HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 10032022 - Finance Cte Agenda Pkt
FINANCE COMMITTEE
October 3, 2022
9:00 A.M.
To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible
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Supervisor John Gioia, Chair
Supervisor Karen Mitchoff, 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. RECEIVE and APPROVE the Record of Action for the July 13, 2022 Finance Committee meeting.
4. CONSIDER proposal for policies, guidelines, and procedures to implement the one-time Measure X-funded
Innovation Fund and AUTHORIZE the County Administrator to proceed with a Request for Proposals for
innovation projects, consistent with the approach outlined in the presentation and reflecting any further direction
provided by the Finance Committee. (Julie Enea, County Administrator's Office)
5. CONSIDER receiving reports from the Health Services Department providing updates on contracts for Shelter, Inc.,
and an overview of the department's overall contracting processes and contract monitoring for professional services.
(Anna Roth, Health Services Director)
6.The next meeting is currently scheduled for November 7, 2022.
7.Adjourn
The Finance Committee will provide reasonable accommodations for persons with disabilities planning to attend Finance
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 Finance 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:
Adam Nguyen, Committee Staff
Phone (925) 655-2048
adam.nguyen@cao.cccounty.us
FINANCE COMMITTEE 3.
Meeting Date:10/03/2022
Subject:Receive the Record of Action for the July 13, 2022 Finance Committee Meeting
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: Record of Action
Presenter: Adam Nguyen, County Finance Director Contact: Adam Nguyen (925) 655-2048
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 is the Record of Action for the July 13, 2022 Finance Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the July 13, 2022 Finance Committee meeting.
Fiscal Impact (if any):
None
Attachments
Finance Committee - Record of Action 7/13/22
D R A F T
FINANCE COMMITTEE
RECORD OF ACTION FOR
July 13, 2022
Supervisor John Gioia, Chair
Supervisor Karen Mitchoff, Vice Chair
Present: John Gioia, Chair
Karen Mitchoff, Vice Chair
Staff Present:Monica Nino, County Administrator; Adam Nguyen, County Finance Director; Paul
Reyes, Senior Deputy County Administrator; Ellen McDonnell, Public Defender; Ali
Saidi, Deputy Public Defender IV; Lanett Williams, Stand Together Contra Costa
Project Manager
1.Introductions
The meeting was called to order at at 9:03 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 one requested to speak during the general public comment period.
3.RECEIVE and APPROVE the Record of Action for the June 6, 2022 Finance Committee meeting.
The Committee approved the record of action from the June 6, 2022 meeting as presented.
4.ACCEPT a report on Stand Together Contra Costa and DIRECT staff on next steps.
The Public Defender, Ellen McDonnell, provided a presentation and report on Stand
Together Contra Costa, including program history, data, and a budget enhancement request.
The report was accepted and referred to the August 9, 2022 meeting of the Board of
Supervisors as a discussion item. The Committee requested that a revised presentation
focus on the department's budget enhancement request, including information on AB109
funding available and related populations that have unmet needs. There were comments
from 6 members of the public.
5.The next meeting is currently scheduled for August 1, 2022.
The August 1, 2022 meeting is canceled. The next Committee meeting will be on October 3,
2022.
6.Adjourn
The meeting was adjourned at 10:16 AM.
For Additional Information Contact:
Adam Nguyen, Committee Staff
Phone (925) 655-2048, Fax (925) 655-2066
adam.nguyen@cao.cccounty.us
FINANCE COMMITTEE 4.
Meeting Date:10/03/2022
Subject:IMPLEMENTATION OF THE ONE-TIME MEASURE X INNOVATION FUND
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 22/5
Referral Name: Measure X Innovation Fund Implementation Proposal
Presenter: Julie Enea, Sr. Deputy CAO Contact: Julie Enea (925) 655-2056
Referral History:
On November 3, 2020, voters in Contra Costa County approved Measure X, a countywide, 20-year, half-cent sales tax. The
ballot measure language stated the intent of Measure X as “to keep Contra Costa’s regional hospital open and staffed; fund
community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect
vulnerable populations; and for other essential county services.”
The Measure X Community Advisory Board (MxCAB) was established on February 2, 2021, to advise the Board of
Supervisors on the use of Measure X funds. On November 16, 2021, the MxCAB presented a report and funding
recommendations to the Board of Supervisors. Among the many recommendations for funding approved by the Board of
Supervisors that day was a one-time allocation of $2 million to establish an Innovation Fund to seed pilot programs and
innovative projects. Guidelines/policies for the fund had not yet been developed but it was recommended that the funding be
made available to County departments, cities, and community-based organizations in response to local service needs.
The MxCAB suggested that Innovation Funds be prioritized for community-embraced and community-based programs and
services and, minimally, to support the Measure X funding goal of Equity in Action (Goal #2): “We strive to be a community
that prioritizes equity and removes structural barriers that cause inequities and poverty, so that all residents can thrive.”
The recommendation included allocating these funds to the County Administrator’s Office for development of Innovation Fund
guidelines for review by the Board’s Finance Committee prior to issuing a request for proposals. It is also anticipated that
recommendations for allocation of funds would also be reviewed by the Finance Committee prior to submittal to the Board of
Supervisors for approval.
Referral Update:
Attached is a presentation prepared by the County Administrator’s Office with suggestions for policies, guidelines, and
procedures in the following areas:
Guiding principles distinguishing innovation projects from general application of best practices
Quality standards for Innovation Fund proposals
Program categories (see Attachment 1 for examples of innovation in each category from other jurisdictions)
Eligibility requirements
Phased process and suggested implementation schedule
The County Administrator's Office proposes a bid process modeled on similar County competitive programs such as the Keller
Mitigation Fund Program and the Commercial Cannabis land use permit selection process. These programs utilized an internal
review committee assembled at the discretion of a County lead department to solicit and evaluate proposals and make funding
recommendations to the Board of Supervisors at a regular public meeting. Such a review committee would be assembled by
the County Administrator and would likely be composed of selected County staff and could include representatives of County
MACs, the Office of Education, local industry, and a local farm bureau, depending upon the final guiding principles
determined for the program and the nature of the proposals.
Recommendation(s)/Next Step(s):
CONSIDER proposal for policies, guidelines, and procedures to implement the one-time Measure X-funded Innovation Fund
and AUTHORIZE the County Administrator to proceed with a Request for Proposals for innovation projects, consistent with
the approach outlined in the presentation and reflecting any further direction provided by the Finance Committee.
Fiscal Impact (if any):
No additional fiscal impact. $2 million allocated on a one-time basis for the Innovation Fund from Measure X sales tax
proceeds. Administrative and web portal costs will be borne by the County Administrator’s Office.
Attachments
Attachment 1 to Staff Report on Mx Innovation Fund
Presentation on Proposal to Implement Measure X Innovation Fund
ATTACHMENT 1 TO CAO REPORT ON MEASURE X INNOVATION FUND IMPLEMENTATION
EXAMPLES OF INNOVATIVE PROGRAMS FROM OTHER JURISDICTIONS
1. Safe & Engaged Communities – Improving health, wellness, and public safety outcomes
through community outreach/awareness, education, and engagement.
Family-to-Family focuses on helping people who are struggling within the U.S. The goal is to
connect families who have enough to share with impoverished families who have profoundly
less. Providing a monthly box of groceries for a family connects richer communities with some of
the country’s poorest areas.
Biomechanics in the Workplace. Employing a small, wearable device to reduce common
workplace injuries. If the device detects improper biomechanics – bad posture or lifting stance –
it will “buzz” to alert the worker to correct his or her stance and avert common back injuries.
Prescription Drug Abuse Partnership. A Partnership comprised of multidisciplinary members
who actively work to prevent prescription drug abuse and overdos e deaths. Partnership
members include local physicians, pharmacists, substance abuse treatment and prevention
agencies, court judges, law enforcement, the Drug Enforcement Administration, public health,
academia, and grassroots organizations.
Post-Disaster Resilience and Recovery Initiative . A collaboration of government, private and
civil entities to respond quickly and save lives after an emergency event. This Initiative runs over
75 projects to improve a jurisdiction’s resilience before and after a cata strophic event. The
program often partners with organizations not normally involved in emergency planning and
response, such as major utility companies.
Cell-ED is a pilot program to provide free English -language training via mobile phones to
hundreds of i mmigrants in New York State who may lack regular access to a classroom, a
computer, or the internet. Learners will gain access to self -paced audio and text lessons through
their personal cell phones.
2. Agriculture and Food Systems – Improving environmental health, economic profitability, and
social and economic equity.
Planting urban landscaping with edible fruits and vegetables.
Laser scarecrows are automated robots that can be programmed to sweep lasers at random
across areas ranging from 200 acres to more than 3,000 acres.
Weeding robots can accurately detect and remove weeds from the field. Thanks to the robots’
deep learning algorithms and cameras, they can differentiate between weeds and crops. This
means that it only sprays herbicides and pesticides where they are needed with precisely how
much they need. In addition to reducing pesticide and herbicide use, this innovative agriculture
product controls and prevents herbicide -resistant weeds.
Bee vectoring technology uses commercially reared bees to deliver targeted crop controls
through pollination. Bees venture from out of their hive to forage and spread trace amounts of
biopesticides on their travels, to help host plants by blocking out harmful pathogens.
Digital tools: Mpower can send SMS messages to a lert farmers on favorable conditions for
rapid disease development in their fields and when they should apply a treatment to protect
their crops.
3. Economic Vitality – Providing education, job training, decent jobs, and viable businesses to
reduce the number of people at a poverty level.
Leadership Fayette County provides a mechanism to encourage youth to return home after
completion of their higher education. Leadership Fayette County is a year -round program and
curriculum that exposes youth to opportunities , people, and agencies within the county, and
provides these youth with leadership tools to enhance their college prospects, and upon
completion of their higher education, access to the growing local economy and its future
opportunities.
Running Start for Careers is a public-private educational pathway for high school students.
Unlike traditional approaches to vocational training, Running Start is not bound by campus
infrastructure or trades faculty, nor is it the domain of specialty schools or limited to specific
industry types. Rather, Running Start gives students direct entry into industry -developed and
taught training programs in fields with demonstrated demand, while earning college credit, and
can then enter work -and-learn positions the following term . The program addresses high
dropout rates and the skills gap by supporting those students who are the most likely to quit
school and forfeit job opportunities.
Washington Skilled Worker Awareness Program is created to increase the state’s skilled
workforce by raising awareness of, and enrollment in, accredited educational, occupational,
state -approved pre -apprenticeship, apprenticeship and similar education and training programs.
These programs educate and train individuals to perform skills needed in the workforce and
award industry or state recognized certificate, credentials, associate degrees, professional
license, or similar evidence of achievement but not including bachelor’s or higher degree.
Muzology. A learning platform that helps students learn algebra concepts with music.
4. Clean & Sustainable (Clean and Green) Environment – Safe food and water, proper waste
disposal, clean air, pest control; preventing waste.
Public electric transportation
Cheap home energy storage – thermal batteries
LED light fixtures
Solar Glass is designed to capture and store solar energy and it can do so in large quantities as it
can cover large parts of a building.
5. Reliable & Accessible Infrastructure - Modernization, technology, or equity in digital access,
cybersecurity and resilience.
The Thingstitute . A first-of-a-kind living laboratory for internet of things (IoT) technology,
providing an unparalleled testbed for start -ups, established companies, and research
institutions. The Thingstitute designs and operates test bed s to enhance the quality of life for
local residents. In 2014, the County launched its first IoT Project, Smart Community Alert
Network (SCALE), in NIST’s GCTC. SCALE was envisioned as a testbed to pilot IoT Technology that
would help seniors aging in place live independently longer and have easier access to services.
City Net. Santa Monica’s 10 Gigabit Fiber optic network is attracting technology companies by
providing affordable and advanced broadband to businesses, and the opportunity to integrate
and e fficiently manage data exchanges between business partnerships.
Robotics. Using flexible sensor robots that can be air -deployed into hazardous areas to furnish
persistent, ground -level, real -time data.
Measure X Innovation Fund
TRANSFORM
CONTRA COSTA
$2 Million of one-time funding available to
County departments, cities, and community-based
organizations for community-embraced and
community-based programs and services.
County Administrator’s Office –Measure X Innovation Fund Administration
As referred to the County Administrator from the Board of Supervisors
“The concept of an innovation fund available for funding pilot programs and innovative projects was
brought to the attention of the Measure X Community Advisory Board and supported by Board of
Supervisor members. Guidelines/policies for the fund have not been developed. It is anticipated that the
funding would be available to County departments, cities, and community-based organizations in
response to local service needs.
The funding would be prioritized to community-embraced and community-based programs and services.
Minimally the funds would be used to support the Measure X funding goal of Equity in Action (Goal #2).
As with all the Measure X funded programs, in future years the success of the pilots and projects will be
evaluated. Should the model produce positive measurable outcomes, additional funding will be
recommended.
The recommendation includes allocating these funds to the County Administrator’s Office for
development of funding guidelines and allocations. It is recommended that the Innovation Fund
guidelines be reviewed in a future Finance Committee meeting prior to issuing requests for proposals .”
County Administrator’s Office –Measure X Innovation Fund Administration
Innovation Fund
Board one-time designation of $2,000,000 from Measure X Sales Tax revenue
Grants to be administered by the County Administrator on behalf of the Board
Awards to be made after Review Committee recommendation and Board approval
County Administrator’s Office –Measure X Innovation Fund Administration
Mx Community Advisory Board Goal 2: Equity in Action
Prioritizing equity and removing structural barriers that cause inequities and poverty, so that all
residents can thrive. Strategies include:
County Office of Racial Equity and Social Justice
East County community-based equity center (based on the Contra Costa County Racial Justice
Coalition presentation)
Removal defense and case management for immigrant residents, via Stand Together Contra Costa:
including legal representation across court systems and social service workers to provide holistic,
language accessible, culturally-responsive social services and navigation.
Community-based and schools-based arts programs
Immigration-based legal services via Contra Costa Immigrant Rights Alliance
Arts & Culture Commission programs
Innovation fund (to facilitate community-based responses to service needs)
Community-based asylum support for LGBTQ+ individuals and immigrants
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Innovation Fund Guiding Principles
The first question is not ‘Is this going to work?’ but rather, ‘If it works, would it matter?’
Unlike traditional grantmaking, intentionally seek to trade off probability of success in return for
greater potential impact.
Invest in approaches that may have a higher risk of failure, but the potential to be lasting and truly
game changing if they succeed.
Seek out ideas with transformative potential, take risks on less proven approaches, and recognize
that innovation requires flexibility, iteration and, yes, even failure.
Strive to balance rigorous analysis with intuition about a project’s potential for transformative
change.
The impact from one or two big, transformational successes in a portfolio can justify the opportunity
cost of many failures.
Recognize that money given away for social purposes is effectively gone, regardless of outcomes.
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Innovation Fund Priorities
Projects that improve equitable access to public services
Projects that remove structural barriers that cause inequities and poverty
Projects that have the potential to provide the greatest impact for every dollar
spent
Projects that will scale to improve the lives of at least 5,000* people while being
financially sustained via the market or public sector (i.e., without continuing
Innovation Fund support)
Projects that have potential for transformative change rather than simply replicate
safe, established programs
*Eliminate entirely or choose an appropriate number. For reference, 5,000 was derived from $2M/$100 per person
divided by 4 projects.
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Ineligible Projects
Projects that…
Are not new or innovative to Contra Costa County
Are designed to only supplement operations or revenue lost
Rely on ongoing funding that has not been identified
Do not align with Contra Costa County’s Innovation Fund priorities (see
prior slide)
Will not be executed in 2022-2024
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Funding Categories (if needed for guidance)
1.Safe & Engaged Communities –Improving health, wellness, and public safety
outcomes through community outreach/awareness, education and engagement.
2.Agriculture and Food Systems –Improving environmental health, economic
profitability, and social and economic equity.
3.Economic Vitality –Providing education, job training, decent jobs and viable
businesses to reduce the number of people at a poverty level.
4.Clean & Sustainable (Clean and Green) Environment –Safe food and water,
proper waste disposal, clean air, pest control; preventing waste.
5.Reliable & Accessible Infrastructure -Modernization, technology, or equity in
digital access, cybersecurity and resilience.
County Administrator’s Office –Measure X Innovation Fund Administration
Funding Categories
1. Safe & Engaged Communities -
Ideas that will help:
To boost cyber security awareness and resiliency within an organization,
focusing on enhancing data protection & privacy; breach prevention &
recovery, and/or security training & awareness.
Individuals take more control over their own personal health and fitness
and have better access to supportive tools and services
Individuals take more control over their own personal safety at home, work
or at leisure, and in preparation for natural or manmade disasters
County Administrator’s Office –Measure X Innovation Fund Administration
Funding Categories
2.Agriculture and Food Systems –Innovations that:
Increase consumption of local agricultural and value-added products at local or export markets
Improve the quality, productivity and safety of agricultural producers, systems and products
through research, development and education
Support expansion of agricultural industries and methodologies with farmer training programs
Reduce the negative impacts of invasive species on agricultural crops through research and
educational programs
Reduce the number of incidents of agricultural theft
Preserve agricultural lands through improvements to soil and water conservation programs,
permitting policies, and landscape level innovations
Facilitate the development of affordable farm worker housing by developing recommended
reform and deploying strategies with existing government support programs
Support the effective integration of the food systems network into local agricultural networks,
production systems and value chains
County Administrator’s Office –Measure X Innovation Fund Administration
Funding Categories
3.Economic Vitality
Innovations that:
Connect businesses and skilled workers
Serve local workforce needs, such as childcare, transportation issues, training or
career counseling and development, and advancing education
Mitigate the Contra Costa’s workforce challenges caused by COVID-19
County Administrator’s Office –Measure X Innovation Fund Administration
Funding Categories
4. Clean & Sustainable (Clean and Green) Environment -
For projects designed to deliver energy-related social and environmental benefits to County residents and
propose to identify or develop local renewable energy, energy efficiency or fuel switching in Contra Costa County
that increases community access to or ownership of clean energy:
Implement a demonstration project that has the potential to reduce the cost of living for county residents
Address the disproportionate health, environmental, economic and climate impacts on disadvantaged
communities
Advance innovative, low-cost, efficient transportation systems like transportation network, autonomous
vehicles, and bicycle/scooter sharing
Advance renewable energy resilience projects for the Contra Costa County
Identify and implement energy efficiency projects to reduce energy expenses
Plan and Implement renewable energy projects for the Contra Costa County with significant return on
investment
Expand the use of alternative fuel vehicles, including within the County’s fleet
Expand the network of zero emission vehicle fueling and charging stations
County Administrator’s Office –Measure X Innovation Fund Administration
Funding Categories
5. Reliable & Accessible Infrastructure -Modernization, Technology, or Equity
in Digital Access
Innovations that:
Modernize an outdated process
Close the equity gap surrounding technology
Improve existing business processes and workforce efficiency
Enhance customer experience and launch new services or business models
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Eligibility Requirements Part I
Contra Costa County department (per Board direction)
Contra Costa city (per Board direction)
Tax Exempt Organization (per CAO recommendation)
IRS designation under section 501(c)(3) of the Internal Revenue Code (most nonprofits) -
automated with EIN search
IRS designation under section 501(c)(6) of the Internal Revenue Code (chambers of commerce) -
automated with EIN search
Most recent IRS Form 990, 990-EZ, 990-N (postcard) or Form 1023/1024 indicating religious or
other exemption from filing -attached to electronic application
“Current” status with the California Secretary of State
California Business Portal printout (bizfileonline.sos.ca.gov)
County Administrator’s Office –Measure X Innovation Fund Administration
Recommended Eligibility Requirements Part II
Organization must:
Operate in Contra Costa County or provide documented services for residents of Contra Costa
County
Meet County insurance requirements, including:
General Liability Insurance coverage of at least $500,000
Indemnifying the County, and covering for any emergent liabilities
Workers compensation insurance is required for organizations that have employees, or if volunteers
receive ANY stipends/payment
Have bylaws or policies that describe the way business is conducted including management, fiscal
policies and procedures, and policies on nepotism and the management of potential conflicts of
interest.
