HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 11132019 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
SPECIAL MEETING
November 13, 2019
10:30 A.M.
651 Pine Street, Room 101, Martinez
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. RECEIVE and APPROVE the draft Record of Action for the October 7, 2019 Family &
Human Services Committee meeting. (Julie DiMaggio Enea, County Administrator's
Office)
4. CONSIDER recommending to the Board of Supervisors the reappointment of Jagjit
Bhambra to the At Large 11 seat, Dennis Yee to At Large 14 seat, Brian O'Toole to At
Large 16 seat, and Jill Kleiner to At Large 19 seat on the Advisory Council on Aging,
as recommended by the Council. (Anthony Macias, Employment and Human Services
Department)
5. CONSIDER recommending to the Board of Supervisors the reappointment of Guita
Bahramipour to the Member at Large #4 seat on the Alcohol and Other Drugs Advisory
Board. (Fatima Matal Sol, Program Chief Alcohol and Other Drug Services)
6. CONSIDER recommending to the Board of Supervisors the appointment of Dan
Peddycord to the Health Care Representative seat, Shawn Ray to the Public Safety
Representative seat, and Patrice Guillory to the Reentry Representative seat on the
Contra Costa Council on Homelessness. (Jaime Jennett, Homeless Continuum of Care
Planning and Policy Manager)
7. CONSIDER recommending to the Board of Supervisors the appointment of Joshua
Anjar to the Workforce #2 seat on the Workforce Development Board. (Rochelle
Martin-Soriano, Workforce Development Board)
8. CONSIDER recommending to the Board of Supervisors the 2020-2025 Consolidated
Plan priorities as recommended by staff or amended by the Committee. (Gabriel
Lemus, Department of Conservation and Development)
1
9. CONSIDER accepting report by the Health Care for the Homeless Program on the
health status of the homeless population in Contra Costa County. (Joseph Mega,
Health Care for the Homeless Medical Director; Rachael Birch, Project Director)
10. CONSIDER accepting annual status report on the Continuum of Care Plan for the
Homeless. (Lavonna Martin, H3 Director; Jaime Jennett, HSD Continuum of Care
Planning and Policy Manager)
11. CONSIDER accepting status report from the Employment and Human Services
Department on the department's implementation of the CalFresh benefits expansion,
and its CalFresh Outreach Plan and staffing needs. (Kathy Gallagher, Employment and
Human Services Director)
12.The December 23, 2019 meeting of the Family and Human Services Committee has been
canceled due to the Christmas holiday. No additional meetings are currently scheduled
for the 2019 Family & Human Services Committee.
13.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:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
2
FAMILY AND HUMAN SERVICES
COMMITTEE 3.
Meeting Date:11/13/2019
Subject:RECORD OF ACTION FOR THE OCTOBER 7, 2019 FHS MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: N/A
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the
record need not be verbatim, it must accurately reflect the agenda and the decisions made in the
meeting.
Referral Update:
Attached is the draft Record of Action for the October 7, 2019 Family & Human Services
Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the October 7, 2019 Family & Human
Services Committee meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT FHS Record of Action for 10-7-19
3
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
OCTOBER 7, 2019
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
Present: Chair Candace Andersen
Vice Chair John Gioia
Staff Present:Julie DiMaggio Enea, Sr. Deputy County Administrator
Attendees:Emilse Ramirez, BHS; Alicia Silva, BHS; Don McClelland, BHS; Marie Scannell, BHS; Jan
Cobaleda-Kegler, BHS; Alicia Austin-Townsend, MHS; Kristine Suchan, MHS; Cedrita
Claiborne, CCMS; Ryyn Schumacher, CCMS; Matt White, BHS; Warren Hayes, HSD
Behavioral Health Services; Laura Otis-Miles, MHS; Anthony Macias, EHSD/AAS; Chris
Wikler, District IV Supv Representative; Debbie Toth, Choice in Aging; Dan Peddycord,
CCHS; Jill Ray, BOS District II Representative; Douglas Dunn, MH Commission
1.Introductions
Chair Andersen called the meeting to order at 1:00 p.m. and invited attendees to
introduce themselves.
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
No one requested to speak during the public comment period.
3.RECEIVE and APPROVE the draft Record of Action for the September 23, 2019
Family & Human Services Committee meeting.
Approved as recommended.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
4.RECOMMEND to the Board of Supervisors the appointment of Y'Anad Burrell to the
At Large 1 seat on the Arts and Culture Commission of Contra Costa County (AC5) to
a term expiring June 30, 2023, as recommended by AC5.
Approved as recommended.
AYE: Chair Candace Andersen, Vice Chair John Gioia
DRAFT
4
Passed
5.RECOMMEND to the Board of Supervisors the appointment of Kathie Thompson to
At Large #3 seat, and Gerald Richards to At Large #9 seat, with terms expiring
September 30, 2021, on the Advisory Council on Aging, as recommended by the
Council.
Approved as recommended.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
6.ACCEPT the annual report from the Public Health Division of the Health Services
Department on the implementation of the Secondhand Smoke Protections Ordinance
and DIRECT staff to forward the report to the Board of Supervisors for their
information.
DIRECT staff to provide updates on implementation of the ordinance as part of staff’s
annual report on the County’s Tobacco Retail Licensing Ordinance.
Dan Peddycord introduced Ryyn Schumacher, who presented the staff report. Ryyn
highlighted that the City of Clayton has adopted a secondhand smoke ordinance
and the cities of San Pablo and Concord have ordinances in development. The
cities of Antioch and Pittsburg have indicated interest in doing so.
The Committee accepted the staff report and suggested that staff develop a sample
secondhand smoke clause for inclusion in Homeowners' Association Covenants,
Conditions, and Restrictions. The Committee directed staff to forward the report to
the Board on Consent on the same day as the vaping ordinance will be introduced.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
7.ACCEPT report on the on the implementation of the tobacco retailer licensing and
businesses zoning ordinances.
DIRECT staff to continue to provide updates on implementation of the ordinances as
part of staff’s annual report on the County’s Secondhand Smoke Protections Ordinance.
Ryyn Schumacher presented the staff report. He discussed the 1,000 ft. buffer from
schools that was adopted in 2017 and the 500 ft. buffer from existing tobacco retail
outlets adopted in 2018. He reviewed various County grants including a California
Department of Justice grant to the Sheriff's Department that funds youth decoys,
compliance inspections and education.
The Committee discussed the pending County amendment to the smoking
ordinance that would ban vaping and discussed extending that ban to cover flavored
tobacco. The Committee directed staff to forward the staff report to the Board at the
same time as the ordinance amendment on vaping is introduced.
DRAFT
5
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
8.ACCEPT the Annual Report of the Assisted Outpatient Treatment Program for the
period January 1 through December 31, 2018.
Warren Hayes presented the staff report, mentioning that 2018 was the third full
year of the AOT program. During 2018, 200 individuals received services and the
current caseload, at 75, is full. He said that most referrals come from family
members and that more than 80% of the individuals have co-occurring disorders --
usually drug abuse and mental illness. The program outcomes have been positive,
seeing a decline in crisis episodes, hospitalizations, incarceration, and
homelessness, and an increase in patient satisfaction as evidenced through patient
surveys. Warren commented that the "front door" model implemented by the
County has been very successful, helping families to better navigate the array of
available services and be directed to the most appropriate level of care for their
family member. He cautioned, however, that more step down, e.g. Assertive
Community Treatment (ACT), programming is needed. He also recommended that
eligibility for AOT be broadened to serve more people. He concluded that County
staff have learned a lot about what works and want to take those lessons forward to
continuously improve the program.
Marie Scannell described the partnership between Behavioral Health Services and
Mental Health Services and the effect of the current strict interpretation of AOT
eligibility.
Vice Chair Gioia asked about the number of AOT participants who were homeless
at the time of referral or enrollment, and the number who were referred by police
departments. The Committee agreed that broadening the eligibility for AOT, if
possible, would be beneficial and that they would ask County Counsel to
re-examine the question.
Douglas Dunn comment that demand was, and continues to be, greater than the
County's current capacity and expressed his hope that a W&I Code 5150
psychiatric emergency hold can be considered a hospitalization and be counted
towards the AOT eligibility criteria.
The Committee accepted the report and directed staff to forward it to the Board for
informational purposes.
AYE: Chair Candace Andersen, Vice Chair John Gioia
Passed
9.The November 25, 2019 meeting of the Family and Human Services Committee has
been canceled due to the Thanksgiving holidays. A special meeting has been scheduled
for Wednesday, November 13, 2019 at 10:30 a.m.
10.Adjourn
DRAFT
6
Chair Andersen adjourned the meeting at 1:52 p.m.
For Additional Information Contact:
Julie DiMaggio Enea, Interim Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
DRAFT
7
FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:11/13/2019
Subject:Re-Appointments to the Advisory Council on Aging
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: N/A
Referral Name: N/A
Presenter: Anthony Macias Contact: Anthony Macias,
925.602.4175
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 committee.
The Advisory Council on Aging provides a means for countywide 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 serving two-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 30 seats filled on the Advisory Council on Aging and 10 vacancies. These
vacant seats include: Local Committee Oakley, Local Committee San Pablo, Local Committee
Lafayette, Local Committee Moraga, Local Committee San Ramon, Local Committee Martinez,
Local Committee Pinole, Local Committee Pittsburg, Local Committee Pittsburg, and
Member-At-Large seat 8.
