Loading...
HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03062023 - Finance Cte Agenda Pkt       FINANCE COMMITTEE March 6, 2023 8:30 A.M. 1025 Escobar St, Room 110A Martinez, CA 94553 Or join from PC, Mac, Linux, iOS or Android: https://cccounty-us.zoom.us/j/86382369520 Or Telephone: Dial: USA 214 765 0478 USA 8882780254 (US Toll Free) Conference code: 894519 To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible via Zoom to all members of the public as permitted by Government Code section 54953(e). Supervisor John Gioia, Chair Supervisor Federal D. Glover, 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 February 6, 2023 Finance Committee meeting.   4. CONSIDER applicants and make selection for appointment to the Measure X Advisory Board (Committee)   5. DISCUSS the role of Measure X Community Advisory Board and proposed changes to their bylaws. (Mariana Moore, MXCAB Chair)   6. CONSIDER options for Measure X oversight (Adam Nguyen, County Finance Director)   7.The next meeting is currently scheduled for April 3, 2023.   8.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) 655-2047, Fax (925) 655-2048 adam.nguyen@cao.cccounty.us FINANCE COMMITTEE 3. Meeting Date:03/06/2023   Subject:Receive the Record of Action for the Finance Committee 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 Records of Action for the February 6, 2023 Finance Committee meeting.  Recommendation(s)/Next Step(s): RECEIVE and APPROVE the Record of Action for the February 6, 2023 Finance Committee meeting.  Fiscal Impact (if any): None Attachments Draft Record of Action - 2/6/23 D R A F T FINANCE COMMITTEE RECORD OF ACTION FOR February 6, 2023   Supervisor John Gioia, Chair Supervisor Federal D. Glover, Vice Chair   Present: John Gioia, Chair      Federal D. Glover, Vice Chair    Staff Present:Monica Nino, County Administrator; Adam Nguyen, County Finance Director; Tom Geiger, County Counsel  Attendees:Mariana Moore             1.Introductions    The meeting was called to order at 8:30 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).       Public comment was received by one member of the public.   3.RECEIVE and APPROVE the Records of Action for the November 7, 2022 Finance Committee meeting and Finance Committee special meeting on January 23, 2023.       The Records of Action were approved as submitted.   4.DISCUSS the role of Measure X Community Advisory Board and proposed changes to their bylaws.      Mariana Moore, Measure X Community Advisory Body Chair, discussed proposed changes to the Bylaws, followed by public comment from 11 members of the public, and discussion by Finance Committee members. The item was continued to the next meeting.   5.CONSIDER options for Measure X oversight       Item continued to next meeting.   6.The next meeting is currently scheduled for March 6, 2023.   7.Adjourn    The meeting adjourned at 10:42 AM.  The meeting adjourned at 10:42 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:03/06/2023   Subject:Selection of Member for the Measure X Community Advisory Board Department:County Administrator Referral No.:   Referral Name: Measure X Community Advisory Board  Presenter: Adam Nguyen, County Finance Director Contact: Adam Nguyen, (925) 655-2048 Referral History: Contra Costa County voters passed Measure X, a ½ cent sales tax levied countywide (exempting food sales), in November 2020. Collection of the sales tax began in April 2021 with allocations starting in FY21-22.  The Measure X Community Advisory Board was established by the Board of Supervisors on February 2, 2021 to advise the Board of Supervisors. It consists of 17 members, composed of 10 Supervisorial District appointees (2 per Supervisorial District) and 7 At-Large appointees. The advisory body also includes 10 alternates, composed of 5 At-Large appointees and 5 Supervisorial District appointees (1 per Supervisorial District). The Finance Committee shall ultimately make every effort to ensure that there is representation from the broadest cross-section of stakeholders as directed by the Board as well as geographic, racial and ethnic representation reflecting the County’s diversity.  On August 25, 2022 Kimberly Aceves-Iniguez notified county staff that she would no longer be able to serve as the At-Large 2 appointee on the Measure X Community Advisory Board. On September 13, 2022, the Clerk of the Board declared the vacancy and publicly posted a continuously open application process for the vacant seat. At the March 6, 2023 meeting of the Finance Committee, the Committee shall invite each applicant wishing to make a public comment regarding their qualifications to do so. The Committee may ask follow-up questions, and at the end of the meeting will deliberate and make final nominations to the Board of Supervisors.  Referral Update: Attached are applications and resumes for three candidates requesting to be considered for the vacant MXCAB At-Large seat:  Crowder, Gigi (Antioch) Faumui, Marcus (Pinole) Obolenskiy, Andrei (Pleasant Hill) Recommendation(s)/Next Step(s): CONSIDER applicants and make selection for appointment to the Measure X Advisory Board. Fiscal Impact (if any): Administrative action with no specific fiscal impact at this time. Attachments MXCAB_Applications for vacant At-Large seat  Submit Date: Apr 14, 2022 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 3 Length of Employment 4 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? All How long have you lived or worked in Contra Costa County? 20 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Measure X Community Advisory Board: Submitted Gigi R Crowder Antioch CA NAMI Contra Costa Executive Director Gigi R Crowder Seat Name Gigi Crowder Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 3 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of California, Berkeley Degree Type / Course of Study / Major BA Psychology Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Gigi R Crowder Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I have been a home owner and tax payer in Contra Costa County since May 2002 and have a vested interest in ensuring the funds raised from this sales tax are allocated in a manner consistent with reimagining public safety and improving health outcomes for all. I have a keen understanding of how appropriately utilizing these new financial resources, through cost effective methods with community input can result in a better quality of life that could allow for more economic opportunities for all residents. I understand that when services and programs are not made available where they are most needed it results in greater cost down the line for all. I think we have an obligation to wisely use these additional dollars to address long standing inequities that put a drain on our system. I want to work with individuals who love this county as much as I do to create a county that meets the needs of all by prioritizing and redefining safety while promoting community and belonging for all citizens. I want to share my ideas around key resources and community defined practices we can use to promote and utilize to promote equity and reduce the glaring disparities we see in the criminal justice system. My over 30 years in the mental health field equips me with the skills and knowledge needed to approach challenges using an appreciative inquiry, strength based, and solutions focused application. I am great at looking at root causes and applying compassionate approaches that allow for positive outcomes. Gigi R Crowder Upload a Resume Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have over 30 years in social services, specifically mental health managerial positions. I am therefore well informed about the fact too often individuals living with mental illnesses are criminalized and incarcerated when they have unaddressed trauma and live with untreated mental health diagnosis. I served as the Ethnic Services Manager for Alameda County Behavioral Health Services and worked alongside Nationally Recognized Subject Matter Experts exploring racial biases that lead to disparities and misdiagnosis etc for those most harmed due to systemic racism. I’m hopeful my background as a Champion for Change as an Advocate can be used to improve outcomes as it has across the State by serving in a Clergy, Family member and Professional role utilizing my lived experience to train others and promote community defined strategies that produce promising outcomes. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Measure X CAB If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Gigi R Crowder List any volunteer or community experience, including any advisory boards on which you have served. I served as the Chair of the Social Justice Advisory Committee for the California Behavioral Health Directors of California for 4 years. 2012 to 2016 I have several volunteering obligations that I have committed to in an effort to improve safety in this county. I volunteer and utilize my own resources by supporting work lifesaving work in faith based and non profits campaigns to end homelessness and support those living with mental illness. I volunteer more than 8 hours a week feeding those who are living with a mental illness and unsheltered in Antioch. I am the current Chair of the Statewide Mental Health and Spirituality Initiative. 2014- present I was the Founding Chair of the Alameda County African American Health and Wellness Committee that manages 2 million dollars annually to reduce behavioral health disparities in Alameda County. 2013 -2016. Co- Chair of the Contra Costa County Behavioral Health Care Partnership. I have served on numerous non profit boards as Treasurer, Secretary and President. I am currently supporting the Miles Hall Foundation based in Walnut Creek as a Volunteer Consultant. I train Prison Chaplains and other Faith and Spiritual Leaders about mental illness and the importance of understanding how they can best support and advocate for those impacted. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: I am the Executive Director of NAMI Contra Costa County and responsible for administering deliverables through a contract with the Behavioral Health Department. I have no personal contract with the county. Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Gigi R Crowder 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Gigi R Crowder Gigi R. Crowder, L. E. Antioch, CA CAREER OBJECTIVE: My desire is to continue to serve as a highly qualified Executive Director using my vast leadership skills to offer development support, technical assistance, strategic planning and capacity building to a non- profit agency, or other grass root entities that promote culturally responsive community identified practices to improve outcomes for those impacted by mental illness. I hope to use my skills and knowledge to embrace wellness and recovery models to transform systems and support the empowerment of all people seeking to improve the quality of their lives. EDUCATION: June 1985 University of California, Berkeley, B.A., Psychology September 1990 American College of Sports Medicine, Certification, Personal Fitness Training EMPLOYMENT HISTORY: January 2017- Present Executive Director - National Alliance of Mental Illness Contra Costa, NAMI CC Concord, CA. Lead Executive managing day to day operations with a diverse staff of over 60 and 200 active Volunteers and Board Members. Duties include managing the 3.5-million-dollar annual budget, fund development and representing NAMI CC as its primary leader and Change Agent. September 2015 – March 2017 Fund Developer/ Grant Writer – National Alliance of Mental Illness Contra Costa, NAMI CC Concord, CA. Responsible for identifying private and public funding opportunities and developing successful proposals to receive funds for a non- profit advocacy agency committed to reduce mental health and reentry stigma and supporting those the live with mental health challenges and their families. January 2010 – Present Master Trainer and Co- Creator of Mental Health Friendly Communities a comprehensive faith-based stigma reduction curriculum designed for advancing efforts to address and eliminate health disparities for all ethnic and cultural communities. Successfully implemented in eight California counties to specifically improve outcomes in the African American Community through a contract with CalMHSA’s Each Mind Matters Campaign. July 2009 - Present Principle- GRC Consulting, Antioch, CA Offering support and technical assistance to non-profit agencies, faith centers and other grass roots organizations. Work with Leadership to build their infrastructure and capacity to work with governmental agencies while carrying forward their identified vision and values needed to achieve their mission and goals. Organizational development coaching to support the building of effective, proactive boards, design and creation of strategic plans. Fund development support to position entities to respond successfully to public, private and governmental procurement processes and funding opportunities. May 2007- September 2016 Ethnic Services Manager – Alameda County Behavioral Health Care Services, Oakland CA. Responsible for insuring services delivery is culturally effective and responsive. Work includes working collaboratively with historically unserved /underserved communities, inappropriately served communities, families, and consumers to promote inclusion and reduce disparities. Core responsibility is focusing on reducing health disparities for unserved, underserved and inappropriately served communities by identifying community defined approaches that best meets their needs. January 2003 - 2007 Program Specialist - Alameda County Behavioral Health Care Services, Oakland CA. Responsible for monitoring contracts with both mental health and alcohol and other drugs service providers, in the role of a liaison, provide support to management for special projects, provide ancillary resources for SACPA providers, provide supervision and support to Medicare Part D resource staff, provide technical assistance to consumer operated programs. September 1999 - December 2002 Founding Director of Employment Program – Bay Area Community Services, Oakland CA. Supervised a staff of 12; which included Job Developers and Job Coaches for an employment program that provided employment supports to individuals with severe psychiatric disabilities throughout Alameda County. Responsibilities included monitoring a contract with the State Dept. of Rehabilitation, hiring staff, training staff, facilitating employment groups working with other CBOs, benefits counseling, fund development, managing the program’s budget, preparing program for CARF accreditation. June 1992 – September 1999 Transitional Employment Program Coordinator – Bay Area Community Services, Oakland CA. Provided employment and other daily living skills services to adults with severe psychiatric disabilities in a full day psycho-social rehabilitation program. Duties included development of meaningful work in the community for program participants, assisting consumers with removing barriers to employment, working with employers to develop supportive work environments, job coaching, facilitating of job seeking groups, providing vocational training in food service, clerical, janitorial and landscaping. Responsibilities included Medi-Cal charting and billing. Participated in utilization reviews and other requirements of Alameda County BHCS. August 1990 – June 1992 Job Developer / Volunteer Coordinator – Catholic Charities of San Francisco, San Francisco CA. Served in the role of an employment counselor and volunteer coordinator for a transitional residential program for homeless youth. Responsibilities included identifying and removing barriers to employment, assisting with development of appropriate employment opportunities. Provided support to individuals and groups of volunteers who connected with the residents to help them reach their goals. May 1988 – February 1990 Job Developer – Rubicon Programs Inc., Richmond CA. Primarily responsible for development of employment opportunities for adults with various barriers to employment for a rehabilitative program. Facilitated weekly job readiness classes, identified, and removed barriers to employment, worked closely with State Department of Rehabilitation Counselors, provided benefit counseling, served as a consumer and family member advocate. ADDITIONAL EXPERIENCE Certified as a foster parent in Alameda and Contra Costa Counties. Coordinator of a faith based mentoring program for adolescent at risk girls. Service on the Board of Director for several non-profit agencies. Served as lead researcher and coordinator for a utilization study addressing the mental health disparity that exist for the African American Community in Alameda County. Cultural Competency Trainer/CBMCS and other tools. Honors/Positions Inducted into the Alameda County Women Hall of Fame, 2002 Recipient of the 2016 NAMI CA Cultural Competency Community Leader Award Current Chair of the California Mental Health and Spirituality Initiative. 2022 Contra Costa County Adult Humanitarian in honor Martin Luther King Jr. Submit Date: Aug 10, 2022 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment 8 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 1 How long have you lived or worked in Contra Costa County? 32 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Measure X Community Advisory Board: Submitted Marcus Faumui Pinole CA City of Richmond Firefighter Marcus Faumui Seat Name Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Contra costa college Degree Type / Course of Study / Major AS Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Marcus Faumui Upload a Resume Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I have been a west county resident my entire life. I would like a seat on the board to ensure that this side of the county is given an equal share of funds. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have knowledge of working with local level politics and also have a position in my current union. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No Marcus Faumui If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. -Make a wish- wish grantor -Richmond fire and police toy program- President -greenway clean ups - failing forward- mentor Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Marcus Faumui 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Marcus Faumui Marcus Faumui PINOLE, CA Employment Education Certifications City of Richmond Fire Dept- Richmond, CA FIREFIGHTER ● Fire suppression, prevention, rope rescue, extraction, medical services. ● Richmond Fire and Police Toy Program President ● Academy cadre ● Certified acting Engineer and Captain Rodeo Hercules Fire District- Hercules, CA FIREFIGHTER ● Liaison for Christmas toy program. ● RHFD Firefighter Organization secretary and treasurer. ● Fire suppression, prevention, rope rescue, extraction, medical services. ● Certified Acting Engineer LMC Fire Academy- Pittsburg, Ca Professional Expert ● Responsible for teaching Academy cadets all Firefighter 1&2 curriculum ● Responsible for providing safety throughout training. ● Responsible for mentoring and encouraging young aspiring Firefighters. Pacific Steel Casting Co- Berkeley, Ca WELDER/GRINDER/INSPECTOR ● Responsible for maintaining quality steel castings by grinding, wielding, and using hand tools pertaining to special instructions. ● Responsible for quality inspection of completed pieces before final packaging. ● Trained and certified for forklift operation and crane operation. 2017 -Present 2014 – 2017 2012-Present 2011-2014 Los Medanos College (2010 – 2012) ● A.S. Fire Technology ● Fire Fighter 1 Academy ● Certificate of Achievement: Fire Technology Contra Costa College (2009 – 2014) ● Emergency Medical Technician ● Anatomy and Physiology ● ALS/BLS Interface ● Firefighter I/II ● EMT-B ● Auto Extrication ● Firefighter Survival ● RIO Hondo truck academy ● Company officer 2A,2B,2D,2E ● Industrial Fire Brigade Training ● Breathing School-North Carolina ● Instructor I ● Famous Fresno Truck academy ● First in Fire Operations ● LARRO ● Trench Rescue Technician ● Confined Space Technician ● Rescue Systems 1, 2, & 3 ● HazMat Specialist ● Community Involvement ● Speaker with Failing Forward ● Volunteers of America: Foster a Dream. ● Make a Wish- Wish Grantor ● Richmond Fire and Police Toy Program- President Submit Date: Nov 23, 2022 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 3 Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 4 How long have you lived or worked in Contra Costa County? 21 Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Measure X Community Advisory Board: Submitted Andrei N Obolenskiy Pleasant Hill CA Main Street Automotive/Russian Language School of Contra Costa President Andrei N Obolenskiy Seat Name Also Aviation when it opens Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 1 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended St. Mary's College of CA Degree Type / Course of Study / Major Economics/Business Degree Awarded? Yes No College/ University B Name of College Attended Moscow State Degree Type / Course of Study / Major International Economics Degree Awarded? Yes No College/ University C Name of College Attended Warren Tech Andrei N Obolenskiy Upload a Resume Degree Type / Course of Study / Major Automotive Technology Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A General A&P Mechanics Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. Now that I have the time I want to give back to my community. I just ran unsuccessfully for Pleasant Hill City Council and will run again in 2 years. I learned from other candidates the importance of committees. I have applied to the committees I believe I can bring the most impact, and have experience with. I serve as the State Treasurer for the ASCCA, and was elected by my peers. This is a volunteer position. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) *Train automotive dealerships, and OEM personnel on managing their customer leads, traffic, and CRM *Develop customer campaigns, marketing campaigns, and utilizing metrics for ROI *Set up Business Development Centers and train management on how to run them to increase business traffic/sales Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Andrei N Obolenskiy Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. I am a board member locally, and at the state level for ASCCA. I was elected for a 2 year term to the position of Treasurer. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Andrei N Obolenskiy Please Agree with the Following Statement I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Andrei N Obolenskiy 1 | Page AA nn dd rr ee ii OO bb oo ll ee nn ss kk ii yy Pleasant Hill, CA SUMMARY I am a results oriented entrepreneur. I have worked with large manufacturing companies, to boutique firms. Currently running my own business bringing a new twist to the industry. I am currently looking to move into a teaching position at a collegiate level. Sharing my expertise as a corporate trainer, manager, digital marketing specialist, and operations manager Professional Experience Main Street Automotive Automotive industry March 2020-Present President Purchased underperforming business and revamped operations Increased sales 120% YoY during a pandemic Revamped marketing, target customer base, and culture as change agent Started high performance partnerships with Dinan, Turner Motorsports, Neuspeed, Turn14, andvarious other companies Currently developing online marketplace for local enthusiasts to research, purchase, and haveinstalled high performance/racing parts Fiat Chrysler of America Automotive industry June 2018-March 2020 Field Process Advisor/Digital Marketing Consultant Hired to assist Digital Marketing Manager for the CA Business Center in developing marketingstrategies at a store level with independent dealers Coached, and trained dealer staff on funneling leads, following a 90 day CRM process,converting leads into sales, and proper customer service Consulting with dealers on web strategies through Google Analytics, GMB, and reporting fromwebsite management companies Started, and tweaked Social Media Marketing with dealers to increase awareness, and drivetraffic 2 | Page CalAmp SaaS/DaaS industry June 2017-March 2020 Business Development Manager (LoJack Division)  Utilized book of business in the automotive dealer community to partner selling LoJack through to consumers  Launched first account in a Scrum team that integrated RF recovery and telematics  Provided and Managed Telematics solutions for stolen vehicle recovery, lot management, fleet management, loaner/rental fleet management  Top Sales Nationwide 2019 in division Proactive Dealer Solutions Automotive industry September 2013-June 2017 Senior Performance Coach  Assist in performance management, and process development for automotive retail groups  Specialization in Multi-Site development for larger groups  Top Performer in retention/sales/increase  Ability to take over challenging accounts and move the needle  Work with internal teams to coach, develop process, and train FixedOPS Consulting Automotive industry October 2010-September 2013 Managing Partner  Assist auto shop owners increasing their overall profitability  Train and develop service writers onsite  Develop SEO/SEM and web marketing platform for auto shops  Install SOP roadmap for service centers for improved efficiency  Cost-effective resource management.  Strategic and business process thinking 3 | Page Dinan Engineering Automotive industry 2009- 2012 Service Director  Work Collaboratively to develop operations strategy and efficiency  Customer service index surveys consistently above national average  Worked in multi-divisional team to streamline operations to facilitate sale  Determined proper equipment, and tooling needs for service locations  Leadership of multidisciplinary team  Managed multi-site parts operation with inventory control  Drive initiatives in the management team and organizationally that contribute to long-term operational excellence. Hughes Network Systems Broadband Networking 2006-2009 Independent Contractor  Independently Managed a Regional Installation Network  Managed a technician network Earl Scheib Paint and Body Automotive Industry 2002 –2006 Division Manager  Increase the effectiveness and efficiency of support services through improvements to each function (HR, IT, Finance, Facilities) as well as coordination and communication between functions.  Increasing professional productivity through efficient administrative processes  Managed region of 13 stores and over 800k per month in sales  Directly responsible for over 250 union employees  Assisted in the development and implementation of company-wide Enterprise system  Developed two Top Gun highest performing stores in the nation 2 years in a row out of 200 EDUCATION St. Mary's College of California MBA International Business Moscow State University of Management B.S. Economics FINANCE COMMITTEE 5. Meeting Date:03/06/2023   Subject:Measure X Community Advisory Board Role and Bylaws Submitted For: MEASURE X Com Advisory Board,  Department:County Administrator Referral No.: 2023:2   Referral Name: Measure X Community Advisory Board Role and Bylaws  Presenter: Mariana Moore, MXCAB Chair Contact: Mariana Moore Referral History: The Measure X Community Advisory Board chair requested discussion of the advisory body's role.  Referral Update: The Measure X Community Advisory Board Bylaws, as adopted by the Board of Supervisors on April 27, 2021, and proposed revisions to the bylaws are attached for discussion.  Recommendation(s)/Next Step(s): DISCUSS the role of Measure X Community Advisory Board and proposed changes to their bylaws. Attachments Measure X Community Advisory Board Bylaws Proposed bylaws revisions - 12/14/22 Measure X Community Advisory Board Operating Principles MXCAB letter to the Board MXCAB presentation 1        CONTRA COSTA COUNTY   MEASURE X COMMUNITY ADVISORY BOARD    BYLAWS  (adopted by the Board of Supervisors on April 27, 2021)    Article I – Purpose    A. The Measure X Community Advisory Board (the “Advisory Board”) was established by the Board of  Supervisors on February 2, 2021 to advise the Board of Supervisors on the use of Measure X transactions  and use tax funds. The main responsibilities of the Advisory Board are:  1. Overseeing an annual assessment of community needs, focusing primarily on the priority areas  identified in the Needs Assessment, including emergency response (fire/medical), health care, safety  net services, preventative care, affordable housing, and supports for early childhood, youth, families,  and seniors.  2. Creating detailed priority lists of the top ten service gaps (county‐ and community‐provided) based on  the results from the needs assessment.   3. Using the assessment to make general funding priority recommendations to the Board of Supervisors  on 95% of the revenue generated by Measure X.  4. Providing an annual report on the outcomes and impact of allocated funds.   5. The Advisory Board committee shall initially meet as needed and thereafter shall meet quarterly.  Article II – Membership    A. Composition:    1. The Advisory Board shall consist of 17 members, composed of 10 Supervisorial District appointees  (2 per Supervisorial District) and seven (7) At‐Large appointees.    2. The Advisory Board shall include ten (10) alternates. Alternate members have made a commitment  to attend the meetings and gain the understanding of the issues and each other’s viewpoints  needed to reach agreement on recommendations. Alternate members are expected to attend all  regular Advisory Board meetings and may participate fully, except that they may not vote unless  substituting for an absent member as described below. Alternate members may not serve as  elected officers but may serve on ad hoc or standing committees of the Advisory Board.      a) One (1) alternate shall serve on the Advisory Board for each Supervisorial District Appointment  for a total of five (5) District alternates.  The role of District alternate is fully interchangeable  with that of regular District appointed Advisory Board members.  A District alternate may not  vote unless substituting for the respective absent District appointed members.      b) Five (5) alternates shall serve on the Advisory Board as At‐Large alternates.  The role of At‐Large  alternate is fully interchangeable with that of regular At‐Large Advisory Board members.  At‐ Large alternates may fully participate and voice opinions but may not vote unless substituting  for an absent At‐Large member.    2      B. Eligibility:     1. General: The Advisory Board shall be composed of members representing broad and diverse voices,  perspectives and expertise, including but not exclusive to: budget justice advocacy, children’s services,  community health, consumer advocacy, faith leadership, senior services, fire and public safety  protection, housing and homelessness, labor union representation, legal advocacy, local businesses,  mental health services, non‐partisan civic organizations, policy organizations, public health, racial  justice and equity, safety net services, senior services, substance use services, taxpayers, and youth  services.    2. Live/Work Requirement: Committee members shall either live or work in Contra Costa County, with a  majority being residents of the County. There is no requirement for Supervisorial District seat  appointees to live or work within a specific Supervisorial District.    3. No Public Officials: Public officials, including both elected and appointed, are not eligible to serve on the  Advisory Board.    C. Terms of Office:      1. Appointments: The members of the Advisory Board and alternates shall serve staggered terms of two  or three years.    a) Supervisorial District Appointments: Each of the two (2) Supervisorial District seats and alternates  identified in Article II(A) for each Supervisorial District, shall serve a term of two (2) years.    b) At‐Large Appointments: Each of the seven (7) At‐Large seats and alternates identified in Article  II(A), shall serve a term of three (3) years.    2. Term Limits: Each member is limited to serving, consecutively, for a maximum of six years.    D. Appointment Process:     1. Initial Appointments:     a) The Clerk of the Board of Supervisors will solicit applications to fill the 17‐member Advisory Board  through a single recruitment process.   b) Applications shall be referred to each County Supervisor to select three nominees to serve on the  Advisory Board (two nominees plus one stand‐by nominee).  c) Supervisorial District nominees will be transmitted to the Finance Committee of the Board of  Supervisors (the “Finance Committee”) along with all remaining applications for appointment.  d) The Finance Committee shall review the Supervisorial District nominations and select nominees for  the remaining seven (7) At‐Large seats taking into account the goals identified in Article II(B)(1).  e) In the case where the same nominee is selected for a Supervisorial District appointment by multiple  Supervisors, the Finance Committee shall take into consideration the stand‐by nominees  recommended by those Supervisors in resolving the conflict and making a final recommendation to  the Board of Supervisors.  f) The Finance Committee shall ultimately make every effort to ensure that there is representation  from the broadest cross‐section of stakeholders as described in Article II(B)(1) as well as  geographic, racial and ethnic representation reflecting the County’s diversity.    