Have at least one year of experience with the project or in the program area being proposed.
Have staff or authorized representatives adequately trained to administer and provide the program
described.
County Administrator’s Office –Measure X Innovation Fund Administration
Suggested Process: Three Phases
1.Concept Paper* –Provide $5,000 to seed each of up to ten most
promising new concepts for a maximum of $50,000. Award to be
conditioned upon participation at a Bidder’s Conference.
2.Full Proposal* –Awards made to finalists to continue successful
explorations through to implementation, for a maximum of $1,950,000.
3.Post-Implementation Report and Evaluation* –Finalists to submit
closeout report for CAO evaluation and report to the Board of Supervisors.
* All submittals will be through a web portal provided by the County.
County Administrator’s Office –Measure X Innovation Fund Administration
Phase 1: Concept Paper
Up to 10 concepts @ $5,000 for a total of $50,000:
Concept Paper –two-page submittal that addresses:
A.Idea/concept
B.Target population, goals and outcomes
C.Scalability
D.Eligibility of offerer
E.Offerer qualifications such as specialized experience and technical
competence, capability to perform and complete the project,past
performance of the offeror’s team
County Administrator’s Office –Measure X Innovation Fund Administration
Phase 2: Bidder’s Conference and Full Proposal
Awards to Finalists for a total of $1,950,000:
Full proposal that addresses:
A.Work/implementation plan
B.Key implementers and stakeholders
C.Project schedule and budget
D.Other revenue sources, if any
E.Detailed description of outcomes and impacts
F.Evaluation Protocol
How will success be measured?
How will the outcomes be demonstrated to the community?
County Administrator’s Office –Measure X Innovation Fund Administration
Phase 3: Post-Implementation Report and Evaluation
Timeline will be dependent on project timelines, which should not extend
past 12/31/24.
Evaluation will be based on pre-defined deliverables and expected outputs
and outcomes specific to each award.
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Phase I Concept Paper Schedule
Online Concept Paper (date)
No printed, emailed, or faxed proposals will be accepted for consideration
Once the deadline has passed, attempts to submit applications via the submission portal will
be automatically rejected
Oral Presentations (date plus 10 days)
Concept evaluation by Review Committee and notification to Finalists (date plus
three weeks)
County Administrator’s Office –Measure X Innovation Fund Administration
Proposed Phase II Bid Schedule
Mandatory Bidders’ Conference (Finalist notification plus two weeks)
Online Proposal and Attachments (Finalist notification plus 12 weeks)
No printed, emailed, or faxed proposals will be accepted for
consideration
Once the deadline has passed, attempts to submit applications via the
submission portal will be automatically rejected
Oral Presentations (Proposal deadline plus 2 weeks)
Recommendations to Board of Supervisors (Proposal deadline plus 6 weeks)
Grant contract signing (Proposal deadline plus 11 weeks)
County Administrator’s Office –Measure X Innovation Fund Administration
11/1/2022 11/21/2022 12/11/2022 12/31/2022 1/20/2023 2/9/2023 3/1/2023 3/21/2023 4/10/2023
Announcement/Outreach
Phase I Concept Paper Due
Scheduling
Phase I Oral Presentations
Phase I Evaluation
Finalist Notification
Planning grant preparation
Bidders' Conference
Phase 2 Proposal Development
Phase 2 Proposal Due
Scheduling
Phase 2 Oral Presentations
Phase 2 Selection
Board Report Preparation
BOS Recommendation
Grant contract development
Grant contract execution
Innovation Fund Sample Timeline
Questions and Comments
and Finance Committee Direction
FINANCE COMMITTEE 5.
Meeting Date:10/03/2022
Subject:CONSIDER receiving reports from Health Services providing updates on contracts for Shelter, Inc., and an
overview of departmental contracting
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: 22/6
Referral Name: Health Services' Contracting
Presenter: Anna Roth, Health Services Director Contact: Pat Godley (925) 957-5405
Referral History:
On July 26, 2022, the Health Services Department requested Board approval to execute Contract #74-639-2 with Shelter, Inc.
for the continuation of their specialty housing services for adults participating in substance use disorder treatment through June
30, 2023. The item was removed from the consent calendar and instead heard as a discussion item. At the conclusion of the
discussion, the item was continued to the August 2, 2022 meeting. In preparation for the continued discussion, the Board
directed the Health Services Department to prepare a status report inclusive of a list of the sober living environments (SLE)
housing providers subcontracted with Shelter, Inc., payment status of invoices received by Shelter, Inc. from all the
subcontractors, and payment status of invoices received by the County from Shelter, Inc. Additionally, the Board referred to
the Finance Committee a report on the Health Services Department's contract management and invoice payment oversight
processes. At the August 2, 2022 meeting, the Board authorized Health Services to enter into the contract with Shelter Inc.
effective July 1, 2022, but referred this item to the Finance Committee to review information regarding Health Services'
contracts with Shelter Inc. including but not limited to:
The number of beds that are currently available1.
Any outstanding invoices from operators2.
An outreach plan that includes a time frame for implementation3.
An examination of whether or not referrals are being properly extended to Shelter, Inc.4.
Referral Update:
Please see the attached reports and presentation slides for updates on contracts with Shelter, Inc., and an overview of the Health
Services Department's contracting processes for professional services.
Recommendation(s)/Next Step(s):
ACCEPT the reports, and provide direction to staff as needed.
Fiscal Impact (if any):
There are no immediate fiscal impacts.
Attachments
Attachment 1 - Health Services Cover Letter
Attachment 2 - Shelter, Inc. Report
Attachment 3 - Health Services Contracting Processes and Monitoring
Attachment 4 - Presentations
ANNA M. ROTH, R.N., M.S., M.P.H.
HEALTH SERVICES DIRECTOR
PATRICK GODLEY, MBA
CHIEF OPERATING OFFICER
CHIEF FINANCIAL OFFICER
OFFICE OF THE
DIRECTOR
50 Douglas Drive, Suite 310-A
Martinez, California
94553
Ph (925) ____________
Fax (925) 957-5401
Contra Costa Behavioral Health Services Contra Costa Emergency Medical Services Contra Costa Environmental Health & Hazardous Materials Programs
Contra Costa Health, Housing and Homeless Services Contra Costa Health Plan Contra Costa Public Health Contra Costa Regional Medical Center and Health Centers
TO: Contra Costa County Finance Committee
Attn: Supervisor John Gioia, Chair and Supervisor Karen Mitchoff, Vice Chair
FROM: Anna Roth
Health Services Director
DATE: September 22, 2022
SUBJECT: Finance Committee Report
As requested by the Board of Supervisors attached you will find a report responding to
(1) the contracting process and response to the recent issues concerning Shelter, Inc.
and
(2) the overall contracting process for Professional Services within the Health Services
Department inclusive of our fiscal and program monitoring activities.
The report will be presented during the October 3, 2022 Finance Committee meeting. I can
address any questions you may have and will have staff available to provide clarification as
needed.
cc: Patrick Godley, Health Services Chief Operating Officer and Chief Financial Officer
957-5403
TO: Contra Costa County Board of Supervisors Finance Committee
FR: Suzanne Tavano, Ph. D Behavioral Health Division Director Health Services Department
DT: September 21, 2022
RE: HSD Contract Procedures- Shelter Inc. Sober Living Environment (SLEs) BOS Requested
Updates
On August 2, 2022, the Board of Supervisors directed Health Services to provide a status update on
SHELTER, Inc contract #74-639 at the October Finance Committee.
This report provides responses to additional requests from the Board of Supervisors, including an
accounting of all HSD contracts with SHELTER, Inc. (SI), any outstanding bills due to sober living
environment (SLE) providers contracted with Shelter, Inc, an explanation of the client outreach services
and referral process, an accounting of when payment demands submitted by Shelter, Inc were received
and paid by Health Services.
HSD CONTRACTS WITH SHELTER, Inc
Contract # End Date Amount Services
25-038-14 6/30/2022 $75,000.00
Mt. View Family Shelter (contract
renewal in process)
25-046-23 11/30/2022 $1,073,302.00 Master-lease for PSH
25-078-3 6/30/2023 $7,157,615.00
Master-lease housing for MHSA
eligible persons
74-639-2 6/30/2023 $335,152.00
Specialty housing for adults
participating in substance use
TOTAL $8,641,069.00
SHELTER, Inc SUBCONTRACTORS AND DISPOSITION OF OUTSTANDING BILLS
SHELTER, Inc provides specialty housing services for adults who are participating in substance use
disorder treatment and delivers these services through a network of thirteen (13) SLE providers. SLE
providers submit invoices for services rendered to SHELTER, Inc. SI is responsible for reconciling
demands for payment and issuing payments to the SLE provider.
1
As of September 7, 2022, all outstanding invoices that were previously disputed have been resolved and
paid by SHELTER, Inc. There are no outstanding payments due to SLE providers. In addition, neither
SHELTER, Inc nor Alcohol and Other Drugs Services (AODS) has received written notification from any
subcontractor eliminating or reducing access to beds for clients referred to the program. Inventory for
all available beds remains unchanged. See worksheet – Attachment A.
SHELTER, Inc has submitted demands through August 31, 2022, for payment to the Behavioral Health-
AODS program. All demands for payment have been paid except for July and August 2022. Those
payments cannot be submitted for processing until the renewal contract, approved by the Board on
8/2/22, is fully executed by all parties.
INVOICING AND PAYMENT PROCESS
Shelter, Inc:
Recovery Residences submit invoices to aods@shelterinc.org monthly.
•0-1 business day – Shelter, Inc. program specialist checks invoice for accuracy
•0-1 business day – Invoices forwarded to Shelter, Inc. Finance department
•10 business days – Shelter, Inc. Finance department process payments and sends checks to
recovery residences.
AODS:
Contractor submits invoice and D-15, as agreed in contract monthly. Submitted to
AODSProviderDemands@cchealth.org
•0-3 business days after receipt of invoice - Invoice is reconciled by (program manager/contract
monitor) and submitted to Program Chief for authorizing signature.
o Reconciled by checking the accuracy of units, rates being used for Fee-for-service
contracts and for Cost-Reimbursement contracts, that claimed amounts are within the
approved Budget.
•1-2 business days – Program Chief reviews/approves D-15 prior to submitting the invoice to
finance for processing.
•0–1 business day Program Manager/Contract Monitor scans and submits invoice to Finance
•0–1 business day Finance reviews, code to appropriate cost center, approves and submits to the
Auditor’s office.
o If invoice has an issue such as but not limited to an unexecuted contract, rate, over
payment limit, Finance will hold it until issue is resolved.
Per Auditor’s office, it may take 10-14 business days, after receipt of invoice, to process payment.
CLIENT OUTREACH AND REFERRAL PROCESS
Drug Medi-Cal (DMC) beneficiaries are identified by substance use treatment providers based on eligibility
criteria. The substance use Case Manager or Counselor works directly with the client while in treatment.
In a counseling session, as part of the client’s Discharge Plan, together they identify all housing options
that best fit the beneficiaries’ goals. While in treatment, beneficiaries are given information about all
County’s housing options.
2
1)The housing application is submitted to AODS@shelterinc.org by the treatment provider on
behalf of the client who may be either at a substance use residential treatment facility or at
an intensive outpatient program. Applications from residential programs are submitted three
(3) weeks from the client’s discharge date. There are no timeframes from substance use
outpatient services, they have more flexibility.
2)Once application is submitted, they receive an automatic reply indicating the application has been
received. AODS conducts random checks to ensure there is a response.
3)Applications are retrieved daily by a team of three (3) Shelter Inc staff. Within 48 business hours,
SI staff will follow up with the treatment provider to schedule an in-person interview with the
client. The interview is scheduled within one business week. SI staff, visits with client at the SU
treatment facility. During the interview, clients are walked through the requirements to ensure
they understand their responsibilities and eligibility criteria. If the 48 hours fall during a
weekend/holiday, SI staff will follow up the next business day.
4)Clients are moved into the Recovery Residence (RR) or Sober Living home on the following
weekday following discharge day unless this falls on a weekend. In which case, the client moves
on the following Monday, this is simply to provide clients with extra substance use support.
5)On Move-In Day, the client is greeted and met by SI staff at the actual home. This is done to ensure
that the client is welcomed and understands the responsibilities in the house and grant. SI staff
ensures that client understands the importance of being actively involved in treatment and
seeking employment to sustain housing.
6)AODS conducts random monthly “check-in tests” with various substance use treatment program
staff to validate timeframes
7)Further, the AODS Recovery Housing Coordinator plays a critical role in screening the clinical
needs of the clients and suitability in a recovery residence, as well as coordinating care with
outpatient providers, as needed.
OUTREACH EFFORTS FOR CONTRACTORS (and subcontractors)
An RFI/RFP was not issued for this contract with SHELTER, Inc. In keeping with Administrative Bulletin
613, Health Services did not issue an RFI/RFP as the funding that supports this contract was not from a
“new, dedicated funding stream…for new services or expansion of existing services.” Existing Substance
Abuse Block Grant funding was transferred from previous contractor to the new SHELTER, Inc contract.
Currently, the contractor provides no active outreach to procure SLE/recovery residence operators.
SHELTER, Inc’s current list of providers is an amalgamation of SLE/recovery residence operators that the
previous contractor, Support for Recovery, had approved and includes housing operators received
through the Behavioral Health ACCESS Line.
3
As a leader in master-leased housing in Contra Costa, SHELTER, Inc often receives calls from property
owners interested in leasing their properties to the organization. Any such cold calls that are received
and appropriate for the program are referred to BH-AODS for vetting.
Moving forward, BH-AODS will support the contractor to engage in periodic recruitment of recovery
houses to expand the network. Outreach may include distribution of flyers, announcements via
various housing and treatment provider listservs, and the CCH webpage.
BEHAVIORAL HEALTH COMMUNITY BASED CONTRACTS
A comprehensive list of FY 22/23 Behavioral Health contracts can be found in Attachment B.
4
Attachment A
Name of Subcontractor
Cost per
bed night
Max. daily
bed capacity
# Bed Nights
Utilized 1/1/22 -
6/30/22
Amount Paid
1/1/22 through
6/30/22
Unpaid Invoices
1/1/22 through
6/30/22
# Bed Nights
Utilized 7/1 -8/31
Amount Paid
7/1/22 through
8/31/22
Unpaid Invoices
1/1/22 through
6/30/22
Unpaid Invoices
as of 8/31/22
Bi-Bett Corporation 20.00$ 24 600 $12,025.00 $0.00 299 $5,988.00 $0.00 $0.00
DONALD L. JOHNSON 18.67$ 8 268 $5,040.00 $0.00 30 $560.00 $0.00 $0.00
DORANNE DONESKY 17.50$ 10 106 $1,875.00 $0.00 83 $1,450.00 $0.00 $0.00
Emunah Estates - The Cottages 16.66$ 8 168 $2,807.00 $0.00 123 $0.00 $0.00 $0.00
Glo's Independant Living, LLC 25.00$ 14 53 $1,355.00 $0.00 30 $750.00 $0.00 $0.00
LELA JOHNSON 24.00$ 40 1803 $43,297.00 $0.00 494 $11,864.00 $0.00 $0.00
Lifehouse Recovery Homes Inc.20.83$ 59 1275 $26,584.00 $0.00 524 $10,909.50 $0.00 $0.00
Mei Lia Storelee 26.67$ 10 79 $2,159.00 $0.00 270 $7,200.00 $0.00 $0.00
PEACE HOUSE INC.26.67$ 12 107 $2,888.00 $0.00 90 $2,400.00 $0.00 $0.00
RESTORE.HOPE.DIGNITY.LIFE 20.00$ 25 168 $3,387.00 $0.00 81 $1,620.00 $0.00 $0.00
THE BALANCE POINT FOUNDATION 23.33$ 36 199 $4,673.00 $0.00 177 $4,116.33 $0.00 $0.00
TURNING POINT SOBER LIVING, INC.26.67$ 28 385 $10,268.00 $0.00 165 $4,379.16 $0.00 $0.00
VENORD ENTERPRISE INC.22.50$ 30 472 $10,642.00 $0.00 29 $652.50 $0.00 $0.00
Avg cost per bednight 22.19$ 304 5683 $127,000.00 $0.00 2395 $51,889.49 $0.00 $0.00
Subcontracts do not include a contract payment limit as beds are utilized as they become available only.
Dedicated beds are not purchased through the subcontracting process so the maximum daily bed capacity can only be met if the beds are available at the time of the request.