These re-appointment recommendations will not change the membership count of the Council,
8
because they are all incumbents. The current membership is as follows:
Seat title Current incumbent
Incumbent
Supervisor
District
Number
meetings
attended since
appointment
date
Total
Number of
Meetings
held since
appointment
Nutrition Project Council Garrett Gail I 23 28
At-Large 1 Adams Fred II 14 15
At-Large 2 Krohn Shirley IV 23 24
At-Large 3 Thompson Kathie IV
At-Large 4 Welty Patricia V 22 28
At-Large 5 Card Deborah V 22 24
At-Large 6 Lipson Steve I 6 6
At-Large 7 Selleck Summer IV 9 15
At-Large 8
At-Large 9 Richards Gerald V
At-Large 10 Terri Tobey II 2 2
At-Large 11 Bhambra Jagjit V 11 14
At-Large 12 Neemuchwalla Nuru IV 21 24
At-Large 13 Dunne-Rose Mary D II 22 24
At-Large 14 Yee Dennis IV 6 7
At-Large 15 Bruns Mary IV 14 15
At-Large 16 O'Toole Brian IV 7 7
At-Large 17 Donovan Kevin D.II 5 7
At-Large 18 Nahm Richard III 17 20
At-Large 19 Kleiner Jill II 7 7
At-Large 20 Frederick Susan I 15 15
Local Committee Lafayette
Local Committee Orinda Clark Nina II 11 15
Local Committee Antioch Fernandez Rudy III 25 26
Local Committee Pleasant Hill Van Ackern Lorna IV 15 15
Local Committee Pinole
Local Committee Concord
Local Committee Richmond Frances Smith I 2 3
Local Committee El Cerrito Kim-Selby Joanna I 19 28
Local Committee Hercules Doran Jennifer V 19 20
Local Committee Pittsburg
Local Committee San Ramon
Local Committee Clayton Tervelt Ron IV 11 15
Local Committee Alamo-DanvilleDonnelly James II 13 15
Local Committee Walnut Creek Napoli, Frank IV 4 4
Local Committee Moraga
Local Committee San Pablo
Local Committee Martinez
Local Committee Brentwood Kee Arthur III 14 15
Local Committee Oakley
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the re-appointment of Jagjit Bhambra to the At Large
9
RECOMMEND to the Board of Supervisors the re-appointment of Jagjit Bhambra to the At Large
11 seat, Dennis Yee to At Large 14 seat, Brian O'Toole to At Large 16 seat, and Jill Kleiner to At
Large 19 seat, with terms expiring September 30, 2021, on the Advisory Council on Aging, as
recommended by the Council.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Re-Appointment Memo
B. O'Toole Application
D. Yee Application
J. Kleiner Application
J. Bhambra Application
10
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: 10/0 9/2019
T O: Family and Human Services Committee
CC: Tracy Murray, Director Aging and Adult Services
FROM : Anthony Macias, Area Agency on Aging Senior Staff Assistant
SUBJECT: Advisory Council on Aging – Appointment Requested
The Contra Costa Area Agency on Aging (AAA) recommends the following four individuals for
reappointment to At-Large Seats assigned to the Contra Costa Advisory Council on Aging (ACOA) with terms
expiring on September 30, 2021:
At-Large Seat #11: Jagjit Bhambra
At-Large Seat #14: Dennis Yee
At-Large Seat #16: Brian O’Toole
At-Large Seat #19: Jill Kleiner
Recruitment is handled by both the Area Agency on Aging, the ACOA Membership Committee and the Clerk
of the Board using CCTV. The Contra Costa County Employment and Human Services Department website
contains dedicated web content where interested members of the public are encouraged to apply. The website
provides access to the Board of Supervisors official application with instructions on whom to contact for
ACOA related inquiries, including application procedure.
Members of the ACOA Membership Committee interviewed all Membership At-Large (MAL) applicants
recommended for reappointment. The Membership Committee and the Council’s current President, Susan
Frederick, recommends the reappointment of the above list of MAL members who are interested in serving an
additional term. Please find copies of the members’ applications provided as separate attachments.
Thank You
11
Walnut Creek
12
13
Pleasant Hill
14
15
MORAGA
16
17
HERCULES
18
19
FAMILY AND HUMAN SERVICES
COMMITTEE 5.
Meeting Date:11/13/2019
Subject:RECOMMENDATION FOR APPOINTMENT TO THE ALCOHOL
AND OTHER DRUGS ADVISORY BOARD
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.:
Referral Name: Advisory Body Recruitment
Presenter: Fatima Matal Sol Contact: Fatima Matal Sol (925)
335-3307
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 committee. At Large seats on the
Alcohol and Other Drugs Advisory Board are assigned to FHS for review and recommendation to
the Board of Supervisors.
The Alcohol and Other Drugs Advisory Board provides input and recommendations to the Board
of Supervisors and the Health Services Department concerning family and community needs
regarding prevention and treatment of alcohol and drug related problems. The mission of the
Contra Costa County Alcohol and Other Drugs Advisory Board is to assess family and
community needs regarding treatment and prevention of alcohol and drug abuse problems. The
board reports their findings and recommendations to the Contra Costa Health Services
Department, the Board of Supervisors and the communities they serve. The Alcohol and Other
Drugs Advisory Board works in collaboration with the Alcohol and Other Drugs Services of
Contra Costa Health Services. The board provides input and recommendations as they pertain to
alcohol and other drugs prevention, intervention, and treatment services.
Referral Update:
The term of the Member at Large #4 seat expired on June 30, 2019. The Health Services
Department advertised the vacancy, received two applications, and recommends the
reappointment of Guita Bahramipour to a new term that will expire on June 30, 2022. The
advisory board's transmittal letter and copies of candidate applications are attached.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Guita Bahramipour to the 20
RECOMMEND to the Board of Supervisors the reappointment of Guita Bahramipour to the
Member at Large #4 seat on the Alcohol and Other Drugs Advisory Board to a new term that will
expire on June 30, 2022.
Attachments
AODAB Transmittal Memo
AODAB Roster
Candidate Application_Guita Bahramipour_AODAB
Candidate Application_Madison Gunn_AODAB
Candidate Application_Edward Salaiz_AODAB
21
CCCAODS will provide reasonable accommodations for persons with disabilities planning to attend the meetings who should contact staff at least
24 hours before the meeting at (925) 335-3307.
The Contra Costa County Alcohol and Other Drugs Advisory Board welcomes and encourages public participation at each meeting. Public comments on the agenda or any
item of interest within the jurisdiction of the Contra Costa County Alcohol and Other Drugs Advisory Board are restricted to a maximum of three minutes per speaker. Topics
not posted on the agenda may be addressed by the general public, however, California Law prohibits a Board or Commission from taking action on matters which are not on
the agenda, unless in specific instances as stated under the Brown Act. Any person wishing to address this Board on matters not posted on the agenda should bring their
request to the attention of the Chair, Vice Chair or Staff of the Board. Thank you. For more information, contact Fatima Matal Sol (925) 335-3307.
“The mission of the Contra Costa County Alcohol and Other Drugs Advisory Board is to assess family and community needs regarding prevention and treatment of
alcohol and other drug-related problems. Resultant findings and recommendations are forwarded to the Health Services Department and the Board of Supervisors. The
Board also serves as an advocate for these findings and recommendations to the communities that we serve.”
Date: October 25, 2019
To: Internal Operations Committee, Contra Costa Board of Supervisors
From: Fatima Matal Sol, Staff contact for the Alcohol and Other Drugs Advisory Board
RE: Alcohol and Other Drugs Advisory Board – At Large Appointment
The Alcohol and Other Drugs Advisory Board (AODAB), in its continued efforts to recommend
board members that are able to articulate the Board’s mission as well as represent the
diverse community in our county, hereby makes the following re appointment
recommendation for the AODAB.
NOMINEE SEAT TERM EXPIRATION
Guita Bahramipour Member-at-Large 4 Seat Term expire
10 Redwing Place 6/30/2022
Moraga, CA, 94556 Three years
The aforementioned individual has been an ongoing board member who has requested
reappointment. Due to the reorganization of the AODAB structure there is a need for
additional At-Large members to support a broader county geographical representation. In
accordance to the recruitment policy of the Board of Supervisors a media advisory and a
Tweet was released by Health Services Department of 10/1/19. The media advisory is still
posted on AODAB’s homepage. We received multiple calls and received 2 applications.
(Attached) AODS maintains an internal system to monitor countywide geographical and
culturally representation.
Should you have any questions, please contact me at:
Phone: 925-335-3307
Email: Fatima.MatalSol@hsd.cccounty.us
Thank you in advance for your kind consideration in this matter.
Contra Costa County Alcohol and Other Drugs Advisory Board
1220 Morello Avenue, Suite 101
Martinez, CA 94553
(925) 335–3307; fax (925) 335–3318
District I
Antwon Cloird
District 2
Catherine Taughinbaugh
District 3
Cynthia Chavez
District 4
Tom Aswad
District 5
Vacant
At - Large Member
Jonathan Ciampi
Victor Ortiz
Vacant
Vacant
Michael Collins
Vacant
At - Large Alternate
Kevin Orozco
Vacant
Vacant
22
Seat Name Address
District I Antwon Cloird Richmond, CA, 94804
District II Catherine Taughinbaugh Danville, CA, 94526
District III Cynthia Chavez Antioch, CA, 94531
District IV Tom Aswad Walnut Creek, CA, 94598
District V Vacant
At Large - 1 Jonathan Ciampi San Ramon, CA, 94583
At Large - 2 Victor Ortiz Walnut Creek, CA, 94598
At Large - 3 Vacant
At Large - 4 Vacant
At Large - 5 Michael Collins Oakley, CA, 94561
At Large - 6 Vacant
At Large - Alternate 1 Kevin Orozco (R)Pittsburg, CA, 94565
At Large - Alternate 2 Vacant
At Large - Alternate 3 Vacant
Name Address
Logan Campbell Martinez, CA, 94553
Guita Bahramipour Moraga, CA, 94556
Talia Moore E.D.D.El Sobrante, CA, 94803
Madison Gunn Antioch, CA, 94509
Erika Sheranko Antioch, CA, 94531
District I 1
District II 2
District III 2
District IV 2
District V 1
District I 1
District II 1
District III 2
District IV 0
District V 1
Number of Applicants per District of Residence
Current AODAB Representation
Current AODAB Applicants
Number of Apointed Members per District of Residence
23
District of Residence
I
II
III
IV
V
II
IV
III
V
District of Residence
V
II
I
III
III
Current AODAB Representation
Current AODAB Applicants
24
25
26
27
28
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32
FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:11/13/2019
Subject:RECOMMENDATION FOR APPOINTMENTS TO THE COUNCIL ON
HOMELESSNESS
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.:
Referral Name: Advisory Body Recruitment
Presenter: Jaime Jenett, Continuum of Care Planning
and Policy Manager
Contact: Jaime Jenett (925)
608-6700
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 committee. Review of
appointments to Countywide and At Large seats on the Council on Homelessness are assigned to
the FHS Committee.
