HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 06262017 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
June 26, 2017
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor John Gioia, Chair
Supervisor Candace Andersen, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. RECOMMEND to the Board of Supervisors the appointment of Michael Collins to the
Member-At-Large #6 seat on the Advisory Council on Aging, as recommended by the
Council.
4. RECOMMEND to the Board of Supervisors the appointments of Heidi Benenson to the
At-Large #1 seat and Deborah Cowans to the At-Large Alternate seat on the Contra
Costa Commission for Women, as recommended by the Commission.
5. RECOMMEND to the Board of Supervisors the reappointments Carol Carrillo to the
Child Abuse Prevention Council - Seat 4, Marianne Gagen to the At-Large #3 seat, and
Joseph DeLuca to the At-Large #4 Seat on the Family and Children's Trust Committee
(FACT), as recommended by the Employment and Human Services Director and
FACT.
6. RECOMMEND to the Board of Supervisors the appointment of Thomas Hansen to the
Workforce & Labor Seat #1 on the Workforce Development Board, as recommended
by the Workforce Development Board.
7. CONSIDER accepting the report from the Employment and Human Services
Department on Innovative Community Partnerships and Whole Family Services, and
direct staff to forward the report to the Board of Supervisors for their information.
(Kathy Gallagher, EHSD Director; Devorah Levine, EHSD Asst. Director - Policy and
Planning)
8. CONSIDER accepting the annual report from the Health Services Department on the
Homeless Continuum of Care, and direct staff to forward the report to the Board of
Supervisors for their information. (Lavonna Martin, Director of Health, Housing, and
Homeless Services)
Page 1 of 89
9. APPROVE the revised staff recommendations for Emergency Solutions Grant funding
for fiscal years 2017-18, 2018-19, and 2019-20, and DIRECT the Department of
Conservation and Development to forward the approved recommendations, inclusive of
other Community Development Block Grant categories, to the Board of Supervisors for
approval.
10.The next meeting is currently scheduled for July 31, 2017.
11.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services 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 Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th
floor, 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:
Enid Mendoza, Committee Staff
Phone (925) 335-1039, Fax (925) 646-1353
enid.mendoza@cao.cccounty.us
Page 2 of 89
FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:06/26/2017
Subject:Appointment to the Advisory Council on Aging
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: N/A Contact: Enid Mendoza, (925) 335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was a requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
The Advisory Council on Aging provides a means for county-wide planning, cooperation and
coordination for individuals and groups interested in improving and developing services and
opportunities for the older residents of this County. The Council provides leadership and
advocacy on behalf of older persons and serves as a channel of communication and information
on aging.
The Advisory Council on Aging consists of 40 members servicing 2 year staggered terms each
ending on September 30. The Council consists of representatives of the target population and the
general public, including older low-income and military persons; at least one-half of the
membership must be made up of actual consumers of services under the Area Plan.
The Council includes: 19 representatives recommended from each Local Committee on Aging, 1
representative from the Nutrition Project Council, 1 Retired Senior Volunteer Program, and 19
Members at-Large.
Referral Update:
There are currently 34 seats filled on the Advisory Council on Aging and 6 vacancies. These
vacant seats include: Local Committee Martinez, Local Committee Pittsburg, and
Member-At-Large seats 3, 6, 11 and 19. The current membership is as follows:
Page 3 of 89
Seat Title
Term
Expiration
Date
Current
Incumbent
Incumbent
Supervisor
District
Number of
Meetings
Attended
Since
Appointment
Date
Total
Number of
Meeting
Held Since
Appointment
Total
Number of
Absences
Allowable
in By-laws
Nutrition Project
Council 9/30/2018 Garrett, Gail I 6 6 3
At-Large 1 9/30/2018 Adams, Fred II 5 6 3
At-Large 2 9/30/2018 Krohn, Shirley IV 5 6 3
At-Large 3 9/30/2017 VACANT 3
At-Large 4 9/30/2018 Welty, Patricia V 2 6 3
At-Large 5 9/30/2018 Card, Deborah V 5 6 3
At-Large 6 9/30/2018 VACANT 3
At-Large 7 9/30/2018 Selleck, Summer V 6 6 3
At-Large 8 9/30/2017 Richards, Sheri IV 14 17 3
At-Large 9 9/30/2017 Xavier, Rita I 17 17 3
At-Large 10 9/30/2018 Mikolaj, Paul II 3
At-Large 11 9/30/2017 VACANT 3
At-Large 12 9/30/2018 Neemuchwalla,
Nuru
IV 6 6 3
At-Large 13 9/30/2018 Dunne-Rose, Mary
D
II 5 6 3
At-Large 14 9/30/2017 Jones, Ella I 11 17 3
At-Large 15 9/30/2017 Bruns, Mary IV 13 17 3
At-Large 16 9/30/2017 Leasure, Robert II 13 17 3
At-Large 17 9/30/2018 Ames, Kathyrn IV 6 9 3
At-Large 18 9/30/2018 Nahm, Richard III 6 6 3
At-Large 19 9/30/2017 VACANT 3
At-Large 20 9/30/2017 Frederick, Susan I 5 6 3
Local Committee
Lafayette 9/30/2017 MaCahan, Ruth II 3
Local Committee
Orinda 9/30/2017 Clark, Nina II 12 17 3
Local Committee
Antioch 9/30/2018 Fernandez, Rudy III 7 9 3
Local Committee
Pleasant Hill 9/30/2017 Van Ackern, Lorna IV 15 17 3
Local Committee
Pinole 9/30/2018 Haegeland, Kristin I 8 9 3
Local Committee
Concord 9/30/2018 Joslin, David IV 1 9 3
Local Committee
Richmond 9/30/2018 Williams, Jenelle I 6 9 3
Local Committee El
Cerrito 9/30/2018 Kim-Selby, Joanna I 5 9 3
Local Committee
Hercules 9/30/2018 Doran, Jennifer I 2 2 3
Local Committee
Pittsburg 9/30/2016 VACANT V 3
Page 4 of 89
Local Committee San
Ramon 9/30/2018 Fehrenback, Anna II 3
Local Committee
Clayton 9/30/2017 Tervelt, Ron IV 15 16 3
Local Committee
Alamo-Danville 9/30/2018 Donnelly, James
Robert
II 7 9 3
Local Committee
Walnut Creek 9/30/2017 Doherty, C. Joseph IV 12 17 3
Local Committee
Moraga 9/30/2017 Katzman, Keith II 15 17 3
Local Committee San
Pablo 9/30/2018 Gantt, Dorothy I 7 9 3
Local Committee
Martinez 9/30/2018 VACANT V 3
Local Committee
Brentwood 9/30/2017 Kee, Arthur III 16 17 3
Local Committee
Oakley 9/30/2018 Smith, Grayce III 12 17 3
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Michael Collins to the
Member-At-Large #6 seat on the Advisory Council on Aging with a term expiring September 30,
2018, as recommended by the Council.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Memo to F&HS on Recommendation to Appoint Mr. Collins
M.Collins Application
Page 5 of 89
1 of 1
Kathy Gallagher, Director
40 Douglas Dr., Martinez, CA 94553 Phone: (925) 313-1579 Fax: (925) 313-1575 www.cccounty.us/ehsd.
MEMORANDUM
DATE: 5-24-2017
TO: Family and Human Services Committee
CC: Victoria Tolbert, Director Aging and Adult Services
FROM: Jaime Ray, Staff Representative for the Advisory Council on Aging
SUBJECT: Advisory Council on Aging – Appointment Requested
The Contra Costa Area Agency on Aging (AAA) recommends for immediate appointment to the
Contra Costa Advisory Council on Aging (ACOA) the following applicant: Mr. Michael Collins for
the Member at Large #6 seat. The MAL #6 seat is undesignated and has remained vacant since
November 8, 2016. Jeffrey Weiss who previously was appointed to At Large #6 has resigned.
Recruitment has been handled by both the Area Agency on Aging, the ACOA and the Clerk of the
Board using CCTV. AAA staff has encouraged interested individuals including minorities to apply
through announcements provided at the Senior Coalition meetings and at the regular monthly
meetings of the ACOA. The Contra Costa County EHSD website contains dedicated web content
where interested members of the public are encouraged to apply and are provided an application with
instructions on whom to contact for ACOA related inquiries, including application procedure.
Mr. Collins was interviewed by the ACOA Membership Committee on April 19, 2017 to fill MAL #6
on the ACOA with term ending September 30, 2018. Mr. Collins submitted an application for ACOA
membership, dated February 27, 2017; this document is provided as a separate attachment. At the
time of his ACOA Membership Committee selection to fill one of three At Large vacancies, there
were no additional applicants to interview; the ACOA voted to recommend Mr. Collins for an
appointment at their May 17, 2017 meeting.
Thank You
Page 6 of 89
Submit Date: Feb 27, 2017
Status: submitted
First Name Middle Initial Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone
Employer Job Title Occupation
Contra Costa County Boards & Commissions
Application Form
Profile
This application is used for all boards and commissions
Do you, or a business in which you have a financial interest, have a contract with Contra
Costa Co.?
Yes No
Is a member of your family (or step-family) employed by Contra Costa Co.?
Yes No
Interests & Experiences
Which Boards would you like to apply for?
Advisory Council on Aging
Michael D Collins
Oakley CA 94561
Vibra Hospital of Sacramento
Chief Clinical Officer / Chief
Nursing Officer Registered Nurse
Michael D Collins Page 1 of 4
Page 7 of 89
Upload a Resume
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Please describe your interest in serving as a member of the board(s) you have selected and
if applicable which seat you are applying for.
As a healthcare professional (Registered Nurse), I have been involved in the delivery of care for all patient
populations. In my experience, the elderly are especially vulnerable due to their physiology and social
support structure. I aim to advocate for our aging population by providing my experience, knowledge and
expertise in the delivery of care and by bridging the gap between the services our community provides
and the actual needs of our aging population.
Have you previously served on a government or non-profit board or committee?
no
Please describe how your education, work experience, or other activities have prepared you
to serve on the board or commission you have selected.
Education - I have an Associates of Science Degree in Nursing, a Bachelors of Science in Healthcare
Management and currently enrolled in a Masters of Business Administration Program. Work Experience -
As a Healthcare professional, I have over 25 years experience in leadership and management of teams
and organizations in the delivery of care, especially the aging population . As a Nurse, I have 20 years
first-hand experience in engaging issues related to the psycho-social well-being and quality of life for the
elderly. Other Activities - I am a members of my organization's Medical Executive Committee and
Governing Board
Work History
Please provide information on your last three positions, including your current one if you are
working.