5
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
Mental Health Services Act (MHSA)
Barbara Walsh consultation/Admin FFS 74-487 $5,000.00 MHSA
BAY AREA COMMUNITY RESOURCES (fiscal agent for James Morehouse Project)Prevention FFS 74-608 $12,000.00 MHSA
BAY AREA COMMUNITY RESOURCES (James Moorehouse Project)Prevention Cost 74-603 $112,442.00 MHSA
California Mental Health Services Authority - Loan Repayment consultation/Admin FFS 74-647 $339,259.38 MHSA
CalMHSA - PEI TA Prevention FFS 74-642 $78,000.00 MHSA
Center for Human Development Prevention Cost 74-376 $171,488.00 MHSA
Child Abuse Prevention Council Prevention Cost 74-356 $136,710.00 MHSA
CONTRA COSTA COMMUNITY COLLEGE DISTRICT Non M/C Direct Service FFS 74-350 $75,000.00 MHSA
CONTRA COSTA COUNTY OFFICE OF EDUCATION Non M/C Direct Service Cost 28-903 $134,143.00 MHSA
Contra Costa Crisis Center Prevention Cost 74-358 $401,603.00 MHSA
COUNSELING OPTIONS & PARENT EDUCATION Prevention Cost 74-523 $268,660.19 MHSA
DESARROLLO FAMILIAR, INC M/C Direct Service Cost 74-301 $288,742.00 MHSA, FFP
DESARROLLO FAMILY - MHSA-WET Non M/C Direct Service FFS 74-411 $23,000.00 MHSA
FIRST 5 CC Children & Fam Commission Prevention Cost 74-428 $89,343.00 MHSA
FRED FINCH YOUTH CENTER M/C Direct Service Cost 74-304 $1,595,370.00 MHSA, FFP
GRANHOLM CONSULTING, INC.consultation/Admin Cost 74-532 $17,400.00 MHSA
Homebase/ The Center for Common Concerns consultation/Admin FFS 74-607 $15,472.00 MHSA
Hope Solutions Prevention Cost 74-378 $408,952.00 MHSA
Hope Solutions Non M/C Direct Service FFS 74-482 $26,000.00 MHSA
Jewish Family & Children's Services of East Bay Prevention Cost 74-360 $185,111.00 MHSA
Kenneth Hardy consultation/Admin FFS 74-584 $53,500.00 MHSA
LA CLINICA DE LA RAZA, INC Prevention Cost 74-363 $306,574.00 MHSA
LAO FAMILY COMMUNITY DEVELOPMENT Prevention Cost 74-405 $208,073.00 MHSA
Lifelong Medical Care Prevention Cost 74-353 $142,914.00 MHSA
LINCOLN M/C Direct Service FFS-EPSDT -BLENDED 24-925 $6,013,112.00 FFP, MH Realignment, PUSD
LINCOLN - HOPE EXPANSION M/C Direct Service FFS 74-650 $475,334.00 MHSA, FFP
LINCOLN - MHSA Non M/C Direct Service FFS 74-611 $19,000.00 MHSA
LINCOLN (FFS start 3/1/20-6/30/21)M/C Direct Service FFS-EPSDT-blended 74-575 $1,773,422.00 MHSA, FFP, MH Realignment
Martinez Unified School District Prevention Cost 74-373 $197,073.00 MHSA
Matthew Mock consultation/Admin FFS 74-538 $8,000.00 MHSA
MENTAL HEALTH SYSTEMS, INC (AOT program)M/C Direct Service COST 74-503 $2,200,752.00 MHSA, FFP
MENTAL HEALTH SYSTEMS, INC (Central FSP)M/C Direct Service COST 74-612 $1,081,886.00 MHSA, FFP
NAMI CONTRA COSTA (Family Volunteer Support Network)Non M/C Direct Service Cost 74-554 $655,636.00 MHSA
NAMI CONTRA COSTA (psycho edu training)Non M/C Direct Service Cost 74-445 $74,895.00 MHSA
Native American Health Center Prevention Cost 74-369 $265,486.00 MHSA
Patrick Robert Arbore consultation/Admin FFS 74-589 $4,000.00 MHSA
People Who Care Children Assoc.Prevention Cost 74-379 $243,790.00 MHSA
Pier Training Institute, INC.consultation/Admin FFS 74-598 $9,000.00 MHSA
Pro/Serv Agency, LLC consultation/Admin FFS 74-508 $60,000.00 MHSA, County General Fund
Rachel B. Michaelsen, LCSW consultation/Admin FFS 74-540 $12,000.00 MHSA
Rainbow (WET program)Non M/C Direct Service FFS 74-412 $9,500.00 MHSA
Rainbow Community Center Prevention COST 74-375 $828,312.00 MHSA
Recovery Innovations Inc consultation/Admin FFS 74-646 $31,000.00 DHCS CCMU Grant
Resource Development Associate, Inc.consultation/Admin FFS 24-716 $413,970.00 MHSA
RYSE Prevention Cost 74-377 $533,652.27 MHSA
SENECA (MHSA-WET)Non M/C Direct Service FFS 74-504 $20,000.00 MHSA
STAND Against Domestic Violence Prevention Cost 74-362 $146,548.00 MHSA
Syracuse University (fiscal agent for INN PADs project)consultation/Admin Cost 74-653 $1,211,136.00 MHSA
TELECARE CORP. (crisis residential)M/C Direct Service FFS 24-712 $2,270,174.00 MHSA
The Board of Trustees of the Leland Stanford Jr. Univ consultation/Admin Cost 74-531 $88,599.00 MHSA, First Hope
The Contra Costa Clubhouse, Inc. (Putnam Peer Connection Ctrs. Took over RI Int'l #24-718)Non M/C Direct Service Cost 74-630 $1,369,730.00 MHSA, MH Realignment
The Contra Costa Clubhouses, Inc Prevention Cost 74-382 $796,681.00 MHSA
The Contra Costa Clubhouses, Inc. (overcome transport barriers)consultation/Admin Cost 74-602 $40,320.00 MHSA
The Copeland Center consultation/Admin FFS 74-643 $30,700.00 MHSA
The Latina Center Prevention Cost 74-381 $133,183.00 MHSA
TIDES CENTER (fiscal agent for Building Blocks for Kids)Prevention Cost 74-491 $238,280.00 MHSA
Vistability Prevention Cost 74-398 $159,567.00 MHSA
We Care Services Prevention COST 74-634 $128,750.00 MHSA
Willy Wilkinson consultation/Admin FFS 74-556 $6,000.00 MHSA
Youth Homes Inc M/C Direct Service FFS 24-710 $770,914.00 MHSA, FFP
Adult MH contracts
A Step Forward Child Abuse Tratment & Training Programs, A Marriage,Family & Child Counseling.Non M/C Direct Service FFS 74-567 $50,000.00 MH Realignment
A&A HEALTH SERVICES LLC Residential FFS 74-641 $730,000.00 MH Realignment
Bay Area Community Services, Inc (was ANKA) - Don Brown Shelter Residential cost based 24-385 $1,136,206.00 Path Grant, MHSA, SAMHSA
Bright Heart Health, Inc.Non M/C Direct Service cost based 74-633 $250,000.00 CalWorks
CONTRA COSTA CRISIS CENTER Non M/C Direct Service cost based 24-700 $106,803.00 MH Realignment
DESARROLLO FAMILY Non M/C Direct Service FFS blended 24-213 $296,975.00 FFP, SAMHSA, MH Realignment
MENTAL HEALTH SYSTEMS (Adult vocational)Non M/C Direct Service cost 74-593 $312,783.00 MH Realignment
PH SENIOR CARE, LLC dba Pleasant Hill Manor Non M/C Direct Service FFS 24-681-94 $1,016,244.00 MHSA, MH Realignment
16
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
Portia Bell Hume Behavioral Health M/C Direct Service FFS 74-513 $3,702,962.00 Medi-Cal, MH Realignment
Portia Bell Hume Behavioral Health Non M/C Direct Service FFS 74-581 $12,000.00 MHSA
Portia Bell Hume Behavioral Health M/C Direct Service COST 24-717 $4,400,285.00 Medi-Cal, MHSA
Praed Foundation Non M/C Direct Service FFS 74-617 $49,975.00 FFP, MH Realignment
PSYNERGY M/C Direct Service FFS 74-571 $814,404.00 Medi-Cal, MHSA, MH Realignment
Public Health Institute (PHI)consultation/Admin cost 74-629 $12,000.00 MHSA
RUBICON PROGRAM (CALWORKS)Non M/C Direct Service Cost 24-958 $270,000.00 CalWorks
Shelter, Inc.Supported/Subsidized Housing Cost 25-078-3 $7,157,615.00 MHSA
STATE DEPT OF REHAB (county match); 24-760 income & outgoing Non M/C Direct Service Cost 24-760 $3,503,232.00 State Dept of Rehab
TOUCHSTONE COUNSELING SERV, INC.Non M/C Direct Service Cost 24-960 $144,000.00 CalWorks
Vistability Non M/C Direct Service cost based 74-037 $266,152.00 CalWorks
Vistability Non M/C Direct Service cost based 24-312 $154,500.00 MH Realignment
Residential Board & Care
AFU, ANA dba ONE VOICE CARE Residential FFS 24-681-91 $39,338.00 MH Realignment
AFU, ANA dba ONE VOICE CARE Residential FFS 24-086-153 $10,000.00 MH Realignment
Bay Psychiatric Associates Hospitals FFS 74-631 $200,000.00 MH Realignment
BELL, CAROLYN-YVONNE'S HOME CARE SVC. (B & C)Residential FFS 24-681-24 $40,518.00 MH Realignment
BELL, CAROLYN-YVONNE'S HOME CARE SVC. (Emergency Care Fund)Residential FFS 24-086-121 $10,000.00 MH Realignment
BERG SENIOR LIVING (DBA Concord Royale)Residential FFS 24-681-59 $57,480.00 MH Realignment
BHC Fremont Hospital Hospitals FFS 24-794-12 $700,000.00 MH Realignment
BHC Heritage Oaks Hospital Hospitals FFS 24-794-6 $200,000.00 MH Realignment
BHC Sierra Vista Hospital Hospitals FFS 24-794-9 $75,000.00 MH Realignment
CARE for One Residential FFS 24-681-98 $95,481.00 MH Realignment
CRESTWOOD (RESIDENTIAL CARE)Residential FFS 24-086-145 $95,000.00 MH Realignment
CRESTWOOD-PATHWAY**Residential FFS 74-286 $6,583,129.00 FFP, MH Realignment, MHSA
DEVINES HOMES - MARIA RIFORMO (Augmented B&C)Residential FFS 24-681-25 $113,676.00 MHSA, MH Realignment
DUCRE, DORIS (Board and Care)Residential FFS 24-681-78 $65,904.00 MH Realignment
ERLINDA R. GINES (Gines Residential Care Home III)Residential FFS 24-681-77 $39,342.00 MH Realignment
Ever Well Health Systems, LLC Residential FFS 74-627 $511,667.00 MHSA. MH Realignment
John Muir Behavioral Health Hospitals FFS 24-794-8 Pending MH Realignment
JVTCM CARE, LLC (Emergency Care Fund)Residential FFS 24-086-156 $15,000.00 MH Realignment
JVTCM CARE, LLC B& C Residential FFS 24-681-96 $283,526.00 MH Realignment
LAPASA REBECCA (Resid.Care)dba as: Oak Hills Residential Facility Residential FFS 24-086-140 $10,000.00 MH Realignment
LAPASA, REBECA Residential FFS 24-681-48 $41,760.00 MHSA, MH Realignment
LIM, REGINA (Board & Care)Residential FFS 24-681-58 $50,132.16 MH Realignment
LIM, REGINA (Residential Care)Residential FFS 24-086-128 $10,000.00 MH Realignment
MARGARITA DACANAY dba MARGARITA'S VILLA OF CARE Residential FFS 24-681-81 $39,338.00 MH Realignment
MARGARITA DACANAY dba MARGARITA'S VILLA OF CARE Residential FFS 24-086-144 $25,000.00 MH Realignment
Marin General Hospital Hospitals FFS 24-794-19 $100,000.00 MH Realignment
MARTINEZ, SUSAN (GOD's GRACE) - AUGMENTED B & C Residential FFS 24-681-2 $392,076.00 MH Realignment
MARTINEZ, SUSAN (GOD's GRACE) - ECF Residential FFS 24-086-141 $10,000.00 MH Realignment
MENONA DRIVE CARE HOME (Board & Care)Residential FFS 24-681-86 $94,480.00 MH Realignment
MENONA DRIVE CARE HOME (Residential Care)Residential FFS 24-086-147 $15,000.00 MH Realignment
MILAGROS N.QUEZON,dba Woodhaven Home Residential FFS 24-681-87 $39,338.00 MHSA, MH Realignment
MILAGROS N.QUEZON,dba Woodhaven Home (Emergency Resid Care)Residential FFS 24-086-149 $10,000.00 MHSA, MH Realignment
MODESTO RESIDENTIAL LIVING CENTER, LLC Residential FFS 24-681-82 $481,800.00 MHSA, MH Realignment
PARAISO,HOMES (Board & Care)Residential FFS 24-681-45 $40,518.00 MH Realignment
PARAISO,HOMES (Residential Care)Residential FFS 24-086-138 $10,000.00 MH Realignment
RIVERVIEW HAVEN CORP (B & C)Residential FFS 24-681-79 $40,518.00 MH Realignment
RIVERVIEW HAVEN CORP (ECF)Residential FFS 24-086-154 $10,000.00 MH Realignment
SJBH, LLC Hospitals FFS 24-794-15 $125,000.00 MH Realignment
St. Helena Hospital Hospitals FFS 24-794-7 $50,000.00 MH Realignment
STAR RCFE Residential FFS 24-681-92 $30,576.00 County General Funds
UNITED FAMILY CARE (Emergency care fund)Residential FFS 24-086-148 $25,000.00 MH Realignment
UNITED FAMILY CARE/Family Courtyard (Board and Care)Residential FFS 24-681-84 $334,956.00 MHSA
WILLIAMS, FRED (B&C)Residential FFS 24-681-20 $83,520.00 MHSA, MH Realignment
WILLIAMS, FRED (ECF)Residential FFS 24-086-118 $20,000.00 MH Realignment
I M D
CPT, INC. (CA PSYCHIATRIC TRANS)Non M/C Direct Service FFS 74-143 $1,826,956.00 MH Realignment
CRESTWOOD BEHAVIORAL HEALTH, INC.Non M/C Direct Service FFS 24-933 $4,189,081.00 MH Realignment
HELIOS HEALTHCARE Non M/C Direct Service FFS 74-331 $473,840.00 MH Realignment
MENTAL HEALTH MANAGEMENT Non M/C Direct Service FFS 74-190 $267,234.00 MH Realignment
TELECARE CORP.Non M/C Direct Service FFS 24-680 $1,909,065.00 County General Fund, MH Realignment, Hospital Fund I
Children's MH Contracts
A BETTER WAY, INC.M/C Direct Service FFS-EPSDT 74-586 $700,000.00 Medi-Cal, MH Realignment
ALTERNATIVE FAMILY SERVICES M/C Direct Service FFS-EPSDT 74-317 $1,401,844.00 Medi-Cal, MH Realignment
ASPIRANET M/C Direct Service FFS-EPSDT 74-402 $545,950.00 Medi-Cal, MH Realignment
Bay Area Alliance for Youth and Family Services BAA_YFS M/C Direct Service FFS-EPSDT 79-694 $20,000.00 Medi-Cal, MH Realignment
BAY AREA COMMUNITY RESOURCES M/C Direct Service FFS-EPSDT 74-321 $1,200,000.00 Medi-Cal, MH Realignment
BERKELEY YOUTH ALTERNATIVES M/C Direct Service FFS-EPSDT 74-495 $43,098.00 Medi-Cal, MH Realignment
27
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
CENTER FOR PSYCHOTHERAPY M/C Direct Service FFS 74-525 $1,100,000.00 Medi-Cal, MH Realignment
Child Therapy Institute M/C Direct Service FFS-EPSDT 74-517 $1,200,100.00 Medi-Cal, MH Realignment
COMMUNITY HEALTH FOR ASIAN AMERICANS M/C Direct Service FFS-EPSDT 24-927 $2,309,222.00 Medi-Cal, MH Realignment
COMMUNITY OPTIONS FOR FAMILIES (TBS + school)M/C Direct Service FFS-EPSDT 74-315 $1,925,048.00 Medi-Cal, MH Realignment
COMMUNITY OTIONS FOR FAMILIES & YOUTH, INC. (FFT and MST)M/C Direct Service FFS-EPSDT 74-526 $2,206,408.00 Medi-Cal, MH Realignment, MHSA, Probation
Contra Costa County Office of Education (MHSSA, WISP program)Non M/C Direct Service FFS 74-638 4,347,281$ California MHSOAC
CONTRA COSTA INTERFAITH HOUSING INC / HOPE Solutions M/C Direct Service FFS-EPSDT 74-399 $466,840.00 Medi-Cal, MH Realignment
Contra Costa YSB M/C Direct Service FFS-EPSDT 24-409 $4,450,600.00 Medi-Cal, MH Realignment
DESARROLLO FAMILY M/C Direct Service FFS-EPSDT 74-218 $743,116.00 Medi-Cal, MH Realignment
ECMHP (EARLY CHILD.)- First 5 M/C Direct Service FFS-EPSDT 24-308 $4,220,922.00 Medi-Cal, MH Realignment
FRED FINCH YOUTH CTR - MT DIABLO SED M/C Direct Service FFS-EPSDT 24-928 $1,559,194.00 Medi-Cal, MH Realignment, Mount Diablo Unified
LA CHEIM SCHOOL M/C Direct Service FFS-EPSDT 24-133 $2,826,846.00 Medi-Cal, MH Realignment
La Clinica de La Raza M/C Direct Service FFS-EPSDT 74-452 $918,390.00 Medi-Cal, MH Realignment
MILHOUS CHILDREN'S SERVICES INC (new name: Mountain Valley Child and Family Services, Inc.)M/C Direct Service FFS-EPSDT 24-773 $1,400,000.00 Medi-Cal, MH Realignment
MT. DIABLO UNIFIED SCHOOL DISTRICT M/C Direct Service FFS-blended 74-371 $5,231,368.00 Medi-Cal, MH Realignment, Mount Diablo Unified
Paradise Adolescent Homes, Inc.M/C Direct Service FFS-EPSDT 74-622 $242,000.00 Medi-Cal, MH Realignment
SENECA FAM OF AGENCY - Therapeutic Foster Care (TFC-PT for EHSD CCR)M/C Direct Service cost 74-621 $394,200.00 EHSD, MH Realignment
SENECA FAM OF AGENCY- Mobile Crisis and START/FSP M/C Direct Service cost 74-577 $3,748,857.00 Medi-Cal, MH Realignment, MHSA
SENECA FAM OF AGENCY-TBS and School based M/C Direct Service FFS-EPSDT-blended 74-058 $7,655,806.00 Medi-Cal, MH Realignment, Mount Diablo Unified, WCCUSD, Probation
Vistability M/C Direct Service FFS-EPSDT 24-707 $2,490,676.00 MH Realignment
WE CARE SERVICES FOR CHILDREN M/C Direct Service FFS-EPSDT 24-705 $2,594,050.00 Medi-Cal, MH Realignment
WEST CONTRA COSTA UNIFIED SCHOOL DISTRICT M/C Direct Service FFS-EPSDT-BLENDED 74-191 $749,268.00 Medi-Cal, MH Realignment
YOUTH HOMES M/C Direct Service FFS-EPSDT 74-322 $4,851,636.00 Medi-Cal, MH Realignment
YWCA of CONTRA COSTA/SACRAMENTO Non M/C Direct Service Cost 74-559 $250,000.00 CalWorks
YWCA of CONTRA COSTA/SACRAMENTO (EPSDT)M/C Direct Service FFS-EPSDT 74-543 $764,468.00 Medi-Cal, MH Realignment
Administrative Contracts
Ambulnz, LLC consultation/Admin FFS 74-551 $50,000.00 MH Realignment
Aurrera Health consultation/Admin FFS 74-605 $100,000.00 FFP, MH Realignment
California Mental Health Services Authority (AB 1299)consultation/Admin FFS 74-585 $398,747.00 MH Realignment
CONSUMERS SELF HELP CENTER consultation/Admin cost based 74-476 $274,200.00 MH Realignment
FAY, JOEL, PSY.D.ABPP consultation/Admin COST 74-522 $5,000.00 MHSA
Natalie Todd, Psy.D. (DBT Consultant)consultation/Admin FFS 74-620 $8,200.00 MHSA
Optimas Services, Inc.consultation/Admin FFS 74-545 $80,000.00 MH Realignment
PROTRANSPORT-1, LLC consultation/Admin FFS 74-555 $100,000.00 MH Realignment
Sherry Burke (TBS Training Consultant)consultation/Admin FFS 74-059 $37,275.00 MH Realignment
SHS Consulting, Inc.consultation/Admin FFS 74-626 $186,200.00 Realignment
SVT Gruppe consultation/Admin FFS 74-588 $50,000.00 County General Fund
Network Providers
A Step Forward Network providers FFS 24-949-39 $472,000.00 Medi-Cal
Adu-Poku, Queen Network providers FFS 74-341-77 $18,000.00 Medi-Cal
Allied Medical and Consultation Services Network providers FFS 74-475-86 $1,000,000.00 Medi-Cal
Alonso, Susan Network providers FFS 74-475-39 $30,000.00 Medi-Cal
Assaf, Heftsi Network providers FFS 74-271-52 $136,000.00 Medi-Cal
Ayres, Ellen Network providers FFS 74-341-34 $106,000.00 Medi-Cal
Barcenas, Olivia - added Network providers FFS 74-271-23 $78,000.00 Medi-Cal
Bay Area Doctors - (Sachdev, Neelam)Network providers FFS 74-341-70 $1,300,000.00 Medi-Cal
Bechtel, Joan Network providers FFS 74-475-49 $58,000.00 Medi-Cal
Benjamin (Umoja), Karen Network providers FFS 74-341-30 $90,000.00 Medi-Cal
Bergesen, David Network providers FFS 74-475-154 $78,000.00 Medi-Cal
Bhimji, Altaf Network providers FFS 74-475-115 $137,000.00 Medi-Cal
Bieda, Jr., John (Bay Area Therapy Group)Network providers FFS 74-475-29 $250,000.00 Medi-Cal