Referral Update:
Please see the attached memo from the Council on Homelessness, which details their request to
fill the 3 vacancies on the 17-member council. All applications that were considered are also
attached for the Committee's review.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Dan Peddycord (Concord) to the
Health Care Representative seat to complete the current term expiring on December 31, 2021; and
Shawn Ray (San Pablo) to the Public Safety Representative seat and Patrice Guillory (Antioch) to
the Reentry Representative seat to complete the current terms expiring on December 31, 2019 and
to new two-year terms expiring on December 31, 2021.
Attachments
Council on Homelessness Transmittal Letter_Recommendations for Appointments
Candidate Application_Adams, Roshawn_Homeless
Candidate Application_Broussard Eric_Homeless
Candidate Application_Guillory, Patrice_Homeless
Candidate Application_Peddycord, Dan_Homeless
33
Candidate Application_Poe, Adam_Homeless
Candidate Application_Ramirez, Leonard_Homeless
Candidate Application_Ray, Shawn_Homeless
Candidate Application_Richards, Avery_Homeless
Candidate Application_Serrano, Kristina_Homeless
Candidate Application_Teshager, Adey_Homeless
Candidate Application_Trowbridge, Linda_Homeless
Candidate Application_Walker, Michelle_Homeless
Candidate Application_Worley, James_Homeless
34
35
36
Submit Date: Sep 16, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
None Selected
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Diablo valley College
Degree Type / Course of Study / Major
Addiction studies/ Counseling
Degree Awarded?
Yes No
College/ University B
Name of College Attended
John F. Kennedy University
Roshawn Adams
vallejo CA 94590
Roshawn Adams Page 1 of 4
37
Degree Type / Course of Study / Major
Psychology (current attendance)
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
CCAPP
Hours Completed
Certificate Addiction counseling
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Not Submitted
Seat Name
Reentry Services Representative:
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Roshawn Adams Page 2 of 4
38
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I would like to participate in the advisory board due to my own life experiences, studies, and current direct
care in working with this population of individuals. I would further like to develop, strengthen, and extend
my career skills with knowledge of all working systems within contra costa county. After successfully
going through my own challenges with homelessness, legal, and traumatic events in life I can relate to
lots of the challenges and trials in which individuals are faced with. My motivational interviewing skills
have proven to encourage many towards choosing a better direction for their lives and future.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Vallejo Community Action board for health care in Vallejo CA
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
see attachment
Conflict of Interest and Certification
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:
N/A
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
New_Resume.docx
Roshawn Adams Page 3 of 4
39
If Yes, please identify the nature of the relationship:
N/A
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Roshawn Adams Page 4 of 4
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ROSHAW N ADAMS
Vallejo CA 94590 -
Licenses/Certifications
Certified by California Consortium of Addiction Programs and Professionals
Substance Abuse Counselor CADCI Ci10601217
Education
John F. Kennedy University- 10/2017 to Current (Bachelor of Art - Psychology)
Diablo Valley College- 9/2013 to 9/2016 (Associate in Science Addiction
Studies & Counseling)
Milwaukee Technical College- 9/1994 to 6/1996 (General Education/ Practical
Nursing)
Professional Experience
Contra Costa County (Public Health Department) Substance Abuse
Counselor
Concord, CA 10/2017 - Current
Apply current substance use disorder treatment methods to individuals and families.
Make referrals to available community resources while providing physiological,
sociological and psychological education. Assist with advocacy and linkages to other
agencies within the county and beyond. Interview individuals to determine the
appropriateness of program services while communicating effectively with people
experiencing anxiety, stress and depression. Write, type, and maintain detailed
accurate records while evaluating clients. Rehabilitation progress, behaviors, and
implement suggested re-directives using Motivational Interviewing and Stages of
Change model. Recognized and collaborated with Contra Costa County
communications department in implementing two program videos honoring patient
center care, community connect program and honored in the Directors Report of
Contra Costa County. Received two awards one with the collaboration of substance
use disorder team members and The Brightest Star award of community connect
program.
House of Acts – Substance Abuse Counselor
Vallejo, CA 04/2015 - Current
Give full active listening and attention to individuals who are experiencing
Substance Use disorder and Mental Health disorder symptoms. Accurately keep
records according to Drug Medical, stakeholders and the county partners policies,
procedures and regulations. Documented reactions to interventions, changes in
behaviors, strengths, weaknesses, and suggest alternative solutions to treatment.
Encourage through logical reasoning.
Anka Behavioral Health – Program Administrator
Vallejo, CA 12/2013 - 7/2017
Responsibilities include close consultation with Director of Alcohol and Other Drug
Services (AOD), Interview, train, supervise, evaluate, and discipline/discharge
clinicians and counselors in an intensive outpatient substance abuse, mental health,
41
and co-occurring disorder treatment program. Responsible for all daily aspects,
operations, and functions of program. Responsibilities include annual budgeting and
reporting, occasional assistance with renewal grant applications and ensuring that
the program adhere to all regulatory requirements while providing the highest
quality of care. Regularly monitor timeliness, accuracy and quality of all charts and
documentation according to policy and procedures required by partnered stake
holders. Received an award for 100% compliance in monthly billing productivity of
highest ever reached for a program by ensuring all billable services where accessed
and offered. In addition, I received an award for most valued employee. Attend
internal and external administrative meetings, coordination and facilitation of staff
trainings, staff meetings while implementing most the efficient procedures and
protocols
Youth and Family Services/ Mission Solano – Mentor
10/2013 - 04/2016
Responsibilities included visitation, encouragement and empowerment of
incarcerated women through Solano County Sheriff's Department. Assist addressing
employment barriers and economic independence. Build effective social skills,
reinforce participant’s confidence and self-esteem. Advocate and mediate towards
reunification back into society and families
SCI Consulting
12/2012 - 12/2014
Confer with customers by telephone in to provide information about services, cancel
accounts, or obtain details of complaints and check to ensure that appropriate
changes were made to resolve customers problems.
42
Submit Date: Oct 18, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
None Selected
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Eric A Broussard
Brentwood CA 94513
Eric A Broussard Page 1 of 4
43
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: For Review
Seat Name
Public Safety #2:
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am a police officer with Contra Costa County College Dist. Police Department, and serve as the
Homeless Liaison Officer for our three (3) campuses: Diablo Valley, LMC, and Contra Costa College. This
would be a great opportunity to share ideas in our endeavor to improve quality of life issues challenging
our growing homeless citizens.
Eric A Broussard Page 2 of 4
44
Upload a Resume
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Police Officer, serving as the Homeless Liaison Officer for the Contra Costa County Community College
District.
Conflict of Interest and Certification
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:
Eric A Broussard Page 3 of 4
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Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Eric A Broussard Page 4 of 4
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Submit Date: Oct 18, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
None Selected
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Northwestern University
Degree Type / Course of Study / Major
Public Policy & Administration
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Spelman College
Patrice Guillory
Antioch CA 94531
Patrice Guillory Page 1 of 4
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Degree Type / Course of Study / Major
Comparative Women's Studies
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Appointed
Seat Name
Reentry Services
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Patrice Guillory Page 2 of 4
48
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am a current Board member occupying the Reentry Services seat. I wish to continue in this role and
support both the Council and H3's efforts to educate the community about challenges and potential
housing solutions for County residents impacted by the criminal justice system. With my knowledge and
background in implementing reentry-focused programs in the county that often include opportunities to
reduce homelessness and/or prevent homelessness among the reentry population, I believe I'm well-
positioned to continue to bring forth a perspective highlighting the unique needs and challenges faced by
this particular community. I'm also adept in the policy changes and actions that have been taken by our
local system actors, and partnerships and collaborations between criminal justice reform and reentry
stakeholders throughout the County to better enhance service delivery for individuals returning home from
incarceration.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
• Managed direct service coordination and communications between contracted service providers as they
offer reentry services in Antioch and far East Contra Costa County with a specific emphasis on clients with
low-level, drug-related felonies. • Develop local mentoring and community-responsive programs to
enhance service navigation as a support mechanism for jail-to-community transitions into the far East
Contra Costa region. • Worked collaboratively with County agencies, local CBOs and FBOs, and local law
enforcement agencies to implement the County adopted Plan for an East & Central County Networked
System of Services for Returning Citizens
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
PatriceG_RESUME-2.2019.pdf
Patrice Guillory Page 3 of 4
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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:
Employer has contracts with CCC Office of Reentry & Justice and CCHS-Behavioral Health Division.
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Patrice Guillory Page 4 of 4
50
1
Patrice L. Guillory
SUMMARY OF QUALIFICATIONS
With over 10 years of comprehensive professional experience in strategic planning, program
development and management, community engagement, coalition- and consensus-building, and research
and analysis of federal, state, and local policies, I have a broad and extensive background in areas relating
to community development, housing, public health, education, and criminal justice and reentry fields. I
have excellent interpersonal skills and have experience building collaborative partnerships which allows
me to work well across diverse constituencies and agencies.
I demonstrate leadership with an acumen that is results-driven and favorable for engaging both public
and non-profit sectors. I am uniquely qualified to effectively and collaboratively manage, motivate and
inspire stakeholders as evidenced by my distinctive professional journey. My strong critical thinking,
problem solving and decision making abilities, including experience with budget oversight, will make me
a great asset to any team.
Education
MASTER OF ARTS, PUBLIC POLICY & ADMINISTRATION | CANDIDATE |
NORTHWESTERN UNIVERSITY, EVANSTON, IL
BACHELOR OF ARTS, COMPARATIVE WOMEN’S STUDIES | MAY 2008 |
SPELMAN COLLEGE, ATLANTA, GA
Experience
MANAGING DIRECTOR, CONTRA COSTA COUNTY PROGRAMS & SERVICES | HEALTHRIGHT
360 | FEBRUARY 2019 - PRESENT
· Provide oversight, coordination, support, and quality management to the agency’s programs and
services in the Contra Costa County region.
