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HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 05012023 - Finance Cte Agenda Pkt       FINANCE COMMITTEE May 1, 2023 8:30 A.M. District I Office 11780 San Pablo Avenue, Suite D El Cerrito, CA 94530 or District V Office 190 East 4th Street Pittsburg, CA 94565 The public may attend this meeting in person at either above location. The public may also attend this meeting remotely via Zoom or call-in. Join from PC, Mac, Linux, iOS or Android: https://cccounty-us.zoom.us/j/86382369520 Join by telephone, dial: (888) 278-0254 Conference code: 894519 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 March 6, 2023 Finance Committee meeting.   4. CONSIDER accepting Department of Conservation and Development's attached recommendations regarding Fiscal Year 2023-2024 Community Development Block Grant funding for Economic Development Category and Infrastructure/Public Facilities Category (Gabriel Lemus/CDBG Program Manager).   5. DISCUSS and PROVIDE DIRECTION on the role of Measure X Community Advisory Board and RECOMMEND proposed changes to their Bylaws.   6. CONSIDER and MAKE RECOMMENDATIONS on options for Measure X Oversight (Adam Nguyen, County Finance Director).   7. DISCUSSION of Measure X Community Advisory Board membership and attendance.   8.The next meeting is currently scheduled for June 5, 2023.   9.Adjourn   The Finance Committee will provide reasonable accommodations for persons with disabilities planning to attend Finance Committee meetings. Contact the staff person listed below at least 72 hours before the meeting. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a majority of members of the Finance Committee less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar St., 4th Floor, Martinez, during normal business hours. Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting time. For Additional Information Contact: Adam Nguyen, Committee Staff Phone (925) 655-2048 adam.nguyen@cao.cccounty.us FINANCE COMMITTEE 3. Meeting Date:05/01/2023   Subject:Receive the Record of Action for the Finance Committee 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 March 6, 2023 Finance Committee meeting.  Recommendation(s)/Next Step(s): RECEIVE and APPROVE the Record of Action for the March 6, 2023 Finance Committee meeting.  Fiscal Impact (if any): None Attachments Draft Record of Action - 3/6/23 D R A F T FINANCE COMMITTEE RECORD OF ACTION FOR March 6, 2023   Supervisor John Gioia, Chair Supervisor Federal D. Glover, Vice Chair   Present: John Gioia, Chair      Federal D. Glover, Vice Chair    Staff Present: Adam Nguyen, Finance Director  Attendees:Mariana Moore             1.Introductions    The meeting was called to order at 8:36 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 two members of the public.   3.RECEIVE and APPROVE the Record of Action for the February 6, 2023 Finance Committee meeting.       The Record of Action was approved as submitted.   4.CONSIDER applicants and make selection for appointment to the Measure X Advisory Board.      Three candidates were considered for the vacant At Large 2 seat for the Measure X Community Advisory Board. Marcus Famui was referred to the Board of Supervisors for consideration for appointment to the open seat, and Gigi Crowder was selected for referral pending the resignation of Jerry Short from the At Large 1 seat. Public Comment was received from 3 members of the public.   5.DISCUSS the role of Measure X Community Advisory Board and proposed changes to their bylaws.      The Finance Committee members discussed proposed changes to the Bylaws for the Measure X Community Advisory Board, and the item was continued to the next meeting. Public comment was received from 3 members of the public.   6.CONSIDER options for Measure X oversight (Adam Nguyen, County Finance Director)      The Finance Committee members discussed options for Measure X oversight, and Chair Gioia requested that staff return at the next meeting with an updated presentation based on the Finance Committee's recommendations for consideration by the Board to: create an oversight body focused on financial review of Measure X, and providing a proposed appointment process allocating two seats per county supervisor district. Public comment was received from one member of the public, and the item was continued to the next meeting.   7.The next meeting is currently scheduled for April 3, 2023.   8.Adjourn    The meeting adjourned at 11:21 AM.     