Bond, Jane Network providers FFS 74-475-144 $51,000.00 Medi-Cal
Bradley, Kelly Network providers FFS 74-341-25 $120,000.00 Medi-Cal
Breaud, Carolyn Network providers FFS 74-184-52 $76,000.00 Medi-Cal
Burns, Isaac Network providers FFS 74-475-24 $175,000.00 Medi-Cal
Castillo, Carolina Network providers FFS 74-341-84 $238,000.00 Medi-Cal
Chance, Sarah Network providers FFS 74-475-132 $68,000.00 Medi-Cal
Chow, Karen Network providers FFS 74-475-157 $45,000.00 Medi-Cal
Collins, Mark Network providers FFS 74-475-142 $68,000.00 Medi-Cal
Cousineau, Jack Network providers FFS 74-475-83 $60,000.00 Medi-Cal
Cragin, Anna Network providers FFS 74-475-67 $150,000.00 Medi-Cal
Daniels, Anthony Network providers FFS 74-271-28 $50,000.00 Medi-Cal
De Jesus, Ana - added Network providers FFS 74-475-54 $204,000.00 Medi-Cal
De Souza, Ryann (RD Family Therapy Inc.)Network providers FFS 74-475-53 $42,000.00 Medi-Cal
Deshe Drori, Maya Network providers FFS 74-475-133 $92,000.00 Medi-Cal
Discovery Counseling Network providers FFS 24-949-30 $72,000.00 Medi-Cal
Doughty, Frances Network providers FFS 74-108-32 $80,000.00 Medi-Cal
Drazen, Karen Network providers FFS 74-475-113 $36,000.00 Medi-Cal
Duggan, Cassandra Network providers FFS 74-475-119 $76,000.00 Medi-Cal
Edwards, James Network providers FFs 74-475-128 $45,000.00 Medi-Cal
38
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
Endurance- A Sports & Psychology Center, Inc.Network providers FFS 74-271-64 $28,000.00 Medi-Cal
Engeldinger, Tiffany Network providers FFS 74-475-121 $30,000.00 Medi-Cal
Erickson, James Network providers FFS 74-475-59 $41,000.00 Medi-Cal
Evgenia Feldshtern, Jenny Network providers FFS 74-184-5 $106,000.00 Medi-Cal
Fanaee, Soheila Network providers FFS 74-108-68 $209,000.00 Medi-Cal
Farnell, Abby Network providers FFS 74-475-145 $38,000.00 Medi-Cal
Fesperman, Renee Network providers FFS 74-341-49 $33,000.00 Medi-Cal
Fetz, Dana Network providers FFS 24-950-65 $58,000.00 Medi-Cal
Fonrose, La'Quesha Network providers FFS 74-475-60 $106,000.00 Medi-Cal
Garay, Maria Network providers FFS 74-475-37 $23,000.00 Medi-Cal
Giustino, Marjory Network providers FFS 74-271-50 $181,000.00 Medi-Cal
Gonzales, Eva Network providers FFS 74-475-148 $101,000.00 Medi-Cal
Gonzales, Hugo Network providers FFS 74-341-99 $333,000.00 Medi-Cal
Gordon, Gail Network providers FFS 74-475-35 $51,000.00 Medi-Cal
Green, Genevieve Network providers FFS 74-475-143 $33,000.00 Medi-Cal
Haber, Debra Network providers FFS 74-225-9 $120,000.00 Medi-Cal
Hahn-Smith, Anne Network providers FFS 74-341-56 $157,000.00 Medi-Cal
Hanzy, Richard Network providers FFS 74-475-62 $280,000.00 Medi-Cal
Harkless, Suzanne Network providers FFS 74-475-159 $20,000.00 Medi-Cal
Hart, Mary Network providers FFS 74-475-13 $21,000.00 Medi-Cal
Haskin, Joanna Network providers FFS 74-475-123 $40,000.00 Medi-Cal
Hayes-Hernandez, Elizabeth Network providers FFS 74-475-156 $40,000.00 Medi-Cal
Henderson, Sarah Network providers FFS 74-475-101 $135,000.00 Medi-Cal
Hernandez, Gertrudes Network providers FFS 74-108-4 $63,000.00 Medi-Cal
Hill, Christopher Network providers FFS 74-475-138 $68,000.00 Medi-Cal
Hope Springs Network providers FFS 74-475-150 $123,000.00 Medi-Cal
Hourany, Johanna Network providers FFS 74-475-19 $72,000.00 Medi-Cal
Iannaccone, Elizabeth Network providers FFS 74-475-57 $52,000.00 Medi-Cal
Jammalamadaka, Kameswari Network providers FFS 74-341-40 $34,000.00 Medi-Cal
Jones, Judith Network providers FFS 74-271-40 $8,000.00 Medi-Cal
Jones, Rylle Network providers FFS 74-108-17 $32,000.00 Medi-Cal
Jones-Udefi, Deneta - new provider Network providers FFS 74-475-160 $12,000.00 Medi-Cal
Kacerguis, Mary Network providers FFS 74-108-14 $215,000.00 Medi-Cal
Kafele, Dajenya Network providers FFS 74-184-59 $45,000.00 Medi-Cal
Kakar, Nadieh Network providers FFS 74-475-95 $70,000.00 Medi-Cal
Keeler, Linda Network providers FFS 74-475-79 $160,000.00 Medi-Cal
Ketabchi E., Mahmood Network providers FFS 74-475-94 $220,000.00 Medi-Cal
King, Marilee Network providers FFS 74-475-23 $155,000.00 Medi-Cal
King, Tristram Network providers FFS 74-475-68 $85,000.00 Medi-Cal
Kobold, Debra Network providers FFS 74-475-111 $29,000.00 Medi-Cal
Lambert, Kelly Network providers FFS 74-341-95 $176,000.00 Medi-Cal
Large, Barbara Network providers FFS 74-341-17 $110,000.00 Medi-Cal
Lebeck, Sherry Network providers FFS 74-108-80 $10,000.00 Medi-Cal
Lewellyn, Rene Network providers FFS 74-271-11 $130,000.00 Medi-Cal
Lichty, Denise Network providers FFS 74-475-139 $40,000.00 Medi-Cal
Life Balance Institute of Healing Network providers FFS 74-475-114 $61,000.00 Medi-Cal
Linaman, Emily Network providers FFS 74-475-127 $36,000.00 Medi-Cal
Little, Catherine Network providers FFS 74-341-83 $23,000.00 Medi-Cal
Lopez, Cristobal Network providers FFS 74-475-136 $81,000.00 Medi-Cal
Lopez, Salvador Network providers FFS 74-341-36 $72,000.00 Medi-Cal
Lowry, Kelly Network providers FFS 74-341-38 $61,000.00 Medi-Cal
Lumia, Charlin Network providers FFS 74-475-109 $32,000.00 Medi-Cal
Madlener, Christina Network providers FFS 74-108-34 $107,000.00 Medi-Cal
Madrigal, Sara Network providers FFS 74-225-23 $15,000.00 Medi-Cal
Mandy, Aurora Network providers FFS 74-341-32 $102,000.00 Medi-Cal
Marquez, Anita Network providers FFS 74-475-158 $32,000.00 Medi-Cal
Martin, Thomas Network providers FFS 74-225-27 $113,000.00 Medi-Cal
Marzioli, Joanne Network providers FFS 74-108-26 $42,000.00 Medi-Cal
McIntyre, Judith Network providers FFS 74-271-65 $254,000.00 Medi-Cal
Meginnes, Kody Network providers FFS 74-475-75 $7,100.00 Medi-Cal
Mikolajczyk, Pamela Network providers FFS 74-225-46 $75,000.00 Medi-Cal
Mills, Brittanie Network providers FFS 74-475-125 $26,000.00 Medi-Cal
Monelli, Mona Network providers FFS 74-184-51 $106,000.00 Medi-Cal
Morales, Milciades Network providers FFS 74-108-71 $77,000.00 Medi-Cal
Moreno, Rene Network providers FFS 74-475-130 $50,000.00 Medi-Cal
Morgan, Louise Network providers FFS 74-475-18 $93,000.00 Medi-Cal
Morris, Ricky - new provider Network providers FFS 74-475-162 $40,000.00 Medi-Cal
Mullen-Tiras, Mary Network providers FFS 74-271-35 $75,000.00 Medi-Cal
New, Sonja Network providers FFS 74-475-90 $80,000.00 Medi-Cal
Nichols, Grace Network providers FFS 74-475-108 $55,000.00 Medi-Cal
49
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
Novak, Valerie - new provider Network providers FFS 74-475-102 $27,000.00 Medi-Cal
Olvera, Patricia Network providers FFS 74-475-69 $49,000.00 Medi-Cal
Owens, Clifford Network providers FFS 74-475-98 $236,000.00 Medi-Cal
Paolini, Sandra Network providers FFS 74-271-57 $191,000.00 Medi-Cal
Parros, Jocelyn Network providers FFS 74-184-20 $106,000.00 Medi-Cal
Pourasef, Parvin Network providers FFS 74-475-85 $172,000.00 Medi-Cal
Remarkable Marriage & Family Institute - added Network providers FFS 74-475-78 $1,500,000.00 Medi-Cal
Rice, Valarie Network providers FFS 74-271-73 $61,000.00 Medi-Cal
Rios, Ena Network providers FFS 74-271-19 $284,000.00 Medi-Cal
Ritzer, Dora Network providers FFS 74-475-64 $94,000.00 Medi-Cal
Rivera-Lopez, Hector Network providers FFS 24-949-11 $48,000.00 Medi-Cal
Rogers, Deborah Network providers FFS 74-108-72 $64,000.00 Medi-Cal
Roller, Carolyn Network providers FFS 74-341-59 $98,000.00 Medi-Cal
Rosen-Hanson, Fey Network providers FFS 74-475-146 $82,000.00 Medi-Cal
Ruano- Garcia, Laura Network providers FFS 74-475-21 $190,000.00 Medi-Cal
Rule, Olga Network providers FFS 74-475-105 $55,000.00 Medi-Cal
Rusby, Marsha Network providers FFS 74-341-76 $20,000.00 Medi-Cal
Schuler, Gioia Network providers FFS 74-475-126 $86,000.00 Medi-Cal
Schwitters, Donna Network providers FFS 74-271-39 $90,000.00 Medi-Cal
Scott, Amy Network providers FFS 74-225-62 $130,000.00 Medi-Cal
Seid, Erika Network providers FFS 74-341-75 $54,000.00 Medi-Cal
Selva, Madhulla Network providers FFS 74-475-82 $42,000.00 Medi-Cal
Simmons, Halsey Network providers FFS 74-475-104 $135,000.00 Medi-Cal
Simmons-Slater, Lisa Network providers FFS 74-341-31 $23,000.00 Medi-Cal
Slater, Lisa Network providers FFS 74-475-5 $120,000.00 Medi-Cal
Smith, Allison Network providers FFS 74-341-93 $206,000.00 Medi-Cal
Smith, Franci Network providers FFS 74-341-81 $53,000.00 Medi-Cal
Somberg, Amanda Network providers FFS 74-475-42 $24,000.00 Medi-Cal
Stewart, Jill Network providers FFS 74-475-140 $77,000.00 Medi-Cal
Thomas, Demetra Network providers FFS 74-341-12 $50,000.00 Medi-Cal
Thompson, Angelica Network providers FFS 74-475-116 $37,000.00 Medi-Cal
Urdan, Alison Network providers FFS 74-184-62 $151,000.00 Medi-Cal
Vargas, Genoveva Network providers FFS 74-475-80 $78,000.00 Medi-Cal
Walker, Andrea Network providers FFS 74-225-78 $73,000.00 Medi-Cal
Xie, Yuhuan Network providers FFS 74-475-124 $249,000.00 Medi-Cal
Yavarian, Elham Network providers FFS 74-475-34 $150,000.00 Medi-Cal
AODS
Aegis Treatment Centers MAT FFS 74-576 $26,239.80 Drug Medi-Cal, FFP
BAART MAT FFS 24-979 $8,474,886.22 Drug Medi-Cal, FFP
BACR Prevention FFS 74-439 $471,413.00 SABG, CRRSAA, ARPA
Bi-Bett DMC RES and OP FFS 74-174 $5,229,207.79 AB109, SABG, Drug Medi-Cal, SGF, FFP, LRF
Bi-Bett (Transitional Housing)Supported/Subsidized Housing FFS 74-463 $185,529.50 AB109
CHAA Prevention FFS 74-054 $181,955.00 SABG
CHD Prevention FFS 24-259 $825,600.00 SABG, CRRSAA, ARPA
Harmonic Solutions MAT FFS 74-623 $1,346,781.00 Drug Medi-Cal, FFP
J Cole House DMC Res FFS 74-222 $960,695.00 AB109, Drug Medi-Cal, FFP, SGF, LRF
La Familia - Perinatal/Prevention Prevention FFS 74-628 $317,252.00 SABG
La Familia - Youth Prevention FFS 74-624 $687,778.00 AB109, CRRSAA, ARPA
Latino Commission DMC Res FFS 74-600 $44,513.60 Drug Medi-Cal, FFP, LRF, SABG
MLN Consulting (Maleah Novak)consultation/Admin FFS 74-266 $50,400.00 DUI & PC1000 Program Monitoring Fees
NIATx Foundation consultation/Admin FFS 74-632 $16,650.00 SABG
Options Recovery Services Non M/C Direct Service FFS 74-652 $1,432,791.00 Drug Medi-Cal, FFP, LRF, CRRSAA
Oxford Houses Supported/Subsidized Housing FFS 74-578 $361,480.00 SABG, AB109, CRRSAA
Reach Project DMC Outpatient FFS 24-243 $1,756,443.00 Drug Medi-Cal, FFP, LRF, SGF, ARPA, SABG
Reach SAMHWorks Non M/C Direct Service FFS 74-535 $240,000.00 CALWORKS
Shelter, Inc.Supported/Subsidized Housing FFS 74-639 $335,152.00 SABG
Ujima Family Recovery DMC RES and OP FFS 24-429 $3,273,192.00 AB109, Drug Medi-Cal, FFP, LRF, SABG
WestCare California DMC Res FFS 74-610 $1,878,998.10 AB109, Drug Medi-Cal, SGF, SABG
Psychiatrists
JACKSON-COKER LOCUM TENENS (JC)Residential FFS 74-277 $1,438,336.00 MH Realignment
*Artoteles Tandinco (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
*Carlotta Freeman (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
*Donna Ehlers (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
*Kathryn Langham (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
*Richard Chung (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
*William Portman (JC)Psychiatrists/Locums FFS 74-277 N/A MH Realignment
Alexander Gorodetsky Psychiatrists/Locums FFS 24-991 $139,776.00 MH Realignment
Arianne Ferguson Psychiatrists/Locums FFS 74-470 $230,630.00 MH Realignment
Bettina Mutter Psychiatrists/Locums FFS 74-619 $263,578.00 MH Realignment
David Schwartz Psychiatrists/Locums FFS 74-424 $174,720.00 MH Realignment
510
Attachment B
Health Providers:Contract Type Reimburs. Type Contract #CPL Funding Source(s)
Douglas Hanlin Psychiatrists/Locums FFS 74-465 $230,630.00 MH Realignment
Edward Lau Psychiatrists/Locums FFS 74-448 $344,488.00 FFP, MH Realignment
Indra Singh Psychiatrists/Locums FFS 74-462 $351,437.00 MHSA
Jennifer Miles Psychiatrists/Locums FFS 74-592 $351,438.00 Medi-Cal, MH Realignment
Jenny Guss Psychiatrists/Locums FFS 74-365 $362,208.00 MH Realignment
John Rostkowski Psychiatrists/Locums FFS 74-464 $153,753.60 MH Realignment
Kimberly Loda Psychiatrists/Locums FFS 24-704 $230,631.00 MH Realignment
Lisa Wang Psychiatrists/Locums FFS 74-355 $249,480.00 MH Realignment
Macey Rosenthal Psychiatrists/Locums FFS 74-474 $209,664.00 MH Realignment
Margaret Miller Psychiatrists/Locums FFS 74-489 $230,630.00 MH Realignment
Michael Levin Psychiatrists/Locums FFS 74-433 $310,496.00 MH Realignment
Nancy Ebbert Psychiatrists/Locums FFS 24-628 $351,438.00 FFP, MH Realignment, MHSA
Neil Sachs Psychiatrists/Locums FFS 74-446 $296,524.80 MH Realignment
Richard Baldwin Psychiatrists/Locums FFS 74-343 $175,719.00 MHSA
Robin Asher Psychiatrists/Locums FFS 74-514 $263,578.00 FFP, MH Realignment
Ron Leon Psychiatrists/Locums FFS 74-394 $244,359.00 MH Realignment
Shahbaz Khan Psychiatrists/Locums FFS 74-408 $144,144.00 MH Realignment
Sunil Kishan Psychiatrists/Locums FFS 74-515 $113,824.00 Medi-Cal, MH Realignment
Vasanta Giri Psychiatrists/Locums FFS 74-438 $376,320.00 Medi-Cal, MH Realignment
611
1
FINANCE COMMITTEE REPORT
October 3, 2022
HEALTH SERVICES DEPARTMENT CONTRACT BACKGROUND
The Health Services Department (HSD) has in place an extensive contracting process including a
contract-monitoring program. Health Services Division staff, working through their respective chain of
command, are responsible for following the necessary contract process and monitoring executed
contracts. Two types of monitoring take place: performance monitoring and fiscal monitoring.
Performance monitoring ensures that services are being provided as stated under the terms of the
contract. Fiscal monitoring ensures that authorized payment limits are not exceeded. In some HSD
Divisions, one person performs both types of monitoring. In other Divisions, these duties are shared
among two or more staff, depending upon workload.
References/Guiding Policies:
HSD Professional Services contracting operates under the policy parameters prescribed in:
Administrative Bulletin 605.4, Contracting for Special Services (Attachment A). This Countywide policy
describes the Special Services (commonly referred to as Professional Services) process for obtaining
independent contractor services.
The policy defines Special/Professional Services in part as “services, education or training and may be in
financial, economic, accounting…legal, medical, therapeutic, administrative” areas. The two
“Determinations” needed to contract under this policy are (1) “the required services constitute special
services” and (2) Classified county staff are not available to perform the special services. All of the
Departments contracts are for professional services as identified in the policy and meet the two
determinations for contracting. A competitive bid process is not required for this contracting category.
Examples of the HSD Professional Services contracts includes: CCRMC Specialist Physicians, CCRMC
Ancillary Medical Care services; Community Based Behavioral Health services; Mental Health Medi-Cal
Provider Network; Contra Costa Health Plan Provider Network; Residential Board and Care; Hospitals
such as John Muir, UCSF, Sutter Delta and Kaiser; Clinic Services, non-emergency medical transportation;
translation and language services, pharmacy, laboratory, temporary help firms including nursing and
physicians registries, school-based services, student training programs, Senior Nutrition services,
2
Communicable Disease services including vaccinations, Information Technology services/software,
medical equipment maintenance, actuaries, medical billing, compliance, legal, training and consultation.
Administrative Bulletin 613.0, Contracts with Community-Based Organizations (Attachment B). This
Countywide policy describes the policy and procedure for contracting with Community Based
Organizations (CBO’s) when a “new dedicated funding stream” is available. This policy is “exclusively”
related to new dedicated funding steams utilized for the expansion of existing services or for the
addition of new services. A competitive bid process is required for this contracting category.
HSD Policy 105A, Contract and Grant Document Processing (Attachment C). This HSD policy describes
the internal Department procedures, staff responsibilities and expectations for the processing and
monitoring of contracts. This policy was updated on September 1, 2022 to reflect a renewed emphasis
on reducing the need for retroactive contracts. An in-service training of management staff was
conducted on August 18, 2022 to insure a full understanding of contract processing requirements
(Attachment D).
A flow chart of the contracting process from initiation to completion inclusive of the payment process is
included as Attachment E.