· In coordination with the V.P. of Community and After Care Services, responsible for implementation of
community-based reentry services and criminal justice partnerships with the Contra Costa Health
Services-Behavioral Health & Health, Housing and Homeless Services Divisions, the City of Antioch’s
Police Department, Contra Costa County Probation Department, and the Contra Costa County Office of
Reentry and Justice.
· Manage a staff of 14 with expertise in case management, service coordination, project management and
administration, peer support and outreach, information coordination, community outreach and
volunteer coordination.
· Monitor contract compliance, assurance, and reporting among subcontractors, and establish and
maintain program policies and procedures.
51
2
NETWORK MANAGER, CONTRA COSTA REENTRY NETWORK | HEALTHRIGHT
360 | NOVEMBER 2016 – JANUARY 2018
· Manage day to day operations of the Contra Costa Reentry Network (a collaborative system of
services), including project budget management, assessing reentry service quality and efficiency, and
monitoring system and client outcomes.
· Supervise a dedicated direct service and administrative staff, and responsible for coordination of
program activities with community-based partners and County agencies.
· Work in coordination with the V.P. of Community and After Care Services to ensure service delivery is
in accordance with contract deliverables.
FIELD OPERATIONS COORDINATOR (CONTRACTOR) | CONTRA COSTA COUNTY | AUGUST
2015 - SEPTEMBER 2016
· Managed direct service coordination and communications between contracted service providers as
they offer reentry services in Antioch and Far East Contra Costa County with a specific emphasis on
clients with low-level, drug-related felonies.
· Develop local mentoring and community-responsive programs to enhance service navigation as a
support mechanism for jail-to-community transitions into the Far East Contra Costa region.
· Worked collaboratively with County agencies, the County Reentry Coordinator, the County
Administrator’s Office, local CBOs and FBOs, and local law enforcement agencies to implement the
County adopted Plan for an East & Central County Networked System of Services for Returning Citizens.
PROGRAM MANAGER | CONTRA COSTA HEALTH SERVICES | APRIL 2015 – AUGUST 2015
· Managed strategic planning process of emerging local community health project that promote chronic
disease prevention, healthy built environment, and reducing health inequities in east Contra Costa
County.
· Managed a multi-sectoral collaborative in partnership with healthcare providers, social service
agencies, business leaders, FBOs and CBOs, elected officials and public sector agencies to implement the
Healthy and Livable Pittsburg Action Plan.
· Oversaw program budget, grant management duties, and provide technical assistance to local CBOs.
EXTERNAL RELATIONS ASSOCIATE| THE EDUCATION TRUST-WEST | JANUARY 2014 –
MARCH 2015
· Sustained and established strategic partnerships with local CBOs across five regions (Bay Area, L.A., San
Diego, Inland Empire, and Central Valley).
· Facilitated statewide coalition of 50+ civil rights, education reform, and base-building organizations to
influence the state’s regulatory process and implementation of the Local Control Funding Formula law.
· Administered statewide education program (FairShare4Kids.org) including monitoring and evaluating
program activities and budget expenditures, and creating community resources and training
curriculum and videos.
· Provided technical assistance to CBOs regarding their local education advocacy campaigns/initiatives;
and represented and presented ETW’s work at over 20 public events and meetings.
52
3
POLICY RESEARCH ASSISTANT| PROMISE NEIGHBORHOODS INSTITUTE AT
POLICYLINK | JUNE 2012 – JANUARY 2014
· Managed the Institute’s advocacy campaign for AB 1178 - The California Promise Neighborhoods
Initiative — including overseeing consultant deliverables, drafting bill language, and coordinating
support among California child advocacy stakeholders.
· Drafted model legislation for establishing state or local level cradle to career program.
· Served as a member of the Federal Policy Team and provided research assistance and analysis of
national and state level community revitalization and “place-based” efforts while coordinating the
Institute’s federal policy advocacy work and network of over 61 Promise Neighborhood grantees.
Boards/Commissions
· Community-Based Organization Representative to the Contra Costa County Community
Corrections Partnership (June 2018 - present)
· Member (Reentry Services Representative), Contra Costa County’s Council on Homelessness
(Continuum of Care governing body) (March 2018 - present)
· Vice Chair of the Community Advisory Board (Chair of Policy and Budget Subcommittee) to the
Contra Costa County Community Corrections Partnership (Jan 2016 - Dec 2018)
· Member, Contra Costa County’s Reentry System Strategic Planning Steering Committee (July 2017
- June 2018)
· Member, Contra Costa County’s Local Advisory Committee to the State of California’s Board of
State and Community Corrections’ Proposition 47 Grant Award (Jan 2017 - present)
· Member, Board of Directors of Urban Habitat (Sept. 2017 - Present)
53
Submit Date: Oct 21, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 4
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Washington State University
Degree Type / Course of Study / Major
Bachelor in Nursing
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Portland State University
Daniel W Peddycord
Concord CA 94519
Daniel W Peddycord Page 1 of 4
54
Degree Type / Course of Study / Major
Master in Public Administration/Health Admin
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Health Sector
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
1
Daniel W Peddycord Page 2 of 4
55
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
Homelessness is a critical social determinant of health that impacts far too many individuals, families and
even youth. In addition I seek to further align efforts across CCHS and with community partners in
working with and providing services to persons who are homeless. This includes looking for ways to help
coordinate and align efforts between Whole Person Care, Health Care for the Homeless, H3, School
Based Health Servcies, and the suite of Maternal Child Health Services.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
I currently serve on the Contra Costa Juvenile Justice Coordinating Council and have previously served
on numerous boards and commissions. This includes serving on local Health Plan Boards, FQHC Boards,
Regional Health Boards, AB 109/Re-entry Commission and local non-profit.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
25+ years of senior/executive level management experience in health and health care. Significant policy
experience in the health field, including bringing new policy forward to policy makers for formal
consideration/adoption.
Conflict of Interest and Certification
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:
DWP_resume_2019_Contra_Costa_.doc
Daniel W Peddycord Page 3 of 4
56
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Daniel W Peddycord Page 4 of 4
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Peddycord, D.W.
DANIEL W. PEDDYCORD, RN, MPA:HA
An experienced, visionary Health Administrator with strong leadership skills who consistently produces
significant and tangible results by understanding and aligning the critical interests of diverse groups in
order to build collaborative relationships and inspired work teams.
Summary of professional strengths and experience:
158
Peddycord, D.W.
Team building & relationship management
Quality & performance improvement
Empowering staff to achieve excellence
Budgeting & capital planning
Project management & implementation
Strategic planning & organizational
development
Legislative advocacy & policy development
Vision setting & comprehensive community
health planning
Public relations & program marketing
Comprehensive cost & value analysis
Program planning & development
Dashboarding & data for decision-making
Human resources & personnel development
2
59
Peddycord, D.W.
PROFESSIONAL EXPERIENCE
8/15 – Current ASSISTANT HEALTH SERVICES DIRECTOR, DIRECTOR of PUBLIC HEALTH
Contra Costa County Health Services, Martinez, CA
Director of Public Health for Contra Costa County, California with a population of nearly 1.2 million
residents. With the recent addition of Whole Person Care, the Department has an annual budget in
excess of $84 million and approximately 625 FTE. The department offers a broad and typical array of
public health services and programs ranging from the control of reportable diseases to public health
nursing and case management, to maternal child and adolescence health programs as well as a suite of
HIV services, WIC, CCS and community wellness and prevention that is inclusive of tobacco control and
the promotion of physical activity and healthy nutrition. In addition, the department provides an extensive
array of direct clinical services to special and/or at-risk populations including homeless health care
services, mobile health and dental services, reproductive and STD health services, Medication Assisted
Treatment for opioid use disorder, as well as school-based health services at more than 40 K-12 school
locations. The department has embraced a focus on the social determinants of health and has developed
special programs aimed at educational attainment, foster youth, and pregnant women who are
incarcerated. In addition, the department operates the County’s Senior Nutrition, Meals on Wheels
program, and operates a Public Health Lab. The department also houses a comprehensive suite of
linguistic access services on behalf of the entire Contra Costa Health System and supports the Hazardous
Materials Ombudsman program.
Completed a first ever Strategic Plan for Public Health with an emphasis on system integration across
divisions and agencies to address priority health issues. This effort seeks to leverage and align efforts that
touch not only various public health priorities but also reflects on larger health system efforts being addressed
under the 1115 Medicaid Waiver, as well as priorities that have surfaced via community health assessments
conducted by area hospitals and/or health systems.
Operate the Whole Person Care Initiative for Contra Costa Health Services. This 40 million dollar annual
project is aimed at addressing many of the underlying social determinants and factors effecting the over and/or
mis-utilization of health care services. Included within the scope of work for this project is the development of
an enterprise wide data warehouse comprised of clinical, population, behavioral health, EMS and social service
information with the intent of aligning care and case management efforts across multiple divisions. In addition, a
sobering center and enhanced housing support services are being developed.
Led the County’s efforts to develop a Safe Drug Disposal Ordinance . This policy was formally adopted by the
Board of Supervisors in December of 2016. In addition, the PH Division launched a dedicated Medication
Assisted Treatment program, called Choosing Change, and has partnered with Emergency Departments,
Homeless Health Care, EMS, schools and the Corrections System to develop MAT-related services in those
venues.
Brought forward a comprehensive update and revision of the County’s tobacco prevention policies and smoke
free ordinance to include a ban on flavored tobacco products, a ban on vaping and a moratorium on the
establishment of any new tobacco retailer in proximity to youth sensitive areas.
Championed the inclusion of a medical home for foster youth as part of the PRIME Medicaid Waiver
objectives. In addition, facilitated a series of high-level strategy meetings to strengthen an integrated cross
agency approach to case managing and monitoring health needs of foster youth, including the use of
psychotropic medication.