1st (Most Recent)
Volunteer Work?
Yes No
RESUME_of_Michael_Collins_Current_.docx
5/2016 - Present
50
Michael D Collins Page 2 of 4
Page 8 of 89
Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Employer's Name and Address
Vibra Hospital of Sacramento 330 Montrose Drive, Folsom CA 95630
Duties Performed
*Plans, organizes and directs clinical operations for a 58 Long-Term Acute Care Hospital. Clinical
Operations include: ICU, Med/Tele, OR, Radiology, Laboratory, Pharmacy, Dialysis, Respiratory Therapy,
Clinical Education, Environmental Services, Infection Control, Dietary, Rehab, and Quality Management.
*Mentors and coaches clinical leaders on labor/budget management, productivity standards, patient-
centered care, employee engagement, performance management, quality improvement, and regulatory
compliance.
2nd
Volunteer Work?
Yes No
Employer's Name and Address
Alameda Health System Fairmont Hospital 15400 Foothill Blvd, San Leandro, CA 94578
Duties Performed
*Plans, organizes and implements clinical operations for a 159 post-acute and In-Patient rehab hospital
consisting of 50 inpatient rehab, 18 sub-acute and 91 post-acute beds. *Develops and implements key
operational processes focused on regulatory compliance, quality outcomes and harm reduction resulting
in achievement and sustainment of CMS Five-Star rating.
3rd
Chief Clinical Officer
12/12-9/14, 11/15-5/16
50
Director of Nursing Services
Michael D Collins Page 3 of 4
Page 9 of 89
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Volunteer Work?
Yes No
Employer's Name and Address
Kaiser Permanente - Vallejo Medical Center 975 Serano Drive Vallejo CA. 94589
Duties Performed
* Planned, directed, organized, evaluated and coordinated operations of the Utilization / Resource
Management and Social Services Department serving an in-patient census over 120, an Emergency
Department with over 60,000 visits per year, Acute Rehabilitation with an ADC of 48, staffing office for two
medical centers, and Administrative House Supervisors. * Developed and facilitated workflow adjustments
to manage length of stay, avoidable days and all cause readmissions that enabled the organization to
exceed quality outcomes and revenue goals. * Developed interdependent collaboration within the multi-
disciplinary team to manage complex care patients requiring innovative placements and effective patient
transitions across the continuum of care.
9/14 - 11/15
60
Director, Coordination of Care
Michael D Collins Page 4 of 4
Page 10 of 89
FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:06/26/2017
Subject:Appointment to the Contra Costa Commission for Women
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: N/A Contact: Enid Mendoza, (925) 335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was a requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
The Contra Costa Commission for Women (CCCW) was formed to educate the community and
advise the Contra Costa County Board of Supervisors and other entities on the issues relating to
the changing social and economic conditions of women in the County, with particular emphasis
on the economically disadvantaged.
The Committee consists of 20 members and one alternate, including: five district representatives,
fifteen at large members; and one at large alternate. CCCW terms are for three years and they are
staggered across the membership.
Referral Update:
There are currently 19 seats filled on the Contra Costa Commission for Women and 2 vacancies,
as demonstrated in the table below.
Seat Title
Term
Expiration
Date
Current Incumbent
Incumbent
Supervisor
District
Meetings
Attended
Since
Appointment
Date
Total
Number of
Meetings
Since
Appointment
Total Number
of Absences
Allowable in
By-laws
District I 2/28/2019
Joey D. Smith
I 8 9
3 consecutive
meetings or 5
meetings per
calendar year
Page 11 of 89
District II 2/28/2019
Beth W. Mora
II 4 4
3 consecutive
meetings or 5
meetings per
calendar year
District
III 2/28/2019
Jennifer DeLano
Cohen III 8 10
3 consecutive
meetings or 5
meetings per
calendar year
District
IV 2/28/2018
Iris Hiu-Tung
Wong IV 21 26
3 consecutive
meetings or 5
meetings per
calendar year
District V 2/28/2020
Kirsten Upshaw
V 0 1
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
1 2/28/2020
VACANT 3 consecutive
meetings or 5
meetings per
calendar year
At-Large
2 2/28/2020
Argentina
Davila-Luevano III 1 3
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
3 2/28/2019
Angela Herron
(resigned,
pending BOS)III
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
4 2/28/2020
Tracy Ward
I 3 3
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
5 2/28/2019
Bonnie McCreary
(resigned,
pending BOS)V
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
6 2/28/2018
Patricia Ramirez
IV 6 14
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
7 2/28/2020
Phyllis Gordon
V 3 3
3 consecutive
meetings or 5
meetings per
calendar year
Page 12 of 89
At-Large
8 2/28/2019
Julianna Hynes,
PhD 11 13
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
9 2/28/2019
Liliana Gonzalez
11 13
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
10 2/28/2018
Natalie Oleas
IV 12 14
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
11 2/28/2018
Deborah Son
II
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
12 2/28/2018
Lanita Mims
III 6 8
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
13 2/28/2020
Jessica Laird
I 2 3
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
14 2/28/2020
Summer C.
Selleck V 2 3
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
15 2/28/2020
Michelle Brown
II 2 0
3 consecutive
meetings or 5
meetings per
calendar year
At-Large
Alternate 2/28/2019
VACANT 3 consecutive
meetings or 5
meetings per
calendar year
Although it appears that the recommendation below would establish full membership, there are
two pending resignations that will go before the Board of Supervisors in July. The two upcoming
vacancies, due to resignations, will be in the At-Large #3 and 5 seats.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointments of Heidi Benenson to the At-Large
#1 seat with a term expiring February 28, 2020 and Deborah Cowans to the At-Large Alternate
seat with a term expiring February 28, 2019 on the Contra Costa Commission for Women, as
recommended by the Commission.
Fiscal Impact (if any):Page 13 of 89
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
CCCW Memo to F&HS
H.Benenson Application
D.Cowans Application
Page 14 of 89
CONTRA COSTA
COMMISSION FOR WOMEN
P.O. Box 6695
Concord, CA 94520
E-Mail: womenscommission@gmail.com
DATE: June 12, 2017, 2017 TO: Family and Human Services Committee
FROM: Phyllis L. Gordon, Membership Chair, Contra Costa Commission for
Women
SUBJECT: Recommended Appointments to the Contra Costa Commission for Women
The purpose of this memorandum is to forward to you the following recommendation from the Contra Costa
Commission for Women (CCCW):
Appoint Heidi Benenson to At Large Seat 1 on the CCCW
Deborah Cowans to At-Large Seat Alternate on the CCCW
Background
The Contra Costa Commission for Women was formed to educate the community and advise the Contra Costa
County Board of Supervisors and other entities on the issues relating to the changing social and economic
conditions of women in the County, with particular emphasis on the economically disadvantaged.
The Committee consists of 20 members and one alternate, including:
Five district representatives; (one from each supervisorial district)
Fifteen at large members; and
One at large alternate.
The five district representatives are nominated for a three-year term by each of the five members of the Board of
Supervisors. The fifteen at large members and one at large alternate are nominated by the CCCW membership
committee and forwarded to the full CCCW. All nominated appointments to the CCCW are reviewed by the
Family and Human Services Committee (F&HS) and referred to the Board of Supervisors for approval. CCCW
terms are for three years and they are staggered across the membership.
Current Status of Appointments
The CCCW have been actively recruiting applicants on an ongoing basis to fill the vacant seats.
The membership committee unanimously approved the above recommendations.
Since May 2004, the CCCW has had extremely limited staff support and no budget provided by the County.
However, the CCCW Membership Committee is continuing its recruiting efforts and plans to fill the remaining
vacancies within the next few months.
cc without attachment : CCCW Membership Committee/Gordon,Chair
Enid Mendoza, CAO
Page 15 of 89
Page 16 of 89
Page 17 of 89
Page 18 of 89
Page 19 of 89
Submit Date: May 25, 2017
First Name Middle Initial Last Name
Email Address
Home Address Suite or Apt
City State Postal Code
Primary Phone
Employer Job Title Occupation
Contra Costa County Boards & Commissions
Application Form
Profile
This application is used for all boards and commissions
Do you, or a business in which you have a financial interest, have a contract with Contra
Costa Co.?
Yes No
Is a member of your family (or step-family) employed by Contra Costa Co.?
Yes No
Interests & Experiences
Which Boards would you like to apply for?
Commission for Women: Submitted
Deborah Cowans
Antioch
Antioch CA 94509
Deborah Cowans Page 1 of 7
Page 20 of 89
Upload a Resume
If "Other" was Selected Give Highest Grade or
Educational Level Achieved
Name of College Attended
Course of Study / Major
Units Completed
Please describe your interest in serving as a member of the board(s) you have selected and
if applicable which seat you are applying for.
At Large Member
Have you previously served on a government or non-profit board or committee?
Served on the financial committee of First Baptist Church in Pittsburg, California.
Please describe how your education, work experience, or other activities have prepared you
to serve on the board or commission you have selected.
I have completed my Bachelors of Arts Degree in Communication Studies which have allowed me to work
for one of the most prestigious Cities in California, which is the City of Berkeley for 27.5 years in the
public sector. I have participated in our Local Union Process to help women in moving up the corporate
ladder in fighting for better wages and a safe work environment. As Union employees we always held a
meeting once a month to discuss issues in the work place and how we set the tone within the City
government to fight for equality for all.
Education History
Select the highest level of education you have received:
High School Diploma
College/ University A
B.A. /Communication Studies
Cal State Sacramento
Communications
62
Deborah Cowans Page 2 of 7
Page 21 of 89
Degree Type
Date Degree Awarded
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Type of Units Completed
Semester
Degree Awarded?
Yes No
College/ University B
Type of Units Completed
Semester
Quarter
Degree Awarded?
Yes No
College/ University C
B.A.
5/1985
Deborah Cowans Page 3 of 7
Page 22 of 89
Name of College Attended
Course of Study / Major
Units Completed
Degree Type
Date Degree Awarded
Course Studied
Hours Completed
Type of Units Completed
Semester
Quarter
Degree Awarded?
Yes No
Other schools / training completed:
Certificate Awarded?
Yes No
Work History
Please provide information on your last three positions, including your current one if you are
working.
1st (Most Recent)
Permit Technician
30
Deborah Cowans Page 4 of 7
Page 23 of 89
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Volunteer Work?