Purchasing Policies and Procurement Manual (Revised 2016) published by the Public Works
Department (Purchasing Transactions for non-professional (Special) services), HSD follows the Policies
as outlined in the Public Works manual. Department purchasing transactions include commodity
purchases, products and routine services, materials, supplies, furnishings, equipment, and other
personal property used by County departments and officials. Purchasing Transactions are anything
purchased other than personal and professional services, real property, and public projects. They may
be a combination of goods and services in the same acquisition where the supplier of the good must
also provide installation and/or support. A Purchasing Transaction may be for a single system, consisting
of multiple components that are unable to function independent of one another such as computer
equipment. In fiscal year 2020/21, HSD purchased $130.5 million of goods through the Purchase Order
process representing 62% of the county total. A competitive bid process is required for this purchasing
category (Attachment F).
CONTRACTING PROCESS
The Contracts & Grants Unit of the Health Services Department prepares all Professional services
contracts requested by the Department’s nine Divisions (Public Health, Environmental Health,
Hazardous Materials, Office of the Director, Emergency Medical Services, Behavioral Health, Health
Housing and Homeless, Contra Costa Regional Medical Center and the Contra Costa Health Plan), in
accordance with the Contra Costa County Guide to Contracts Administration and the applicable
Administrative Bulletins.
In FY 2021-2022, the Contracts Unit received 1,240 requests for professional services contracts for a
total value of $672.6 million (Attachment G).
3
For the time period January 2022-August 2022 a total of 106 contracts were retroactive to the Board of
Supervisors. The reasons for the retroactive actions are below. Detail by Division is listed in Attachment H.
Retroactive Contracts for Board of Supervisors
Reporting Dates: January 1, 2022 through August 31, 2022
Retroactive Reason
COVID-19 urgent/unexpected 6
Delay due to Contractor needing to register with SOS or submit required forms to Division 4
Delay due to County Counsel approval of language 2
Delay due to Fed/State late in defining program or rates 10
Delay due to needing BOS action regarding program direction or funding 4
Delay due to negotiation between Division and Contractor 23
Delay due to Personnel approval (Union M&C or Fingerprinting) 4
Delay due to waiting on information from Division 2
HSD staff administrative oversight/staffing vacancies 8
Lack of real time knowledge of expenditures 8
Rate adjustment due decreased volume from COVID-19 35
Total: 106
4
CONTRACT ADMINISTRATION PROCESS
The Division Staff, working through their respective Administrators, Division Directors, and/or
Program staff, are responsible for initiating their purchase of service contracts and following the
necessary Contract Process as follows:
Contract and Grant Document Processing:
Submission of an On-line Request Form, and any necessary accompanying documentation, such as
Registration and Certification forms, service plans, Questionnaires for Determining Worker Status, W-9,
narrative statements, program justification, and other information required for briefing the Health
Services Director, the County Administrator, and/or the Board of Supervisors.
By submitting an On-line Request Form for approval, the Division’s Administrator signifies that there is
funding in the Division’s budget for the contract services being requested. Division Directors are
responsible for providing final approval for document processing by approving the On-line Request
Form.
Accounting Staff:
Division and Department accounting staff and the Auditor-Controller are responsible for monitoring and
administering the financial aspects of all contracts and grants.
Division Managers:
1. Determine the need for and appropriateness of contracted services and ensure the availability
of contract funding;
2. Determine the method of provider selection; implement the selection process; select a
provider(s); and negotiate contract terms with the selected contractor(s). When conducting the
selection process and choosing a vendor/contractor, they should include the bids, issuing
requests for proposals or requests for qualifications/information;
3. Ensure that the contracted services being requested is legal; and submit contract proposal to
the HSD Director and/or HSD Chief Operating Officer/Chief Financial Officer for preliminary
approval;
4. Prepare and submit a copy of the draft contract service plan for review to the HSD Personnel
Officer to avoid any Merit System conflict, when appropriate;
5. Submit an On-line Request Form to the Division’s Director or Administration for review/approval
in accordance with Contra Costa Health Services Policy 105A;
6. Inform prospective contractors of the County’s insurance coverage requirements;
5
7. Ensure that the contract service plan describes who will do what, when, where, why, to what
degree, how often and for how much;
8. Develop measurable outcome-oriented objectives for each contract;
9. Implement a methodology for MONITORING and EVALUATING the contractor’s performance
during the term of the contract (see Division Monitoring Process in next section below);
10. AT ALL TIMES: Authorize and monitor the payments due to the contractor under the terms of
the contract; and
11. Have a system in place to monitor all funds due the County through the grant awards and
submit such grant documents to the HSD Contracts and Grants Unit for processing.
6
DIVISON CONTRACT MONITORING PROCESSES
B EHAVIORAL H EALTH S ERVICES
Behavioral Health Services Fiscal and Performance Monitoring of Contracts
1. BHS Fiscal Monitoring
a. Monthly Invoicing Process
i. reports generated on 15th of month indicating services that can be submitted to
DHCS for adjudication as well as all unresolved errors
1. CBOs paid for “billable” services that can be claimed through various
funding sources
ii. Payment limits monitored to check for under or overutilization of funding and
services
b. Quarterly Reconciliation Process
i. On 20th day after the end of each quarter of the Fiscal year, Quarterly
Reconciliation report produced and disseminated to CBOs
ii. In-depth review of all services rendered, including all denied services, and
compared to the contract payment limit for every funding source
c. Data Review Meetings
i. Bi-monthly meeting with IT and UR to review all services entered into ShareCare
for accuracy
ii. Issues found during review are given to the providers for correction and are
monitored by contract monitors until issues are resolved
d. Mid-Year Projections
i. Generated by contract monitors and utilized for upcoming contract renewals
1. Review of all services rendered, staff utilized, need for additional
funding or reductions for next Fiscal year though ShareCare services,
contract payment limits and fee schedules. (Projections are discussed
for mid-year program review meetings with providers to discuss funding
needs for upcoming fiscal year.)
e. Revenue Management Meetings
i. Monthly discussion of revenue being generated by BHS programs
1. Track services approved, denied and awaiting adjudication by DHCS
ii. Technical assistance and information from IT for billing system
iii. Monitor compliance with all DHCS regulations
f. Weekly Sponsor Meetings
i. Review payment issues throughout entire system with Patient Accounting
1. Technical assistance offered to CBOs found with recurring billing issues
2. BHS Performance Monitoring
a. On-Site Monitoring
7
i. BHS representatives (Quality Assurance, Transition Team, etc.) go on site to the
majority of all contracted facilities on an annual basis
ii. QM and UM team utilizes comprehensive monitoring tool to ensure all
regulations are properly monitored
1. QM and UM team meets with internal Contract team on regular basis to
ensure monitoring tool continues to meet all regulations and
performance measures in the contract boilerplate
iii. Provider files are checked to ensure services are being rendered as contractually
obligated
1. Quality Improvement Plan required for any deficiencies found during
the chart review
b. Data Integrity Meeting
i. QM and UM team collects demographic information and other essential data
elements and generates pertinent reports for the individual providers and the
overall system, ensuring contractual requirements are available for review
ii. Data is reviewed monthly with program management at each facility and as
needed
iii. Discussions and revisions to current procedures or processes may occur based
on the information
1. Individual discussions with providers occur when deemed necessary
based on the data
c. Quarterly System of Care Meetings
i. Data is analyzed and reviewed with provider executive team
ii. Larger policy and procedure changes are discussed to ensure compliance with
performance measures for entire provider network
d. Timely Access to Services
i. Review of time from initial contact to the Access Line to initial appointment for
treatment based on data pulled from Tapestry, Epic (CSI Timeliness) and
ShareCare
1. CBOs found out of compliance receive additional technical assistance
from Quality Assurance team
e. Cultural Competence Training
i. Monitoring of Relias to ensure all county employees are fully trained on cultural
competencies
ii. CBOs required to submit proof of training or attestation training has occurred
for all staff
f. Monitoring of Grievances and Complaints
i. Total number of grievances and complaints reviewed to check for problematic
CBOs
ii. Total NOABDS reviewed for patterns and consistency
iii. Significant occurrences brought to the attention of respective Chiefs for review
and potential remediation
8
Additional Specific Specialty Mental Health Services Fiscal and Performance Monitoring
1. Additional SMHS Fiscal Monitoring
a. Scheduled Contract Monitoring
i. Chiefs conduct in-person or virtual reviews of client files and services rendered
via ShareCare
1. Largest contracts monitored monthly with all other contracts reviewed
quarterly or as needed, depending on the contract payment limit
ii. Services reviewed for under or overutilization of services as well as potential
need for expansion of services
b. Monthly Contractors Meeting
i. Review of various topics impacting future rendering of services
1. Revisions to billing process
2. DHCS information notices
2. Additional SMHS Performance Monitoring
a. Site Certification
i. Provider Relations and Credentialing review facilities and staff to ensure
compliance with contractual requirements
1. Ensures facilities and staff are fully vetted and meet educational
requirements to render all contracted services
ii. Q team utilizes comprehensive monitoring tool to ensure all DMC, SABG and AB-
109 regulations are properly monitored
b. Work Plan Cover Page expansion
i. Performance benchmarks are assigned to each CBO based on the services to be
rendered in each contract
1. Contract monitors receive reports from CBOs on all performance
measures to ensure compliance with contract requirements (initial
reports to be submitted this Fiscal year)
c. Review of CANS Assessment
i. Ensure compliance with timing of rendering the assessments (at admission and
every six months thereafter)
ii. Data is reviewed to ensure services are meeting the needs of youth in treatment
settings
9
Additional Alcohol and Other Drugs Services Fiscal and Performance Monitoring
1. Additional AODS Fiscal Monitoring
a. Annual Fiscal Reviews
i. conducted during Quality Assurance on-site monitoring by Finance Department
representative
1. Financial files are reviewed for accuracy against submitted demands
2. Confirm all services are rendered by authorized staff
b. Prevention Services Review
i. Services entered into State’s Prevention Data system
1. Reports generated and monitored by AODS Prevention staff
ii. Units of service included in monthly activity report for payment
2. Additional AODS Performance Monitoring
a. Additional On-Site Monitoring
i. AODS Quality Assurance (QA) team goes on site to all contracted facilities on an
annual basis
ii. QA team utilizes comprehensive monitoring tool to ensure all DMC, SABG and
AB-109 regulations are properly monitored
1. QA team meets with internal Contract team on regular basis to ensure
monitoring tool continues to meet all regulations and performance
measures in the contract boilerplate
iii. Provider files are checked to ensure services are being rendered as contractually
obligated
1. Quality Improvement Plan required for any deficiencies found during
the chart review
b. Quarterly System of Care Meetings
i. Data is analyzed and reviewed with Executive leaders and other designated
officials from each CBO
1. Billing system changes
2. DHCS information notices
ii. Larger policy and procedure changes are discussed to ensure compliance with
performance measures for entire provider network
10
C ONTRA C OSTA H EALTH P LAN (CCHP)
Policy: Desk Procedures, Invoice & Payment Limit Tracking - Vendors
Summary:
This Desk Procedure will help to show the overview of monetarily tracking Subcontractors.
Tools:
• Contracts and Grants website access: Contracts and Grants (can also be accessed through iSite)
• Individual Vendor Contract Tracking Sheet: S:\Contracts\Invoices-Demands-PO\[Specific vendor
contract]\Invoice Tracking\Tracking for Contract #XX-XXX
• Master Payment Limit Tracking Sheet: S:\Contracts\Contracts Payment Limit Tracking - 2022
• County Auditor website access: Lookup Vendor by # (contra-costa.ca.us) (can also be accessed
through iSite)
Instructions:
Tracking Individual Vendor Invoices and Payments
Once an invoice is received, the invoice is logged in the individual tracking sheet (S-
drive/Contracts/Invoices-Demands-PO/[specific vendor folder]
Example of individual tracking sheet: 3Prong Health (contracted vendor)
The contract number, effective dates, and payment limit are found on C&G site.
The date of the invoice, invoice number, and invoice amount is entered into the tracking spreadsheet as
soon as the invoice is received from the vendor.
Cumulative amount paid is the total amount of the invoices.
Remaining balance is amount after the invoices are deducted from the payment limit.
11
The amounts on the invoice are matched against the amounts listed in the contract. If there is an error
on the invoice, then a revised invoice will be requested like in the image shown above. The invoices with
errors are marked in red and are not included in the calculations.
The two invoices at the bottom are within the effective dates of the contract and there is a remaining
balance of $564,666.00.
The individual tracking sheets are monitored daily.
For vendors that we have a Purchase Order with, the tracking sheets are similar. Instead of contract
number it will be PO number and payment limit to PO total. An example is WPATH.
When the remaining balance for a PO is low, a change order to add funds is requested and submitted to
Purchasing Portal. The amount requested is added to the PO total.
Invoices are logged in the Invoice Interoffice Tracking spreadsheet to keep track of the invoices as it
goes through the approval process, submitted to Auditor’s Office, and when a check is redeemed by the
vendor. The tracking sheet is also monitored daily. The Auditor’s Intranet Site is used to obtain the check
number and the date the check was issued and redeemed. For 3Prong Health invoices, all the required
approvals were obtained. The invoices and demands were sent to Auditor’s Office on 9/8/2022.
Updating the Master Payment Limit Tracking Sheet:
The Master Payment Limit Tracking Sheet tracks the amount paid to Contracts and Vendors to ensure
that the total amount they are paid doesn’t exceed the payment limit of their contract. Contracts are
tracked on a quarterly basis and Vendors are tracked on a monthly basis. The Master Payment Limit
Tracking Sheet can be found S:\Contracts\Contracts Payment Limit Tracking - 2022
1. Gathering relevant information
• Go to the Contracts and Grants website and type in Contract Name/Number in the
Search Bar
• Click on the most recent C&G request
• Look up the Term Dates and Payment Limit of the Contract as shown below
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• Add the information in the Master Payment Limit Tracking Sheet
• To find the vendor number, check the contract’s input sheet, event log in hardcopy
folder, or ccLink. If still not found, you can look up the Vendor by Name on the Auditor’s
Website and it will show you the vendor number. See below.
• If there is already a row with information about the contract in the matrix (i.e. Contract
is up for renewal soon), insert a row below it and add the updated information. Change
term dates and payment limit as needed. See below.
Note: the term dates have changed but the payment limit has stayed the same
2. Finding the amount paid to the vendor monthly
• The amount paid to the vendor will be checked monthly through the County Auditor
Website
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• Insert the vendor # in the search bar and change the “From, Thru Dates” to correspond
to the dates you want to fill out in the tracking sheet.
For example: to fill out “May 2022”, use “From Date: 05/01/2022” and “Thru Date:
05/31/2022” and select “Search”
• If a payment was made, it will populate on the list. That is the number that you will
insert in the master tracking matrix for that month
Example: the amount of $8,455.00 was paid during the month of May and we will
record that in the sheet
• If no payment was made during the month that we selected, the following message will
appear:
• If nothing was paid during a given month, insert $0.00 to signify that the month was
checked, but there was nothing to report.
• Should a payment limit (identified on the individual or master list) be trending towards
being exceeded within 60 days, PR submits a contract addendum to increase the
payment limit.
• The tracking matrix has been formatted so that if the total amount of money that has
been paid exceeds the payment limit, the total will turn red. If this happens, notify
Supervisor or Director.
14
Administrative Subcontractor
Name
Type of Service Performance
Monitoring
Fiscal Oversight
Advent Advisory Group, LLC NCQA HEDIS compliance audit
/ CMS data validation audit
HEDIS submission and
scores
Provider Relations
daily monitor the
annual contract
dollars
Apollo Managed Care, Inc. Web Portal Application for
Medical review criteria &
guidelines for Health Care
Management
UR Nurses can access
and guideline are
correct and limit
denials
Provider Relations
daily monitor the
annual contract
dollars
Availity, LLC Healthcare Provider Database Monthly meetings &
reports and claims
submitted to Epic for
adjudications
Provider Relations
daily monitor the
annual contract
dollars
Change Healthcare Solutions,
LLC
dba: Change Healthcare
Professional management
consulting services
Bi-monthly meeting
and reports on AGD
and Case
Management
redesign
Provider Relations
daily monitor the
annual contract
dollars
Copeland, Linda, MD Pediatric Consultant Verify the number of
cases reviewed for
CDE services for
Autism Program
Meet Quarterly
Review monthly
timesheet
Cotiviti Inc. HEDIS Quality Improvement
services (Quality Dept)
HEDIS submission and
scores
Provider Relations
daily monitor the
annual contract
dollars
Council for Affordable Quality
Healthcare, Inc. (CAQH)
Healthcare Provider Database Provider are
credentialled within
90 days
Review invoices
Credentials Services, Inc. dba:
VerifPoint
Credentialing verification
services
Regulatory
requirement - no
findings
Provider Relations
daily monitor the
annual contract
dollars
DataStat, Inc. CAHPS Medi-Cal Survey Regulatory
requirement - no
findings
Number of surveys
completed
Gee, David S., MD Consultant (CCHP Medical
Team)
Number of UR
Reviews - Weekly
meetings
Review monthly
timesheets
Health Management Systems,
Inc.
Professional Auditing Services
HealthRisk Resource Group,
Inc.
dba: HRGi
Claims processing &
negotiation services
Ten percent or
greater savings
Number of dollars
saved for OON
providers
HealthX, Inc. Online search engine and
provider directories
Regulatory
requirement - no
findings
Provider Relations
monitor the
annual contract
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Administrative Subcontractor
Name
Type of Service Performance
Monitoring
Fiscal Oversight
Huckert, Greg M.
dba: Huckert Consulting
Consultation for orthotics &
prosthetics review
Tracking number of
consults
Review of invoices
submitted
KP, LLC Provides CCHP provider
directories
Regulatory
requirement - no
findings
Review of invoices
submitted
Lo, Irene Consultant (CCHP Medical
Team)
Number of UR
Reviews - Quarterly
meeting
Review monthly
timesheet
Low, Dale B. Consulting & Technical
Assistance Services
Outcome of Projects
and review workflow
efficiencies
Time Sheet review
Momentum Acquisitions Co
(Managed Markets Insights &
Technology, LLC)
Access to drug formulary
application
Formulary updated Provider Relations
daily monitor the
annual contract
dollars
Oliver Wyman Actuarial
Consulting, Inc.
Actuarial Consulting Services Premium rates
developed annually
Review of invoices
submitted
Pacific Disability Resources,
LLC
Social Security Disability
Advocacy Services
Enrolling Dialysis
members into
Medicare
CCHP is secondary
payor
PerformRx Pharmacy Benefit Manager and
Admin services
Weekly meetings Monthly invoice
review which is
compared to
internal TAP report
data on pharmacy
department
medication volume
and spending
QMetrics, Inc. Timely Access Reports Regulatory
requirement - no
findings
S/T Health Group Consulting,
Inc.
340B Program Pharmacy Audit
Services
Working with the
Pharmacy companies
that participate
Savings generated
CBIZ Optumas, LLC (previously
Schramm Health Partners,
LLC)
Actuarial Consulting Services Inactive Contract Inactive Contract
Toney Healthcare Consulting,
LLC
NCQA Accreditation Consultant Passing NCQA at 80th
percentile
Review of invoices
- PR tracking
Varis LLC Medical Claims Overpayment
Identification
Reviewing Claims
Reports
Provider Relations
daily monitor the
annual contract
dollars
16
C ONTRA C OSTA R EGIONAL M EDICAL C ENTER AND H EALTH C ENTERS
Performance Monitoring
• Contract creation or renewal: Either the clinical department, Administration, Materials
Management, or other trained authorized contract staff work with vendor to come to agreement on
payment terms and service plan.
• Applicable contracts monitor works with approvers and the contract specialist to finalize contract on
a timely basis with C & G.
• Once contract is fully executed, individual departments monitor whether contracted service is being
performed according to patient care and/or industry standards and address any issues with the
vendor directly. Quality reports are provided by vendor where appropriate.
• Where the contract monitor is not the clinical department, the department reaches out to monitor
to address the issue with the vendor on their behalf to resolve the issue.
• Four to five months prior to contract expiration, contract monitor reaches out to supervising
manager and vendor to start renewal process.