3      2. Subsequent Appointments:     a) Supervisorial District Appointments:  1) The Clerk of the Board of Supervisors will solicit applications to fill the Supervisorial District  Appointments every two (2) years in a single recruitment process.   2) Applications shall be referred to each County Supervisor to select three nominees to serve on  the Advisory Board (two nominees plus one alternate nominee).  3) In the case where the same nominee is selected for a Supervisorial District appointment by  multiple Supervisors, Supervisors will be notified to allow for modifications to their  nominations.    4) Once conflicts are resolved, nominations will be submitted directly to the Board of Supervisors.  b) At‐Large Appointments:  1) The Clerk of the Board of Supervisors will solicit applications to fill the At‐Large Appointments  every three (3) years in a single recruitment process.   2) Applications shall be referred to the Finance Committee to select seven (7) At‐Large seats and  five (5) At‐Large alternates, taking into account the goals identified in Article II(B)(1).  3) The Finance Committee shall ultimately make every effort to ensure that there is  representation from the broadest cross‐section of stakeholders as described in Article II(B)(1)  as well as geographic, racial and ethnic representation reflecting the County’s diversity.  4) Final nominations shall be submitted to the full Board of Supervisors for consideration of  appointment.      3. Unscheduled Vacancies:       a) Vacancies through September 30, 2021:  Should an unscheduled vacancy occur prior to October 1,  2021, the Supervisorial Districts and Finance Committee may use the initial recruitment pool for  nomination/appointment.    b) General: Should an unscheduled vacancy occur during a member’s term of office, either by death,  resignation or otherwise, the Board of Supervisors shall be notified of the vacancy and shall direct  the Clerk of the Board to announce the vacancy and collect applications for appointment.    c) Supervisorial District Vacancy: If the unscheduled vacancy is in a Supervisorial District seat, then the  applications seeking appointment will be transmitted by the Clerk of the Board to the Supervisorial  District responsible for making nominations for appointment to that seat. The Supervisorial District  will then transmit the nomination for appointment to the Board of Supervisors for consideration.    d) At‐Large Vacancy: If the unscheduled vacancy is in an At‐Large seat, then the applications seeking  appointment will be transmitted by the Clerk of the Board to the Finance Committee to consider  making nominations for appointment to the vacant seat. The Finance Committee will then transmit  the nomination for consideration and appointment to the Board of Supervisors for consideration.    e) Resignation:  Any appointed member may resign by giving written notice to the Clerk of the Board  of Supervisors.      4      Article III. – Advisory Board Structure & Meetings  A. Officers:  The Advisory Board shall select a Chair and Vice Chair for purposes of officiating meetings, who  shall each serve for a term of one (1) year.  Alternate members may not serve as officers.    B. Regular Meetings:  Regular meetings of the Advisory Board shall be held at least quarterly based on a  schedule adopted by the Advisory Board and that schedule may be changed or augmented as needed.  In  addition, regularly scheduled meetings may be canceled by a majority vote of the Advisory Board or, for  lack of business or a quorum, by the Chair.      C. Special Meetings:  Special meetings of the Advisory Board or any other committees may be called by the  Chair at any time.  Such meetings shall be called in accordance with the provisions of the Ralph M. Brown  Act and the Contra Costa County Better Government Ordinance regarding member and public notice.    D. Quorum:  A quorum of the Advisory Board shall occur when a majority of the membership are present. A  majority of the membership is defined as a majority of filled seats on the Advisory Board at any given time.  For example, if only 13 seats are filled and four (4) are vacant, then a majority for purposes of establishing a  quorum would require seven (7) members be present at the meeting. Similarly, if all 17 seats are filled, a  majority for purposes of establishing a quorum would require nine (9) members be present at the meeting.  No action shall be taken by the Advisory Board unless a majority of the members are present as defined  above. An Alternate Advisory Board member substituting for a member may be included in determining a  quorum.    E. Voting:  Each member of the Advisory Board or the member’s alternate has one vote and a minimum of  nine (9) votes of the members present are required to pass a motion.     F. Conflict of Interest:  As a general rule, no member shall participate as a member in any discussion or voting  if doing so would constitute a conflict of interest.      G. Meeting Procedure:  The Chair will preside at all meetings and proceed with the business of the Advisory  Board in a manner prescribed in these bylaws. The Chair will also decide questions of procedure as needed.     H. Order of Business:  The regular order of business of the Advisory Board shall be at least the following:  1. Call to order  2. Roll call to determine voting eligibility of At‐Large alternates.  At the start of each meeting, the five At‐ Large alternates shall be randomly ordered by staff to replace absent At‐Large members for purposes of  voting.  a. Public comment on items not on the agenda  b. Approve Record of Action from prior meeting  c. Consideration and action on agenda items  d. Adjournment    I. Public Access:  All meetings of the Advisory Board shall be open and accessible to the general public in  accordance with the Ralph M. Brown Act and the Contra Costa County Better Government Ordinance.   Opportunity for public comment will be included in each agenda item.  In the interest of facilitating the  business of the Advisory Board, the Chair may set in advance of public comment reasonable time limits for  oral presentation.      5            Article IV. – Administration  The Advisory Board shall obtain staff support from the County Administrator’s Office. The staff will be responsible  for the compilation and distribution of Advisory Board meeting notices, agenda packets and records of action.     Article V. – Compensation    Members of the Advisory Board shall serve without compensation and shall not receive reimbursement for any  expenses incurred while conducting official business.    Article VI. – Changes to Bylaws  The provisions of these Bylaws may be altered, amended or repealed within the limitations imposed by the Brown  Act, the Contra Costa County Better Government Ordinance and the policies of the Contra Costa County Board of  Supervisors.  No such alteration, amendment or repeal shall be effective unless and until the change has been  approved by the Board of Supervisors, after consideration and recommendation by the Finance Committee.                Proposed revisions to   CONTRA COSTA COUNTY   MEASURE X COMMUNITY ADVISORY BOARD BYLAWS  DRAFT V.2 – December 14, 2022  (Note: Original bylaws were adopted by the Board of Supervisors on April 27, 2021)  Article I – Purpose   A. The Measure X Community Advisory Board (the “Advisory Board” or “MXCAB”) was established by the  Board of Supervisors on February 2, 2021 to advise the Board of Supervisors on the use of Measure X  transactions and use tax funds. The main responsibilities of the Advisory Board are:   1. Overseeing an annual written assessment of community needs, using as a starting point  the  priority areas identified in the original (2019) Needs Assessment (emergency response  (fire/medical), health care, safety net services, preventative care, affordable housing, and  supports for early childhood, youth, families, and seniors), and updating annually from there,  with MXCAB being responsible for determining the scope and methodology of the  assessment;  2. Assessing and documenting top community priorities and unmet needs, based on the results  from the most current needs assessment;     3. Using the assessment findings to develop general funding priority recommendations to the  Board of Supervisors on 95% of the revenue generated annually by Measure X;   4. Evaluating annually, a) the outcomes and impact of the programs and services funded by  Measure X, utilizing criteria and processes developed by MXCAB with input from the County  Administrator’s Office; and b) Assessing annually the performance and effectiveness of  MXCAB, via a written survey and other means;  5. Providing an annual report to the Board of Supervisors on the outcomes and impact of  allocated funds and on MXCAB’s self‐assessment of their effectiveness during the past year.  5. Article II – Membership   A. Composition:      1. The Advisory Board shall consist of 17 members, composed of 10 Supervisorial District  appointees (two (2) per Supervisorial District) and seven (7) At‐Large appointees.      2. The Advisory Board shall include ten (10) alternates. . Alternate members are  expected to attend all regular Advisory Board meetings and may participate fully, except  that they may not vote unless substituting for an absent member as described below.  Alternate members may not serve as elected officers but may serve on ad hoc or  standing committees of the Advisory Board.     a) One (1) alternate shall serve on the Advisory Board for each Supervisorial  District appointment for a total of five (5) District alternates.  The role of District  alternate is fully interchangeable with that of regular District‐appointed  Deleted: o Deleted: version was  Commented [1]: It seems to me that the purpose of this advisory board is the central sticking point and I wonder if being more specific about our "scope of work" in this purpose section would be useful. Should we be more specific about the assessment scope? Should we provide a broader definition of the safety net services? The top ten service gaps thing is vague too. As is the statement about the annual report about outcomes and impacts of allocated funds. Maybe work in something about the member surveys as well? Not trying to create extra work, I just think this is the primary section where there is a gap between what the CAO thinks of our purpose and what many of us were led to believe when we were appointed. Deleted: focusing primarily Deleted: on  Deleted: , including  Deleted: ; Deleted: .  Deleted: Creating detailed priority lists of the top ten  service gaps (county‐  Deleted:   Deleted: and community‐provided)  Deleted: . Deleted: make  Deleted: . Deleted: .   Deleted: and  Deleted:   Deleted: Meeting initially as needed and thereafter at  least quarterly Deleted: , with meeting frequency determined by the  MXCAB Chair Deleted: .  Deleted: The Advisory Board committee shall initially  meet as needed and thereafter shall meet quarterly.  Deleted: ¶ Deleted: Alternate members have made a  commitment to attend the meetings and gain the ... [1] Commented [2]: what agreement? odd Deleted:   Deleted:  and each other’s viewpoints needed to ... [2] Deleted: A Deleted:   Advisory Board members. A District alternate may not vote unless substituting  for the respective absent District‐appointed member.      