For Additional Information Contact:  Adam Nguyen, Committee Staff Phone (925) 655-2048 adam.nguyen@cao.cccounty.us FINANCE COMMITTEE 4. Meeting Date:05/01/2023   Subject:CDBG Funding Recommendations - Economic Development & Infrastructure/Public Facilities Categories Department:County Administrator Referral No.: CDBG Policy   Referral Name: CDBG Funding  Presenter: Gabriel Lemus, CDBG Program Manager Contact: Gabriel Lemus (925) 674-7882 Referral History: It is standard policy that CDBG funding decisions/policies be reviewed by the Finance Committee prior to scheduling for the full Board of Supervisors. Referral Update: See attached staff recommendations regarding projects. Recommendation(s)/Next Step(s): CONSIDER accepting Department of Conservation and Development's attached recommendations regarding Fiscal Year 2023-2024 Community Development Block Grant funding for Economic Development Category and Infrastructure/Public Facilities Category. Attachments FY23-24 (2nd Year) Community Development Block Grant (CDBG) Funding Recommendations CDBG Funding Recommendations Presentation FY22-25 1 CONTRA COSTA COUNTY DEPARTMENT OF CONSERVATION AND DEVELOPMENT 30 Muir Road Martinez, CA 94553 Telephone: (925) 655-2885 MEMORANDUM DATE: May 1, 2023 TO: Finance Committee Supervisor John Gioia, Chair Supervisor Federal Glover, Vice Chair FROM: Gabriel Lemus, Assistant Deputy Director By: Jaclyn Tummings, Senior Planner SUBJECT: FY 2023/24 (2nd Year) Community Development Block Grant (CDBG) Funding Recommendations – Economic Development Category FY 2023/24 (2nd Year) Community Development Block Grant (CDBG) Funding Recommendations – Infrastructure Public Facilities Category RECOMMENDATIONS 1. Approve recommendations for FY 2023/24 Economic Development (ED) projects as recommended by staff or amended by the Committee. 2. Approve recommendations for FY 2023/24 Infrastructure/Public Facilities (IPF) projects as recommended by staff or amended by the Committee. 3. Direct the Department of Conservation and Development to prepare a staff report on the Committee’s recommendations. The staff report will be submitted together with funding recommendations for all other CDBG categories for the Board of Supervisors consideration on May 9, 2023, as a “Consent” item. BACKGROUND The purpose of this memorandum is to transmit staff recommendations for funding in the ED and IPF categories for the FY 2023/24 CDBG Program. Spreadsheets summarizing staff’s recommendations and 2 staff’s analysis/evaluation are attached for both the ED and IPF program categories. In October 2013, the Board approved having two separate and distinct funding cycles for the non- housing categories of the CDBG Program to align with the five-year period of the Consolidated Plan. The first cycle is a two-year funding cycle (FY 2020/21 and FY 2021/22) for programs/projects in the CDBG public service, economic development, and infrastructure/public facilities categories. The second cycle (FY 2022/23, FY 2023/24, and FY 2024/25) is a three-year funding cycle to conclude the final three years of the five-year Consolidated Plan period. Consequently, in June 2022, the Board approved the allocation of FY 2022/23, FY 2023/24, and FY 2024/25 CDBG funds. The allocation of FY 2023/24 CDBG funds was contingent on the availability of funds and the satisfactory accomplishment of contract goals. The County’s CDBG Program application became available on October 20, 2022, with County staff holding a “Kickoff Meeting” to provide information and technical assistance to prospective applicants on the overall application process. Five applications in the ED category and four applications in the IPF category were submitted by the December 19, 2022, deadline. Available Funding: The County, as an entitlement jurisdiction, receives an annual allocation of CDBG funds directly from the U.S. Department of Housing and Urban Development (HUD). HUD has a formula for the CDBG Program to determine the amount of CDBG funds that an entitlement jurisdiction will receive for the program year. The County’s FY 2023/24 CDBG grant amount is $4,541,383, which is approximately $2,464 less than the County received this year (FY 2022/23). On November 4, 2014, the Board of Supervisors (Board) adopted funding guidelines for the allocation of CDBG funds that require the County’s annual grant be allocated to the following CDBG eligible categories: Category of Use Allocation Guidelines CDBG Program Available Funding Affordable Housing 45% $2,043,622 Public Services *17% $ 772,035 Economic Development 10% $ 454,138 Infrastructure/Public Facility 8% $ 363,311 Administration 20% $ 908,277 Total FY 2023/24 CDBG Grant $4,541,383 *As long as the amount does not exceed HUD’s statutory cap for Public Services Economic Development Category: Pursuant to the Board’s guidelines, a total of $454,138 (10 percent of the County’s grant amount) is available for ED projects. A total of five applications were received requesting a total of $368,200. Staff recommends four of the five projects be funded at the amounts requested. COCOKIDs applied for $112,500, but Staff is recommending that they receive an allocation of $90,000, as this is consistent with the amount that they received in prior years. The summary of the ED recommendations is listed in Attachment A-1 and equates to $345,700. Also included as an attachment is staff’s analysis/evaluation and recommendation table (Attachment A-2) to provide more information and details about each ED application. 