Regularly address community concerns regarding environmental incidents involving air and soil toxins and
impacts to human health.
3
60
Peddycord, D.W.
12/08 – 7/15 DIRECTOR, PUBLIC HEATH
Santa Clara County Public Health Department, San Jose, CA
Director of Public Health for Santa Clara County, California, with a population of over 1.8 million residents
and an annual budget in excess of $92 million. With over 430 employees the department offered a wide
array of public health and direct service programs ranging from Communicable Disease control,
Tuberculosis control, HIV Prevention, Immunizations, Public Health Preparedness, Public Health Nursing,
WIC, and Vital Records. In addition, the Department provided comprehensive Emergency Medical
Services (EMS) regulatory oversight, a strong epidemiology, planning and health policy division, and a
robust suite of chronic disease and injury prevention programming, including a focus on tobacco, obesity,
nutrition and physical activity. The Department also acted as the fiscal and administrative agent for the
California Children Services (CCS) program, including the operation of a medical therapy unit for CCS
eligible children. The Department participated in the Comprehensive Perinatal Service Program (CPSP)
delivering services to high-risk mothers and newborns, and recently launched the Nurse Family
Partnership Program (NFP). Added to this were programs in Black Infant Health, Lead Poisoning
Prevention, and special services for children in Foster Care. The Department also offered comprehensive
Public Health Pharmacy services and operated a Public Health Lab, with Special Agent designation,
capable of processing many of the of the most complex clinical and environmental samples.
Produced Community Health Profile Reports with the intention of engaging the diverse communities
served in this County. The Department produced a series of Community Health Profiles, including special
features on Health Inequity and reports on the health of our Vietnamese and Latino communities. This activity
forged and refreshed partnerships with the non-profit and academic community as well as a wide array of
clinical care systems and partners, such as the Hospital Council.
Developed a 3-year Strategic Plan with an emphasis on high priority health issues and intended to
rebuild capacity and financial stability to the local public health system. This effort included the addition
of core infrastructure to enable robust community health assessment, health planning, and policy development.
The plan adopts the CDC’s “Winnable Battles” concept, as well as the tenants of National Public Health
Accreditation. In addition, the plan emphasizes Health Equity and the role that policy plays in shaping the social,
economic, and environmental influences on health. Lastly, the plan is also framed around the 18 public health
capacities.
Developed strong stakeholder support for the concept of a Community Health Agenda and Community
Health Improvement Plan. These actions led to the development of a Community Health Improvement Plan
that is strategically tied to both the Department’s Strategic Plan and the lager Health and Human Services
vision and strategic road map.
Assembled and supported a core team of staff and mangers to drive a journey towards National Public
Health Accreditation. The Department achieved accreditation in the fall of 2015 . By engaging and truly
listening to staff input we fashioned a highly inspired work team that developed a framework for a culture of
quality and performance improvement together with a staff engagement committee and a data for decision
making process.
Successfully invested in Chronic Disease Prevention and a ‘Health In All Policies’ approach
across all programs and initiatives. Worked with staff to develop a Health Element in the County General
Plan and across 10 city jurisdictions to advance a policy approach to addressing environmental conditions that
are conducive to better health. This included tobacco retail licensing, smoke free multi-residential housing,
school and workplace nutritional initiatives, clean water-bottle refilling stations along park trails and in urban
environments, as well as many other policy and system change initiatives. Even in the wake of a weak
economy we were very successful in adding a number of new FTE and initiatives aimed at chronic disease
prevention. This, in larger part, is due to an acute focus on the Return on Investment gained from this focus
area.
Conceived and Developed the EpiCenter for Population Health Management and Improvement .
Designed to leverage powerful new health data tools with public health practice, the center intends to drive an
alignment of focus and strategy between the healthcare delivery system and the prevention community.
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Peddycord, D.W.
Advanced a collaborative partnership with local community agencies, Social Services, Public
and Behavioral Health, and local Corrections staff to develop a comprehensive suite of re-entry
supports for the AB-109 corrections population, leading to lower recidivism and more successful reentry into
local society.
2/98 – 11/08 DIRECTOR, PUBLIC HEATH
Deschutes County Health Department, Bend, OR
Executive Director of Health Services for Deschutes County, Oregon, with a population of 165,000
residents. The Department had an annual budget of $ 7.8 million. With nearly 75 employees, the
department offered a wide array of public health services ranging from family planning to immunizations,
communicable disease control, chronic disease programs, tobacco prevention, WIC nutritional support,
suicide prevention, maternity case management, primary prenatal care, home visiting, disaster planning,
environmental health services, vital records, and health information and statistics.
Enhanced the clinical and fiscal operations of the department to achieve significant service, program and
financial improvement through vision setting and strategic planning linked to program and service outcome
benchmarks, quality indicators, enhanced customer service, community partnerships and resource acquisition.
Acquired and implemented the Department’s first clinical management software system with a fully integrated
Accounts Receivable System.
Embraced the concept of community by fostering strong collaborations and meaningful partnerships with
citizen groups, the business community, state and local agencies, schools, hospitals, public officials, and by
supporting staff participation in coalitions, boards and advisory committees.
Improved the operational efficiency of the department by establishing a strategic business plan designed to
enhance service level benchmarks, program outcome measures and financial performance indicators.
Improved customer service by reallocating resources and revising clinic schedules to reduce wait times, reduce
no-shows and by empowering the staff to embrace a philosophy of “customer service excellence.”
Developed consensus for a 7 million dollar construction project to build a new Health and Human Services
Building in Bend, Oregon. This project was completed in early 2001. In addition , 3 satellite clinics were developed
in surrounding communities.
o Community Wellness Center – Redmond, Oregon, opened in 2001
o School Based Health Center – La Pine Oregon, opened in 2005
o Teen Health Center – Downtown Bend, Oregon, opened in 2006
Improved community awareness of and support for public health by engaging key members of agencies and
the public in a collaborative discussion about community health needs and local capacity to address these needs.
Developed a local Public Health Advisory Board to engage the community and local health leaders in shaping
and advocating for a strong viable public health system and as a mechanism to bring focus and action to local
health issues.
Developed a comprehensive community-based health and wellness agenda for the county by engaging local
partners, state and local agencies and private non-profits in a process to prioritize key needs for high risk or
socially/medically challenged populations and developed a strategy to enhance the local capacity to address
these needs.
Enhanced the ability of the Department to address a wide variety of Environmental Health Concerns through
staff training, community involvement, the adoption of a National model for Environmental Public Health Tracking
(EPHT) and identifying a network of environmental consultants and toxicologists. The department also fostered a
close collaboration with the Department of Environmental Quality, developed a network of environmental
consultants and toxicologist, and worked closely with private business.
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Peddycord, D.W.
EDUCATION
Master of Public Administration / Health Administration: Portland State University: Portland, Oregon
Bachelor of Science, Nursing: Washington State University: Spokane, Washington
Bachelor of Science, Physical Education: Washington State University: Pullman, Washington
Continuing Professional Education:
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Peddycord, D.W.
Average 30 CEUs/year, Nursing Education
Executive Series: Rapid Transformation, Stanford University
Ethics in Leadership, Santa Clara County
Incident Command Training ICS - 100, 200, 300,400, 700, FEMA/National Incident
Management System
CQI Training, Juran Group
Multiple Supervisor Workshop Series
Project Management, Vancorp, Inc.
Leading Effective Meetings, Cumulus Group
Managing Change & Transition, OHSU
Creative Thinking, Dr. Edward De Bono
Lean Six Sigma
MEDICAL / LEGAL CONSULTATIONS
4/94 – 4/98 Medical - Legal Case Review and Consultation
For attorneys and insurance providers of local and regional Health Care Systems
Hoffman, Hart & Wagner: Portland, Oregon
Brisbee & Stockton: Hillsboro, Oregon
Avera & Avera: Gainesville, Florida
The St. Paul Fire and Marine Insurance Company: Vancouver, Washington
LICENSURE / CREDENTIALS
California State Board of Nursing: Registered Nurse License No: 804590 (10/31/2020)
Oregon State Board of Nursing: Registered Nurse License No. 87-006073 (9/19/2021)
Washington State Board of Nursing: Registered Nurse License No. 2850083210 (9/19/87)
AFFILIATIONS and MEMBERSHIPS
County Health Executive Association of California (CHEAC)
Association of Bay Area Health Officials
Bay Area Regional Health Inequities Initiative (BARHII)
American Public Health Association (APHA)
National Association of City and County Health Officials (NACCHO)
SELECTED COMMITTEES and ACTIVITIES
Co-Chair BARHII, Bay Area Regional Health Inequity Initiative
Member, CHEAC Executive Committee.
Member, CHEAC Legislative Committee.
Member, Healthy Richmond Steering and Executive Committees
Member, ACCMA East-Bay Safe Prescribing Coalition.
Past President: California Health Executives Assoc. of California (CHEAC)
Past Board Member: Santa Clara Family Health Plan, Governing Authority
Past Board Member: Corrections System Re-Entry Network Governing Authority
Past Board Member: Heath Reform Advisory Committee, Santa Clara County
Past Board Member: Diabetes Society of Santa Clara County
Past Board Chair: Tri County Rural Health Counsel (501c3) Oregon
Past Chair: Local Advisory Committee to the Commission on Children and Families
Past Chair: Legislative Committee of the Conference of Local Health Officials, Oregon
Past Board Officer: Ochoco Federally Qualified Health Center (501c3), Oregon
Past Board Officer: Central Oregon Health Collaborative (501c3), Oregon
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Peddycord, D.W.
Founding Board Member: Volunteers in Medicine Clinic of the Cascades (501c3)
Past Appointed Member: Governors Task Force on Tobacco Reduction, Oregon
Past Member: Oregon State Cancer Reduction Advisory Committee
Past Member: Oregon State Public Health Quality Standards Committee
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Submit Date: Oct 10, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
None Selected
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Michigan State University (E. Lansing, MI)
Degree Type / Course of Study / Major
B.A. Political Science
Degree Awarded?