b) Five (5) alternates shall serve on the Advisory Board as At‐Large  alternates.  The role of At‐Large alternate is fully interchangeable with that of  regular At‐Large Advisory Board members.  At‐Large alternates may fully  participate and voice opinions but may not vote unless substituting for an  absent At‐Large member.      B. Eligibility:     1. General: The Advisory Board shall be composed of members representing diverse  voices, perspectives, and expertise, including but not exclusive to: budget justice  advocacy, children’s services, community health, consumer advocacy, faith leadership,  senior services, fire and public safety protection, housing and homelessness, labor union  representation, legal advocacy, local businesses, mental health services, non‐partisan  civic organizations, policy organizations, public health, racial justice and equity, safety  net services, senior services, substance use services, taxpayers, and youth services.  Priority will be given to residents who are most impacted by one or more of the  community needs identify by MXCAB , and/or who have direct lived experience of the  harms caused by racial and economic inequities. MXCAB will work with members of the  Board of Supervisors to develop and implement strategies to identify and support  MXCAB applicants and new members with lived experience.   2. Live/Work Requirement: Committee members shall either live or work in Contra  Costa County, with a majority being residents of the County. There is no requirement for  Supervisorial District seat appointees to live or work within a specific Supervisorial  District.   3. No Public Officials: Public officials, including both elected and appointed, are not  eligible to serve on the Advisory Board.   C. Terms of Office:      1. Appointments: The members of the Advisory Board and alternates shall serve  staggered terms of two or three years.   a) Supervisorial District Appointments: Each of the two (2) Supervisorial District  seats and alternates identified in Article II(A) for each Supervisorial District, shall  serve a term of two (2) years.   b) At‐Large Appointments: Each of the seven (7) At‐Large seats and alternates  identified in Article II(A), shall serve a term of three (3) years.   2. Term Limits: Each member is limited to serving, consecutively, for a maximum of six  years.   D. Appointment Process:     1. Initial Appointments:     Deleted:   Deleted:   Deleted: s Deleted:   Deleted: broad and  Deleted: (ADD: Prioritize those most impacted, and  with direct lived experience of racial/economic harm.   Outreach/education process recommended to  identify/support people with lived experience. ) Formatted: Underline a) The Clerk of the Board of Supervisors will solicit applications to fill the 17‐ member Advisory Board through a single recruitment process.     b) Applications shall be referred to each County Supervisor to select three  nominees to serve on the Advisory Board (two nominees plus one stand‐by  nominee).   c) Supervisorial District nominees will be transmitted to the Finance Committee  of the Board of Supervisors (the “Finance Committee”) along with all remaining  applications for appointment.   d) The Finance Committee shall review the Supervisorial District nominations  and select nominees for the remaining seven (7) At‐Large seats, taking into  account the goals identified in Article II(B)(1).   e) In the case where the same nominee is selected for a Supervisorial District  appointment by multiple Supervisors, the Finance Committee shall take into  consideration the stand‐by nominees recommended by those Supervisors in  resolving the conflict and making a final recommendation to the Board of  Supervisors.   f) The Finance Committee shall ultimately make every effort to ensure that  there is representation from the broadest cross‐section of stakeholders as  described in Article II(B)(1) as well as geographic, racial and ethnic  representation reflecting the County’s diversity.      2. Subsequent Appointments:     a) Supervisorial District Appointments:   1) The Clerk of the Board of Supervisors will solicit applications to fill the  Supervisorial District Appointments every two (2) years in a single  recruitment process.  The respective Supervisor, and interested  members of MXCAB, shall assist in ensuring that the opportunity to  apply is distributed widely to a broad array county residents and  stakeholders, in order to maintain and support diverse representation  on MXCAB.  2) Applications shall be referred to each Count Supervisor to select  three nominees to serve on the Advisory Board (two nominees plus one  alternate nominee).   3) In the case where the same nominee is selected for a Supervisorial  District appointment by multiple Supervisors, Supervisors will be  notified to allow for modifications to their nominations.     4) Once conflicts are resolved, nominations will be submitted directly to  the Board of Supervisors.   b) At‐Large Appointments:   Deleted:   Deleted: y Deleted:  S 1) The Clerk of the Board of Supervisors will solicit applications to fill the  At‐Large Appointments every three (3) years in a single recruitment  process.     2) Applications shall be referred to the Finance Committee to select  seven (7) At‐Large seats and five (5) At‐Large alternates, taking into  account the goals identified in Article II(B)(1).   3) The Finance Committee shall ultimately make every effort to ensure  that there is representation from the broadest cross‐section of  stakeholders as described in Article II(B)(1) as well as geographic, racial  and ethnic representation reflecting the County’s diversity.   4) Final nominations shall be submitted to the full Board of Supervisors  for consideration of appointment.      3. Unscheduled Vacancies:       a) General: Should an unscheduled vacancy occur during a MXCAB member’s  term of office, whether by death, resignation or otherwise, the Board of  Supervisors and MXCAB Chair shall be notified of the vacancy. The Board of  Supervisors shall direct the Clerk of the Board to announce the vacancy and  collect applications for appointment.   b) Supervisorial District Vacancy: If the unscheduled vacancy is in a Supervisorial  District seat, then the applications seeking appointment will be transmitted by  the Clerk of the Board to the Supervisorial District responsible for making  nominations for appointment to that seat. The MXCAB will also be notified of  the vacancy. The Supervisorial District will then transmit the nomination for  appointment to the Board of Supervisors for consideration.   c) At‐Large Vacancy: If the unscheduled vacancy is in an At‐Large seat, then the  applications seeking appointment will be transmitted by the Clerk of the Board  to the Finance Committee to consider making nominations for appointment to  the vacant seat. The Finance Committee will then transmit the nomination for  consideration and appointment to the Board of Supervisors for consideration.        d) If a member is absent three or more times in a 12‐month period, the MXCAB  Chair may recommend to the Board of Supervisors that the member’s seat be  vacated and the appointment process re‐opened.     e) Timeline to Fill Vacancies: The Board of Supervisors will fill vacancies within  60 days of a seat being vacated.  e) Resignation:  Any appointed member may resign by giving written notice to  the Clerk of the Board of Supervisors and the MXCAB Chair.     Article III. – Advisory Board Structure & Meetings   Deleted: a) Vacancies through September 30,  2021:  Should an unscheduled vacancy occur prior to  October 1, 2021, the Supervisorial Districts and  Finance Committee may use the initial recruitment  pool for nomination/appointment. ¶ Deleted: b Deleted: either  Deleted:   Deleted: and Deleted: c Deleted: d Deleted: ADD: after 3 absences in 12 month period,  come to BOS to discuss re; removal.¶ Include member attendance record in every agenda. ¶ Deleted: the Chair of the Advisory Board Deleted: . A. Officers:  The Advisory Board shall select a Chair and Vice Chair for purposes of officiating  meetings, who shall each serve for a term of one (1) year. The Chair and Vice Chair, respectively,  may be elected to successive terms by the Advisory Board, until such time as their overall term  ends.  Alternate members may not serve as officers. Election of officers shall be held in April of  each year.   B. Regular Meetings:  Regular meetings of the Advisory Board shall be held at least quarterly,  based on a schedule adopted by the Advisory Board. Meeting frequency shall be determined by  the MXCAB Chair..  Regularly scheduled meetings may be canceled by a majority vote of the  Advisory Board or, for lack of business or a quorum, by the Chair.     C. Special Meetings:  Special meetings of the Advisory Board or any other committees may be  called by the Chair at any time, or by a majority of current Advisory Board members.  Such  meetings shall be called in accordance with the provisions of the Ralph M. Brown Act and the  Contra Costa County Better Government Ordinance regarding member and public notice.   D. Quorum:  A quorum of the Advisory Board shall occur when a majority of the members are  present. A majority of the membership is defined as a majority of filled seats on the Advisory  Board at any given time, excluding Alternates  For example, if only thirteen (13) seats are filled  and four (4) are vacant, then a majority for purposes of establishing a quorum would require  seven (7) members be present at the meeting. Similarly, if all 17 seats are filled, a majority for  purposes of establishing a quorum would require nine (9) members be present at the meeting.  No action shall be taken by the Advisory Board unless a majority of the members are present as  defined above. An Alternate Advisory Board member substituting for a member may be  included in determining a quorum.  E. Voting:  Each member of the Advisory Board or the member’s alternate has one vote. A  majority vote of board members is required to pass a motion.       F. Conflict of Interest:  As a  general rule, no member shall participate as a member in any discussion or voting if doing so  would constitute a conflict of interest. In such a case, the member shall announce that they  have a conflict of interest, and recuse themselves from discussing or voting on that item.  G. Meeting Procedure:  The Chair shall preside at all meetings, and shall proceed with the  business of the Advisory Board in a manner prescribed in these bylaws. The Chair shall also  decide questions of procedure as needed.  If the Chair is not present at a meeting, the Vice Chair  shall preside.  H. MXCAB members and staff shall adhere to their respective roles (as described in these  bylaws) in good faith, and shall further amend the bylaws as needed to support the effective  and equitable functioning of the Advisory Board.  I. Order of Business:  The regular order of business of the Advisory Board shall be at least the  following:   1. Call to order   Deleted:   Deleted: (When will the election be held? Bylaws usually  set an annual general meeting where elections take  place.)  