• Should contract no longer be needed, contract is either terminated or allowed to expire upon
approval of supervising manager and Administration
Fiscal Monitoring
• Provider contracts
o Monitored by CCRMC Finance group
o Payment log is created and maintained for every provider
o Finance notifies the contract monitor when it becomes apparent that payments may exceed
limit (at ~60% of contract usage)
o Contract monitor reviews information provided by Finance, discusses finding with CMO and
starts amendment if warranted
o If several years still left in contract, all subsequent years are amended as well, if appropriate
• Other contracts
o Monitored by individual department or individual responsible for invoice payments.
o Responsible person or department creates similar payments log and advises those affected
if/when amendment is needed
o Supervising manager reviews information on potential amendment and monitor starts
amendment, if warranted
o If several years still left in contract, all subsequent years are amended as well, if appropriate
17
D ETENTION H EALTH S ERVICES
Detention Health Services maintains contracts with the following Vendors:
DaVita Total Renal Care National Eyecare BAART Rehabilitation Services
Trident Care Apria PRIDE Enterprises
Performance Monitoring
Three (3) Senior Clerks in Detention Health Services conduct weekly contract and purchase order
monitoring, along with reconciliation of invoices. Senior Clerks also have access to
DETINVOICE@cchealth.org
This key performance indicator review also includes the following:
1. Once inmate/patient reports any service discrepancy, a review of Nurse notes in ccLink occurs.
Ensure no violation in key performance indicators has occurred. Address any performance issue
(see #4 below).
2. With the assistance of the attending Detention Health Services Nurse, a thorough review of
inmate/patient chart occurs, for ANY negative feedback on service rendered.
3. Notification sent to HSA and Chief of Detention Nursing, of service/performance discrepancies
outside key performance indicators.
4. Resolving performance issues:
a. HSA and Chief of Nursing Health Services schedules conversation with Vendor.
b. Determination is made as to an isolated incident or contract amendment.
c. If isolated, why? Move to Fiscal Monitoring process
Fiscal Monitoring
HSA meets with HSD Finance/Procurement staff every Tuesday @10 am via Teams.
Discussion on weekly receipt of current invoices and D-15’s, submitted by vendor to
DETINVOICE@cchealth.org, as agreed upon in service contract. Invoices are received as services are
provided, held for payment monthly, after invoices are reconciled.
1. Must ensure invoicing reflects contracted services ONLY. Ensure that services are being
provided according to the terms of the contract.
2. Contact vendor on ANY services rendered outside the contractual service agreement.
Verify these services were approved by a Provider? If so, pay invoice. If not….,
3. Further discussion is required between Vendor, HSA and Chief of Detention Nursing
Determine if key performance indicator were upheld.
HSA communicates any discrepancies in services rendered to the Chief of Detention Nursing, amount
invoiced, whether approved by a Detention Provider and if overall consideration should be given to the
terms of the service agreement.
Invoice is reconciled by Senior Clerks, authorized for payment. Invoice/D-15 then reviewed/approved by
HSA, communicated to Procurement staff, for payment to Vendor by Finance.
HSA meets with HSD Finance Staff on the 4th Wednesday of each month @11 am via Teams.
• Review overall Detention Health Services Budget, any line item +/- projections is flagged.
• Specifically review EVERY contract, to ensure authorized contract limits have not been exceeded.
• If projecting to exceed, HSA will converse with Chief of Detention Health Services and Deputy
Director, decide on a contract Amendment amount. Processed through Contracts and Grants
18
E MERGENCY M EDICAL S ERVICES (EMS)
Please note: During the last 2 years most EMS service contracts (performance monitoring) at their
renewal date have gone through a renovation process that includes language cleanup to relieve
superfluous language, outdated or outmoded deliverables, and ambiguity. Additionally, each of these
contracts has been amended to include a “reporting matrix” that clearly references contract
deliverables, timeframe and frequency of deliverables, and contract section reference of deliverable.
The overall intent of these changes is to create a standardized performance management system that
can be overseen by administrative staff or program staff with director support and is streamlined for
contractors to efficiently achieve compliance with deliverables. EMS contracts that are subject to
“performance monitoring” have static contractor payments or no payment due which precludes going
over budget.
Performance Monitoring
• Tracked digitally on an individual basis
o Monthly compliance spreadsheet (digital)
o Annual summary (digital)
o Contract deliverable audit if indicated by contract
o Formal correspondence tracking (notice of default, notice to cure, etc)
Fiscal Monitoring
• Fiscal contracts are tracked on an individual basis on an excel spreadsheet
o Contract number
o Contract limit
o Contract coverage period
• Invoice(s) received and entered with
o Invoice number
o Invoice date
o Invoice amount
• Tracking fiscal contracts in excel ensures that
o Available funds are current
o Period of coverage is within contract agreement
o Renewal process begins in a timely manner to prevent delays
19
E NVIRONMENTAL H EALTH S ERVICES
NOTE: Both performance and fiscal monitoring is responsibility of the same person (Project Management
Office, Supervisor, Assistant Director, or Director) who is overseeing the contract/project.
For grants/contracts where money is incoming to EH:
Performance Contract Management
• Tracked staff productivity digitally in EnvisionConnect database
o Program specific inspection productivity reports
o Program Specific Staff Time Tracking
o Contract deliverable reporting due to other parties at least every 6 months
o For Waste Tire Enforcement Grant, auditing done at CalRecycle’ s discretion as specified in the
grant agreement
Fiscal Contract Management
• Spending is tracked regularly (typically monthly) using reports in EnvisionConnect database and
Excel to analyze the data as needed
• Invoices sent to grantor/contractor for reimbursement at least every 6 months using the method
agreed upon in said contract
o Tracking of these documents is done in multiple ways depending upon the particular
grant/contract:
In OnBase document archiving software
In a database maintained by the grantor/contractor
Paper files maintained at Environmental Health offices
Environmental Health/HSD network digital storage
For grants/contracts where EH is paying a contractor:
Performance Contract Management
• When the Project Management Office (PMO) is involved, PMO takes the lead on tracking project
progress, milestone/deliverable achievement, etc
• When the PMO is not involved, EH tracks each contract digitally in-house on an individual basis.
o Monthly compliance spreadsheet
o Annual summary
o Contract deliverable audit (when necessary)
Fiscal Contract Management
• When the Project Management Office (PMO) is involved, PMO tracks fiscal compliance and weigh in
when asked or necessary
• When the PMO is not involved, EH tracks each contract digitally in-house on an individual basis
o Contract number
o Contract limit
o Contract coverage period
• Invoice(s) received and entered with
o Invoice number
o Invoice date
o Invoice amount
20
H EALTH, H OUSING AND H OMELESS S ERVICES
Overview of Contracting Process:
• Grants are received from multiple federal, state and local funders including collaborative
applications with other County departments (Grant fundraising primarily done by H3 Director
and Continuum of Care (CoC) Director)
• Upon award, H3 appropriately RFI/RFPs out dollars to the community to provide stated services
(Overseen by H3 CoC Director and Director of Administration)
• Awards assigned and contracts/terms negotiated (by H3 CoC Director and Director of
Administration)
Monitoring of Contracts:
HUD/CoC Funding:
• CoC HUD funding is handled by a neutral 3rd party, Homebase, and strictly adheres to HUDs
monitoring guidelines. Monitoring occurs annually and the Federal HUD office can monitor and
audit any contract they wish. This happens at HUD’s discretion. Contract performance (both
service delivery and fiscal) are factored into the HUD funding cycle and points are awarded
competitively.
Non-HUD funding (Other federal, state and local) Current State:
• Providers are required to submit demands with back up on either monthly or quarterly basis to
the Director of Administration
• All client data/outcomes are submitted into the HMIS system on a required timeline. (overseen
by Research and Evaluation Manager, program staff and administrative staff) Data required with
demands.
Non-HUD funding (Other federal, state and local) Future State:
• In FY 21/22, H3 underwent a rigorous development of Program Models that are intended to
adequately serve our Homeless Response System. This was an intensive community process that
resulted in seven models approved by the Council on Homelessness. These models provide
contractors consistent outcome expectations and provide H3 with guidelines for future
contracting that will be based on fidelity to the models and performance.
• In FY22/23, H3 is supporting each of our funded community providers with updating Work Plans
to meet the new Outcome Measures and Monitoring Requirements. This includes a Needs
Assessment that each provider will complete based on the new models to help identify their
areas of needed support.
• H3 is currently developing a new system to bid out all available funding, targeted for Q3 22/23.
• Awards assigned, terms/contracts negotiated by April 2023. (CoC Director/Director of
Administration)
• All new contracts will include community approved Outcome Measures. (CoC Director)
• Monthly invoices with backup documentation are required (CoC Admin/Director of
Administration)
• Quarterly narrative performance reports are required (CoC Administrator)
• Annual reports are required. (CoC Administrator and Director of Administration)
21
P ERSONNEL AND P AYROLL
References/Guiding Policies:
• Administrative Bulletin 605.4, Contracting for Special Services
• HSD Policy 105A, Contract and Grant Document Processing
Roles - Contract Performance and Fiscal Monitoring for Personnel Unit
Who Role Performance Monitoring Fiscal Monitoring
HS Personnel
Administration
1)Pers Manager
2)HS A – C Level
Administrators
(2)
Responsible for performance
coordination and fiscal
monitoring of contract funds.
Works with vendor, Finance,
and C&G staff to ensure
expenditures do not exceed
payment limit for the specific
contract term.
Personnel Administration
team works with contractor
to ensure activities outlined
in service plan are adhered
to. This process includes
follow up calls and emails
throughout the contract
term.
• Works with
vendor/contractor to make
sure they are invoicing for
payment no later than 30
days from the end of the
month which services were
rendered.
• Reviews monthly invoicing
to ensure expenditures are
within contract limit.
Personnel Contracts:
Contract Name Contract Number Contract Term Payment Limit
Biometrics4All 23717-1 6/1/22-5/31/23 $30,000
Makia HR Services 23683-2 7/1/22-6/30/23 $113,842.00
Shaw HR Consulting 23699-1 1/1/22-12/31/22 $75,000.00
SPIN Recruitment Advertising 23467-12 4/1/22-3/31/23 $125,000.00 – in process of amending
payment limit to $250,000.00
22
P UBLIC H EALTH
Federal Expenditure Validation Process
1. Confirm Federal Grant agreement is executed.
2. Confirm approved Grant Budget amounts.
3. Public Health allowable federal grant expenditures to be invoiced are salary, benefits and certain
operating costs.
4. Salary and benefit amounts are pulled from the payroll cost report and reconciled to the Financial
Auditor’s Site.
5. Some federal grants require time studies from personnel working in the program. The time
studies are collected and recorded on the time study worksheet to calculate allowable salary and
benefits to be invoiced to the grant. The time study is signed by the employee and Program
Supervisor/Manager.
6. Operating costs are pulled from the Auditor’s site. Allowable operating costs are invoiced.
7. Accountant prepares the invoice and determines the total amount is within the grant budget.
8. The invoice is given to the Public Health Finance Manager for review and approval.
9. After Public Health Finance Manager approval it is forwarded on to the Program Manager for
review and approval.
10. Once all parties have reviewed and approved the invoice is submitted to the funding source
agency.
11. The invoice is recorded on an Invoicing Status worksheet and updated when payment is received.
12. The Invoicing Status worksheet is reviewed by the Public Health Finance Manager to determine
status of invoices and payments. Invoices more than 60 days outstanding are followed up on.
13. When payments are received, a deposit permit is recorded, the check is sent to the Auditor’s
office for deposit and a copy of the check/wire transfer and support is placed in a Deposit Permit
Binder. The Deposit Permit Binder is reviewed by the Public Health Finance Manager. Also, a
Deposit Permit transaction confirmation is sent to the Manager by email by the Treasury Deposit
System.
14. In preparing for the Single Audit information, the accountants report the Grant Award based on
the Grant Agreement and or Grant Award Letter. The Program Expenditures is reported based on
the Financial Auditor’s Site. The Federal Expenditures is reported based on the total fiscal year
invoices. The Sub-Recipient (Contractors) amount is based on the Contract Demands reported on
the Financial Auditor’s Site.
15. The Program Inventory Listing and Single Audit Questionnaire for each Federal Grant is reviewed
by the Public Health Finance Manager before submitting to the Controller. After review and
approval from the Controller, they are submitted to Auditor Controller’s Office – Internal Audit
Division.
23
Sub-Recipient Fiscal Monitoring Procedures
The Contra Costa County Health Services Department (CCC HSD) contracts with various organizations to
carry out programs mandated by the Federal and State governments or sponsored by the Board of
Supervisors. Under the Single Audit Act Amendments of 1996 and Board policy, CCC HSD has the
responsibility, on an ongoing basis throughout the life of the award, to monitor the activities of sub
recipients in accordance with the governing agreement, to assure that awarded funds are used for
authorized purposes in compliance with the provisions of the agreement and regulations governing their
administrative, financial and programmatic operations, and to ensure that performance goals are
achieved on schedule and within budget.
1. Review of Sub-Recipient Demands
a. Program Manager (PM) receives the contract demand.
b. PM should review the support/backup documentation for allowability and compliance and
signs off on the demand.
i. Support/backup documentation should include payroll reports, invoices, original
receipts of travel (stating purpose of travel), meals, misc. supplies, calculation of
indirect costs.
ii. Please note the grant reimbursement policy for travel may be different from the
County or the contractor policy. We will only get reimbursed under the grant policy
and the difference is County cost, refer to the grant's fiscal manual.
iii. Make sure time study or timesheets are accurate, signed and dated by the
employee and supervisor.
iv. If there are any unusual or unallowable expense items, the PM will contact the sub-
recipient and discuss. The sub-recipient will provide additional support or will
amend the demand.
c. PM forwards the demand to Finance.
d. Finance double checks appropriate backup/support are attached to the demand,
calculations are correct, codes the demand and sign off on the demand.
i. Finance will track the balance of the contract and will contact the PM if it is close to
reaching the maximum amount.
ii. Finance will compare YTD expenditures to budget and will discuss with the PM any
issues meeting the budget.
iii. Finance will forward the demand to the Auditor Controller's Office for payment
processing.
iv. On the first demand of the fiscal year, Finance will provide the necessary contract
information as required by the Auditor Controller's Office.
2. Year End Financial Review
a. PM or Finance will obtain the Single Audit Report or Audited Financial Statement and have
them fill out a Sub-Recipient Fiscal Monitoring Survey.
b. Finance will review the Single Audit Report or Financial Statement.
i. Sub-Recipient award amounts should be reported in their Schedule of Expenditure
of Federal Awards (SEFA) for sub-recipients receiving federal funds of over $500K.
ii. Check if there are any significant findings that would affect the reporting expenses
being reimbursed to the sub-recipient.
24
iii. If there is a finding, the contractor will need to submit a corrective action to address
the findings.
c. Finance will review the Sub Recipient Fiscal Monitoring Survey.
i. Check questions that have not been answered or answers that need to be clarified.
d. PM and Finance will conduct a Risk Assessment of Sub-Recipients - An annual risk
assessment of sub-recipients is conducted to determine the level of scrutiny needed in the
review of sub-recipient expenditures, based on the following criteria:
i. Size of the sub-contract or sub-award
ii. Percentage of funds Passed-through
iii. Award complexity, terms and conditions of prime award
iv. Prior experience with the sub-recipient
v. The A-133 audit results
vi. Evidence of effective financial controls within the sub-recipient's systems and
administrative operations through review of the organization's audit reports,
management letter or other acceptable documentation
vii. Organization and individual conflict of interest
viii. Determine appropriate course of action which may include the following:
• Audits of invoices and back-up documentation
• Review compliance with financial terms and conditions
• Review all cost-sharing commitments and back-up documentation
• Conduct site visits
• Provide training and technical assistance to the sub recipients
3. Closeout of Sub Recipient Awards
a. Subaward closeout actions should be performed following conclusion of the subaward
period of performance.
b. Sub-recipient award closeout requirements must include:
i. Receipt of final invoice
ii. Collection of all required deliverables (e.g., progress reports) to be provided by the
sub recipient
iii. Completion of any necessary final review of costs by the sub recipient and final
closeout of all commitments
Total PO Count (One
Time and Blanket)
Purchase Order Total
Amount
Administrator's Office
Totals 169 $18,774,775.42
Agriculture Totals 12 $120,915.94
Animal Services Totals 55 $951,845.77
Assessor Totals 10 $59,822.09
Auditor-Controller
Totals 8 $59,020.69
Board of Supervisors
Totals 2 $493.12
Child Support Services
Totals 47 $624,906.26
Clerk-Recorder Totals 70 $1,422,455.98
Community
Development Totals 33 $1,015,710.30
Community Services
Totals 43 $3,394,752.26
Conservation &
Development Totals 4 $135,000.00
County Counsel Totals 11 $326,355.12
District Attorney Totals 39 $581,627.36
Employment & Human
Services Totals 181 $4,235,965.05
Fire Protection District
Totals 22 $1,718,281.89
Health Services Totals 667 $119,047,124.60
Human Resources
Totals 9 $166,436.60
Library Totals 127 $2,387,539.29
Probation Totals 77 $1,045,930.48
Public Defender Totals 17 $516,902.90
Public Health Totals 173 $11,440,948.07
Public Works Totals 338 $28,862,427.68
Sheriff-Coroner Totals 329 $14,391,857.90
Treasurer-Tax
Collector Totals 22 $166,221.48
Veteran Services
Totals 3 $46,871.00
Totals 2,468 $211,494,187.25
Fiscal Year 2021-22 OverviewAttachment F
CONTRA COSTA H E A LT H S E R VI C E S
Amend Contract
Over 200K
Under 200K
Initial Contract
Over 200K
Under200K
Novation Contract
Over200K
Under 200K
Renew Contract
Over 200K
Under 200K
Total
Over 200K
Under 200K
Attachment G
Contracts 200K Breakdowns
Contract Effective Dates From: Jul 1 2021 -To: Jun 30 2022
Number of Contracts Executed Dollar Volume
300 $51,048,226.81 • amount of contract amendment
32 $47,217,864.80 • amount of contract amendment
268 $3,830,362.01 • amount of contract amendment
258 $117,981,267.18
99 $106,713,413.63
159 $11,267,853.55
54 $53,603, 166.17
40 $51,829,092.00
14 $1,774,074.17
628 $449,943,999.91
260 $424,688,962.26
368 $25,255,037.65
1,240 $672,576,660.07
$630,449,332.69
$42,127,327.38
Attachment H
Retroactive Contracts for BOS
Reporting Dates 01/01/2022 through 08/31/2022
Alcohol and Other Drugs Services (AODS)
24243 -75
24243 -76
24259 -71
24429 -74
24429 -75
Contractor: R.E.A.C.H. PROJECT
Subject: PREVENTION AND TREATMENT SERVICES FOR YOUTH AND ADULTS IN
EAST COUNTY. ALSO, TREATMENT SERVICES PROVIDED AT ORIN ALLEN
YOUTH REHABILITATION FACILITY.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/12/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: R.E.A.C.H. PROJECT
Subject: PREVENTION AND TREATMENT SERVICES FOR YOUTH AND ADULTS IN
EAST COUNTY. ALSO, TREATMENT SERVICES PROVIDED AT ORIN ALLEN
YOUTH REHABILITATION FACILITY.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 06/21/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CENTER FOR HUMAN DEVELOPMENT
Subject: THIS CONTRACT PROVIDES FOR SUBSTANCE USE DISORDER PREVENTION
FOCUSING ON EDUCATION AND ENVIRONMENTAL STRATEGIES AS WELL
AS ALTERNATIVE ACTIVITIES FOR HIGH RISK YOUTH IN EAST, CENTRAL
AND WEST COUNTY.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/12/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: UJIMA FAMILY RECOVERY SERVICES
Subject: RESIDENTIAL, OUTPATIENT AND INTENSIVE OUTPATIENT TREATMENT FOR
WOMEN IN EAST, WEST AND CENTRAL COUNTY. ADDITIONAL SERVICES
FOR PREGNANT AND PARENTING WOMEN AND THEIR SMALL CHILDREN
ARE ALSO AVAILABLE.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: UJIMA FAMILY RECOVERY SERVICES
Subject: RESIDENTIAL, OUTPATIENT AND INTENSIVE OUTPATIENT TREATMENT FOR
WOMEN IN EAST, WEST AND CENTRAL COUNTY. ADDITIONAL SERVICES
FOR PREGNANT AND PARENTING WOMEN AND THEIR SMALL CHILDREN
ARE ALSO AVAILABLE.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/12/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
*Note: Special Report Run on Retroactive contracts with payment limit changes.