3 Subsequently, a total of $108,438 is available from the ED category to fund projects in other categories. Staff recommends making the $108,438 available to other CDBG categories, including housing, to ensure that all the available CDBG funds are allocated to eligible projects carried out during FY 2023/24. Infrastructure and Public Facility Category: Pursuant to the Board’s guidelines, a total of $363,311 (eight percent of the County’s grant amount) is available for IPF projects. Four applications were received by the application deadline, requesting a total of $313,785. Staff recommends all four projects be funded at the amounts requested. The summary of the IPF recommendations is listed in Attachment B-1. Also included as an attachment is staff’s analysis/evaluation and recommendation table (Attachment B-2) to provide more information and details about each IPF application. Subsequently, a total of $49,526 is available from the IPF category to fund projects in other categories. Staff recommends making the $49,526 available to other CDBG categories, including housing, to ensure that all the available CDBG funds are allocated to eligible projects carried out during FY 2023/24. Application Process and Evaluation Criteria: ED Category: For FY 2023/24, currently funded ED agencies were required to submit an abbreviated “renewal application” including a proposed FY 2023/24 budget, current audit, and confirmation of performance outcomes. This information was used to evaluate an agency’s continuing capacity to operate its program during the next fiscal year. Staff’s funding recommendations for FY 2023/24 ED projects are listed in Attachment A-1. The attached staff analysis/evaluation and recommendation table (Attachment A-2) provide additional details on the individual projects and provide information on an agency’s performance during the first six or nine months of FY 2022/23. In general, most agencies are performing as proposed and are expected to meet or exceed performance outcomes contained in their CDBG agreements by the end of the year. IPF Category: The RFP for FY 2023/24 CDBG funds under the IPF category was released at the kickoff meeting on October 20, 2022, and applications were due on December 19, 2022. A total of four applications were received by the December 19, 2022 deadline. Each applicant was required to submit an application describing the proposed project, need and target population, steps necessary to carry out the project, and proposed budget. Applications were reviewed by staff for completeness and eligibility against criteria listed below. Applicants are also interviewed by staff to respond to or clarify any issues related to the application. Staff’s funding recommendations for FY 2023/24 IPF projects are listed in Attachment B-1. The attached staff analysis/evaluation and recommendation table (Attachment B-2) provide additional details on the individual projects. The recommended projects will beneficially impact services that serve a variety of populations, such as youth, seniors, persons with disabilities, and those that are experiencing homelessness. Public Meeting and Transmittal of Recommendations: The Committee’s recommendations will be 4 forwarded to the full Board of Supervisors to be considered at its public meeting scheduled for May 9, 2023. Final recommendations must be forwarded to HUD by May 15, 2023, for review to ensure consistency with federal regulations and to ensure recommended projects/activities can incur expenses starting July 1, 2023. Attachments Attachment A-1 – FY 2023/24 ED Projects Attachment A-2 – ED Staff Report Table Attachment B-1 – FY 2023/24 IPF Projects Attachment B-2 – IPF Staff Report Table cc: John Kopchik, Conservation and Development Director Attachment A-1 Application Number 23-01-ED 23-02-ED 23-03-ED 23-04-ED 23-05-ED West Contra Costa Business Dev. Center, Inc. Emerging Entrepreneurs Program $95,700 $95,700 Total Economic Development $368,200 $345,700 Opportunity Junction Administrative Careers Training Program $100,000 $100,000 Renaissance Entrepreneurship Center Using the Power of Entrepreneurship to Build Economically Vibrant Families and Communities $45,000 $45,000 Loaves and Fishes of Contra Costa Loaves and Fishes of Contra Costa Culinary Arts Training $15,000 $15,000 FY23/24 CDBG Request & Recommendation Table Economic Development Category Applicant Program Name Requested Funding Recommended Funding Economic Development CoCoKids Inc.Road to Success $112,500 $90,000 Community Development Block Grant Program Economic Developme Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Consolidated Plan Priority National Objective Program Name Eligible Activity Application Number Applicant Program Service Area Consolidated Plan Priority National Objective Program Name Eligible Activity Application Number Applicant Program Service Area Consolidated Plan Priority National Objective Program Name Eligible Activity 23-01-ED CoCoKids Inc. County-wide Performance (as of 12/31/22) Eligibility Funding Request & Recommended Program Description / Outcome CD-5: Economic Development Provide recruitment, training, and ongoing support services to 90 low- and moderate-income persons so they can sustain their licensed family day care business or receive a childcare license to open and operate a new licensed family daycare business (microenterprise) Low and Moderate Income [24 CFR 570.208(a)(2)(iii)] Road to Success Target Population Low- and moderate-income persons with an opportunity to maintain or start a microenterprise as a licensed in-home childcare provider. 