Yes No
Employer's Name and Address
City of Berkeley, Planning Department, Permit Service Center, 1947 Center Street, 3rd Floor, Berkeley,
CA 94704
Duties Performed
Provides lead direction to technical support staff and performs complex and difficult duties related to
customer service to the public as well as interdepartmental operations of the Permit Service Center and
other Planning Divisions as needed. Performs Plans Coordination functions of the Permit Service Center
to ensure all Plan Checks are completed and certified and ready for issuance in a timely manner. Also
held pre-construction meetings with Architects, Engineers , Construction Managerial staff as well as other
departmental staff regarding protocols needed prior to construction phasing of large projects within the
City guidelines and ordinances as well as the applicable codes needed to complete large projects.
2nd
Volunteer Work?
Yes No
09/2015 to present
40-50
Sr. Permit Specialist
02/2009-09/2015
40-50
Permit Specialist
Deborah Cowans Page 5 of 7
Page 24 of 89
Dates (Month, Day, Year) From - To
Hours per Week Worked?
Position Title
Employer's Name and Address
City of Berkeley, Planning Department, Permit Service Center, 1st Floor, 2120 Milvia Street, Berkeley, CA
94704
Duties Performed
Under the direction of the Permit Service Center Coordinator, process permits, by way of email and faxes,
assisted customers with plan submittals, answered minor code related questions and help assist the
cashier with checks and balances of the City of Berkeley funds at the end of each day.
3rd
Volunteer Work?
Yes No
Employer's Name and Address
City of Berkeley, Housing Department, 2180 Milvia Street, Berkeley, CA 94704
Duties Performed
Performed skilled and complex report writing of violations using the Berkeley Municipal Codes as well as
the Uniform Building Code to help home owners in maintaining a safe environment for the tenants. Also
discussed violations with the owners as well as the tenants to help each party become responsible and
ensuring repairs on the property were completed. Maintained documentation, photos and correspondence
regarding case violations of each property inspected. Also prepared reports for substandard properties in
disrepair. Prepared and completed researched cases for litigation. Help implement the Rental Housing
Safety Program to ensure each rental unit with a Heating and Ventilation System was safe and free from
carbon dioxide poisoning.
Final Questions
02/2004-02/2009
40
Housing Inspector
Deborah Cowans Page 6 of 7
Page 25 of 89
If "Other" was selected please explain
How did you learn about this vacancy?
Walk-In
. Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Deborah Cowans Page 7 of 7
Page 26 of 89
FAMILY AND HUMAN SERVICES
COMMITTEE 5.
Meeting Date:06/26/2017
Subject:Family and Children's Trust (FACT) Committee Seat Membership
Recommendations
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 101
Referral Name: FACT Committee At-Large Appointments
Presenter: N/A Contact: Enid Mendoza, (925) 335-1039
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee.
The Family and Children’s Trust Committee (FACT), was established in 1982 by the Contra
Costa County Board of Supervisors to make funding recommendations on the allocation of a
variety of funds for prevention and intervention services to reduce child abuse and neglect,
provide supportive services to families and children, and promote a more coordinated, seamless
system of services for families. Funding for FACT supported projects derived from federal and
state program legislation, and donations to the County’s Family and Children’s Trust Fund.
Every two years, the members of the FACT establish a series of County priorities for the use of
these funds through review of existing data and reports and by holding Public Hearings in various
areas of the county. The Committee then develops a competitive bidding process to select
non-profit, community-based agencies that can best provide the services determined to be most
important. Program recommendations are made to the Board of Supervisors which makes the final
funding decisions. The Committee continues to evaluate these funded programs to ensure
continued provision of quality service and achievement of stated goals. Programs currently being
supported include countywide parenting classes, therapeutic day care for emotionally disturbed
children, treatment for families, young children and teens with both substance abuse and child
abuse issues, services for homeless families, and projects to support children whose mothers have
been victims of domestic violence and sexual assault.
The FACT has up to fifteen members who are appointed by the Board and include citizens with
Page 27 of 89
The FACT has up to fifteen members who are appointed by the Board and include citizens with
expertise in children’s issues, education, law, non-profit agency management, public health, and
program research/evaluation. In addition, the Director of the Child Abuse Prevention Council sits
as ex-officio member of the Committee and participates in all matters except actually voting on
funding recommendations. Terms for all Commission seats are two years.
At Large and non-District appointed seat vacancies on the FACT have been assigned for Family
and Human Services Committee (F&HS) review since 2003.
Referral Update:
There are currently 11 filled seats on the Family and Children's Trust Committee and 4 vacancies.
The vacant seats include District I, District IV, Seat #3 - Child Development or Early Childhood
Education, and Seat #5 - Mental Health. The recommendation below is to reappoint three current
members; therefore, the vacancies will remain the same. The Employment and Human Services
Department and FACT will continue their membership outreach efforts to fill the remaining
vacancies.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointments of Carol Carrillo to the Child
Abuse Prevention Council - Seat 4, Marianne Gagen to the At-Large #3 seat, and Joseph DeLuca
to the At-Large #4 Seat on the Family and Children's Trust Committee (FACT) with terms
expiring September 30, 2019, as recommended by the Employment and Human Services Director
and FACT.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
FACT Memo to F&HS
C.Carrillo Application
M.Gagen Application
J.DeLuca Application
Page 28 of 89
1
40 Douglas Drive, Martinez, CA 94553 • (925) 313-1500 • Fax (925) 313-1575 • www.ehsd.org
To:
Family and Human Services Committee
Supervisor John Gioia, District I, Chair
Supervisor Candace Andersen, District II, Vice-Chair
Date: June 26, 2017
CC:
From: Kathy Gallagher, EHSD Director
Juliana Mondragon, FACT Staff
Subject: Family and Children’s Trust (FACT) Committee Seat Membership Recommendations
The Employment and Human Services Department Director, Kathy Gallagher, respectfully
requests that the Family and Human Services Committee accept recommendations to re-appoint
the following members for two At-Large seats and one discipline specific seat (Child Abuse
Prevention Council) to the Family and Children’s Trust (FACT) Committee, for a total of three (3)
open seats.
Child Abuse Prevention Council
Carol Carrillo
2120 Diamond Blvd, Ste 120
Concord, CA 94520
P: (925) 798-0546
capccarol@gmail.com
At-Large Seat 3
Marianne Gagen
22 Tonyon Terrace
Danville, CA 945026
C: (925) 683-7636
H: (925) 837-3603
mgagen@pacbell.net
At-Large Seat 4
Joseph DeLuca
3559 South Silver Springs Road
Lafayette, CA 94549
C: (510) 917-4772
P: (925) 229-2903
jdeluca@itoptimizers.com
PURPOSE OF COMMITTEE _________________________________________
The purpose of this Committee is to establish priorities and make funding recommendations to
the Board of Supervisors on the allocation of specific funds for the prevention/amelioration of
child abuse and neglect, and the promotion of positive family functioning. These funds include:
Child Abuse Prevention, Intervention, and Treatment funds (CAPIT) funds, (AB 1733), Birth
Certificate revenue to the County Children’s Trust (AB2994), the Ann Adler Children’s Trust
funds, Community-Based Child Abuse Prevention funds (CBCAP) and other funds as may be
subsequently directed by the Board of Supervisors.
The FACT Committee also provides information and data to the Employment and Human
Services Department on the effectiveness of current and proposed programs for families and
M E M O R A N D U M
Kathy Gallagher, Director
Page 29 of 89
2
children and on recent or pending legislation that would potentially impact family and children’s
services programs, clients, or funding mechanisms.
SUMMARY OF RECRUITMENT EFFORTS/NOMINIEES FOR MEMBERSHIP
The FACT Committee, in conjunction with the County Administrator’s Office, continues to make
every effort to fill its vacant seats. These efforts include contacting each district Supervisor’s
office and releasing a public notice, inviting interested parties to consider membership and
soliciting the support of current members to outreach to potential candidates for consideration for
membership.
Presently, the Committee has scheduled vacancies in the CAPC Seat and two At-Large Seats,
all of which are due to expire on September 30, 2017. Seat 5, Mental Health Commission was
declared vacant due to committee member resignation on July 7, 2015 and Seat 3, Local
Planning Council was declared vacant due to committee member resignation on October 18,
2016. The FACT Committee is actively recruiting to fill Seat 5 and Seat 3.
The FACT Committee recommends re-appointing current CAPC Seat member, Ms. Carol Carrillo
and At-Large Seat members, Ms. Marianne Gagen, and Mr. Joseph DeLuca as their seats’ term
will expire on September 30, 2017.
Candidates for re-appointment to the FACT Committee will serve a two-year term.
All candidates have expressed a sincere interest in continuing to serve on the Committee and
are dedicated to fulfilling the mission and goals as outlined in the Committees’ policies and
procedures.
Based on the above information, the Director of EHSD on behalf of the FACT Committee
respectfully recommends that the FHS Committee re-appoint all three (3) candidates to
continued membership on the FACT Committee.
Enc.
Board, Committees, and Commission Application for Carol Carrillo
Board, Committees, and Commission Application for Marianne Gagen
Board, Committees, and Commission Application for Joseph DeLuca
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FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:06/26/2017
Subject:Appointments to the Workforce Development Board
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: N/A Contact: Enid Mendoza, (925) 335-1039
Referral History:
On December 13, 2011, The Board of Supervisors adopted Resolution No. 2011/498 adopting policy governing
appointments to independent boards, committees, and commissions, and special districts. Included in this resolution
was a requirement that independent bodies initially conducting interviews for At Large/Countywide seats provide
appointment recommendations to a Board Committee for further review.
The Workforce Development Board implements federal requirements for programs to address the education, skills,
and employment needs for a skilled workforce, and that lead to an increase in the skills and earnings of Contra
Costa residents.
On March 14, 2016, the Family and Human Services Committee (F&HS) accepted the Employment and Human
Services Department's recommendation to decertify the then current Workforce Investment Act local Board and
recertify and new board structure in compliance with the new Workforce Innovation and Opportunity Act (WIOA).
F&HS approved these recommendations, and the Board did the same at their March 29, 2016 meeting.
Under new standards in WIOA (2016) and as adopted by the Board on March 29, 2016, the new Workforce
Development Board structure is: a total of 23 required seats and 2 "optional seats", consisting of: 13 Business
representatives, 5 Workforce representatives, and 5 Education and Training representatives as follows: (1) Adult
Education/Literacy; (2) Higher Education; (3) Economic & Community Devl; (4) Wagner Peyser representative; (5)
Vocational Rehabilitation. Also two additional/ "optional" seats that may be filled from any of the 3 categories
above.