Yes No
College/ University B
Name of College Attended
DePaul University College of Law (Chicago, IL)
Poe Adam
Oakland CA 94602
Poe Adam Page 1 of 5
66
Degree Type / Course of Study / Major
Juris Doctorate
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Reentry
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
3-4x
Poe Adam Page 2 of 5
67
Please explain why you would like to serve on this particular board, commitee, or
commission.
I have been involved in reentry planning and system building in Contra Costa since approximately 2010-
2011 as a contributor to the County's reentry strategic plan, the reentry Community Advisory Board (CAB)
and as a member of the steering committee of the Reentry Success Center. I am an attorney with 12
years experience representing formerly incarcerated individuals at the intersection of reentry and housing
and care deeply about and feel I can contribute my expertise to the Council's important work.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Contra Costa Sparkpoint/United Way Steering Commitee (2018) Contra Costa Alliance to End Domestic
Violence, Core Planning Team (2018) Reentry Success Center (Richmond, CA), Steering Committee
(2017) Contra Costa Community Corrections Partnership Community Advisory Board ("CAB") Contra
Costa Youth Justice Initiative ("YJI") Steering Committee (2015)
Poe Adam Page 3 of 5
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Upload a Resume
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am currently the managing attorney at Bay Area Legal Aid and our staff of 15 attorneys providing free
legal services to low-income individuals in Contra Costa. I started at BayLegal in 2008 as a staff housing
attorney, primarily litigating eviction cases in subsidized housing programs. I have represented hundreds
of Contra Costa households in court and know well the impacts of gentrification and displacement that
have steadily displaced many of our low-income communities of color. In 2011 I started our dedicated
reentry practice to serve individuals and families impacted by the criminal justice system. Our attorneys
work closely with community partners, probation and health care providers to provide wrap-around legal
services to mitigate our clients' barriers to housing and employment, support family connections, ensure
access to mental health care and substance abuse treatment, and public benefits programs that provide
stability and the opportunity for success. I have expertise in the housing rights of individuals with criminal
records and have frequently presented on and litigated fair housing and consumer/credit rights, HUD
regulations, "crime-free" and nuisance ordinances and the rights of 290s in navigating Jessica's Law and
Megan's law issues while seeking housing. I have been involved in efforts to expand "Fair Chance"
housing protections in the City of Richmond, as well as in Oakland and Berkeley . I care immensely about
preventing and building paths from homelessness, which I see as the primary barrier to individuals
returning from incarceration. I consider myself knowledgeable as to the rights of individuals with criminal
records to access low-income housing and fair housing rights and have advocated for dozens of
individuals seeking permanent housing. I have also assisted individuals with issues pertaining to traffic
court/suspended drivers' licenses, consumer credit issues, family law, employment and professional
licensing and criminal records remedies. I am looking to contribute to the Council's work and to help
strengthen the system of care for individuals with criminal records and all unhoused persons in Contra
Costa.
Conflict of Interest and Certification
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:
A_Poe_resume_2018.pdf
Poe Adam Page 4 of 5
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Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Poe Adam Page 5 of 5
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A DAM P OE
Oakland, CA 94602
E-mail:
EXPERIENCE
BAY AREA LEGAL AID, Richmond, CA (2008-Present)
MANAGING ATTORNEY (2018)
Lead case review for Housing, Reentry, Medical-Legal Partnership, Family Law/IPV practice
area, supervise and provide technical and strategic support to 12 attorneys
Meet with individual attorneys for check-ins to assess capacity, work-flow and professional
development
Coordinate with funders and development staff to negotiate budgets, scope of work and
deliverables
Oversee office budget and operations
REGIONAL REENTRY COORDINATOR (2016)
Support staff of 6 attorneys and legal services performed under reentry contracts in Alameda,
Contra Costa and Santa Clara counties
Collaborate with county and community-based agencies to design and implement system of
care for individuals returning from incarceration
Assist development staff in tracking and reporting monthly and quarterly deliverables
Provide technical assistance to local, state and national reentry and housing advocates
REENTRY PROJECT COORDINATOR (2013)
Conduct pre and post-release client interviews; advise, assist and represent individuals on
probation regarding housing rights, public benefits access/retention, consumer law rights
and criminal records remedies
Develop and present series of “Know your Rights” workshops in English and Spanish for
individuals on probation and community partners
STAFF ATTORNEY, HOUSING UNIT (2008)
Defend low-income and disabled tenants in all stages of civil and administrative proceedings
including pleadings, negotiations, discovery, trial, appeals and writs of mandate
Litigate “one strike” public housing evictions and corollary criminal prohibitions in subsidized,
tax-credit and Section 8 housing programs
Review and comment on policy relating to housing authority plans and Admissions and
Occupancy Policy ("ACOP").
Develop, coordinate and conduct outreach in English and Spanish to low-income communities
regarding housing rights
Supervise high-volume housing clinics providing legal assistance to low-income tenants
Supervise and coordinate law clerks, volunteer attorneys and paralegals
COMMITTEES
Member, Steering Committee, Contra Costa Sparkpoint/United Way (2018)
Member, Core Planning Team, Contra Costa Alliance to End Domestic Violence (2018)
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Member, Steering Committee, Richmond Reentry Success Center (2017)
Member, Community Advisory Board, Contra Costa Community Corrections Partnership,
(2017)
Member, Steering Committee, Contra Costa Youth Justice Initiative (“YJI”) (2015)
EDUCATION
DePaul University College of Law, Juris Doctorate, 2007
Michigan State University, Bachelor's Degree, 1999
SELECTED SPEAKING ENGAGEMENTS
Guest Speaker, “Mitigating Legal Barriers to Permanent Housing” Contra Costa Council on
Homelessness, Antioch, CA (2018)
Panelist, "Representing the Pro Bono Client: Advocacy Skills for Administrative Hearings ",
presented at Practising Law Institute, San Francisco, CA, September 2018
Guest Speaker, "Spotting and Addressing Barriers to Permanent Housing ", presented at Project
HomeStretch Housing Navigator workshop, San Leandro, CA, November 2017
Panelist, "Finding Housing with a Record or in Reentry", presented at "Civil Rights for People and
Families Impacted by Incarceration", Oakland, CA, January 2017
Panelist, "Fair Housing Advocacy and Eviction Defense", presented at "Re-Envisioning Re-entry"
Law Conference, San Jose, CA, October 2016
Panelist, "Representing the Pro Bono Client: Advocacy Skills for Administrative Hearings ",
presented at Practising Law Institute, San Francisco, CA September 2016
Panelist, "Reentry in California – Overcoming Legal Barriers to Community Integration ", presented
at Practising Law Institute, San Francisco, CA, June 2016
Moderator, "Reentry Roundtable: Exploring Advocacy Strategies for Reducing Criminal Records
Barriers", presented at Housing Justice Network Conference, Oakland, CA December 2015
Panelist, "Cutting Edge of Fair Housing" presented at Project Sentinel's Fair Housing
Symposium, Mountain View, CA, May 2015
Panelist, "Basic Negotiation Skills," presented at Practising Law Institute, San Francisco, CA,
January 2015
Panelist, “Strategies to Improve Housing Access for Individuals with Criminal Records ,” presented at
“Seize the Moment” Reentry Law Conference,” Riverside, CA, June 13, 2014
Panelist, "Busting Down Barriers to Economic Security: New Strategies for Old Problems ," presented
at AOC Family Law and Self-Help Conference, San Francisco, CA March 5, 2014
Panelist, "Improving Reentry Outcomes Through County Community Partnership ,” presented at
NLADA, Los Angeles, CA, November 2013
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Submit Date: Oct 10, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 5
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
Los Medanos College
Degree Type / Course of Study / Major
Psychology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
CSUEB
Leonard C Ramirez
Concord CA 94521
Leonard C Ramirez Page 1 of 4
73
Degree Type / Course of Study / Major
Human Development/ Sociology
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Diablo Valley College
Degree Type / Course of Study / Major
A.A
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
San Diego College
Hours Completed
300
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Reentry Services Representative
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
Leonard C Ramirez Page 2 of 4
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Upload a Resume
If you have attended, how many meetings have you attended?
One
Please explain why you would like to serve on this particular board, commitee, or
commission.
I believe my background lends me a unique perspective on the needs and approaches to delivery of
Reentry Service. I have worked with the target service population most of my career. I have demonstrated
competency and effectiveness in developing strategies to service care for persons seeking reentry
services.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Served two years on the County Juvenile Justice Delinquency Prevention Commission.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have worked in the County Probation Department for 10 years; served as a consultant and was
appointed as a member of the Juvenile Justice Delinquency Prevention Commission. I retired from the SF
Sheriff's Department, where I worked in the Detention Alternative Unit and acted as a independent
consultant to law enforcement. I worked with the Veterans Affairs serving as a group facilitator and liaison
to the County Veterans Justice Court. I currently am contracted with the SF Pre-Trial Diversion Program
and teach a Corrections course at Los Medanos College. I am the Founder of the Veterans Accession
House, where 80 percent of the residents are on Court Probation.
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
2018_Resume.docx
Leonard C Ramirez Page 3 of 4
75
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Leonard C Ramirez Page 4 of 4
76
LEONARD C. RAMIREZ
Concord CA 94521
Cell:
EMPLOY HIST
Jan 2018 LOS MEDANOS COMMUNITY COLLEGE _______________
Present ADJUNCT INSTRUCTOR, ADMINISTRATION OF JUSTICE
Responsible for course development and design for the Administration of
Justice courses Department. Courses taught are Introduction to Corrections,
and Investigations. Select course textbook create or edit course PowerPoint
presentations, present course work, administer tests and assign grades and
upload to school web-posting site. Hold office hours and counsel students.
Attend faculty and Dean of Administration of Justice Department meetings.
May 2015 SAN FRANCISCO VETERANS AFFAIRS – CWT
Present VOCATIONAL REHABILITATION SPECIALIST / GROUP
FACILITATOR
Serve as the Community Based Employment Specialist for the Community
Based Employment Services program. Receive consults and meet with
veterans on a one to one basis to evaluate eligibility for supportive
employment
services. Conduct Vocational Assessment and work with veterans to design
individualized career development plans. Participate in weekly staff meetings
for supervision, to present cases and develop veterans’ treatment plans.