Deleted:  and that schedule may be changed or  augmented as needed Deleted: In addition,  Deleted: R Deleted: re Deleted:   Deleted: Meeting initially as needed and thereafter at  least quarterly, with meeting frequency determined by  the MXCAB Chair. Commented [3]: Do we want to allow the majority of the Board to call a special meeting as well? Commented [4]: Good idea Deleted: hip Deleted: . Deleted:   ADD: (Michelle will send ideas) Deleted:  A minimum of nine (9) votes of the members  present are required to pass a motion.    Deleted:  If you say 9, then if you have lots of vacancies,  it would be difficult to make decisions?  Deleted: ¶ Deleted:   Deleted: will  Deleted: will  Deleted: Add: clarity on decision making  (internal/MXCAB) and staff roles/responsibilities ¶ 2. Roll call to determine voting eligibility of At‐Large alternates.  At the start of each  meeting, the five (5) At‐ Large alternates shall be randomly ordered by staff to replace  absent At‐Large members for purposes of voting.   a. Public comment on items not on the agenda   b. Approve Record of Action from prior meeting   c. Consideration and action on agenda items   d. Adjournment   J. Sub‐Committees and Ad Hoc Committees: With input from MXCAB members, the MXCAB Chair  may create MXCAB sub‐committees and/or ad hoc committees as needed. All such committees  are open and accessible to the general public in accordance with the Ralph M. Brown Act and  the Contra Costa County Better Government Ordinance. The MXCAB Chair may consult with  MXCAB staff to ensure staff capacity to support any such committee meetings.   JK. Public Access:  All meetings of the Advisory Board shall be open and accessible to the general  public in accordance with the Ralph M. Brown Act and the Contra Costa County Better  Government Ordinance.   Opportunity for public comment will be included in each agenda  item.  In the interest of facilitating the business of the Advisory Board, the Chair may set in  advance of public comment reasonable time limits for oral presentation.   Article IV. – Administration   The Advisory Board shall obtain staff support from the County Administrator’s Office or another county  office designated by the Board of Supervisors. The staff will be responsible for compiling and distributing  Advisory Board meeting notices, agenda packets and records of action; arranging for translation into  Spanish of MXCAB meeting agendas; arranging for simultaneous interpretation (at a minimum in  American Sign Language and Spanish) for all MXCAB meetings; posting MXCAB meeting videos on the  county website within seven (7) days of the most recent meeting; maintaining the MXCAB member  roster and contact list; maintaining and providing the Chair with a list of current MXCAB vacancies;  providing the Chair with an updated MXCAB attendance record for the prior quarter; advising the  MXCAB Chair and members on questions of procedure; and responding to questions and requests from  the MXCAB Chair between meetings.     Article V. – Compensation   Members of the Advisory Board shall serve without compensation and shall not receive reimbursement  for any expenses incurred while conducting official business.   Article VI. – Changes to Bylaws   The provisions of these Bylaws may be altered, amended or repealed within the limitations imposed by  the Brown Act, the Contra Costa County Better Government Ordinance and the policies of the Contra  Costa County Board of Supervisors.  No such alteration, amendment or repeal shall be effective unless  and until the change has been approved by the Board of Supervisors, after consideration and  recommendation by the Finance Committee.  Formatted: List Paragraph, Numbered + Level: 1 + Numbering Style: A, B, C, … + Start at: 10 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.5" Deleted: I Deleted: the compilation and distribution of  Page 1: [1] Deleted Susun Kim 11/11/2022 12:14:00 AM     Page 1: [2] Deleted Susun Kim 11/11/2022 12:14:00 AM       Revised 4/30/21 Measure X Community Advisory Board Operating principles VISION STATEMENT Contra Costa County will have the necessary funds to invest in and sustain a robust system of care and the social and public services necessary to support a vibrant community and ensure that all county residents have equitable opportunities to thrive. OPERATING PRINCIPLES Assumptions and commitments that inform our work together: 1.Shared responsibility to practice the values of equity,justice, inclusion and compassion. 2.Sustaining a strong social safety net is important for the health and prosperity of all. 3.Investments will prioritize prevention as well as addressing current system gaps. 4.Investments will help leverage other funding sources when feasible. 5.Needs and issues are intersectional and interconnected.Think about needs and services from the point of view of residents. 6.Name inequities and disparities, and be specific in naming and recognizing those who are most harmed by them, especially Black and Latinx residents. Additional areas of focus include residents with mental health needs,indigenous people, Asian American/Pacific Islander American residents, seniors,disabled people, children and youth (prenatal to adult), immigrants, unsheltered and homeless residents, rural communities, LGBTQ+ residents, and poor people. 7.Economic opportunity and equity are at the heart of our purpose. 8.Seek transformative solutions, in addition to filling current service gaps. 9.Fostering a culture of inclusion, welcoming, and belonging demonstrates our commitment to equity and will improve our work process and outcomes. How we conduct ourselves in meetings: 1.Consider not repeating a point someone else has already made (or briefly agree). 2.Treat each other and all participants with mutual respect. 3.Be curious; practice active listening; seek to understand. Revised 4/30/21 4.To fully embody our principle of inclusion: Support the accessibility needs of all participants to the extent feasible, including language access (interpretation and translation), technical support, and visual/audio support. January 31, 2023 TO: Contra Costa County Board of Supervisors FROM: Mariana Moore, Chair, Measure X Community Advisory Board (MXCAB) RE: The path forward for the Measure X Advice and Oversight The purpose of this memo is to convey to the Board of Supervisors and the public, on behalf of the Measure X Community Advisory Board (MXCAB), the collective views and recommendations of MXCAB members regarding MXCAB’s future role. This document briefly summarizes MXCAB’s work to date, lays out the successes and challenges identified by MXCAB members during the course of their work, and provides recommendations on the most effective role for MXCAB going forward. The two most recent MXCAB meetings were devoted in part to securing this feedback from MXCAB as a whole, so that this information could be presented to the Board of Supervisors on behalf of the Advisory Body as a whole. Background on the formation and activities of MXCAB: Following the passage of the Measure X half-cent sales tax measure in 2020, the Board of Supervisors created the Measure X Community Advisory Board in March 2021. An open recruitment process was held to fill the 27 seats, and MXCAB commenced its work the following month, in April 2021. In accordance with the Bylaws, MXCAB members launched an intensive and rigorous Community Needs Assessment that culminated in a report, including funding recommendations, that was presented to the Board of Supervisors in October 2021. The Board subsequently allocated Measure X funds to a variety of programs and services, including many but not all of the priorities recommended by MXCAB. In 2022, MXCAB members received limited updates from County Administrator’s Office (CAO) staff, and from some department heads including Employment & Human Services and Health Services, on the status of, and plans for, Measure X-funded projects. The County also contracted with an independent consulting firm, Further the Work, to conduct a detailed written assessment of MXCAB’s work and impact to date, along with an assessment of the processes MXCAB employed in conducting its work. MXCAB successes to date: MXCAB members identified the following achievements as being particularly notable during the first two years of MXCAB’s work: • Appointment process: The Board of Supervisors’ public, inclusive, and rigorous appointment process resulted in the appointment of 27 members (including alternates) who effectively represent diverse communities, perspectives, geographic areas, and areas of expertise, including lived experience of the community needs addressed by Measure X. • Group culture and practices focused on equity and inclusion: MXCAB members allocated time early on to develop a set of Operating Principles that grounded the work in equity, transparency and inclusion. In addition, with the support of County staff, document translation (into Spanish) and simultaneous interpretation (American Sign Language and Spanish) were provided for all MXCAB meetings. In addition, all issue panels during the needs assessment included at least one person with lived experience of the issues being discussed, and residents were given equal billing along with County and community organization leaders who provided programmatic expertise. Lastly, MXCAB’s leadership and members were deeply committed to creating a welcoming and inclusive environment during meetings, with the result that meeting attendance frequently exceeded 60-100 people. • Outcomes: Despite the time pressures that necessitated weekly meetings of four or more hours, MXCAB members worked well together to conduct the rigorous community needs assessment and produce a comprehensive report with recommendations to submit to the Board of Supervisors. The recommendations provided to the Board of Supervisors were adopted by a unanimous vote of MXCAB members. Challenges and learnings: As a new advisory body with a complex and urgent charge – to assess community needs and make funding recommendations in a very short timeframe – several challenges arose as MXCAB conducted its work over the past two years. • Insufficient or conflicting information: During the initial round of funding decisions, the lack of information provided to MXCXAB about the Supervisors’ planned process for allocating Measure X funds created confusion and dismay for many MXCAB members; for example, the Board of Supervisors did not convey to the public nor MXCAB the specific criteria they would be using to make funding decisions; and nor did they provide an overall written rationale for the funding decisions they did make. In addition, once the initial community needs assessment and funding recommendations were complete, MXCAB spent much of the ensuing months seeking to understand the status of MXCAB’s current and projected revenues, the timing and process of the next annual community needs assessment as called for in the Bylaws, and how the public would be kept apprised of the status of Measure X-funded programs and services. • Role confusion: During the first year of MXCAB’s work, there was a clear understanding of the respective roles of MXCAB members and County staff, and the process ran smoothly. Once the funding recommendations were submitted, the work of MXCAB became less clear-cut, and the roles of MXCAB and CAO staff in relation to carrying