23/24 $112,500 Microenterprise and small business assistance [24CFR 570.201(o)] 22/23 $78,550 $78,550 $90,000 Benefitting very low-and low-income persons [24 CFR 570.208(a)(2)(iii)[ Special Economic Development Activities [24CFR 570.203(c) 22/23 $15,000 $15,000 24/25 $15,000 $15,000 Loaves and Fishes of Contra Costa is behind (29%) in meeting their annual goal of serving 14 clients. Their first quarter numbers were marred by a transition to a new program director. However, they are timely in submitting their reports and demands. 23-02-ED Loaves and Fishes of Contra Costa (LFCC) County-wide CD-5: Economic Development Eligibility Funding Request & Recommended Program Description / Outcome Performance (as of 12/31/22) Loaves and Fishes of Contra Costa Culinary Arts Training Target Population Is very low to low income individuals experiencing barriers to employment. 23/24 $15,000 $15,000 Offer a free 2, 12-week introductory Culinary program for 20 individuals (10 each session) interested in the culinary industry and experiencing barriers to employement to provide better preparation opportunities fo students to obtain jobs that will lead to careers and financial independence. Program has a Memorandum of Understanding (MOU) with employer (Pacific Catch) to hire 2 part-time employes, euivalent to 1 FTE. FY Requested Funds Recommended Funding $78,550$78,550 24/25 CoCoKids Inc. is performing well ahead of pace (85%) in meeting their goal of serving 78 clients for the fiscal year. They are timely on submitting their quarterly reports and demands. FY Requested Funds Recommended Funding Benefitting very low- and low-income persons [24 CFR 570.208(a)(2)(i)(B)] Job training and placement assistance [24 CFR 570.201(e) 22/23 $100,000 $100,000 Administrative Careers Training (ACT) Progam Target Population The program will expand economic opportunities for Low-income persons through administrative job training and career development. 23/24 Opportunity Junction County-wide CD-5: Economic Development Oppoortunity Knocks is slightly ahead of pace (67%) on meeting their annual goal of placing 3 job seekers. They are timely in submitting their reports and demands. 24/25 $100,000 $100,000 $100,000 $100,000 FY 23-03-ED Eligibility Funding Request & Recommended Program Description / Outcome Performance (as of 12/31/22) To provide training and job placement assistance to 3 low- income persons, leading to economic self-sufficiency through careers in the administrative field. Requested Funds Recommended Funding Community Development Block Grant Program Economic Developme Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment A-2 Application Number Applicant Program Service Area Consolidated Plan Priority National Objective Program Name Eligible Activity Application Number Applicant Program Service Area Consolidated Plan Priority National Objective Program Name Eligible Activity Very low- and low-income persons/mircroenterprise assistance [24 CFR 570.208(a)(2)(iii)] and job creation [24 CFR 570.208(a)(4)(i)] Microenterprise and small business assistance [24CFR 570.201(o)] 22/23 $95,700 $95,700 Very low- and low-income persons/mircroenterprise assistance [24 CFR 570.208(a)(2)(iii)] and job creation [24 CFR 570.208(a)(4)(i)] Microenterprise and small business assistance [24CFR 570.201(o)] 22/23 $45,000 $45,000 $45,000$45,000 24/25 $95,700 CD-5: Economic Development $95,700 $95,700 $95,700 Requested Funds Recommended Funding Eligibility Renaissance Richmond is performing well ahead of their goal (89%) of serving 45 for the fiscal year. They are timely on submitting their quarterly reports and demands. West Contra Costa Business Development Center is slightly behind (47%) of meeting their annual goal of serving 60 clients. However, they are timely in submitting their reports and demands. West Contra Costa Business Development Center (BDC) provide technical assistance and support to 60 existing businesses or persons wishing to open a business as a way to create/retain jobs. Funding Request & Recommended Program Description / Outcome Performance (as of 12/31/22) $45,000 24/25 Target Population Target Population 50 low-income persons who have started or are planning to start a business located in West County. 23/24 CD-5: Economic Development FY Low-income reisdents of Richmond and Contra Costa County who own or wish to own a small business/microenterprise. Clinets will be men and woman, with services provided in both English and Spanish. Intensive small business/microenterprise training and technical assistance to 45 unduplicated indivuals who own a small business/microenterprise ow wish to start-up a small business/microenterprise. 