Referral Update:
The Workforce Development Board currently has 21 filled seats, three of which have pending resignations going to
the full Board of Supervisors, and four vacancies. Below is the current roster:
Seat title
Term
Expiration
Date
Current
Incumbent
Incumbent
Supervisor
District
Meetings
Attended
Since
Appointment
Date
Total
Number of
Meeting
Since
Appointment
Total
Number
of
Absences
Allowable
in By-laws
Business 1 6/30/2020 McGill Michael II 5 5 0
Business 2 6/30/2020
Kan Pamela
(resignation,
pending BOS)
V 2 Resigned
05.17 4 2
Page 42 of 89
Business 3 6/30/2020 Wentworth
Claudia IV 1 Resigned 05.16 0
Business 3 6/30/2020 Mahoney,
William V 0 0 0
Business 4 6/30/2020 Carrillo Maggie III 2 5 3
Business 5 6/30/2020 Amin Bhuphen
B. IV 5 5 0
Business 6 6/30/2020 Carrascal Jose III 4 5 1
Business 7 6/30/2020 Cox Jason IV 4 5 1
Business 8 6/30/2020 Georgian Ashley II 4 5 1
Business 9 6/30/2020 VACANT II 1 0
Business 10 6/30/2020 Rivera Robert IV 5 5 0
Business 11 6/30/2020 Steele Justin I 5 5 0
Business 12 6/30/2020 Adler Paul V 3 5 2
Business 13 6/30/2020 VACANT
Workforce
Representative 1 6/30/2020 VACANT II 3 0
Workforce
Representative 2 6/30/2020 Williams III
Robert I 4 5 1
Workforce
Representative 3 6/30/2020 Older Steve IV 5 5 0
Workforce
Representative 4 6/30/2020 Hanlon Margaret I 4 5 1
Workforce
Representative 5 6/30/2020 VACANT V 2
Education 1: Adult
Ed/Literacy 6/30/2020
Farwell Kathy
(resignation,
pending BOS)
V 3 (Resigned
06.17) 4 1
Education 2: Higher
Education 6/30/2020
Tillery Randal
(resignation,
pending BOS)
V 1 4 3
Education 3:
Economic/Community
Dev.
6/30/2020 Connelly Kristin II 4 5 1
Education 4:
Employment
Development
6/30/2020 Johnson Richard IV 4 5 1
Additional/Optional #1 6/30/2020 Vega Yolanda II 5 5 0
Additional/Optional #2 6/30/2020 Montagh, John IV 0 0 0
Education 5: Vocational
Rehabilitation 6/30/2020 Asch Carol IV 5 5 0
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Thomas Hansen to the Workforce & Labor Seat #1
on the Workforce Development Board with a term expiring June 30, 2020, as recommended by the Workforce
Development Board.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Page 43 of 89
WDB Memo to F&HS
T.Hansen Application
Page 44 of 89
WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY
300 Ellinwood Way • 3 rd Floor • Pleasant Hill, CA 94523
Tel. (925) 602-6800 • Fax (925) 602-6802
Website: www.wdbcc.com
MEMORANDUM
DATE: June 15, 2017
TO: Family and Human Services Committee
CC: Kevin Corrigan, CAO Senior Management Analyst
Enid Mendoza, CAO Sr. Deputy County Administrator
FROM: Donna Van Wert, Interim Executive Director
SUBJECT: Appointment to Workforce Development Board
This memorandum requests the Family and Human Services Committee recommend to the Contra Costa County
Board of Supervisors the appointment of the following candidates to the new WIOA compliant Workforce
Development Board of Contra Costa County.
Background:
Local board structure and size:
Compared to predecessor legislation, the Workforce Innovation and Opportunity Act (WIOA) substantially
changes Local Board composition by reducing local workforce development board size while maintaining a
business and industry majority and ensuring representation from labor and employment and training
organizations.
The Executive Committee of the local WIOA board met January 21, 2016 and approved a recommended WIOA
Board configuration, subsequently approved by the Board of Supervisors on March 29, 2016. To meet the
categorical membership percentages, the WDB recommended a board of twenty-five (25) members. This option
represents the minimum required local board size under WIOA plus an additional six (6) optional representatives
in the following enumerated categories: 1) business; 2) workforce; 3) education and training.
Category – Representatives of Business (WIOA Section 107(b)(2)(A))
• Thirteen (13) representatives (52%)
Category – Representatives of Workforce (WIOA Section 107(b)(2)(A))
• Five (5) representatives (20%)
Category – Representatives of Education and Training (WIOA Section 107(b)(2)(C))
• One (1) Adult Education/Literacy Representative (WIOA title II)
• One (1) Higher Education Representative
• One (1) Economic and Community Development Representative
• One (1) Wagner Peyser Representative
• One (1) Vocational Rehabilitation Representative
Two (2) additional seats from the above categories, including constituencies referenced in
Attachment III of Training Employment & Guidance Letter (TEGL) 27-14.
DONNA VAN WERT
EXECUTIVE DIRECTOR
Page 45 of 89
Recommendation:
a) Recommend approval of local board candidate for the vacant
Workforce & Labor Seat # 1 to the new WIOA-compliant board (Attached application & board
roster)
• Interview Date – May 10, 2017
• Thomas Hansen - Approved on June 14,2017 at the Executive Committee Meeting
• No other candidate competed for the vacant Workforce & Labor Seat # 1
NEW APPOINTMENT
Seat Last Name First Name Address & District
#
Term of
Expiration
District
(Resident)
Workforce &
Labor Seat #1
Hansen Thomas 1875 Arnold Drive
Martinez, CA 94553
District 5
6/30/2020 Not available
Thank you
DVW/rms
attachment
Page 46 of 89
RECEIVED · r11nL 1 v••••
For Reviewers Use Only:
Accepted Rejected
County
BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION
MAIL OR DELIVER TO:
Contra Cosla County
CLERK OF THE BOARD
651 Pine Street, Rm. 106
Martrez. califomia 94553-1292
Pl.EASE 1YPE OR PRINT IN INK
(Each Position Requires a Separate Application)
BOARD, COMMITTEE OR COMMISSION NAME AND SEAT TITLE YOU ARE APPLYING FOR:
!Workforce Development Board ..------------------.
PRINT EXACT NAME OF BOARD, COMMITTEE, OR COMMISSION PRINT EXACT SEAT NAME (if applicable)
1. Name:IHansen Thomas Bernard -==-=====-==-====o====-=-=-=-======================-==========-============-==== (Last Name) (First Name) (Middle Name)
2. Address: 11875 Arnold Drive Martinez CA 94553 '====:;::===-================================================================"" (No.) {Street} (Apt.) (City) (State) {Zip Code)
3.Phones:l===============(=92=5=)2=2=~=23=0=2====================================
(Home No.) (Work No.) (Cell No.)
4. Ernai1Address:=~=3=0=2._co=m============================================~
5. EDUCATION: Check appropriate box if you possess one of the following:
High School Diploma iE) G.E.D . Certificate CJ California High School Proficiency Certificate Cl
Give Highest Grade or Educational Level Achieved·---------------------
Names of colleges I universities Degree Degree Date
Course of Study I Major Units Completed Degree attended Awarded Type Awarded
Semester Quarter
A}I I Yes No [JCI CJ D DI -I
8)1 I I CJ D D [ ~ .. .] Yes No[JCI
C)I I Yes No CIC CJ D D [~ I
D) Other schools I training Course Studied Hours Completed Certificate Awarded:
completed:
1 I I I I Yes No CJ[]
I
THIS FORM IS A PUBLIC DOCUMENT
Page 47 of 89
6. PLEASE FILL OUT THE FOLLOWING SECTION COMPLETELY. List experience that relates to the qualifications needed to
serve on the local appointive body. Begin with your most recent experience. A resume or other supporting documentation
may be attached but it may not be used as a substitute for completing this section.
A) Dates {Month, Day, Year)
.Ernm. ~~H-To
l11211~r·'litil ~
Total: Yrs . Mos.
CJEJ
Hrs. per week~. Volunteer []
B) Dates {Month, Day, Year)
.Ernm. To
....------.
17/25/2001 112/25/2008 I
DD
Hrs. per weeO . Volunteer 1BJ
C) Dates {Month, Day, Year)
From To
Dc=J
Total: Yrs. Mos.
gglunreerQ
D) Dates {Month, Day, Year)
From To
c=JD
Total : Yrs. Mos.
IHrs perJQlunteer CJ
Title Duties Performed
!Business Manager I
Employer's Name and Address
Chief Officer for Electrical Union
IBEW local 302
1875 Arnold Drive, Martinez, CA 94553
Title Duties Performed
rpprenticeship Trustee I
Employer's Name and Address
(ontra Costa County Electrical JATC
Title
I I
Employer's Name and Address
Title
I I
Employer's Name and Address
THIS FORM IS A PUBLIC DOCUMENT
rrrustee for a Joint Apprenticeship
lrraining Committee
Duties Performed
Duties Performed
Page 48 of 89
7. How did you learn about this vacancy?
L.J omepageu a - n _ . ewspaper vert1sement • 1strict uperv1sor ~ er _ _ __ ___________ _ ______ . __ '. r""'ICCC H r""'IW lk 1 CJN Ad · CID" · s · ~0th lcontra Costa Central Labor( :J
8. Do you have a Familial or Financial Relationship with a member of the Board of Supervisors? {Please see Board
Resolution no. 2011/55, attached): No __m__ Yes_o_
If Yes, please identify the nature of the relationship: .&iii_ ____ ---· _ ........ -.... ·----·--..... -------------... -'
9. Do you have any financial relationships with the County such as grants, contracts, or other economic relations?
No_fil_ Yes_[]_
If Yes, please identify the nature of the relationship: ... L ______ ...._ ............................. ..._ ...... ______ ....... ----... -..... -.._:!
1 CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and
belief, and are made in good faith. I acknowledge and understand that all infonnation in this application is publically
accessible. I understand and agree that misstatements I omissions of material fact may cause forfeiture of my rights to serve
on a Board, Committee, or Commission in Contra Costa County.
SignName:_,_,.;. ...... _ ... ~··::Y&£_-f'_....._,,.._L_--·· __ Date:_&~(~z6_/] __
Important Information
1. This application is a public document and is subject to the California Public Records Pd (CA Gav. Code §6250-6270).
2. Send the oompleted paper application lo the Office of the Clerk of the Board at 651 Pine S1reet, Room 106, Martinez, CA 94553.