out MXCAB’s became increasingly unclear. While MXCAB members have always been clear that the Board of Supervisors is ultimately responsible with overseeing Measure X funds and making funding decisions, the MXCAB Bylaws do call for MXCAB to “evaluate annually all outcomes and impacts of programs and services funded by Measure X,” but no clear path was laid out as to how to best go about that, and in what timeframe, and with what support from County staff. Lastly, with most Measure X funds (current and into the foreseeable future) seemingly now locked in by virtue of ongoing program costs, the role and timing of MXCAB in performing an annual assessment of community needs has become increasingly unclear. Recommendations for moving forward When the sales tax measure was put on the ballot, a large coalition of county leaders, labor organizations, community-based organizations, faith communities, and others came together to mount a strong and unified campaign. There was a shared recognition that, because sales tax measures are regressive, the resulting tax funds should be prioritized to help residents who are most in need of services and support. From the very beginning of the campaign, there was clear commitment from diverse stakeholders to ensure that the process for distributing Measure X funds was open, transparent, and deeply connected to ongoing input from community members, including those who most need support. Based on testimony provided to MXCAB over the past two years, community members and stakeholders view MXCAB as a vital embodiment of this stated intent, and are deeply protective of MXCAB’s role in inviting, channeling, and communicating public input in an inclusive and welcoming way. Over the past two years, MXCAB has served as an important ambassador and bridge to the larger public, providing an ongoing forum for community members, County staff, and other stakeholders to provide information, share diverse ideas and perspectives, and develop recommendations for consideration by MXCAB and ultimately by the Board of Supervisors. MXCAB’s model has gained regional recognition as an important and innovative model of transparent and community-inclusive budgeting. As the Board of Supervisors considers next steps regarding the ongoing role of MXCAB in Measure X oversight, MXCAB members urge the Board to consider the importance of maintaining a public space, via MXCAB, where County staff, community stakeholders, and members of the public can share information and updates, develop more detailed ideas to assess the impact and efficacy of Measure X- funded projects, and demonstrate to taxpayers and other members of the public that Measure X dollars are being invested in a way that honors the intent of Measure X and uplifts our community as a whole. While MXCAB members agree that financial oversight of Measure X funds is best performed by an entity other than MXCAB, the deeper ongoing assessment of the progress and impact of Measure X-funded programs and services is a responsibility that is uniquely suited to MXCAB’s mission and strengths, in partnership with County leadership and staff. cc: County Administrator Monica Nino and County Finance Director Adam Nguyen MXCAB Recommendations on Roles Going Forward February 6, 2023 Finance Committee Background on MXCAB formation & activities •Diverse stakeholders engaged during campaign and with MXCAB •Consistent shared commitment to equity &inclusion •Community needs assessment MXCAB successes to date •Appointment process •Group culture/practices equity & inclusion •Comprehensive needs assessment Challenges & learnings •Information flow sometimes insufficient or conflicting •Role confusion Recommendations •Honor MXCAB’s founding spirit and intent •Leverage MXCAB’s role as trusted ambassador, bridge- builder to stakeholders and the general public •Clarify and flesh out MXCAB’s role in assessing programmatic impact (not financial oversight) FINANCE COMMITTEE 6. Meeting Date:03/06/2023   Subject:CONSIDER options for Measure X oversight  Submitted For: Monica Nino, County Administrator  Department:County Administrator Referral No.: 2023:3   Referral Name: CONSIDER options for Measure X oversight  Presenter: Adam Nguyen, County Finance Director Contact: Adam Nguyen, (925) 655-2048 Referral History: CONSIDER options for Measure X oversight Referral Update: On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent sales tax. The ballot measure’s stated intent for Measure X was “to keep Contra Costa’s regional hospital open and staffed; fund community health centers; provide timely fire and emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” Collection of the tax began on April 1, 2021. To date, $194.5M has been collected, and $345.4M has been allocated through FY23-24 to 9 departments encompassing 34 projects and funding areas. On February 2, 2021, the Board of Supervisors approved the creation of a 17 member (+10 alternates) Measure X Community Advisory Board (MXCAB) to recommend funding priorities for the annual revenue received under Measure X funds. On March 9, 2021, the Board of Supervisors approved bylaws modeled after the County’s Community Corrections Partnership and Juvenile Justice Coordinating Council. On April 27, 2021, the Board adopted revisions to the Measure X Community Advisory Board Bylaws currently in effect, which provided more detail regarding the process for subsequent appointments. The main responsibilities of the MXCAB include annual needs assessments to identify service gaps and an annual report on the outcomes and impacts of Measure X allocated funds. On November 8, 2022, during a discussion item providing updates on Measure X, the Board requested that staff return with recommendations for the creation of an oversight body. In response, the County Administrator’s Office conducted a review of oversight structures for county sales tax measures, including the counties of Alameda, Marin, San Mateo, Santa Clara, Sonoma, and Los Angeles [See Attachment B]. The review found that San Mateo’s Measure K most closely resembles Contra Costa’s Measure X, and all but Santa Clara have an oversight committee. Across the counties reviewed, common responsibilities for their sales tax oversight bodies include annual audits, performance measurement, and annual reports. Most of the oversight committees meet 2 or 4 times annually. San Mateo and Los Angeles counties also have particularly robust and informative websites providing news highlights, reports, and timely updates on related activities and the value provided the dedicated revenues. Based on the findings from the comparative analysis, the County Administrator’s Office has identified the key considerations listed below for discussion about Measure X oversight to potentially improve transparency, mitigate concerns about potential conflicts of interest and incompatible activities, and add resources to strengthen public information through more robust and timely website updates about Measure X activities, opportunities, and performance outcomes. Role and responsibilities – What does oversight entail?  Annual financial audita. Performance measurementb. Annual reportc. Avoid incompatible activities (e.g. funding recommendations, directing department activities)d. 1. Membership – Who should provide oversight?  How many seats and for what term?a. Who represents (e.g. experts such as Auditor-Controller, Public Works Capital Projects Manager, CAO, business and financial representatives from public)? b. How are members selected (e.g. application, appointed by role)?c. 2. Deliverables  Year-end reporta. Website maintenance with timely updatesb. 3. How often should they meet?  Quarterly at launcha. Semi-annual afterwardsb. 4. What resources are needed?  Staff Measure X related meetingsa. Provide reporting on financials, projects status, activities, opportunities, and performance outcomesb. Strengthen public information through more robust and timely website updatesc. 5. How does the Measure X Community Advisory Body align?6. Recommendation(s)/Next Step(s): 1.RECEIVE the report 2.CONSIDER options for Measure X oversight  3.DIRECT staff on next steps Fiscal Impact (if any): There are no immediate fiscal impacts associated with considering options for Measure X oversight. Attachments Attachment A - Measure X oversight options Attachment B - Comparison of county oversight committees Adam Nguyen, County Finance Director County Administrator’s Office February 6, 2023 Options for Measure X oversight Finance Committee –Measure X Oversight Agenda 1.Measure X background 2.Comparison of county sales tax oversight committees 3.Key considerations 2 Finance Committee –Measure X Oversight Measure X background 1.On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent sales tax. 2.The intent of Measure X is “to keep Contra Costa’s regional hospital open and staffed; fund community health centers; provide timely fire and emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services” 3.Collection of the tax began on April 1, 2021 a.$194.5M has been collected through January 31, 2023 b.$345.4M has been allocated through FY23-24 to 9 departments encompassing 34 projects and funding areas 3 Finance Committee –Measure X Oversight Measure X Community Advisory Board On February 9, 2021, the Board of Supervisors created the MXCAB to: 1.Oversee an annual assessment of community needs, focusing on the priority areas identified in the Measure X ballot language 2.Create a detailed priority list of the top service gaps based on the results from the Needs Assessment; 3.Use the Needs Assessment to make funding priority recommendations to the Board of Supervisors annually; and 4.Provide an Annual Report on the outcomes and impact of allocated funds. 4 Finance Committee –Measure X Oversight Comparison of county sales tax oversight committees 1.On November 8, 2022 the Board requested that staff return with recommendations for the creation of an oversight body 2.Conducted a review of oversight structures for county sales tax measures, including Alameda, Marin, San Mateo, Santa Clara, Sonoma, and Los Angeles [See Attachment A] 3.San Mateo’s Measure K most closely resembles Contra Costa’s Measure X. All but Santa Clara have an oversight committee. 4.Common responsibilities: audits, performance measurement, annual reports 5.Meeting frequency –Most meet 2 or 4 times annually 5 Finance Committee –Measure X Oversight Potential benefits of an Oversight Committee 1.Improves transparency through objective financial audits a.Confirm the accuracy of reported sales tax revenues received b.Verify that expenditures by County departments, external agencies, and subrecipients were spent appropriately on their intended purposes 2.Mitigates concerns about potential conflicts of interest and incompatible activities 3.Adding staff and resources would improve reporting on performance outcomes and impacts, and strengthen public information through more robust and timely website updates about Measure X activities and opportunities 6 Finance Committee –Measure X Oversight Key considerations for Measure X oversight 1.Role and responsibilities –What does oversight entail? a.Annual financial audit b.Performance measurement c.Annual report d.Avoid incompatible activities (e.g. funding recommendations, directing department activities) 2.Membership –Who should provide oversight? a.How many seats and for what term? b.Who represents (e.g. experts such as Auditor-Controller, Public Works Capital Projects Manager, CAO, business and financial representatives from public)? c.How are members selected (e.g. application, appointed by role)? 