23/24 $45,000 FY Requested Funds Recommended Funding 23-05-ED West Contra Costa Business Dev. Center, Inc. County-wide 23-04-ED Renaissance Entrepreneurship Center County-wide Using the Power of Entrpreneurship to Build Economically Vibrant Families and Communities Emerging Entrpeneurs Program Eligibility Program Description / Outcome Performance (as of 12/31/22) Funding Request & Recommended Attachment B-1 Application Number 23-01-IPF 23-02-IPF 23-03-IPF 23-04-IPF Total Infrastructure/Public Facilities $313,785 $313,785 Infrastructure / Public Facilities Ambrose Recreation & Park District Ambrose Community Center Floor Replacement $45,905 $45,905 Contra Costa County Health Services-H3 Brookside Shelter Security and Grounds Improvement $50,000 $50,000 Martinez Early Childhood Center Inc. LED Lighting / Energy Efficient Dual Pane Windows $122,880 $122,880 Lions Center for the Visually Impaired Interior & Exterior Upgrades & ADA Improvements $95,000 $95,000 FY23/24 CDBG Request & Recommendation Table Infrastructure/Public Facilities Category Applicant Program Name Requested Funding Recommended Funding Community Development Block Grant Program Infrastructure/Public Facilities Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment B-2 Application Number Applicant Project Location Conditions of Approval Environmental/Historic Preservation Consolidated Plan Priority National Objective CDBG Funds Recommended $45,905 Program Name Eligible Activity Total Program Budget CDBG % of Total Budget Financial Analysis Required Match - 25%$11,476.25 Amount Secured $15,301 Leverage*0.333318811 Application Number Applicant Project Location Conditions of Approval Environmental/Historic Preservation Consolidated Plan Priority National Objective CDBG Funds Recommended $50,000 Program Name Eligible Activity Total Program Budget CDBG % of Total Budget Financial Analysis Required Match - 25%$12,500.0 Amount Secured $43,500 Leverage*0.87 Application Number Applicant Project Location Conditions of Approval Environmental/Historic Preservation Consolidated Plan Priority National Objective CDBG Funds Recommended $95,000 Program Name Eligible Activity Total Program Budget CDBG % of Total Budget 76% Required Match - 10%$9,500 Amount Secured $29,300 Leverage*0.31 All projects are subject to review under the National Environmental Policy Act and California Quality Act (CEQA). No environmental issues are anticipated on this project. The project requires compliance with federal labor standards. Presumed Beneficiary/Adults with Disabilities [24 CFR 570.208(a)(2)(i)(A)] Acquisition, construction, reconstruction, rehabilitation, or installation of public facilities and improvements [24 CFR 570.201(c)] Eligibility Funding Request & Recommended Experience & Capacity Financial Analysis *Does not include other CDBG funds from other jurisdictions Annual # of Clients Served 350 $124,300 Target Population Visually impaired and blind adults throughout the Urban County. Project Description / Outcome The project will upgrade the interior and exterior of the property including providing ADA improvements. The interior upgrades including making the bathrooms ADA accessible reconfiguring one bathroom to make ADA accessible and install a bidet. Both bathrooms will have new self flushing toilets and self starting/stop sinks installed. Cabinets, countertops, sinks and the flooring will be replaced in the kitchen. Exterior work includes, removal and replacement of fence, installation of automatic gates, tree removal, landscaping, new pavement, redesign of of patio/side area and re-painting of exterior. 1. NEPA Clearance 2. CDBG funds are only for hard cost of construction 3. Completion of Phase II work. 23-03-IPF Lions Center for the Visually Impaired 175 Alvarado Ave. Pittsburg, CA 94565 CD-6: Infrastructure/Public Facilities 23-02-IPF Contra Costa County Health Services - Health, Housing & Homelessness (H3) 847C & 845B Brookside Dr. Richmond, CA 94801 Interior & Exterior Upgrades & ADA Improvements Brookside Shelter Security and Ground Improvements Target Population People experiencing homelessness The project will provide security to the site by adding and replacing security fencing so that the perimeter of the property. A pedestrian and vehicle gates will also be installed and equipped with Aiphone security to allow staff to buzz people onto the site from inside the shelter, providing controlled access to the proprety and security for residents and staff. 1. NEPA Clearance 2. CDBG funds are only for hard cost of construction FY Requested Recommended 23/24 $95,000 $95,000 Lions Center has received CDBG funds in the past for public service and IPF and is familiar with the grant structure. The have completed previous IPF projects with CDBG funds. The program has various administrative staff that have demonstrated capacity to manage the logistics of the project, ensuring compliance with federal requirements. They have also completed other projects along the Richmond Greenway. Readiness/Timeliness & Past Performance: The current timeline has the project completed during FY2023/2024. The project is eligible, feasible, and timely. . All projects are subject to review under the National Environmental Policy Act and California Quality Act (CEQA). No environmental issues are anticipated on this project. The project requires compliance with federal labor standards. Presumed Beneficiary Homeless- 24 CFR 570.208(a)(2)(i)(A) Acquisition, construction, reconstruction, rehabilitation, or installation of public facilities and improvements [24 CFR 570.201(c)] Eligibility Funding Request & Recommended Experience & Capacity Financial Analysis *Does not include other CDBG funds from other jurisdictions Annual # of Clients Served 204 $93,500 CD-6: Infrastructure/Public Facilities Project Description / Outcome 23/24 $50,000 $50,000 H3 has received CDBG fundign in the past and has various program and administrative staff to demonstrate capacity to manage the logistics of the project and ensuring compliance with federal requirements. Readiness/Timeliness & Past Performance: The current timeline has project being completed during FY2023/2024. The project is eligible, feasible, and timely. 