24429 -77
24429 -78
74054 -29
74174 -43
74174 -44
74222 -12 ·
Attachment H
Contractor: UJIMA FAMILY RECOVERY SERVICES
Subject: RESIDENTIAL, OUTPATIENT AND INTENSIVE OUTPATIENT TREATMENT FOR
WOMEN IN EAST, WEST AND CENTRAL COUNTY. ADDITIONAL SERVICES
FOR PREGNANT AND PARENTING WOMEN AND THEIR SMALL CHILDREN
ARE ALSO AVAILABLE.
Effective Date: 07/01/21 Amend EffDate: 04/01/22 BOS Date: 05/03/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: UJIMA FAMILY RECOVERY SERVICES
Subject: RESIDENTIAL, OUTPATIENT AND INTENSIVE OUTPATIENT TREATMENT FOR
WOMEN IN EAST, WEST AND CENTRAL COUNTY. ADDITIONAL SERVICES
FOR PREGNANT AND PARENTING WOMEN AND THEIR SMALL CHILDREN
ARE ALSO AVAILABLE.
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 08/02/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: COMMUNITY HEAL TH FOR ASIAN AMERICANS
Subject: SUBSTANCE USE DISORDER PREVENTION SERVICES FOR HIGH RISK
YOUTH AND FAMILIES FOCUSING ON THE ASIAN/PACIFIC ISLANDER
COMMUNITES OF WEST COUNTY AND SOUTHEAST ANTIOCH WITH
ACTIVITIES RELATED TO PROPOSITION 64
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 06/21/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: 81-BETT
Subject: RESIDENTIAL SUBSTANCE USE DISORDER TREATMENT AND
DETOXIFICATION TREATMENT SERVICES FOR ADULT RESIDENTS OF
CONTRA COSTA COUNTY. SERVICES ARE PROVIDED TO PERSONS
REFERRED THROUGH A BEHAVIORAL HEALTH ACCESS LINE COUNSELOR.
SERVICES ARE COVERED BY DRUG MEDI-CAL, AB 109, AND SAPT FUNDS.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/12/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: BI-BETT
Subject: RESIDENTIAL SUBSTANCE USE DISORDER TREATMENT AND
DETOXIFICATION TREATMENT SERVICES FOR ADULT RESIDENTS OF
CONTRA COSTA COUNTY. SERVICES ARE PROVIDED TO PERSONS
REFERRED THROUGH A BEHAVIORAL HEAL TH ACCESS LINE COUNSELOR.
SERVICES ARE COVERED BY DRUG MEDI-CAL, AB 109, AND SAPT FUNDS.
Effective Date: 07/01/21 Amend EffDate: 04/01/22 BOS Date: 05/03/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: J. COLE RECOVERY HOMES, INC.
Subject: RESIDENTIAL TREATMENT FOR MEN IN EAST COUNTY. MALE OFFENDERS
ARE ALSO SERVED UNDER AB 109
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74222 -13
74222 -14
74439 -18
74439 - 19
74439 -20
74535 -7
74600 -4
Attachment H
Contractor: J. COLE RECOVERY HOMES, INC.
Subject: RESIDENTIAL TREATMENT FOR MEN IN EAST COUNTY. MALE OFFENDERS
ARE ALSO SERVED UNDER AB 109
Effective Date: 07/01/21 Amend EffDate: 04/01/22 BOS Date: 05/03/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: J. COLE RECOVERY HOMES, INC.
Subject: RESIDENTIAL TREATMENT FOR MEN IN EAST COUNTY. MALE OFFENDERS
ARE ALSO SERVED UNDER AB 109
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 08/16/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: BAY AREA COMMUNITY RESOURCES, INC.
Subject: SUBSTANCE USE DISORDERS PREVENTION SERVICES IN WEST COUNTY
AND CENTRAL CONCORD THROUGH COMMUNITY BASED, ENVIRONMENTAL
AND ALTERNATIVE CSAP STRATEGIES.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/26/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: BAY AREA COMMUNITY RESOURCES, INC.
Subject: SUBSTANCE USE DISORDERS PREVENTION SERVICES IN WEST COUNTY
AND CENTRAL CONCORD THROUGH COMMUNITY BASED, ENVIRONMENTAL
AND ALTERNATIVE CSAP STRATEGIES.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 06/21/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: BAY AREA COMMUNITY RESOURCES, INC.
Subject: SUBSTANCE USE DISORDERS PREVENTION SERVICES IN WEST COUNTY
AND CENTRAL CONCORD THROUGH COMMUNITY BASED, ENVIRONMENTAL
AND ALTERNATIVE CSAP STRATEGIES.
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 08/02/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: R.E.A.C.H. PROJECT
Subject: PARENTING AND WELLNESS COUNSELING FOR CALWORKS PARENTS AND
CHILDREN IN FAR EAST COUNTY, COMPLEMENTING EXISTING SERVICES IN
CENTRAL, EAST AND WEST COUNTY. ALSO PARENTING AND WELLNESS
COUNSELING FOR CALWORKS PARENTS AND CHILDREN RESIDING
COUNTYWIDE WANTING SERVICES IN SPANISH.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 04/26/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: THE LATINO COMMISSION ON ALCOHOL AND DRUGS
Subject: ASAM LEVEL 3.1 RESIDENTIAL TREATMENT SERVICES FOR WOMEN WITH
CHILDREN WHO ARE RESIDENTS OF CONTRA COSTA COUNTY. PERINATAL
SERVICES WILL BE FUNDED PRIMARILY BY DRUG MEDI-CAL
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74610 - 8
74610 -9
74623 -4
74624 -1
74628 - 1
74639 -2
Attachment H
Contractor: WESTCARE CALIFORNIA, INC.
Subject: ASAM LEVELS 3.1 AND 3.5 RESIDENTIAL TREATMENT AS WELL AS LEVEL
3.2 WITHDRAWAL MANAGEMENT SERVICES FOR CONTRA COSTA COUNTY
RESIDENTS IN WEST COUNTY.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/0.1/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: WESTCARE CALIFORNIA, INC.
Subject: ASAM LEVELS 3.1 AND 3.5 RESIDENTIAL TREATMENT AS WELL AS LEVEL
3.2 WITHDRAWAL MANAGEMENT SERVICES FOR CONTRA COSTA COUNTY
RESIDENTS IN WEST COUNTY.
Effective Date: 07/01/21 Amend EffDate: 04/01/22 BOS Date: 06/07/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: HARMONIC SOLUTIONS, LLC
Subject: NARCOTIC TREATMENT SERVICES FOR ADULTS AND YOUTH SERVING
SOUNTY COUNTY FROM THEIR CLINIC IN WALNUT CREEK.
Effective Date: 07/01/22 Amend EffDate: 07/01/22 BOS Date: 09/13/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: THE ALLIANCE FOR COMMUNITY WELLNESS
Subject: SUBSTANCE USE DISORDER TREATMENT SERVICES FOR ADOLESCENTS
NEEDING OUTPATIENT SERVICES DUE TO THEIR LEVEL OF SEVERITY AS
INDICATED BY THE ASAM. TREATMENT INCLUDES A COMBINATION OF
INDIVIDUAL AND GROUP MODALITIES, BOTH USING EVIDENCE-BASED
TREATMENT INTERVENTIONS.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 05/24/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: THE ALLIANCE FOR COMMUNITY WELLNESS
Subject: PERINATAL SUBSTANCE USE DISORDER OUTREACH AND ENGAGEMENT,
SCREENING AND BRIEF INTERVENTION AND REFERRALS TO TREATMENT
SERVICES FOR WOMEN WITH CHILDREN NEEDING OUTPATIENT SERVICES
DUE TO THEIR LEVEL OF SEVERITY AS INDICATED BY THE ASAM.
TREATMENT INCLUDES A COMBINATION OF INDIVIDUAL AND GROUP
MODALITIES, BOTH USING EVIDENCE-BASED TREATMENT INTERVENTIONS.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 05/24/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: SHELTER, INC.
Subject: PLACEMENT OF SUD TREATMENT CLIENTS IN RECOVERY RESIDENCES
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 08/02/22
Retroactive Reason: Delay due to needing BOS action regarding program direction or
funding
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74652 - 0
Attachment H
Contractor: OPTIONS RECOVERY SERVICES
Subject: OUTPATIENT AND INTENSIVE OUTPATIENT TREATMENT SERVICES FOR
ADULTS WITH SUBSTANCE USE AND/OR CO-OCCURRING DISORDERS.
Effective Date: 06/01/22 Amend EffDate: False BOS Date: 08/02/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
CCRMC and Health Centers
23455 -20
23455 -21
26209 -12
26306 -34
26306 -35
26347 -41
26361 -2
26395 -25
Contractor: ATOS DIGITAL HEAL TH SOLUTIONS, INC.
Subject: PROFESSIONAL AND TECHNICAL SUPPORT AND CONSUL TING SERVICES
Effective Date: 07/01/21 Amend EffDate: 02/01/22 BOS Date: 05/24/22
Retroactive Reason: Lack of real time knowledge of expenditures
Contractor: ATOS DIGITAL HEALTH SOLUTIONS, INC.
Subject: PROFESSIONAL AND TECHNICAL SUPPORT AND CONSUL TING SERVICES
Effective Date: 07/01/22 Amend EffDate: 07/01/22 BOS Date: 09/13/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: UNIVERSITY OF THE PACIFIC
Subject: UNPAID STUDENT TRAINING AGREEMENT -PHYSICAL THERAPY
DOCTORATE{DPT) STUDENTS, AND SPEECH THERAPY STUDENTS
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 04/26/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: PER DIEM STAFFING SYSTEMS, INC.
Subject: TEMP REGISTRY
Effective Date: 07/01/21 Amend EffDate: 03/01/22
Retroactive Reason: COVID-19 urgent/unexpected
Contractor: PER DIEM STAFFING SYSTEMS, INC.
Subject: TEMP REGISTRY
Effective Date: 07/01/22 Amend EffDate: False
BOS Date: 04/26/22
BOS Date: 08/09/22
Retroactive Reason: Delay due to Personnel approval (Union M&C or Fingerprinting)
Contractor: CROSS COUNTRY STAFFING, INC.
Subject: NURSING REGISTRY
Effective Date: 07/01/21 Amend EffDate: 03/01/22
Retroactive Reason: COVID-19 urgent/unexpected
Contractor: JOHN MUIR HEALTH
BOS Date: 04/12/22
Subject: JOHN MUIR HEAL TH WILL SERVE AS A BACK UP LAB TO CONTRA COSTA
REGIONAL MED. CTR. LAB DEPT. FOR EMERGENCY SITUATIONS, SUCH AS
SCHEDULE AND NON SCHEDULE DOWNTIME.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 04/12/22
Retroactive Reason: Delay due to County Counsel approval of language
Contractor: LOCUMTENENS.COM LLC
Subject: TEMPORARY HELP FIRM FOR PHYSICIAN COVERAGE.
Effective Date: 03/01/22 Amend EffDate: False BOS Date: 04/12/22
Retroactive Reason: Delay due to Personnel approval (Union M&C or Fingerprinting)
*Note: Special Report Run on Retroactive contracts with payment limit changes.
26410 - 3
26583 -32
26583 • 34
26692 -22
26790 - 5
76579 -7
76605 - 3
76624 - 8
Attachment H
Contractor: LA CLINICA DE LA RAZA, INC.
Subject: CARE TRANSITIONS
Effective Date: 03/01/22 Amend EffDate: False BOS Date: 04/12/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: SPECIAL TY LABORATORIES, INC.
Subject: CLINICAL LABO RA TORY SEND-OUT TESTS.
Effective Date: 01/01/21 Amend EffDate: 04/15/22 BOS Date: 05/24/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: SPECIAL TY LABORATORIES, INC.
Subject: CLINICAL LABORATORY SEND-OUT TESTS.
Effective Date: 01/01/21 Amend EffDate: 08/10/22
Retroactive Reason: COVID-19 urgent/unexpected
Contractor: APPLIED REMEDIAL SERVICES, INC.
BOS Date: 09/20/22
Subject: REMOVAL AND DISPOSAL OF HAZARDOUS WASTE AND CHEMICALS FROM
NUMEROUS HEALTH SERVICES SITES, INCLUDING DENTAL CLINICS.
Effective Date: 01/01/22 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: THE REGENTS OF THE UNIVERSITY OF CALIFORNIA, SAN FRANCISCO
Subject: ENDOCRINOLOGY SERVICES AT CCRMC AND HEALTH CENTERS.
Effective Date: 02/01/22 Amend EffDate: False BOS Date: 08/02/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: ZAKA, JAMAL J., M.D.
Subject: PULMONOLOGY
Effective Date: 04/01/21 Amend EffDate: 03/01/22 BOS Date: 05/24/22
Retroactive Reason: Lack of real time knowledge of expenditures
Contractor: FIRST CHOICE ANESTHESIA CONSULTANTS OF NORTHERN CALIFORNIA,
PC
Subject: ANESTHESIOLOGY
Effective Date: 03/01/22 Amend EffDate: False BOS Date: 06/21/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: SHARJO, INC
Subject: VENDOR TO PROVIDE 24HR EMERGENCY RESTORATION SERVICES AS
NEEDED, AND DAILY DEEP CLEANING OF ALL HOSPITAL AND CLINIC SITES DUE TO COVID-19 PANDEMIC
Effective Date: 05/01/22 Amend EffDate: False BOS Date: 06/21/22
Retroactive Reason: Delay due to Personnel approval (Union M&C or Fingerprinting)
*Note: Special Report Run on Retroactive contracts with payment limit changes.
76727 - 1
76739 - 1
Attachment H
Contractor: BENJAMIN RAYIKANTI, MD, INC.
Subject: ANESTHESIOLOGY
Effective Date: 04/01/22 Amend EffDate: False BOS Date: 05/17/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: WRIGHT, JR., FRANCIS M., M.D.
Subject: OBSTETRICS AND GYNECOLOGY PROVIDER AT CCRMC
Effective Date: 04/01/22 Amend EffDate: False BOS Date: 05/17/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
Contra Costa Health Plan (CCHP)
77001 - 8
77002 - 8
77003 - 8
77258 -1
77265 -1
77279 -1
77419 -0
Contractor: LA CLINICA DE LA RAZA, INC.
Subject: PRIMARY CARE MEDICAL SERVICES CONTRA COSTA CARES PROGRAM
** AMEND TO ADD INTEGRATED BEHAVIORAL HEALTH SERVICES AND
INCREASE REIMBURSEMENT RATE**
Effective Date: 01/01/22 Amend EffDate: 05/01/22 BOS Date: 09/13/22
Retroactive Reason: Delay due to needing BOS action regarding program direction or
funding
Contractor: LIFELONG MEDICAL CARE
Subject: PRIMARY CARE MEDICAL SERVICES CONTRA COSTA CARES PROGRAM.
** AMEND TO ADD INTEGRATED BEHAVIORAL HEALTH SERVICES AND
INCREASE REIMBURSEMENT RATE**
Effective Date: 01/01/22 Amend EffDate: 05/01/22 BOS Date: 09/13/22
Retroactive Reason: Delay due to needing BOS action regarding program direction or
funding
Contractor: BRIGHTER BEGINNINGS
Subject: PRIMARY CARE MEDICAL SERVICES -CONTRA COSTA CARES PROGRAM
**AMEND TO ADD INTEGRATED BEHAVIORAL HEALTH SERVICES AND TO
INCREASE REIMBURSEMENT RATE**
Effective Date: 01/01/22 Amend EffDate: 05/01/22 BOS Date: 09/13/22
Retroactive Reason: Delay due to needing BOS action regarding program direction or
funding
Contractor: MORAGAIDENCE OPCO, LLC
Subject: SKILLED NURSING FACILITY
Effective Date: 03/01/22 Amend EffDate: False BOS Date: 04/12/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: NOVA CARE HOME HEALTH SERVICES, INC.
Subject: HOME HEALTH
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/22/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: BLIZE HEALTHCARE CALIFORNIA, INC.
Subject: HOME HEAL TH AND HOSPICE
Effective Date: 02/01/22 Amend EffDate: False BOS Date: 05/24/22
Retroactive Reason: Delay due to Contractor needing to register with 505 or submit
required forms to Division
Contractor: CRANIAL TECHNOLOGIES, INC.
Subject: DME -DYNAMIC ORTHOTIC CRANIOPLASTY BAND
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/08/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
*Note: Special Report Run on Retroactive contracts with payment limit changes.
77421 - 0
77430 - 1
77462 - 0
Attachment H
Contractor: TELEMEDICINE GROUP, P.C.
Subject: BEHAVIORAL HEALTH AND MEDICAL SPECIALTY SERVICES
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/08/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: JIVA HEALTH, INC.
Subject: SPECIAL TY MEDICAL SERVICES (ENDOCRINOLOGY, DIABETES, ALLERGY,
AND SLEEP)
Effective Date: 01/01/22 Amend EffDate: 02/01/22 BOS Date: 04/12/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: VARIS LLC
Subject: NEW MEDICAL CLAIMS OVERPAYMENT IDENTIFICATION
Effective Date: 04/01/22 Amend EffDate: False BOS Date: 05/17/22
Retroactive Reason: Delay due to County Counsel approval of language
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
Emergency Medical Services (EMS)
23367 -14
23401 -3
Contractor: CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
Subject: RENEWING CONTRACT FOR A THREE YEAR TERM AND UPDATED PAYMENT
LIMIT.
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 09/20/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: FIRSTWATCH SOLUTIONS, INC.
Subject: COMPLETE ANY REQUIRED DATA CONVERSIONS, DEVELOP AND ASSIST
DEVELOPMENT AND TESTING OF INTERFACES, CONDUCT TESTING,
PERFORM TRAINING, AND PROVIDE HOSTING SERVICES.
CONTRACTOR WILL MAINTAIN A DATA LINK TO PROVIDE COMPUTER AIDED
DISPATCH (CAD) DATA TO COUNTY'S EMERGENCY MEDICAL SERVICES
EXISTING FIRSTWATCH WEB-BASED, DATA SURVEILLANCE AND
INTEGRATION SYSTEMS.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 04/26/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
Hazardous Materials
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
Health Housing and Homeless Services
25012 -45
25042 -33
25077 -12
25083 -4
25085 - 6
25090 - 1
25094 -1
Contractor: THE CENTER FOR COMMON CONCERNS, INC.
Subject: CONSULTATION AND TECHNICAL ASSISTANCE REGARDING CONTINUUM
OF CARE PLANNING, RESOURCE DEVELOPMENT.
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 09/13/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: GREATER RICHMOND INTER-FAITH PROGRAM
Subject: FAMILY EMERGENCY SHELTER AND WEST COUNTY CARE/WARMING
CENTER
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 10/04/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: CONTRA COSTA INTERFAITH TRANSITIONAL HOUSING, INC.
Subject: HOUSING SERVICES -COORDINATED ENTRY
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 08/16/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: CONTRA COSTA INTERFAITH TRANSITIONAL HOUSING, INC
Subject: HOMELESS ASSISTANCE AND SUPPORTIVE SERVICES TO CALWORKS
FAMILIES UNDER THE COSS HOUSING SUPPORT PROGRAM (HSP).