3.Deliverables: Year-end report, website maintenance with timely updates 7 Finance Committee –Measure X Oversight Key considerations for Measure X oversight (continued) 4.How often to meet? a.Quarterly at launch b.Semi-annual afterwards 5.What resources are needed? a.Staffing for Measure X related meetings b.Provide reporting on financials, projects status, activities, opportunities, and performance outcomes c.Strengthen public information through more robust and timely website updates 6.How does the Measure X Community Advisory Body align? 8 Finance Committee –Measure X Oversight CAO recommendations 1.RECEIVE the report 2.CONSIDER options for Measure X oversight 3.DIRECT staff on next steps 9 Attachment B - Comparison of Oversight Structures for County Sales Tax Revenues San Mateo Alameda Marin Sonoma Santa Clara Los Angeles San Francisco Bay Restoration Authority Measure Measure A (2012) and Measure K (2016) extended 20 years. Half-cent sales tax passed 2016 to support essential County services and to maintain or replace critical facilities. Also known as “San Mateo County Critical Services Measure." Measure A, the Essential Health Care Services Initiative, was adopted by Alameda County voters in March 2004. The Measure authorized the County of Alameda to raise its sales tax by one-half cent in order to provide for additional financial support for emergency medical, hospital inpatient, outpatient, public health, mental health and substance abuse services to indigent, low- income, and uninsured adults, children, families, seniors and other residents of Alameda County. Measure A to maintain open space, parks, and sustainable agriculture, without increasing tax rates, shall the Marin County measure be adopted to: manage vegetation to reduce wildfire risk and preserve biodiversity; protect streams, baylands, natural areas, wildlife habitat; maintain park facilities; and maintain/ enhance walking, hiking, biking, and equestrian trails; by re-implementing an existing one- quarter cent sales tax, providing $14,000,000 annually, for 9 years (renewed 2022; original 2012) On Nov. 6, 2018, approved Measure M, a one-eighth cent sales tax that supports Sonoma County’s regional and city parks. Approved by 72.6 percent of voters, the “Sonoma County Parks Improvement, Water Quality and Fire Safety Measure” went into effect in April 2019 and will provide funding for parks for 10 years. Extended indefinitely in November 2018, the 2012 Measure A is a 1/8 cent sales tax approved by the voters in November 2012. As a result of the extension, the County has updated the strategic plan for 2012 Measure A usage by aligning services and community needs within a long-term strategy. Specifically, the Recommended Budget contains an ongoing allocation of 2012 Measure A revenue to the Office of Supportive Housing (OSH) to ensure critical service needs are met and to continue the mission of ending and preventing homelessness. Measure H ¼-cent sales tax approved in March 2017, dedicated to preventing and addressing homelessness countywide. Measure AA, or the San Francisco Bay Clean Water, Pollution Prevention and Habitat Restoration Measure, was a revenue generating measure placed on the June 2016 ballots of the nine-county San Francisco Bay Area. The measure proposed a 20-year, $12 parcel tax to raise approximately $25 million annually to fund restoration projects in the Bay. It passed with 70% approval across the region and went into effect in 2017. Sales tax rate 9.375%10.250%8.250%8.500%9.125%9.500%N/A Funding decisions Board of Supervisors approves every Measure K project, program, or initiative at a public meeting. Seventy-five percent (75%) of the proceeds are transferred directly to the Alameda County Medical Center and 25% of the proceeds are allocated by the Alameda County Board of Supervisors (BOS) based on demonstrated need and the County's commitment to a geographically dispersed network of providers. PARKS AND OPEN SPACE 65%, SUSTAINABLE AGRICULTURE 20%, CITIES AND TOWNS 15%. Proposed project expenditures are also routinely brought before the Parks and Open Space Commission and the Open Space District Board. An annual budget is reviewed by the Parks and Open Space Commission and approved by the Marin County Board of Supervisors. Two-thirds of the funds collected will be spent on Sonoma County Regional Parks, enabling the department to: Maintain parks, trails & open spaces; Help protect water quality; Reduce risk of future wildfires; Protect wildlife habitats & fisheries; Improve access for the underserved; Support neighborhood parks & recreation. One-third of all the money will be shared by Sonoma County’s cities to maintain and improve local parks. Each city will determine how best to prioritize its funding projects. Allocated through annual budget process and approved by Board of Supervisors The Homeless Initiative conducts an inclusive and transparent annual funding recommendations process involving County departments and agencies, cities, nonprofit service providers, community partners, and people who have experienced homelessness. Members of the public have multiple opportunities to provide feedback before the Board of Supervisors approves the final budget. The Restoration Authority Board makes funding decisions at public meetings based on its enabling legislation and the requirements of Measure AA. The Board may fund projects to protect, restore and enhance the San Francisco Bay, including: habitat restoration projects; flood protection projects that are part of a habitat restoration project; and shoreline access and recreational amenity projects that are part of a habitat restoration project. Structure Oversight Committee Citizen Oversight Committee Oversight Committee Citizens Oversight Committee N/A Citizen's Oversight Advisory Board The San Francisco Bay Restoration Authority is a regional agency comprised of: A Governing Board of local elected officials (7); An Advisory Committee to represent the community and public agencies (27), and make recommendations on expenditure priorities within the requirements of Measure AA; An Oversight Committee (6); and Staff from state and regional agencies. Oversight Membership 10 seats - two appointed per district 17 seats - League of Women Voters, Taxpayers Association, County Mental Health Board, Public Health Commission, Labor Council, City Managers Association, City of Berkeley, District seats 7 seats - (2) Parks Commission, (1) Agricultural Community, (4) members with working knowledge in subject areas and disciplines beneficial to the work of the committee (e.g. financial management and reporting, public agency administration, and provision of park and open space services). 2 year terms. 7 seats - 5 members appointed by each supervisorial district. 2 members appointed from a list of names submitted by the Mayors of Sonoma County Cities. In the absence of nominations from the City Mayors, the Sonoma County Parks Advisory Commission Chair and Vice Chair will serve on the Oversight Committee. Committee members will serve a three year term and are eligible to be reappointed to one additional three year term. N/A 5 seats - Appointed by the Board of Supervisors The Oversight Committee consists of one representative from each of the four regions (North, South, East, and West Bay), and two members from counties not already represented, currently Alameda and San Mateo. Page 1 of 2 San Mateo Alameda Marin Sonoma Santa Clara Los Angeles San Francisco Bay Restoration Authority Responsibilities Annual audit, reviews and recommends metrics, prepares annual report. Committee does not make funding recommendations. The Measure A ordinance established a Citizen Oversight Committee, which consists of 17 members appointed by the Alameda County Board of Supervisors (Board), to annually review the expenditures for the prior year and report to the Board on the conformity of the expenditures to the ordinance. The Committee develops, publishes, and presents a final report, based on individual reports submitted by fund recipients, at the end of each year to the Board. The duties of the committee are to: (1) review annual expenditures to ensure they conform with the Expenditure Plan; (2) oversee an annual audit; and (3) prepare an annual report describing how funds were spent. These tasks are completed in partnership with staff and independent auditors. The committee shall review the receipt and expenditures of the revenue from the transactions and use tax, including the County’s annual independent audit. The committee’s review shall be completed in conjunction with the County’s budget process. The committee shall produce an annual oral or written report on its review which shall be considered by the Board at a public meeting. The committee may provide budget recommendations to the Board and City Councils regarding expenditures from the transactions and use tax. To preserve the integrity and independence of the oversight process, the committee’s responsibilities shall not include decision-making on spending priorities, financing plans or tax rate projections or assumptions and the committee shall have no authority to direct, nor shall it direct, County or City staff or officials. N/A The Homeless Initiative is the central coordinating body for Los Angeles County’s ongoing effort – unprecedented in scale – to expand and enhance services for people experiencing homelessness or at risk of losing their homes. The Citizens’ Oversight Advisory Board (COAB) meets quarterly to discuss a range of topics and conduct periodic audits. The Independent Citizens Oversight Committee is a group of six individuals, operating independently from the Advisory Committee, Governing Board and staff of the Authority to provide an unbiased annual analysis of the work of the Authority. The group is responsible for the following tasks: 1. Annually review the Authority's conformance with Measure AA; 2. Review the Authority's audits and expenditure and financial reports; and 3. Publish an annual report of its findings Meeting frequency Meets at least twice a year.Monthly Regular public meetings of this committee are held on the second Thursday in February and November.Quarterly N/A Quarterly At least twice each year: once to discuss and make initial comments on the Authority's annual reports and financial documents; and a second time to discuss, amend, and adopt its findings and recommendations to the Authority, in the form of a written report. Website https://www.smcgov.org/ceo/measure-k https://www.acgov.org/health/indigent/me asureA.htm https://www.parks.marincounty.org/about- us/measure- a#:~:text=Measure%20A%20Allocations,use d%20for%20any%20other%20purpose. https://parks.sonomacounty.ca.gov/learn/f unding#:~:text=Measure%20M%20Details,g oing%20to%20the%20nine%20cities. N/A https://homeless.lacounty.gov/measure-h/ https://www.sfbayrestore.org/independent- citizens-oversight-committee Page 2 of 2