53% FY Requested Recommended All projects are subject to revieew under the National Environmental Policy Act and California Quality Act (CEQA). No environmental issues are anticipated on this project. The project requires compliance with federal labor standards Ambrose Community Center Floor Replacement Target Population The Ambrose Community Center primarily serves the community of Bay Point and includes people of all ages. Ambrose Recreation & Park District (ARPD) has previous experience with the CDBG program, having recently completed a door replacement project with these federal funds. They've demonstrated their ability to comply with federal requirements. Staff will oversee the project to ensure that interference with ongoing programming is minimal. Readiness/Timeliness & Past Performance: The current timeline has the project completed during FY23/24. The project is eligible, feasible and timely. ARPD has submitted reports in a timely fashion and complied with all federal requirements. Limited Clientele: Accessibility [24 CFR 570.208 (a)(2)(ii)(A)] Acquisition, construction, reconstruction, rehabilitation, or installation of public facilities and improvements [24 CFR 570.201(c)] $61,206 ARPD will provide remaining funds. 75% 23-01-IPF Ambrose Recreation & Park District 3105 Willow Pass Road, Bay Point, CA 94565 Financial Analysis CD-6: Infrastructure/Public Facilities Project Description / Outcome Annual # of Clients Served 4,000 Replacement of existing community center hallway carpet with ADA-compliant flooring to improve accessibility and facility maintenance. 1. NEPA Clearance 2. CDBG funds are only for hard cost of construction Requested Recommended 23/24 $45,905 $45,905 Eligibility Funding Request & Recommended Experience & Capacity *Does not include other CDBG funds from other jurisdictions FY Community Development Block Grant Program Infrastructure/Public Facilities Category FY 2022/23, FY 2023/24, FY 2024/25 Analysis, Evaluation, and Recommendation Table Attachment B-2 Application Number Applicant Project Location Conditions of Approval Environmental/Historic Preservation Consolidated Plan Priority National Objective CDBG Funds Recommended $122,880 Program Name Eligible Activity Total Program Budget CDBG % of Total Budget 89% Required Match - 10%$12,288 Amount Secured $14,765 Leverage*0.120157878 Acquisition, construction, reconstruction, rehabilitation, or installation of public facilities and improvements [24 CFR 570.201(c)] 23/24 $122,880 $122,880 $137,645 Energy Efficient Dual Pane Windows and LED Lighting Improvements Target Population Children, ages 0-5 years, and their low- income families living and working in Contra Costa County. *Does not include other CDBG funds from other jurisdictions Eligibility Funding Request & Recommended Project Description / Outcome Experience & Capacity Financial Analysis 23-04-IPF Martinez Early Childhood Center, Inc. 615 Arch St, Martinez, CA 94553 CD-6: Infrastructure/Public Facilities FY Requested Recommended The project will replace outdated fluorescent lighting with energy-efficient, LED light fixtures in all buildings and single-pane windows, original to the building in 1980, with energy-efficient dual-pane windows in the Infant-Toddler Building. The new lighting fixtures will provide increased cost-savings, provide greater safety through brighter illumination, and will incur lower maintenance costs. The new windows will provide increased cost-savings, greater insulation and have improved durability. 1. NEPA Clearance 2. CDBG funds are only for hard cost of construction 3. Completion of current CDBG project. MECC staff will oversee the day-to-day responsibility and oversight for this project. They have received County CDBG IPF funds on several occassions in the past and currently have a project underway. They are very familiar with the County’s requirements to comply with federal procurement and labor and have demonstrated capacity to manage the logistics of the project. Readiness/Timeliness & Past Performance: The current timeline has the project completed during FY2022/2023. The project is eligible, feasible, and timely, with completion anticipated in FY 2023/2024. Annual # of Clients Served All projects are subject to review under the National Environmental Policy Act and California Quality Act (CEQA). No environmental issues are anticipated on this project. The project requires compliance with federal labor standards. Limited Clientele Activities: Income eligibility requirements [24 CFR 570.208 (a)(2)(i)(C)] 130 CDBG Program: FY 2023/24 Staff RecommendationsEconomic Development and Infrastructure/Public Facilities Categories Contra Costa County FY 22/23 , FY 23/24, & FY 24/25 Application Cycle •Funding Kick-Off Meeting: October 2022 •Applications Due: December 2022 •Funds Available: July 2023 Contra Costa County Application Timeline FY 2023/24 Entitlement Grant Amount for Contra Costa County: •Contra Costa County -$4,541,383 •Economic Development (10%) = $454,138 •Infrastructure/Public Facilities (8%) = $363,311 CDBG Program Allocation Housing 45% Administration 