3. A resume or other relevant information may be submitted with this application.
4. All members are required lo lake the following training: 1) The Brown Pd, 2) The Better Government Ordinance, and 3) Ethics Training.
5. Members of boards, oommissions, and oommittees may be required lo: 1) file a Statement of Eoonornic Interest Form also known as a Form
700, and 2) oomplete the Stale Ethics Training Course as required by AB 1234.
6. Advisory txxly meetings may be held in various locations and some locations may not be accessible by public transportation.
7. Meeting dales and times are subject lo change and may ocx:ur up lo two days per month.
8. Some boards, oomrnittees, or oommissionS may assign members lo subcommittees or work groups which may require an additional
oommilment of time.
THIS FORM IS A PUBLIC DOCUMENT
Page 49 of 89
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FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:06/26/2017
Subject:Report on Innovative Community Partnerships and Whole Family Services
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 110
Referral Name: Innovative Community Partnerships (Whole Family Services)
Presenter: Kathy Gallagher, EHSD Director; Devorah
Levine, Assistant Director - Policy and Planning
Contact: Enid Mendoza,
(925) 335-1039
Referral History:
On January 6, 2015 the Board of Supervisors referred oversight and receipt of updates on the
Employment and Human Services Department's Innovative Community Partnerships to the
Family and Human Services Committee (F&HS).
On June 7, 2016, the Board approved expanding F&HS Referral No. 110 "Innovative Community
Partnerships" to include the subject of Whole Family Services. This change was necessary to
incorporate a major Employment and Human Services Department (EHSD) initiative, which
refocuses client-facing benefit eligibility to assess the status and needs of the “whole family”
while they are also determining benefit eligibility. Key to the new initiative is working with
community partners to form a network of family resource centers in current place-based centers
such as SIT and SparkPoint sites, Family Justice Centers, First 5 centers, et al.
Referral Update:
Please see the attached report from EHSD with an update on the established partnerships and
safety net resources. This is the second report to F&HS on this referral.
Recommendation(s)/Next Step(s):
CONSIDER accepting the report from the Employment and Human Services Department on
Innovative Community Partnerships and Whole Family Services, and direct staff to forward the
report to the Board of Supervisors for their information.
Fiscal Impact (if any):
There is no fiscal impact; the report is informational only.
Attachments
Innovative Community Partnerships Report
Page 51 of 89
40 Douglas Drive, Martinez, CA 94553 • (925) 313-1500 • Fax (925) 313-1575 • www.ehsd.org
M E M O R A N D U M
Kathy Gallagher, Director
To: Family and Human Services Committee Date: June 26, 2017
Supervisor John Gioia, Chairperson
Supervisor Candace Andersen, Member
From: Kathy Gallagher, Director
Subject: FHS Referral #110 Innovative Community Partnerships
RECOMMENDATION:
ACCEPT the attached report on the Employment and Human Services Department’s (EHSD)
Innovative Community Partnerships.
Overview:
EHSD's mission is to partner with the community to deliver quality services to ensure access to
resources that support, protect, and empower individuals and families. Each year as many as 25% of
the county 's residents receive help from EHSD with putting food on the table , finding jobs, enrolling
their children in high quality child care, obtaining and maintaining health coverage, addressing and
avoiding family violence, and in many other life sustaining ways central to the county 's safety net.
Yet poverty, unemployment, abuse and neglect remain high. Addressing these complex, persistent
problems requires robust partnerships with community based agencies, county departments, law
enforcement, funders, businesses and policy makers.
The department's ability to fund and support innovative partnerships and projects that
strengthens the county's safety net has been greatly reduced as county general funds decreased
through the recession. Despite these significant revenue constraints, EHSD is prioritizing
participation in, and supporting the development of, key innovative partnerships. With the
support of the Policy and Planning Division, the department is working to strengthen
partnerships through strategic planning, public policy tracking and analysis, and resource
development. The following report highlights three examples among many that are central to
EHSD's efforts. Also included is a description of an emerging approach to develop a stronger
infrastructure to support partnerships in the future through resource development.
Partnership Highlights
EHSD participates in and funds or supports numerous public/private partnerships. The following
highlights three key innovative efforts.
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2
Elder Abuse Prevention
Under the leadership of EHSD's Adult Protective Services (APS), an innovative partnership, Elder
Abuse Prevention Project (EAPP), is underway to create a coordinated system of care to address
elder abuse countywide, an underreported and often invisible issue. Elderly are the fastest growing
segment of the county's population: from 2000 to 2010, the population of seniors 65 and older
increased from 107,272 to 130,432 or 21.5%. Based on long term data, the percentage of seniors in
CCC will continue to grow.
With the support of a $400,000 grant from the Office of Emergency Services, this robust
partnership consists of community agencies: Family Justice Center, Senior Peer Counselors, Senior
Legal Services, Meals on Wheels, and Ombudsman Services; and county departments Adult
Protective Services, District Attorney, and Behavioral Health. The program builds on the existing
capacity of multiple agencies to coordinate identification and services for victims of domestic
violence, sexual assault, stalking, and human trafficking. The program's design takes into account
the 2,000 – 3,000 annual APS caseload, and focuses on the areas where direct service is most
required: financial abuse, case management, and counseling. This focus will increase justice for, and
safety of, senior residents.
The EAPP also allows the county to put in place a common data collection tool to ensure that these
cases are handled in a more coordinated fashion. Finally, the EAPP provides a platform to raise
awareness in the community, helping all providers to better identify and respond to cases of elder
abuse.
Whole Person Care: Community Connect
EHSD is collaborating as a key partner with Contra Costa Health Services (HSD) and a range of
community agencies in a $200 million, 5-year Whole Person Care pilot funded through California's
Section 1115 Medicaid waiver (Medi-Cal 2020). Contra Costa County is one of 18 pilot locations in
the state, with California being the only state in the country implementing a pilot of this nature.
Under HSD's leadership and oversight, multi-disciplinary teams will apply a “whole person"
approach to caring for high-risk members of our community who are also frequent users of
emergency and other medical services. Participants will be provided with medical, behavioral
health, social services, housing support, public benefits, eligibility and enrollment services, and
integrated care coordination. This initiative provides an opportunity for EHSD to contribute its
expertise to the emerging care model that recognizes the importance of “social determinants of
health" on a person's overall wellbeing.
The backbone of this partnership is an administrative and technology infrastructure that enables
providers and case managers access to shared data, working together on coordinated case
management and streamlining the identification of social needs and prioritization of service
needs. EHSD and HSD are finalizing details of EHSD's participation (roles, financing) in the next
month. This partnership provides a concrete opportunity for HSD and EHSD to collaborate on a
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3
new more robust level working together to systematically meet patients' needs and reduce
barriers to care.
Safety and Healing: Family Justice Centers
Developed by the Contra Costa Alliance to End Abuse (formerly Zero Tolerance for Domestic
Violence Initiative), the Family Justice Centers embody an innovative public/private partnership.
Each Family Justice Center (Central County and West County) has 16+ on-site partners providing
services under one roof, including law enforcement agencies, community based organizations
and county departments. Both centers are community hubs for education and integrated
services for victims of interpersonal violence.
In 2016, the Family Justice Centers added six new partner agencies to their sites in Central
(Concord) and West (Richmond) County to provide services. Additionally, the Family Justice
Centers launched several new programs including a "Lawyers for Family Justice" program
providing free legal services for 387 clients in family law, restraining orders, immigration, and
housing law, and the Community Fellowship program: a 10-month program designed to equip
survivors of interpersonal violence with leadership skills to empower their long-term success.
This year, CCC Alliance to End Abuse led the planning and implementation of a robust
governance structure and fund development approach to support long term sustainability of
the centers. Plans for the development of a FJC are underway in East County.
In addition, the CCC Alliance to End Abuse in collaboration with the Family Justice Centers
launched two multidisciplinary teams this year with a focus on high risk and complex domestic
violence and human trafficking cases. Both multidisciplinary teams include multiple agencies (law
enforcement, District Attorney's office, service providers, and culturally responsive agencies)
with a focus on helping survivors meet their personal and family goals. Agencies have reported
increased collaboration, access to services for survivors, and relationships built across systems.
Strengthening the Safety Net through Resource Development
Given the department's significant revenue constraints, EHSD initiated a project to identify
opportunities to increase the amount of private and public funding that supports EHSD
programming and safety net services in Contra Costa. The Glen Price Group (GPG) is assisting with
this project with financial support from the Contra Costa Funders Group.
The initial phase of this project includes:
• Determining the infrastructure and internal capacity necessary for EHSD to successfully
identify, apply for, and obtain public and private grant funds; and
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4
• Researching best practices for public agencies to support collaborative grant proposals
developed and submitted by public agencies in partnership with community based
partners and/or developed and submitted by community partners, to jointly strengthen
safety net services.
Informed by recommendations from this first phase, EHSD plans to put in place a realistic
approach to increasing and leveraging resources that support innovative partnerships moving
forward.
Page 55 of 89
FAMILY AND HUMAN SERVICES COMMITTEE 8.
Meeting Date:06/26/2017
Subject:Continuum of Care Plan for the Homeless
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 5
Referral Name: Continuum of Care Plan for the Homeless / Healthcare for the Homeless
Presenter: Lavonna Martin, Director of Health,
Housing, and Homeless Services
Contact: Enid Mendoza, (925)
335-1039
Referral History:
This referral to the Family and Human Service Committee was originally made by the Board of
Supervisors on December 3, 1996. Since that time, the Health Services Department regularly
updates the Committee on the services provided to the homeless.
Referral Update:
Please see the attached report from the Health, Housing and Homeless Services Division of the
Health Services Department with an update on the program services, outcomes and consumer
demographics.
Recommendation(s)/Next Step(s):
CONSIDER accepting the annual report from the Health Services Department on the Homeless
Continuum of Care, and direct staff to forward the report to the Board of Supervisors for their
information.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Homeless Continuum of Care Annual Report
Homeless Continuum of Care PowerPoint
Page 56 of 89
WILLIAM B. WALKER, M.D.