Manage
targeted caseloads, aimed at preparing homeless veterans, those with substance
use and or chronic mental illness, for the competitive work force. Promotes the
development of community employment opportunities. Works closely with
VA,
community based and State services organizations to assist veterans to
competitive employment.
Split duties: Serving as a Group Facilitator for the Veterans Affairs, At Ease -
Batterer’s Intervention Program (BIP). I am responsible for leading a 52-week
program for veterans mandated by the court to attend a BIP training program,
designed to address and resolve belief system-based issues of domestic
violence. I maintain a liaison relationship with the local Probation
Department’s Domestic Violence Unit, and County Superior Court, for the
purpose of accounting for participants’ course attendance and performance. I
am responsible for writing participants’ evaluations, and progress reports. I
screen referrals, review and assess arrest reports to determine suitability, sign
contracts, and orient new prospects to the program. Curriculum focuses on
theory and causes of conflict in relationships, legal consequences, types of
77
violence, skills and alternative approaches to managing the emotions of anger,
and how to nurture relationships.
Jun 2016 Served on the Mental Health Intensive Case Management Team as a Peer
Dec 2017 Specialist. Provide direct monitoring of program participant at their residences
through regular visitation. Assist in application of VA entitlement benefits
through local VSO offices. Accompany participants to their medical and public
appointments. Coordinate the Group and individual outing. Attend weekly
staff meetings and write CPRS case notes.
Jun 1994 SAN FRANCISCO SHERIFF’S DEPARTMENT
Feb 2015 DEPUTY SHERIFF, INSTRUCTOR
Assigned to the Sheriff’s Custody Division performing direct supervision, and
Alternative Program, conducted Electronic Monitoring. Worked in Field
Services performing patrol duties at the County General Hospital. Duties
included site security, criminal Investigations, arrests and report writing.
Served in the Custody Division, Intake and Release Unit. Served on
Department’s Special Response Team as a tactical team member. I have
served on the Sheriff’s Warrant Services Team, assisting the SFPD/
DOJ/CDC’s Fugitive Recovery Enforcement Teams to execute warrants.
Served as a Department’s Training Cadre, teaching Arrest Procedures, the
Use of Force, Defensive Tactics/ Impact Weapons and the M26 Air Taser.
Oct 2001 RAM’S CONSULTING
Jan 2004 COURSE DESIGNER AND INSTRUCTOR
I served as a private provider to law enforcement agencies teaching officer
involved, and general public related domestic violence, stress and conflict
resolution, communication skills and relationship building strategies. I am a
program analyst, and Master Instructor with the State of California’s offices of
Peace Officers Standards and Training (POST)/ Standards & Training for
Corrections (STC); specializing in instructional systems design, geared to the
Specific needs of an interested department requiring course development and
instruction. I have held prior course certifications and taught in the areas of
Laws of Arrest, the Use of Force, Special Emergency Tactics, Special Team
Tactics, The Yawara Stick and Conflict Resolution, Stress in Law
Enforcement, Anger Management and a Train the Trainer course on Family
Conflict Training for Peer Support in Law Enforcement.
Sept 2000 LOS MEDANOS COMMUNITY COLLEGE
Dec 2001 INSTRUCTOR, PUBLIC SAFETY TRAINING CENTER
Formerly employed on call, assisting in the Basic Police Academy. Co-Taught
Defensive Tactics and Impact Weapons Skills. I assisted in the operation of
the Use of Force Simulator System for In-Service Officers. I assisted in
running the pistol range for students attending the Patrol Operations and
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Enforcement Tactics course. I have co-taught courses on domestic violence
and conflict resolution to students in the Administration of Justice
Department.
Mar 1992 NABER TECHNICAL ENTERPRISES
Jun 1994 CONTRACT CONSULTANT
Private Consultant and instructor to Bill Naber Enterprises. Co-Taught
instructional training courses titled: Training the Facility Trainer, Direct
Supervision, Crisis Resolution and Controlling Special Emergencies. These
courses were taught to City Jail, County Sheriff and Probation Department
personnel. All courses were certified and complied with Standards for
Training in Corrections and Peace Officers Standards in Training.
Sept 1984 CONTRA COSTA COUNTY PROBATION DEPARTMENT
Jun 1994 DEPUTY COUSELOR/ INSTRUCTOR
Served as a lead Probation Counselor supervising the operation of the
Juvenile detention admitting unit. Supervised booking and release of
custodies. Conducted computerized warrant searches and entered bookings.
Monitored building operations through a computerized console system which
controlled all interior/exterior doors, cameras intercom systems. Served as a
lead counselor in a direct supervision setting. Assigned to the transportation
unit making custody pick-ups, and deliveries to court appearances. Served as
a department Defensive Tactics and Crisis Management Instructor. I also,
served on the Use of Force review board. Assisted in the development of the
Department’s Use of Force policy.
EDUCATION:
Los Medanos Junior College, AA Degree in Psychology/Certificate Admin of Justice
California State University Hayward, Pending BA in Human Development/ Sociology
San Francisco Police Academy, POST Instructor Certification Course
San Diego Regional Training Center, Master Instructor Development Certificate
Santa Rosa Junior College, POST Police Basic Academy
Santa Rosa Junior College, STC Probation Basic Academy
SPECIALIZED TRAINING:
Robert Presley Institute of Criminal Investigations: Investigator Core Course
Institute of Criminal Investigations: Domestic Violence Training
San Diego Reg. Trng Center: Domestic Violence for Crisis Negotiators
Institute of Criminal Investigations: Domestic Violence Investigations
San Diego Reg Training Center: Domestic Violence Expert Witness
San Diego Reg Training Center: Domestic Violence-Officer Involved
Eslinger & Associates: Sexual Assault and Domestic Violence
San Francisco Police Academy: Instructor Development Trainer
San Diego Reg. Trng Center: Master Instructor Development Prog.
Federal Law Enforcement Training Center: Domestic Violence Instructor Trng.
Veterans Affairs Administration – Motivational Interviewing certification
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Veterans Affairs Administration – Whole Health Facilitator
Veterans Affairs Administration - Whole Health Coaching
R.I. International - Peer Support Specialist certification
INSTRUCTOR EXPERIENCE:
Defensive Tactics, San Francisco Sheriff’s Department
Use of Force and Arrest Procedures, San Francisco Sheriff’s Department
Total Army Instructor Training Program: US Army
Domestic Violence in Law Enforcement: RAMS Consulting
Anger Management, RAMS Consulting
Stress in Law Enforcement, RAMS Consulting
Conflict Resolution Skills, RAMS Consulting
Domestic Violence and Patrol Procedures, Los Medanos College Police Science
Administration of Justice and Corrections, Los Medanos College Police Science
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Submit Date: Oct 15, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 2
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
California State University Hayward
Degree Type / Course of Study / Major
Bachelors of Science, Criminal Justice
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Shawn Ray
.
San Pablo CA 94806
Shawn Ray Page 1 of 4
81
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Police Academy
Hours Completed
1040
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Public Safety #2
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Shawn Ray Page 2 of 4
82
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
As the Watch Commander overseeing the Patrol Division for the San Pablo Police Department we see the
impact people experiencing homelessness have on the community and we see the value in serving those
experiencing homelessness to better their lives. To properly address homelessness in our community law
enforcement must be a part of the solution and have input on the means of serving everyone in our
community.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
I am a member of the San Pablo Traffic, Engineering and Safety committee.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have been employed as a sworn Police Officer with the San Pablo Police Department for 19 years. My
rank is Lieutenant and my current assignment is Division Commander of the Patrol Division. Throughout
my career I have initiated several city beautification projects. In many of these projects, serving people
experiencing homelessness was part of the project. It became incumbent upon me to determine the
needs of the affected people and find resources to address whatever was causing their homelessness. It
was through these interactions that I gained insight from people experiencing homelessness, the
communities perception of homelessness and the resources available to people experiencing
homelessness. Working with outreach organizations such as CORE, Rubicon, the Richmond shelter, the
Lao Family Community Center was invaluable in bettering the lives of people experiencing homelessness,
but also our community as a whole. As a police representative for the Contra Costa Council on
Homelessness I would bring my experience in assisting people experiencing homelessness, the
perspective of law enforcement officers that have daily interactions with people experiencing
homelessness and a reasonable expectation of what role law enforcement can take in addressing this
issue.
Conflict of Interest and Certification
Shawn Ray Page 3 of 4
83
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Shawn Ray Page 4 of 4
84
Submit Date: Oct 16, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 1
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
San Francisco State University
Degree Type / Course of Study / Major
English Literature
Degree Awarded?
Yes No
College/ University B
Name of College Attended
UC Berkeley Extension
Avery H Richards
El Cerrito CA 94530
Avery H Richards Page 1 of 4
85
Degree Type / Course of Study / Major
Counseling and Psychology Professions
Degree Awarded?
Yes No
College/ University C
Name of College Attended
UC Berkeley
Degree Type / Course of Study / Major
Master of Public Heath (degree in progress)
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Heath Care Representative
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Avery H Richards Page 2 of 4
86
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am a formerly homeless individual, who lives in El Cerrito and works with a medical non-profit providing
supportive housing services in Alameda and Contra Costa County. I feel that homelessness is a social
health issue that is extremely relevant to our local and regional communities. Beyond access to affordable
housing, I seek to create solutions to mitigate negative impact and severity of the homeless epidemic we
are experiencing in California.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have 8+ years experience working to help homeless individuals and populations in Alameda and San
Francisco county, and have a robust understanding of differences and similarities of clinical approach to
policy, social determinants, and regional geography of the bay area's homeless epidemic. I understand
the qualitative physiological impact, as well as the social dynamics around those experiencing
homelessness, including the experience of housed communities where homelessness exists.