20% Public Service 17% Econ. Dev. 10% ED & IPF Applications ●Five ED applications received ○Total request of $368,200 ○Recommend funding all four out of five projects at amount requested for three-year cycle FY23-24. COCOKIDs applied for $112,500, but staff is recommending they receive an allocation of $90,000, as this is consistent with the amount that they’ve received in prior years. ○Total recommended for funding: $345,700 ○Extra Category Funds: $108,438 - recommend make funds available to other CDBG categories including housing. ●Four IPF applications received ○Total request of $313,785 ○Recommend funding all four projects at amounts requested for FY23-24 ○Extra Category Funds: $49,526 - recommend make funds available to other CDBG categories including housing ED Recommendations IPF Recommendations Two-Year Funding Cycle Three-Year Funding Cycle Contra Costa Consortium Application Funding Cycles (for Non-Housing categories) 1 2 Two separate funding cycles to coincide with our 5-year Consolidated Plan Period **RFP for IPF projects for FY 23/24 and FY 24/25** Questions? FINANCE COMMITTEE 5. Meeting Date:05/01/2023   Subject:Measure X Community Advisory Board Role and Bylaws 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 - 4/19/23 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.                CONTRA COSTA COUNTY MEASURE X COMMUNITY ADVISORY BOARD BYLAWS DRAFT April 19, 2023 (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 annualregular written assessment of community needs, using as a starting point focusing primarily on the priority areas identified in the original (2019) 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), and updating every three years, or as needed, with MXCAB being responsible for determining the scope and methodology of the assessment to identify top community priorities and unmet needs; 2. Assessing and documenting top community priorities and unmet needs, Creating detailed priority lists of the top ten service gaps (county‐ and community‐provided) based on the results from the most current needs assessment;. 23. Using the assessment findings to develop make general funding priorities to be recommended to the Board of Supervisors on any Measure X net revenues available for allocation. y recommendations to the Board of Supervisors on 95% of the revenue generated by Measure X. Revenue growth from Measure X shall first be allocated to the cost growth within existing Measure X funded programs; 34. Receiving annual status reports on the implementation, impact, and outcomes of Measure X funded programs in a joint presentation to the MXCAB and Board of Supervisors; 45. 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. 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 (two (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 aAppointment 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. 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. Priority will be given to residents who are most impacted by one or more of the community needs identifiedy 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 bothE elected officials and County appointeddepartment heads, 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. 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 of county residents and stakeholders, in order to maintain and support diverse representation on MXCAB. 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. ab) General: Should an unscheduled vacancy occur during a MXCAB member’s term of office, either whether by death, resignation or otherwise, the Board of Supervisors and MXCAB Chair shall be notified of the vacancy. The Board of Supervisors and shall direct the Clerk of the Board to announce the vacancy and collect applications for appointment. bc) 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. cd) 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, staff will notify the Finance Committee and MXCAB chair of these absences. e) Timeline to Fill Vacancies: The Board of Supervisors will strive to 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 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 as Chair and Vice Chair by the Advisory Board, and may serve in these capacities until such time as their overall term on the Advisory Board 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. 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 membership are present.A majority of the membership of the Advisory Board shall constitute a quorum for the transaction of business. 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 thirteen (13) seats are filled and four (4) are vacant, then a majority for purposes of establishing a quorum is established when would require seven (7) members be are present at the a meeting. Similarly, if all 17 seats are filled, a majority for purposes of establishing a quorum is established when would require nine (9) members be are present at the a meeting. No action shall be taken by the Advisory Board unless a majority of the members arequorum is present as defined above. An Alternate Advisory Board members substituting for a members may be included counted in determining whether a quorum is established at a meeting. E. Voting: Each member of the Advisory Board, or the member’s alternate when the member is absent, has one vote. A and a minimum of nine (9) votes of the members present, or alternates when members are absent, are required to pass a motion. F. Conflict of Interest: As a general rule, no a member may not discuss or vote on an agenda item 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 itembefore the item is presented and considered. G. Meeting Procedure: The Chair will shall preside at all meetings, and shall proceed with the business of the Advisory Board in a manner prescribed in these bylaws. The Chair will 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, subject to Board of Supervisors’ approval. I. 