of operation actions, as specified
in the Incident Action Plan. Operational periods can be of various lengths but typically last 12-24
hours.
Political Subdivisions: Includes any city, county, tax, assessment district, or other legally
authorized local governmental entity with jurisdictional boundaries.
Public Information: Processes, procedures, and systems for communicating timely, accurate, and
accessible information on the incident’s cause, size, and current situation; resources committed;
protective actions to take; and other matters of general interest to the public, responders , and
additional stakeholders (both directly and indirectly affected).
Regional Emergency Operations Center (REOC): Facilities found at Cal OES Administrative Regions.
REOCs coordinate information and resources among operational areas and between the
operational areas and the state level.
Resource Management: Efficient emergency management and incident response require a system
for identifying available resources at all jurisdictional levels to enable timely and unimpeded
access to resources needed to prepare for, respond to, or recover from an incident. Resource
management under NIMS includes mutual aid agreements and assistance agreements; the use of
special federal, state, tribal, and local teams; and resource mobilization protocols.
Resources: Personnel and equipment available, or potentially available, for assignment to
incidents or EOCs. Resources are described by kind and type and may be used in supervisory
capacities at an incident or EOCs.
Section: The organizational level with responsibility for a major functional area of the incident or
at an EOC (e.g., Operations, Planning/Intelligence, Logistics, Finance/Administration).
Situation Report (SITREP): Emergency Operations Centers are responsible for gathering timely,
accurate, accessible, and consistent intelligence during an emergency. Situation reports should
create a common operating picture and adjust the operational goals, priorities, and strategies.
Special District: A unit of local government (other than a city, county, city, and county) with
authority or responsibility to own, operate and maintain systems, programs, services, or projects
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(as defined in section 2900, subdivision (hh) of title 19 of the California Code of Regulations) for
purposes of natural disaster assistance. This may include a joint power of authority established
under Section 6500 et. seq.
Stafford Act: The Robert T. Stafford Disaster Relief and Emergency Assistance Act establishes the
programs and processes for the federal government to provide disaster and emergency assistance
to states, local governments, tribal nations, individuals, and qualified non-profit organizations. The
provision of the Stafford Act covers all hazards, including natural disasters and terrorist events.
Relevant provisions of the Stafford Act include a process for Governors to request federal disaster
and emergency assistance from the President. The President may declare a major disaster or
emergency.
Standardized Emergency Management System (SEMS): A system required by California
Government Code and established by regulations for managing response s to multiagency and
multijurisdictional emergencies in California. SEMS consists of five organizational levels activated
as necessary: Field response, Local Government, Operational Area, Region, and State.
State Operations Center (SOC): An EOC facility operated by the Governor’s Office of Emergency
Services at the state level in SEMS.
Unified Command (UC): Unified Command is a structure that brings together the Incident
Commanders of major organizations involved in an incident to coordinate an effective response
while at the same time allowing each to carry out their own jurisdictional, legal, and functional
responsibilities. The Unified Command links the organizations responding to the incident and
provides a forum for these entities to make consensual decisions. Under the Unified Command,
the various jurisdictions, agencies, and non-government responders should blend throughout the
Incident Command System to create an integrated response tea m. Members of the Unified
Command work together to develop a standard set of incident objectives and strategies, share
information, maximize available resources, and enhance the efficiency of the individual response
organizations.
OCTOBER 2022
Public Protection CommitteeEmergency Operations Plan Review
Emergency
Operations
Plan
CCC Emergency Operations Plan updated every five years
Plan is updated to meet new legislation, priorities or changes in response
Changes made as a result of lessons learned during emergency responses
2
Purpose, Scope,
and
Assumptions
The plan is a guidebook
for the Contra Costa
Operational Area to be
used during all-hazard
emergency management
events
Facilitates coordination among agencies and jurisdictions in Contra Costa County
Emphasizes Emergency Management Best Practices
Is Scalable and Flexible in its approach
Establishes operational concepts and standard operating procedures associated with Emergency Operations Center activities
The plan:
3
The Plan Complements the EOC Role
The Emergency Operations Center’s Role During Large-scale Emergencies:
•Incident Support
•Information Management and Public Information Dissemination
•Resource Coordination
•Multi-agency Coordination
•Policy & Strategic Objectives
•Disaster Recovery
•Supports interagency coordination and executive decision-making during incident response
4
Updates and
Changes
Simplifies language and updates graphics
Enhances focus on Access and Functional Needs (AFN) planning
Enhances the “Whole Community Approach” to plan development
Outlines threats to include Natural, Technological, Biological, and Human Caused
Updates Climate Change/Sea Level Rise information
Clarifies EOC activation levels
5
Plan Review
OES/Sheriff’s Office Staff
County’s Access and Functional Needs EOC Coordination Team
Cal OES
Local Emergency Managers (Danville, Concord, Richmond)
6
Questions/ Next Steps
EOC FUNCTIONAL EXERCISE AUGUST 2022
7