HEALTH SERVICES DIRECTOR
LAVONNA MARTIN, MPH, MPA
DIRECTOR, HEALTH, HOUSING, AND HOMELESS
SERVICES
CONTRA COSTA
HEALTH, HOUSING, AND
HOMELESS SERVICES
HOMELESS PROGRAM
1350 Arnold Drive, Ste. 202
Martinez, California
94553-4675
PH 925 313-7700
FAX 925 646-9420
TO: Family and Human Services Committee, Contra Costa County Board of Supervisors
FROM: Lavonna Martin, MPH, MPA, Health, Housing, and Homeless Services Director
RE: Annual Report on the Homeless Continuum of Care
DATE: June 26, 2017
RECOMMENDATIONS
1. Accept this report from the Health Services Department; and
2. Forward this report to the Board of Supervisors for acceptance; and,
3. Direct Staff to continue to report on an annual basis to the FHS Committee regarding progress of the effort to end
homelessness and the activities of Contra Costa Council on Homelessness.
BACKGROUND
In November 2014, the Board approved “Forging Ahead Towards Preventing and Ending Homelessness: An Update to Contra
Costa’s 2004 Strategic Plan”, that renewed our 2004 plan with the latest data, best practices, and community feedback and
reaffirmed our commitment to the Housing First approach. As such, “Forging Ahead” establishes this guiding principle:
“Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our
system must be nimble and flexible enough to respond through shared responsibility, accountability, and transparency of the
community.” The Strategic Plan Update identifies two goals: 1) Decrease the length of time people experience homelessness
by focusing on providing Permanent Housing and Services and; 2) Decrease the percentage of people who become homeless
by providing Prevention activities. To achieve these goals, three strategies emerged:
1) Implement a coordinated entry/assessment system to streamline access to housing and services while addressing
barriers, getting the right resources to the right people at the right time;
2) Use best, promising , and most effective practices to give the consumer the best possible experience through the
strategic use of resources; and
3) Develop the most effective platforms to provide access, support advocacy, and connect to the community about
homelessness and available resources.
The Homeless Program of the Health, Housing and Homeless Services Division partners with the Homeless Advisory Board and
Continuum of Care to develop and carryout an annual action plan that identifies the objectives and benchmarks related to
each of the goals and strategies of Forging Ahead. Further, the Homeless Program incorporates the strategic plan goals into
its own delivery system of comprehensive services, interim housing and permanent supportive housing as well as contracting
with community agencies to provide additional homeless services and housing with the goal of ending homelessness in our
community.
Attached is a summary of the Contra Costa Homeless Continuum of Care Annual Report that provides a summary of program
services, outcomes, and consumer demograhics for Fiscal Year 2015-2016. Additionally, a summary infographic of the 2017
Point in Time Count is included.
Page 57 of 89
CONTRA COSTA HOMELESS CONTINUUM OF CARE
2015-2016 FISCAL YEAR ANNUAL REPORT
November 2016
Page 58 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
2
TABLE OF CONTENTS
PAGE 3 LETTER FROM THE COUNCIL CHAIR
PAGE 4 CONTRA COSTA COUNTY HOMELESS CONTINUUM OF CARE
AND COUNCIL ON HOMELESSNESS
PAGE 4 FISCAL YEAR 15-16 ANNUAL REPORT SUMMARY
PAGE 5 2016 POINT IN TIME COUNT – A DECREASE IN NUMBERS
PAGE 6 HOMELESS SERVICES IN THE CONTINUUM
PAGE 7 THE COUNTY’S HOMELESS POPULATION
PAGE 8 CONTINUUM-WIDE PERFORMANCE MEASURES
PAGE 10 ZERO 2016 – BY NAME LISTS
PAGE 11 COORDINATED ENTRY
PAGE 12 A LEGAL AND PERSONAL IDENTITY
Page 59 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
3
Letter from the Council Chair
The 2015-16 Fiscal Year was complete with great accomplishments and innovation as the County’s
Continuum of Care (the Continuum) and the Council on Homelessness (the Council) developed new
strategies to meet its goals in addressing and preventing homelessness.
At the beginning of the year, the Continuum was in the midst of planning and conceptualizing its new
Coordinated Entry System: the Continuum’s centralized and coordinated process designed to integrate
consumers’ intake, needs assessment, and provision of services, including referrals to permanent
housing when appropriate. This resulted in a completely new model that would fortify the Continuum’s
referral and outreach system through Coordinated Entry.
The Council also continued the work that it started back in 2015 for the Zero: 2016 Campaign; the
campaign to end veteran and chronic homelessness. During the year, the Continuum became one of the
first to create a “by-name” list of homeless veterans and chronic homeless, which is being recognized as
the national standard to achieve a better picture of those who are truly in need and how many veterans
and chronic homeless are returning to homelessness. These tools have also been effective in case
management for homeless consumers navigating multiple social service, health, and housing agencies.
As demonstrated in this report, the strategies to address and prevent homelessness, and the work to
implement these strategies, are working. The report provides a summary of the outcomes and
performance measures of the various types of programs and services provided by the Continuum
partners. Every single performance measure was met! Even more notable was the decrease in numbers
of homeless individuals identified in the Point-In-Time Count over the last five years.
Contra Costa County still faces struggles with homelessness as the housing market continues to pose
challenges to households throughout the region. Additionally, the sluggish rate in the creation of
affordable housing only means that homelessness, and the threat of homelessness, will continue. As we
move forward into fiscal year 2016-17, it is these types of challenges that make the Continuum’s work
even more important.
There is much to be proud of in our efforts to address homelessness during FY 2015-16 and FY 2016-17
has already proven to be full of optimism, hope, and success.
Gabriel Lemus, Chair
Contra Costa Council on Homelessness
Page 60 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
4
Contra Costa County Homeless Continuum of Care
and Council on Homelessness
In 1997, the United States Department of Health and Human Services (HUD) required that communities
seeking HUD homeless funding apply as a collaborative of local agencies, called a Homeless Continuum
of Care. The Contra Costa Homeless Continuum of Care (Continuum) is comprised of service providers,
members of the faith community, businesses, funders, education systems, and law enforcement,
working in partnership with consumers to find stable housing.
The Continuum is governed by the Council on Homelessness (Council), a group of 15 members
appointed by the Contra Costa County Board of Supervisors. The Council provides guidance in the
development and implementation of long range planning and policy of homeless issues in the County.
Fiscal Year 15-16 Annual Report Summary
As a governing body, the Council on Homelessness references data from the many data sources
collected in the Continuum of Care, to represent the landscape of homelessness in Contra Costa County.
This data aggregates the individual situations and personal stories of the 6,000 plus homeless people in
our Continuum of Care. Data cannot capture everyday struggles, or convey the peace of mind when
homeless individuals are housed, or the physical and psychological benefits of a place to call home.
However, the data can help to understand the need and impact. It can guide the Council in
understanding how many people in the community struggle with mental health issues, chronic disease,
or how many families slept on the streets in the middle of winter. This data also illustrates how many
people transition from the streets, to shelter, to permanent housing. The numbers are exciting and
demonstrate the impact this Continuum has on the lives of the almost 6,500 homeless people in the
system of care last year.
A significant success for the Continuum is the 28% decrease in the number of people identified in the
annual Point in Time Count since 2011. More notable is the Performance Measures data from agencies
that provide prevention, intervention, and housing programming, reaching a greater number of people
in need each year. Performance Measures for Fiscal Year 15-16 demonstrate improvements in all
program types across the system of care. These improvements suggest that system-wide changes in the
Continuum are resulting in reduced length of time homeless as people are obtaining housing quicker,
and with effective placements such that fewer people return to homelessness.
Despite all these accomplishments and improvements across the system, the Continuum continues to
struggle in meeting the needs of many people that are homeless in the community. Newly identified
homeless enter the system monthly, and lack of affordable housing hinders efforts to keep those at-risk
in their homes or find new homes for those already struggling with homelessness.
The Continuum and all its partners continue to build the infrastructure for an effective system that
meets the needs of the at-risk and homeless population. Data tells us that these efforts are working!
Please contact Health, Housing, and Homelessness Services at homelessprograms@hsd.cccounty.us for
more information about this report or activities within the Contra Costa Homeless Continuum of Care.
Page 61 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
5
2011-2016 REGIONAL SHIFTS IN UNSHELTERED
2016 Point in Time Count – A Decrease in Numbers
On the evening of January 27, 2016, there were 3,500 individuals identified as homeless or at risk of
homelessness in Contra Costa County through the Point in Time (PIT) Count. The PIT Count is an annual
identification and survey of all homeless people residing in shelters or living on the streets in the county.
Slightly less than half (1,730) of the 3,500 individuals were literally homeless and 1,770 were at risk of
homelessness. Among the literally homeless, there were 620 people in shelters and another 1,110 were
sleeping on the streets. Youth under the age of 18 made up 11% of the homeless population and two-
thirds of those youth were residing in shelters the night of the count. Two-thirds of the population are
male.
There has been a 28% decrease in the number of people identified through PIT in Contra Costa in the
last five years. PIT also demonstrated a significant regional shift across the county for unsheltered
individuals. More people reported sleeping outside or were found in encampments in East County
relative to 2015 data, and fewer in West and Central County.
1,730 homeless
* 620 in shelters
* 1,110 on streets
1,770
imminently
at-risk
9%
veterans
7% of
households
had minors15%
chronically
homeless
29%
mental
health
issues
3,500 HOMELESS OR IMMINENTLY AT-RISK
2415
2000 2030
1730
2011 2013 2015 2016
2011-2016 POINT IN TIME COUNT:
NUMBER OF HOMELESS IDENTIFIED
70% in Central County
60% in West County
30% in East County
Page 62 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
6
3253136811791140976267218215DROP-INEMERGENCY SHELTERSOUTREACHRAPID REHOUSINGPERMANENT SUPPORTIVE HOUSINGTRANSITIONAL HOUSINGPREVENTIONFINANCIAL/BENEFITSNUMBER OF PEOPLE SERVED BY PROGRAM TYPE IN FY 15 -16
Homeless Services in the Continuum
The Continuum serves thousands of at-risk, homeless, and formerly homeless people of all ages and
demographics through the many service providers delivering homeless prevention and intervention
programs. Each type of service is described below:
Emergency Shelters provide temporary shelter for people that have no safe and healthy sleeping
arrangements. Consumers generally come from uninhabitable locations (encampments, streets, or
vehicles), are fleeing domestic violence, or lost temporary housing.
Support Services Only programs include a variety of services to assist homeless individuals in
“getting back on their feet” and/or simply provide basic health needs. SSOs include drop-in
centers and financial and benefits programs.
Transitional Housing is short-term housing for underage youth and families to get them off the
streets and into more stable living environments until permanent housing can be established.
Rapid Rehousing programs provide short-term financial assistance and services to help those who
are experiencing homelessness to be quickly re-housed and stabilized.