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 (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 approval from the MXCAB, the MXCAB Chair may create MXCAB sub‐committees and/or ad hoc committees as needed, composed of regular or alternate members. 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 shall consult with MXCAB staff to ensure staff capacity to support any such committee meetings. K. 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 the compilation and distribution of 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. 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:05/01/2023   Subject:CONSIDER options for Measure X oversight  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? 2. 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. 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 May 1, 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.$217.6M has been collected through March 31, 2023 b.$347.4M 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.CAO 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: financial 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 body 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.Potentially provides objective, expert, external review of departments’ performance and the impact of Measure X funding 4.Increase public information about Measure X activities and impacts 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 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)? d.Avoid incompatible activities (e.g.funding recommendations, directing department activities) 3.Deliverables: Year-end report(s), public discussion 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 to support reporting, public information, website development, program evaluation, and Measure X related meetings b.Contracted services for an external auditor 6.How does the Measure X Community Advisory Body align? 8 Finance Committee –Measure X Oversight Finance Committee Recommendations 1.Create a Measure X oversight body responsible for reviewing Measure X revenues and expenditures, verifying conformance with the Measure’s intent and Board direction a.Financial audits would be conducted by an external auditor b.The oversight body would produce an associated annual report 2.Membership: two seats for each county supervisor’s district, serving three-year terms 3.Meeting frequency: Quarterly to start, semi-annual afterwards 9 Finance Committee –Measure X Oversight CAO recommendations 1.RECEIVE the report 2.CONSIDER options for Measure X oversight 3.DIRECT staff on next steps 10 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 FINANCE COMMITTEE 7. Meeting Date:05/01/2023   Subject:DISCUSS MXCAB membership Department:County Administrator Referral No.: 2023:1   Referral Name: MXCAB membership terms and attendance  Presenter: Mariana Moore, MXCAB Chair Contact: Mariana Moore Referral History: DISCUSS MXCAB membership Referral Update: Chair Moore requested a review of membership.  Recommendation(s)/Next Step(s): RECEIVE the report.  Attachments MXCAB membership Incumbent Seat Title Term Start Date Term End Date Supervisorial Seats Rachel Rosekind District I Appointee 4/1/2023 3/31/2025 Willie Robinson District I Appointee 4/1/2023 3/31/2025 Kathryn Chiverton District II Appointee 4/1/2023 3/31/2025 Steven Bliss District II Appointee 4/1/2023 3/31/2025 Odessa LeFrancois District III Appointee 4/1/2023 3/31/2025 Susanna Thompson District III Appointee 4/1/2023 3/31/2025 Roxanne Carillo Garza District IV Appointee 4/1/2023 3/31/2025 Sharon Quesada Jenkins District IV Appointee 4/1/2023 3/31/2025 VACANT District V Appointee 4/1/2023 3/31/2025 VACANT District V Appointee 4/1/2023 3/31/2025 At-Large Seats Marcus Famui At-large 4/1/2021 3/31/2024 Gigi Crowder At-large 4/1/2021 3/31/2024 Ruth Fernandez At-large 4/1/2021 3/31/2024 Debbie Toth At-large 4/1/2021 3/31/2024 Sandra Wall At-large 4/1/2021 3/31/2024 Susun Kim At-large 4/1/2021 3/31/2024 Mariana Moore (CHAIR) At-large 4/1/2021 3/31/2024 Alternates VACANT District I Alternate 4/1/2023 3/31/2025 VACANT District II Alternate 4/1/2023 3/31/2025 VACANT District III Alternate 4/1/2023 3/31/2025 VACANT District IV Alternate 4/1/2023 3/31/2025 VACANT District V Alternate 4/1/2023 3/31/2025 Genoveva Calloway At-large Alternate 4/1/2021 3/31/2024 Melissa Stafford Jones At-large Alternate 4/1/2021 3/31/2024 Diana Honig At-large Alternate 4/1/2021 3/31/2024 Lindy Johnson At-large Alternate 4/1/2021 3/31/2024 Peter Benson At-large Alternate 4/1/2021 3/31/2024 Measure X Community Advisory Board Membership