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 09/13/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: BAY AREA COMMUNITY SERVICES, INC.
Subject: COVID-19 PUI/ACS HOTEL STAFFING BW RICHMOND
Effective Date: 10/01/21 Amend EffDate: 01/30/22 BOS Date: 05/17/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: BAY AREA COMMUNITY SERVICES, INC.
Subject: DELTA LANDING
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 10/04/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
Contractor: CONTRA COSTA INTERFAITH TRANSITIONAL HOUSING, INC.
Subject: HOUSING SERVICES -PROBATION
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 09/13/22
Retroactive Reason: Delay due to Fed/State late in defining program or rates
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Mental Health
24133 -78
24705 -72
247 07 -66
24760 -30
24925-39
24927 -33
24933 -44
Attachment H
Contractor: LA CHEIM SCHOOL, INC.
Subject: MENTAL HEAL TH SERVICES IN RESIDENT AL FACILITY, TBS SERVICES,
SCHOOL-BASED SERVICES
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: WE CARE SERVICES FOR CHILDREN
Subject: OUTPATIENT AND WRAP SERVICES FOR HIGH RISK, DEVELOPMENTALLY
DELAYED OR EMOTIONALLY DISTURBED CHILDREN,AGES 0-5
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CONTRA COST A ARC
Subject: LYNN CNTR FOR HIGH RISK DELAYED OR EMOTIONALLY DISTURBED
CHILDREN. KA TIE A ELIGIBLE CLIENTS.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: STATE DEPT. OF REHABILITATION
Subject: VOCATIONAL REHABILITATION SVCS TO INDIVIDUALS RECEIVING
BEHAVIORAL HEALTH AND SUBSTANCE USE DISORDER SERVICES
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 09/13/22
Retroactive Reason: Delay due to Contractor needing to register with 505 or submit
required forms to Division
Contractor: LINCOLN
Subject: SCHOOL AND COMMUNITY BASED SERVICES FOR CHILDREN AND
FAMILIES. INCLUDES INTENSIVE IN-HOME BEHAVIORAL SUPPORT
SERVICES AND SCHOOL ENGAGEMENT TRUANCY PROGRAM.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: COMMUNITY HEAL TH FOR ASIAN AMERICANS
Subject: SCHOOL AND COMMUNITY BASED MENTAL HEAL TH SERVICES IN WEST
AND EAST COUNTY
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CRESTWOOD BEHAVIORAL HEALTH, INC.
Subject: RESIDENTIAL SUBACUTE SKILLED NURSING, MENTAL HEAL TH
REHABILITATIVE, AND ADULT RESIDENTIAL CARE FOR THE COUNTY'S
MENTALLY ILL AND NEUROBEHAVIORAL CLIENTS.
Effective Date: 07/01/21 Amend EffDate: 04/01/22 BOS Date: 06/07/22
Retroactive Reason: Lack of real time knowledge of expenditures
*Note: Special Report Run on Retroactive contracts with payment limit changes.
24933 -46
74058 -35
74315 -23
74317 -23
74321 -21
74322 -23
74399 -18
Attachment H
Contractor: CRESTWOOD BEHAVIORAL HEAL TH, INC.
Subject: RESIDENTIAL SUBACUTE SKILLED NURSING AND MENTAL HEALTH
REHABILITATIVE CARE FOR THE COUNTY'S MENTALLY ILL AND
NEUROBEHAVIORAL CLIENTS.
Effective Date: 07/01/21 Amend EffDate: 06/01/22 BOS Date: 09/13/22
Retroactive Reason: Lack of real time knowledge of expenditures
Contractor: SENECA FAMILY OF AGENCIES
Subject: THERAPEUTIC BEHAVIORAL SERVICES (TBS), SCHOOL-BASED SERVICES,
WRAP AND OUTPATIENT SERVICE.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: EMBRACE
Subject: THERAPEUTIC BEHAVIORAL SERVICES AND OUTPATIENT SERVICES FOR
SEO YOUTH
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: ALTERNATIVE FAMILY SERVICES, INC.
Subject: MULTIDIMENSIONAL TREATMENT FOSTER CARE (MTFC) SERVICES TO SEO
YOUTH AND THEIR FAMILIES, INCLUDING MENTAL HEAL TH SERVICES,ICC,
MED SUPPORT AND CRISIS INTERVENTION IN FOSTER HOMES
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: BAY AREA COMMUNITY RESOURCES, INC.
Subject: SCHOOL-BASED SERVICES IN EAST AND WEST COUNTY
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: YOUTH HOMES INCORPORATED
Subject: RESIDENTIAL PROGRAM INCLUDING CASE MANAGEMENT, MEDICATION
SUPPORT, CRISIS INTERVENTION, TBS AND OTHER OUTPATIENT MENTAL
HEAL TH SERVICES.
Effective Date: 01/01/22 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CONTRA COSTA INTERFAITH TRANSITIONAL HOUSING, INC.
Subject: CASE MANAGEMENT, MENTAL HEALTH AND CRISIS STABLIZATION
SERVICES TO SEO YOUTH IN EAST COUNTY
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74402 -17
74433 -14
74448 -12
74452 -13
74495 -11
74517 -11
74525 -10
Attachment H
Contractor: ASPIRANET
Subject: THERAPEUTIC BEHAVIORAL SERVICES {TBS)
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: MICHAEL LEVIN, M.D.
Subject: PSYCHIATRIC SERVICES FOR MENTALLY ILL ADULTS
Effective Date: 01/01/22 Amend EffDate: 06/01/22 BOS Date: 07/12/22
Retroactive Reason: Lack of real time knowledge of expenditures
Contractor: LAU, EDWARD, M.D. ·
Subject: ASSESSMENT, TREATMENT AND MEDICATION
MANAGEMENT FOR CHILDREN AND
ADOLESCENTS IN EAST COUNTY.
Effective Date: 09/01/21 Amend EffDate: 06/01/22 BOS Date: 07/12/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: LA CLINICA DE LA RAZA, INC.
Subject: OUTPATIENT EPSDT SERVICES WITH FOCUS ON MINORITY POPULATION IN
EAST COUNTY
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: BERKELEY YOUTH ALTERNATIVES
Subject: SCHOOL-BASED SERVICES TO CONTRA COST A SERIOUSLY EMOTIONALLY
DISTRURBED CHILDREN
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CHILD THERAPY INSTITUTE OF MARIN
Subject: PROVIDE MENTAL HEAL TH SERVICES TO SERIOUSLY EMOTIONALLY
DISTURBED CHILDREN AND ADOLESCENTS IN EAST AND WEST COUNTIES.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CENTER FOR PSYCHOTHERAPY
Subject: PROVIDE MENTAL HEALTH SERVICES TO SERIOUSLY EMOTIONALLY
DISTURBED CHILDREN AND ADOLESCENTS IN EAST COUNTY.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74526 -13
74537 -5
74543 -9
74571 - 5
74592 -4
74622 -3
74627 -1
Attachment H
Contractor: EMBRACE
Subject: PROVIDER WILL PROVIDE FUNCTIONAL FAMILY THERAPY AND MUL Tl
SYSTEMIC THERAPY FOR YOUTH INVOLVED WITH THE JUVENILE JUSTICE
SYSTEM.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: CONTRA COSTA FAMILY JUSTICE ALLIANCE
Subject: MOU BETWEEN CONTRA COSTA BEHAVIORAL HEALTH OLDER ADULT
SENIOR PEER COUNSELING PROGRAM AND FAMILY JUSTICE CENTER.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 04/12/22
Retroactive Reason: Delay due to. Contractor needing to register with 505 or submit
required forms to Division
Contractor: YWCA OF CONTRA COST A/ SACRAMENTO
Subject: PROVIDE MENTAL HEAL TH SERVICES TO
SERIOUSLY EMOTIONALLY DISTURBED CHILDREN AND ADOLESCENTS
EXPERIENCING POST TRAUMATIC SYNDROME DISORDER
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: PSYNERGY PROGRAMS, INC.
Subject: CONTRACT FOR RESIDENTIAL STEP-DOWN FROM IMDS.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/08/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: JENNIFER LEE MILES
Subject: MENTAL HEAL TH SPECIAL TY: PSYCHIATRY TO
MINORS
Effective Date: 04/01/22 Amend EffDate: False BOS Date: 05/24/22
Retroactive Reason: Delay due to Personnel approval (Union M&C or Fingerprinting)
Contractor: PARADISE ADOLESCENT HOMES, INC
Subject: STRTP RESIDENTIAL HOME FOR SEC ADOLESCENT GIRLS
Effective Date: 01/01/21 Amend EffDate: 01/01/22 BOS Date: 02/01/22
Retroactive Reason: Rate adjustment due decreased volume from COVID-19
Contractor: EVER WELL HEAL TH SYSTEMS, LLC
Subject: CONTRACTOR WILL PROVIDE BUNDLED ADULT RESIDIENTAL TREATMENT
SERVICES FOR CCBHS REFERRED CLIENTS AT IT'S FACILITES.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/22/22
Retroactive Reason: Delay due to waiting on information from Division
*Note: Special Report Run on Retroactive contracts with payment limit changes.
74655 - 0
247948 32
Attachment H
Contractor: UNITED BEHAVIORAL HEALTH
Subject: MULTI-COUNTY CONSORTIUM FOR AFTER-HOURS BEHAVIORAL HEAL TH
INFORMATION AND REFERRAL LINE PHONE COVERAGE, MANAGED BY
CONTRA COSTA BEHAVIORAL HEALTH
Effective Date: 07/01/22 Amend EffDate: False BOS Date: 10/04/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: JOHN MUIR BEHAVIORAL HEAL TH
Subject: INPATIENT PSYCHIATRIC SERVICES PROVIDED TO CONTRA COSTA
RESIDENTS WHO ARE ADMITTED TO THIS FACILITY. THE COUNTY IS
REQUIRED BY FEDERAL LAW TO REIMBURSE THE HOSPITAL FOR ANY
AUTHORIZED CHARGES.
Effective Date: 07/01/21 Amend EffDate: 01/01/22 BOS Date: 06/07/22
Retroactive Reason: Lack of real time knowledge of expenditures
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Attachment H
Office of the Director/Finance
23324 -20
23467 -13
23638 -2
23640 - 3
23662 - 1
23697 -4
23717 -2
Contractor: TOYON ASSOCIATES, INC.
Subject: C & T ASSISTANCE TO THE DEPARTMENT WITH REGARD TO HEALTHCARE
FINANCIAL ISSUES
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 03/29/22
Retroactive Reason: HSD staff administrative oversight/staffing vacancies
Contractor: SPIN RECRUITMENT INC.
Subject: ADVERTISING AND RECRUTIMENT SERVICES FOR HEAL TH SERVICES DEPT.
Effective Date: 04/01/21 Amend EffDate: 02/01/22 BOS Date: 07/12/22
Retroactive Reason: Lack of real time knowledge of expenditures
Contractor: CACTUS HEALTHCARE RESOURCES LLC
Subject: CONSUL TING FOR CCHS INFORMATION TECHNOLOGY DIVISION
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 02/08/22
Retroactive Reason: Delay due to waiting on information from Division
Contractor: MILLIMAN, INC.
Subject: ACTUARIAL CONSUL TING SERVICES AND LEASE OF INCURRED BUT NOT
PAID (IBNP) MODEL
Effective Date: 06/16/22 Amend EffDate: False BOS Date: 07/26/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: LIFELONG MEDICAL CARE
Subject: IMMEDIATE/URGENT CARE SERVICES IN WEST CONTRA COSTA COUNTY
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 03/01/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: PUBLIC HEAL TH FOUNDATION ENTERPRISES, INC.
Subject: ESTABLISHES A COVID-19 ADULT AMBASSADOR PROGRAM IN FUNDED BY
EHSD WORKFORCE DEVELOPMENT THAT WILL PROMOTE TESTING AND
SAFETY PRACTICES IN TARGETED AREAS IN THE COUNTY TO MEET STATE
REQUIREMENTS.
Effective Date: 12/01/20 Amend EffDate: 01/31/22 BOS Date: 02/01/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: BIOMETRICS4ALL, INC.
Subject: SERVICE WILL PROVIDE ACCESS TO DIGITAL PRINTING (LIVE SCAN)
FINGERPRINTING IN VARIOUS LOCATIONS THROUGHOUT THE COUNTY
Effective Date: 06/01/21 Amend EffDate: 05/01/22 BOS Date: 09/13/22
Retroactive Reason: Lack of real time knowledge of expenditures
*Note: Special Report Run on Retroactive contracts with payment limit changes.
23719 - 1
25087 -2
28944 - 6
28949 -6
Attachment H
Contractor: MICROSOFT CORPORATION
Subject: THIS AMENDMENT FOR UPGRADES IS FOR SECURITY PROJECTS
REQUIRED FOR HEAL TH SERVICES.
Effective Date: 06/01/21 Amend EffDate: 07/01/22 BOS Date: 08/02/22
Retroactive Reason:
Contractor: CONCORD LODGING LP
Subject: HOUSING FOR UNSHELTERED RESIDENTS IN RESPONSE TO THE COVID-19
PANDEMIC.
Effective Date: 04/06/20 Amend EffDate: 01/10/22 BOS Date: 02/22/22
Retroactive Reason: COVID-19 urgent/unexpected
Contractor: CITY OF ANTIOCH
Subject: **THIS IS A COVID-19 REQUEST** THIS NON FISCAL AGREEMENT BETWEEN
CCHS AND THE CITY OF ANTIOCH THAT ALLOWS THE COUNTY TO
OPERATE A COVID-19 TESTING SITE AND PROVIDE COVID-19
VACCINATIONS AT THE NICK RODRIGUEZ COMMUNITY CENTER.
Effective Date: 01/05/21 Amend EffDate: 08/31/22 BOS Date: 10/04/22
Retroactive Reason: COVID-19 urgent/unexpected
Contractor: CITY OF ANTIOCH
Subject: **THIS IS A COVID-19 REQUEST** THIS NON FISCAL AGREEMENT BETWEEN
CCHS AND THE CITY OF ANTIOCH ALLOWS THE COUNTY AND CDPH
CONTRACTORS TO OPERATE A COVID-19 TESTING AND VACCINATION SITE
AT THE ANTIOCH COMMUNITY CENTER.
Effective Date: 02/04/21 Amend EffDate: 08/31/22 BOS Date: 10/04/22
Retroactive Reason: COVID-19 urgent/unexpected
*Note: Special Report Run on Retroactive contracts with payment limit changes.
Public Health
22780 -21
72039 -15
72131 -2
Attachment H
Contractor: JOHN MUIR HEAL TH INC
Subject: MOBILE MEDICAL VAN FOR WEST/CENTRAUEAST COUNTY.
Effective Date: 01/01/22 Amend EffDate: False BOS Date: 03/08/22
Retroactive Reason: Delay due to Contractor needing to register with SOS or submit
required forms to Division
Contractor: WEST CONTRA COSTA COUNTY MEALS ON WHEELS
Subject: COORDINATE MEALS ON WHEELS SERVICE IN WEST CONTRA COSTA
COUNTY DELIVERING APPROXIMATLY 30 ROUTES TO NUTRITIONALLY AT
RISK HOMEBOUND ELDERS AND TO PERSONS WITH AIDS HIV AS REFERED.
Effective Date: 07/01/21 Amend EffDate: 06/30/22 BOS Date: 08/16/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Contractor: FULL COURT PRESS COMMUNICATIONS INCORPORATED
Subject: COMMUNICATION STRATEGY DEVELOPMENT AND SUPPORT FROM FULL
COURT PRESS
Effective Date: 01/01/22 Amend EffDate: 01/01/22 BOS Date: 02/22/22
Retroactive Reason: Delay due to negotiation between Division and Contractor
Retroactive Contracts = 106
*Note: Special Report Run on Retroactive contracts with payment limit changes.
October 3, 2022
SHELTER, Inc Sober Living Houses Contract Update
Suzanne Tavano, PhD
HSD Contracts with SHELTER, Inc
Contract #End Date Amount Services
25-038-14 6/30/2022 $75,000.00
Mt. View Family Shelter
(contract renewal in process)
25-046-23 11/30/2022 $1,073,302.00
Master-lease for permanent
supportive housing for homeless
25-078-3 6/30/2023 $7,157,615.00
Master-lease housing for
MHSA eligible persons
74-639-2 6/30/2023 $335,152.00
Specialty housing for adults
participating in substance use
TOTAL $8,641,069.00
2
Status Update Contract #74-639
•SI subcontracts with 13 SLE providers
•ALL invoices paid through 9/7/22
•No loss in bed inventory
3
Payment Processing Procedures
Receive demand for payment (monthly)
Program manager/contract monitor review
Program Chief review/approval
Submit to County Finance for review/approval
Auditor processes/ check sent
Receive invoice for services (monthly)
Program manager review/approval
Finance Dept review/approval
Payment processed/check sent Up to 12 business daysUp to 21 business daysAlcohol and Other DrugServices SHELTER, Inc
4
Contractor Performance
January 1, 2022-June 30, 2022
•120 individuals served
•5683 bed nights provided
5
Contract Monitoring and Supports
Annual
•Fiscal review
•Performance monitoring (on-site)
Quarterly
•System of Care provider meetings
Monthly
•Data entry compliance review
•Monthly meetings with SLE/RR operators*
As needed
•Training for contractor and subcontractors
•Drop-in visits to Recovery Residences/SLE’s*
6
October 3, 2022
Health Services Department (HSD)
Contracting Process
Patrick Godley and Tasha Scott
Contracting General Overview
HSD has a centralized contracting process for all
Divisions in the Department
•The Contracts and Grants (C&G) unit functions as that
central contracting point of contact.
•The C&G unit processes approximately 1,200 contracts
annually with a total value of $672 million and handles
all communication with County Counsel, Clerk of the
Board and CAO.
8
Monitoring Policy
HSD also has comprehensive programs for both
financial and performance monitoring imbedded
in each HSD Division.
•The monitoring requirements for each Division are
uniform:
o Develop measurable outcome-oriented objectives.
o Implement a methodology for monitoring and evaluating the
contractor’s performance.
o Authorize and monitor the payments due the contractor.
9
The Policy Parameters HSD Operates
Within are Contained in:
•Administrative Bulletin 605.4 that provides for
contracting for Special or Professional Services.
o Almost all of the Departments contracting falls under this
provision.
o Examples of these type of contracts range from Specialist MD’s,
to area Hospitals; CBO’s; CCHP provider network; Mental Health
provider network.
10
The Policy Parameters HSD Operates
Within are Contained in:
•Administrative Bulletin 613.0 describes the process to follow
in the event of a “new dedicated funding stream” for the
expansion of existing services or the addition of new services
exclusively related to Community Based Organizations.
11
The Policy Parameters HSD Operates
Within are Contained in:
•Purchasing Polices issued by the Public Works Department for
the purchase of commodities, goods, materials, supplies,
furnishings etc.These policies do not apply to Professional
Services.
12
Contract Flow:
13
Challenges: Retroactive Contracts
Retroactive Contracts for Board of SupervisorsReporting Dates: January 1, 2022 through August 31, 2022
Retroactive Reason
COVID-19 urgent/unexpected 6
Delay due to Contractor needing to register with SOS or submit required forms to Division 4
Delay due to County Counsel approval of language 2Delay due to Fed/State late in defining program or rates 10Delay due to needing BOS action regarding program direction or funding 4Delay due to negotiation between Division and Contractor 23Delay due to Personnel approval (Union M&C or Fingerprinting)4
Delay due to waiting on information from Division 2
HSD staff administrative oversight/staffing vacancies 8Lack of real time knowledge of expenditures 8Rate adjustment due decreased volume from COVID-19 35Total:106
14
THANK YOU