Permanent Supportive Housing links long-term, safe, affordable, community-based housing with
flexible, voluntary support services to help the individual or family stay housed and healthy.
Street Outreach provides basic hygiene supplies, housing and shelter referrals, food, and
water.
Prevention Programs provide short-term financial assistance to help families and individuals
stay in their homes and avoid entering homelessness.
Page 63 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
7
The County’s Homeless Population
The Contra Costa Homeless Continuum of Care served almost 8,500 consumers during Fiscal Year 2015-
16 in a variety of homeless programs. Almost 1,000 of these consumers were previously homeless
individuals now residing in Permanent Supportive Housing, and another 218 utilized prevention
programs. Almost 6,500 individuals were literally homeless and residing in shelters or living on the
streets in encampments or their vehicles. The number of people served by the Continuum continues to
rise as more agencies and programs become part of the Continuum.
The homeless population demographic
has changed in a few important ways over
the last five years. First, the total number
of people reached though programming
continues to increase as new programs
are developed within the Continuum.
Certain higher-risk sub-populations
experienced greater increases than
others. In FY 15-16, the County’s
homeless population had a higher
proportion of seniors and individuals with
chronic or mental health conditions than
in FY 10-11.
Other Demographics:
43 is the average age
58% with a Disabling Condition
37% with Mental Health Condition
32% People in Families
19% Employed
32% are Chronically Homeless Adults
9% Veterans
Race/Ethnicity:
42% Black/African American
37% White/Caucasian
9% American Indian
17% Latino/Hispanic
Gender:
44% Female
55% Male
FISCAL YEAR 2015-2016
6,455 Homeless Individuals
796 Households with Minors
31%
8%
16%
37%
21%20%
Mental Health Condition Chronic Health Condition Seniors (55+)
PERCENT OF HOMELESS POPULUATION IN HIGH-
RISK SUB-GROUPS FOR FY 10-11 AND 15-16
10-11 15-16
+ 780
+ 538
+ 785
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CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
8
Exits to permanent housing increased for
emergency shelters, transitional housing,
rapid rehousing, and permanent supportive
housing and fewer are returning to the
streets.
Non-returns to homelessness increased for all
programs that house consumers (emergency
shelters, transitional housing, and rapid
rehousing), indicating that people are getting
placed into housing opportunities that fit their
needs best and can sustain housing.
Length of time in emergency shelters and
rapid rehousing programs decreased,
suggesting the system is moving people out of
homelessness quicker.
Housing retention for consumers in
permanent supportive housing remains high
and on target.
A third of those served exit our system of care into permanent housing. However, housing outcomes
were different across the various sub-populations served by the Continuum. Almost three-quarters of
youth exit to permanent housing (along with their families) and 39% of Veterans exit to permanent
housing. Chronically homeless and seniors more often end up back on the streets or in shelters.
Despite positive outcomes, the
number of homeless individuals in the
system of care remains high because
of a significant “in-flow.” Twenty-nine
percent of the people served were
newly identified, meaning they had not
utilized our Continuum for services in
prior years either because they are
new to homelessness, or were
homeless in another community.
Among the newly identified, 28% had
lost their housing in a County other
than Contra Costa.
Continuum Wide Performance Measures Met
The Continuum met almost all of its Performance
Measures for FY 15-16. Performance Measures are
outcome data required by the United States Department
of Housing and Urban Development (HUD) to track
progress and outcomes in HUD-funded Continuum of
Care programming. Performance Measures are utilized
by the Continuum to track progress in outcomes and
improve programing to better meet the population’s
needs. In 2015, the Continuum of Care established
Performance Measures for all types of homeless
programming (Emergency Shelter, Transitional Housing,
Rapid Rehousing, Support Services and Outreach, and
Permanent Supportive Housing). Performance Measures
for three key program types are provided below. The
dotted line illustrates targets for each measurement
identified by the Continuum. There were improvements
in at least two Performance Measure for all Program
Types since 2014-15 Fiscal Year.
72%
39%
35%
28%
17%
Families with
Children
Veterans Transition Age
Youth*
Seniors (55+)Chronically
Homeless
PERCENT OF SUB-POPULATIONS EXITING TO
PERMANENT HOUSING
Page 65 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
9
Key Performance Measures from Fiscal Year 15-16 are provided below.
53
50 51
42
2012-132013-142014-152015-16Average Length of Stay for
Exits to Perm Housing
75%
71%71%
77%2012-132013-142014-152015-16Non-returns to Homelessness
28%28%
27%
31%2012-132013-142014-152015-16Exits to Permanent Housing
Target: 30% Target: 75% Target: 50 Days
RAPID REHOUSING PERFORMANCE MEASURES
80%
60%64%
87%2012-132013-142014-152015-16Exits to Permanent
Housing
PERMANENT SUPPORTIVE HOUSING
PERFORMANCE MEASURES
90%
96%
91%
94%2012-132013-142014-152015-16Non-returns to
Homelessness
92%
96%99%98%2012-132013-142014-152015-16Housing Retention
Target: 65% Target: 98% Target: 93%
FY 15-16 EMERGENCY SHELTER PERFORMANCES MEASURES
Page 66 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
10
Zero:2016 — By Name Lists
In January, 2015, Contra Costa joined 70 other communities across the U.S. working to quickly and
efficiently reduce the number of veterans and chronically homeless people in need of permanent
housing through the national Zero: 2016 campaign organized by Community Solutions.
On-going technical assistance provided through the campaign has focused on data around housing
placements, as well as understanding in-flow of new and returning homeless veterans and chronically
homeless. To best track this data, Contra Costa County has created a “By Name List” of homeless
veterans and the chronically homeless in our community. This tool is becoming a national standard to
help communities get a clearer picture of who needs help, how many people are being housed and how
many people are entering or returning to homelessness each month. During the 15-16 fiscal year, the
number of homeless veterans on the By Name List decreased by 31 percent.
The Veteran By Name List has become a critical tool for case management with veterans currently in our
system. Now case managers meet twice-monthly to discuss every Veteran on the By Name List to
identify needs, resources, and next steps to achieving better health and housing. The Continuum will
build the Chronic By Name List in the next fiscal year to meet the new HUD chronic definition.
230 225 230
219 217 213
204
185 183 188
171
162
11 12 9
18
7
17 22
30
18 15 17 13
8
13 16
16
14
11
16
13
9 9
22
14
-23 -20
-30
-23 -18 -24 -27 -23 -21
-28
-18 -18
-1
-1
-2
-2
-1 -3 -4
PLACEMENTS MOVED TO INACTIVE INFLOW RETURNED TO HOMELESSNESS
31% decrease in
Veteran homelessness
over 12 months
Veteran By Name List Fiscal Year 15-16
Page 67 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
11
Coordinated Entry
Implementation of the Coordinated Entry System in Contra Costa County is underway with greater
agency participation in VI-SPDAY completion. The VI-SPDAT is the Coordinated Entry assessment tool
used to identify case management and housing needs. By the end of the 15-16 FY, 32% of adults had
completed a VI-SPDAT. The Continuum also developed a model for the Coordinated Entry System that
illustrates how consumers move through the system of service providers into permanent housing.
sdfsdf
Law
Enforcemen
Community
Members
Health Care Providers
Consumers may self-refer or enter the homeless system of care through referrals
from service providers, law enforcement, primary and behavioral health care
providers, business owners, and community members. Referral agencies then work
with consumers to identify, assess, and prioritize health and housing needs.
Service Providers Consumers
Warming center
Primary and behavioral health
services
Shelter referrals
Benefits enrollment
Housing needs assessment
Rapid Rehousing screening
CORE
Team
CARE
Centers Referrals to service
providers
Shelter referrals
Housing needs assessment
Prevention/Diversion
Screening
Homeless Info
Line Day and nighttime outreach
Referrals to behavioral health
Housing needs assessment
Street medicine
Benefits enrollment
Shelter placement
IDENTIFICATION, ASSESSMENT, AND PRIORITIZATION
Consumers work with service providers to obtain the most appropriate
permanent housing for each household. Some utilize emergency and
transitional shelter while working toward permanent housing.
Housing services:
Financial Assistance and Services to
rapidly rehouse individuals
Housing Navigation
Housing Location
Permanent Supportive Housing
Board and Care
Housing w/out subsidy
PERMANENT HOUSING
HOUSING PLACEMENT
Page 68 of 89
CONTRA COSTA COUNTY COUNCIL ON HOMELESSNESS
12
A Legal and Personal Identity
“Kris” lived in Oakland all of her life, but details about her identity were unclear as she had been raised
by her grandmother under a nickname. She worked most of her adulthood as an inn keeper at a motel in
Oakland, obtaining a wage (under the table) and room and board through her employer. When that
employer passed away, Kris became homeless. Kris entered our system of care unsure of her officially
documented name or birthdate and had no personal identification. Without identification Kris was
unable to obtain the necessary benefits to gain housing or healthcare.
Kris did know that she was raised in Oakland, guessed her age to be 73, and remembered the street she
grew up on and the middle school she attended. Contra Costa County Emergency Shelter staff started a
six-month effort to learn Kris’ identity. The Oakland School District allowed shelters staff to look through
every yearbook from the years she may have attended. They found her senior picture and her real
name, and discovered she was actually 93 (20 years older than she’d thought). That was all the
information she needed to obtain a Social Security card, Cal Fresh, and Medical benefits with the
certified documentation provided by the school district. Finally, Kris
was approved for Supplemental Security Income (SSI) for elderly
individuals, the last resource necessary to obtain housing.
Kris has warmed the hearts of many at the shelter as she has taken it
upon herself to “manage” the laundry. She greeted each new shelter
consumer with clean towels and linens. Kris has been described as “a
mother” and “natural caretaker” to staff and consumers at the shelter.
Kris is now living in transitional housing and working with a housing
navigator to identify affordable senior housing complexes.
Page 69 of 89
CONTRA COSTA COUNTY 2017 POINT IN TIME COUNT
January 25, 2017
On a single night in Contra Costa County…….
1,607
people were homeless
This is a 7% decrease from 2016
2/3 are male
43%
% 57%
Sheltered
84 families
160 minors
Population Characteristics:
381 Substance Use Disorder
368 Mental Health Disability
331 Chronically homeless
224 Victims of Domestic Violence
99 Veterans
Unsheltered
Page 70 of 89
Annual Update on the Homeless
Continuum of Care
Presented to the Family and Human Service Committee
Contra Costa County Board of Supervisors
June 26, 2017 1
Page 71 of 89
Activities in FY 16-17…
•Point in Time Count
•Built for Zero Campaign
•Coordinated Entry
•Move-On program
•Housing Security Fund
2
Page 72 of 89
Housing Crisis
3
Page 73 of 89
2017 Point in
Time Count 911 Unsheltered 696 Sheltered
99
Veterans
110 At-risk 84
Households
with children
214 Chronically homeless The Point in Time (PIT) Count is an annual
survey to identify homeless individuals that
are sleeping in Emergency Shelters,
Transitional Housing, or outside. This year’s
PIT Count took place on January 25th.
27%
decrease in
Veterans in
one year 704 620 696
1326 1110 911
0
500
1000
1500
2000
2500
2015 2016 2017
Sheltered and Unsheltered PIT
2015-2017
Unsheltered
Sheltered
4
Page 74 of 89
CONTRA COSTA COUNTY COORDINATED ENTRY MODEL
Law Enforcement Community Members Health Care Providers Service Providers Consumers
CORE
Coordinated Outreach
Referral and
Engagement Teams
CARE
Coordinated Assessment,
Resource Center
CALL
Information and Referral
Interim
Housing/
Warming
Centers
Permanent Housing
5
Page 75 of 89
CALL
What When Who
•CARE and CARE-
Capable center
referrals
•Referrals to safety net
and other social
services
•Connect to CORE
teams
COMING SOON…
•Prevention/ Diversion
screening and triage
•Direct placement into
available shelter beds
•24/7 •At Risk
•Literally Homeless
6
Page 76 of 89
CARE Centers
What Where/When Who
•Showers
•Food
•Laundry
•Case management
•Linkages to mental and
physical health care
services
•Housing assessment
•Screenings and
referrals for
housing/utility
assistance
•Housing Navigation
•*Warming Center
Monday -Friday
8 am – 5 pm
West County
1515 Market St.
San Pablo
Central County
(Trinity Center)
1924 Trinity Ave
Walnut Creek
Central County*
(Next to Concord Shelter)
2047-A Arnold Industrial
Way
Concord
•Literally Homeless
7
Page 77 of 89
CORE Team
(Coordinated Outreach, Referral and Engagement)
What When Who
•Shelter and Warming
Center Placement
•Linkages to mental and
physical health care
services
•In-the-field healthcare
services provided by
HCH
•Benefits eligibility
screening and
enrollment
•Housing assessment
•Monday – Saturday, 7
am – 1 am
•Multiple teams across
county
•Partnerships with cities
•Literally Homeless
8
Page 78 of 89
Warming Center Pilot
What Where/When Who
•Screening and intake
•Housing assessment
•Food
•Showers
•Connection to CARE
center
Monday -Saturday
7 pm– 7 am
Central County*
Via referral by CORE teams
•Literally Homeless
9
Page 79 of 89
CARE Capable Center
What Where/When Who
•Referrals to 211 for
prevention/diversion
•Referrals and
transportation to CARE
Centers
•Housing assessment
Drop in Hours
M-Th
9 am - Noon
Tu , 5 pm – 7 pm
Central County
(Monument Crisis Center)
1990 Market Street
Concord
•At -Risk
•Literally Homeless
•Focus on families and
seniors
10
Page 80 of 89
HOUSING NAVIGATION
11
Page 81 of 89
12
Page 82 of 89
Housing Security Fund
What your donation can do:
• $25 One credit check
• $50 One housing application fee
• $100 One utility deposit
• $500 Rental Assistance for one month
•$2500 Security deposit for a family of four
Donate Online at
tinyurl.com/HousingSecurityFund
13
Page 83 of 89
Future Activities
Scaling Coordinated Entry
Housing Needs Assessment
New Management Information System
No Place Like Home and MHSA Housing Loan
Program
14
Page 84 of 89
FAMILY AND HUMAN SERVICES
COMMITTEE 9.
Meeting Date:06/26/2017
Subject:CDBG Emergency Services Grant Update
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 20
Referral Name: Public Service Portion of CDBG
Presenter: N/A Contact: Enid Mendoza, (925) 335-1039
Referral History:
On February 11, 1997, the Board of Supervisors referred to the Family and Human Services
Committee (F&HS) the subject of the Public Service Portion of the Community Services Block
Grant (CDBG) Program. Therefore, the Department of Conservation and Development reports to
F&HS at least annually regarding recommendations for the Public Services category and
Emergency Solutions Grant funding allocations.
On February 22, 2017, the Department of Conservation and Development presented to F&HS an
update on the two agencies selected to provide street outreach services and other related services
to homeless populations in the County. F&HS approved the department's recommendation.
On April 24, 2017, the Department of Conservation and Development presented to F&HS the
Public Services category and Emergency Solutions Grant (ESG) funding allocation
recommendations for fiscal years 2017-18, 2018-19, and 2019-20 based on anticipated federal
funding allocations.
Referral Update:
On June 14, 2017 the U.S. Department of Housing and Urban Development (HUD) released
allocation amounts for the County's ESG program, which included an increase of approximately
$95,000 than anticipated by the Department of Conservation and Development in April.
Therefore, the department is returning to F&HS with revised recommendations for the ESG fiscal
years 2017-18, 2018-19, 2019-20.
Please see the attached report and spreadsheet for the revised funding recommendations.
Recommendation(s)/Next Step(s):
APPROVE the revised staff recommendations for Emergency Solutions Grant funding for fiscalPage 85 of 89
APPROVE the revised staff recommendations for Emergency Solutions Grant funding for fiscal
years 2017-18, 2018-19, and 2019-20, and DIRECT the Department of Conservation and
Development to forward the approved recommendations, inclusive of other Community
Development Block Grant categories as previously approved by F&HS on April 24, 2017, for
Board of Supervisors approval.
Attachments
Memo to F&HS on Revised ESG Funding
Page 86 of 89
1
CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: (925) 674-7882
MEMORANDUM
DATE: June 26, 2017
TO: Family and Human Services Committee
Supervisor John Gioia, Chair
Supervisor Candace Andersen, Vice Chair
FROM: Gabriel Lemus, CDBG Program Manager
SUBJECT: Revised Staff Recommendations for FY 2017/18, FY 2018/19, & FY 2019/20
Emergency Solutions Grant Program
RECOMMENDATIONS
1. Approve revised recommendations for FY 2017/18, FY 2018/19, and FY 2019/20 Emergency
Solutions Grant (ESG) projects as recommended by staff or amended by the Committee.
2. 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 project categories for the Board of Supervisors consideration on
July 18, 2017.
BACKGROUND
On April 24, 2017, the Family & Human Services committee approved staff’s recommendations for FY
2017/18, FY 2018/19, and FY 2019/20 ESG Program funds. At that meeting, staff reported that the
recommendations at that time were based off of the current information on what the FY2017 Federal
budget may be and that the ESG recommendations were subject to change. At that time, staff estimated
the County receiving approximately $269,776 in ESG Program funds for FY 2017/18.
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2
In early May 2017, the FY2017 Federal budget was passed and on June 14, 2017 the U.S. Department of
Housing and Urban Development (HUD) released the information on the allocation amount of ESG
Program funds for the County. For FY 2017/18 the County will receive $365,299 in ESG Program
funds, an increase of nearly $95,000 from the original estimate. Seven and a half percent (7.5%) of the
grant will be used for administration expenses resulting in a total of $337,902 being available for
projects. Given the substantial increase, staff has revised its original recommendations to increase the
funding to all ESG projects that were recommended funding by the Family & Human Services
Committee back on April 24, 2017. Staff’s revised recommendations for the use of ESG funds are
listed in Attachment A. Attachment A also depicts the original recommendations from the April 24,
2017 Family & Human Services Committee.
Per ESG regulations, no more than 60 percent of the total ESG allocation, or $219,179, may be
committed to shelter related activities. Therefore, the increase in the revised recommendations were
developed following that regulation. All the recommended projects, with the exception of Shelter Inc.’s
Rapid Rehousing & Homeless Prevention project (17-03-ESG in Attachment A), are shelter related
activities.
Given that the ESG Program operates under a three-year funding cycle to conclude the final three years
of the CDBG/ESG Consolidated Plan period, the revised recommended amounts reflected for each
respective agency/program for FY 2017/18 are also the recommended amounts for the same
agencies/projects for FY 2018/19 and FY 2019/20, contingent on the satisfactory performance of each
respective agency/program and the County receiving a similar allocation of ESG funds from HUD.
Public Hearing and Transmittal of Recommendations: The Committee’s recommendations will be
forwarded to the full Board of Supervisors prior to the public hearing that is scheduled for July 18,
2017. Final recommendations must be forwarded to HUD by August 16, 2017.
Attachments
cc: John Kopchik, Director – Department of Conservation and Development
Kara Douglas, Assistant Deputy Director – Department of Conservation and Development
Page 88 of 89
Contra Costa County
Emergency Solutions Grant
FY 2017/18, 2018/19, 2019/20
Attachment A
Project Name
Amount
Requested
Amount
Received in FY
2016/17
FHS Committee
Recommendation for FY
2017/18 From April 24,
2017 Mtg.
Revisded Staff
Reccommendation for FY
2017/18**
17-01-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Adult Interim Housing
Program Emergency shelter beds
and wraparound services
for 150 homeless.
$108,365 $108,365 $108,365 $122,693.00
17-02-ESG
Contra Costa
Behavioral Health
Services Homeless
Program
Calli House Youth
Shelter
Emergency shelter beds
and support services for
25 homeless youth.
$10,000 $10,000 $10,000 $24,328.00
17-03-ESG SHELTER, Inc. of
Contra Costa County
Homeless Prevention
and Rapid Rehousing
Program
Homelessness
prevention and rapid
rehousing services to 60
Extremely Low Income
households in the Urban
County.
$100,000 $87,678 $87,678 $118,723.00
17-04-ESG STAND! For Families
Free of Violence
Rollie Mullen
Emergency Shelter
Emergency shelter and
support services for 40
adults (both men and
women) and their
children.
$35,000 $31,000 $31,000 $45,328.00
17-05-ESG Trinity Center Walnut
Creek Trinity Center
Hygiene/food services
and day-use facility for
100 homeless clients.
$12,500 $12,500 $12,500 $26,830.00
$265,865 $249,543 $249,543 $337,902
Emergency Solutions Grant Projects
Contra Costa County
TOTALS
CCC Project
No.
Outcome (for Amount
Requested)Applicant
**Note: Revised recommendations due to substantially larger ESG allocation from HUD than anticipated. Over the last three years, HUD's average ESG allocation to the County was approximately
$250,000.
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