Conflict of Interest and Certification
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:
Avery_Richards_Resume.pdf
Avery H Richards Page 3 of 4
87
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:
I work at a data coordination role at Lifelong Medical Care (LMC) in the Supportive Housing Program
(SHP) department. LMC has economic relations with Contra Costa County.
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Avery H Richards Page 4 of 4
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Profile
Leader with strong background in program policy, program development, and applied technology.
Experience:
RESIDENT SERVICES TEAM LEAD, COMMUNITY HOUSING PARTNERSHIP — 2017-PRESENT
• Deployed Resident Services program model at site migrating to supportive housing.
• Collaborated with agency leadership to support design of specialized Salesforce database.
• Trained and supervised Resident Services staff.
PROGRAM COORDINATOR, COMMUNITY HOUSING PARTNERSHIP — 2015-2017
• Established program structure and operational guidelines to restorative community.
• Partnered with Learning and Evaluation department to develop CRM database service.
• Facilitated liaison activity to represent agency to civic and external partners.
OUTREACH COORDINATOR, SWORDS TO PLOWSHARES — 2015
• Collaborated with program oversight to bridge service gaps in program expansion.
• Conducted intake screening assessment for new participants at local office.
• Developed organizational database to expand reach of program service network.
Education:
UC Berkeley Extension, Berkeley, Ca. - Post-Baccalaureate, Behavioral Science.
San Francisco State University, San Francisco, Ca – Bachelor of Arts, English Literature.
UC Berkeley D-Lab, Berkeley, CA. – Data science workshops.
The Social Saturation Project – UCB Extension.
Skills:
Microsoft Excel, Salesforce CRM, StatCrunch, IBM SPSS
Avery Hastings Richards
Oakland, Ca.
89
Submit Date: Oct 08, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 2
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
University California Davis
Degree Type / Course of Study / Major
BS Human Development
Degree Awarded?
Yes No
College/ University B
Name of College Attended
University California Davis
Kristina Serrano
Orinda CA 94563
Kristina Serrano Page 1 of 4
90
Degree Type / Course of Study / Major
Masters Education/Teaching
Degree Awarded?
Yes No
College/ University C
Name of College Attended
John F Kennedy
Degree Type / Course of Study / Major
MA Clinical Psychology/
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Addiction Studies Certification/Art Therapy Certification
Hours Completed
Certification completed for both
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Council on Homelessness
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Kristina Serrano Page 2 of 4
91
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
As an employee with Contra Costa Health Services and direct service provider and Social Service
Supervisor in both Psychiatric Emergency Services and Inpatient Psychiatry at CCRMC, I have a lived
appreciation for the complexities our community faces, including homelessness. In my line of work and
expertise, I encounter persons daily who are struggling with multiple challenges and roadblocks in their
path of recovery and growth. Often those persons we serve are faced with lack of stable housing
combined psychiatric crisis and lack of social support. I would like to be a part of an advisory board that
works towards active solutions and provides direct support to those we serve.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Please see attachment.
Conflict of Interest and Certification
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
Kristina_Serranomanagerres.doc
Kristina Serrano Page 3 of 4
92
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Kristina Serrano Page 4 of 4
93
Kristina Serrano Orinda, CA 94563
Summary
Licensed mental health clinician particularly talented in the areas of acute and persistent mental health
service delivery with diverse populations in public health settings. Experience in inpatient, outpatient and
forensic settings with over seventeen years of practical experience. Well-organized and dependable with
excellent leadership skills.
Highlights of Qualifications
94
Mental Health Program Supervisor
PES State licensing recertification
project manager
Forensic treatment provider
CIT presenter
Program development
Change Agent Fellow
Safety Improvement Project
Staff development
Clinical Supervision
Medi-Cal regulations
Rapid Improvement projects
IHI quality and safety certified
Policy review and development
Mental Health Law, LPS, involuntary
holds and probable cause hearings
5150 Summit presenter
Progressive Discipline
Model for Improvement
95
Experience
Mental Health Program Supervisor 9/2015-Present
Contra Costa Regional Medical Center Martinez, California
Responsible for day to day supervision and general direction of psychiatric social services in hospital
based setting including 24-hour psychiatric emergency and inpatient psychiatric unit. Fulfill all
administrative, fiscal, supervisory and community relations responsibilities required for delivering patient
and family centered care within a diverse public health care system. Develop and implement
standardization of social service documentation in electronic medical record. Monitor productivity, audit
medical and DOJ records, and State regulatory compliance for fiscal responsibility. Adherence to State
Core Measures, coordination of Short Doyle funding for inpatient hospitalizations with contract providers,
train and orient social service staff. Oversight and management of clerical staff including implementation
of ShareCare billing system. Change agent Fellowship graduate with emphasis on patient safety and
quality improvement. Participate in Psychiatric Leadership. Liaison with outpatient Behavioral Health and
community mental health services including Children’s, Forensic and Transition team services. Implement
improvement projects. Provide clinical supervision. Generate reports, analyze data and present
information under the direction of Mental Health Program Chief.
Mental Health Clinical Specialist 8/2011-9/2015
Contra Costa Regional Medical Center Martinez, California
Executed social and therapeutic services for adults in an acute psychiatric hospital setting including
completing psychosocial assessments, LPS conservatorship and long term placement applications,
facilitated family psychoeducation and therapeutic groups. Worked with interdisciplinary team to deliver
care to patients with severe and persistent mental illness. Performed social services duties in psychiatric
emergency department as needed including providing services psychosocial assessments to minors and
older adults. Code Gray and Behavioral Health Care Partnership participant. Provided on-call relief in
Psychiatric Emergency setting.
Mental Health Clinician/Sites Coordinator 9/2006-3/2011
Sharper Future, Inc. San Francisco, California
Provide comprehensive individual, group and family substance abuse and mental health clinical treatment
services with a forensic population including dual diagnosis/triple diagnosis assessments and intake
evaluations; sex offender treatment, DSM-IVTR diagnosis and treatment plan development. Provided staff
training and supervision to enhance staff development. Successfully managed two clinical sites with over
100 patients, including monitoring of clinical productivity, completion of monthly service utilization reports,
scheduling, meeting federal and state standards of treatment, coordination of treatment services with federal
probation officers and federal pretrial services, collaboration with community based resources, housing and
prevocational development. Consistently recognized by management for providing superior collaboration
and timely written evaluations. Consistently received positive feedback from clients, Federal Probation
Officers and Contract Supervisors on performance reviews.
Mental Health and Addictions Specialist 2/2002-9/2006
Weyland Consultation Services, Inc. Walnut Creek, California
Comprehensive substance abuse and mental health treatment service provider. Facilitated individual, group,
couple and family therapy in clinical setting. Collaborated with psychiatric providers and community based
resources to ensure the delivery of high-quality and effective treatment services. Promoted individualized
treatment planning, relapse prevention and recovery skills for dually diagnosed clients. Provided pre-
vocational and housing assistance/case management services. Enhanced company reputation by
consistently receiving excellent audit reviews of charting, client services and written documentations.
Organized and facilitated luncheon education series and performed case presentations and didactic services
96
Day Program Coordinator 5/2001-8/2002
Bonita House, Inc. Oakland, California
Development and coordination of inpatient Day Program services for adults with severe and persistent
mental illness and co-existing substance abuse/dependency. Implemented and facilitated Seeking Safety
Curriculum and Expressive Art Therapy program. Developed and coordinated Expressive Arts Therapy
event which included community outreach and recognition from city officials and management. Provided on-
going crisis intervention, individual and group treatment, 5150 hospitalization, community outreach,
monitoring state licensing requirements, maintaining client charts, drug screening, medication monitoring,
and coordination and facilitation of didactic and clinical process content. Facilitated family education group.
Supervision of day program staff and relief staff. Collaborated with various county and private treatment
facilities in order to ensure comprehensive care for clients.
Dual Diagnosis Counselor I/II 4/1999-5/2001
Bonita House, Inc. Oakland, California
Facilitation of therapeutic treatment groups and individual therapy within an inpatient psychosocial rehabilitation
model. Worked with inpatient consumers to develop individualized treatment plans and transition goals. Conducted
intake assessments, case presentations, and chart documentation. Facilitated family education group, expressive
arts therapy and didactic recovery based therapeutic process groups. Worked collaboratively with psychiatric
providers, community resources and managed health care providers. Worked directly with consumers to develop
personalized WRAP as well as improve daily living skills, communication skills and develop pro-social coping tools
to improve management of psychiatric symptoms.
School Based Counselor 8/1997-6/1998
New Connections, Inc. Concord, California
Performed mental health intake and assessments with adolescents in school based which resulted in
providing didactic class room presentations regarding substance abuse, gang awareness, self-esteem and
team building. Provided brief individual mental health counseling. Facilitated weekly co-ed team building
and conflict resolution student group which resulted in improving students' ability to problem solve and utilize
assertive communication tools. Provided family therapy services for families involved with CPS.
Education/Professional Development
Change Agent Fellow, Contra Costa Health Services, 2017
Art of Managing and Supervising People, Contra Costa Risk Management, 2017
Quality and Safety Certificate, Institute of Healthcare Improvement, 2017
M.A. Clinical Psychology, John F. Kennedy University, 1999
Addiction Studies and Expressive Arts Therapy Certification, John F. Kennedy University, 1999
M.A. Education: Multiple Subject Teaching Credential, University of California-Davis, 1991
B.S. Human Development, University of California-Davis, 1990
References
References available upon request.
97
Submit Date: Sep 17, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 1
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Adey Teshager
Degree Type / Course of Study / Major
Fidm
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Contra Costa college
Adey Teshager
San Pablo CA 94806
Adey Teshager Page 1 of 4
98
Degree Type / Course of Study / Major
General
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Merritt, college
Degree Type / Course of Study / Major
General
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Alpha program
Hours Completed
8 weeks
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Adey Teshager Page 2 of 4
99
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
To better serve my community and having experienced homeless ness I have insight on the issues
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Cab
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Currently in the Richard Boyd fellowship
Conflict of Interest and Certification
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:
Adey Teshager Page 3 of 4
100
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Adey Teshager Page 4 of 4
101
Submit Date: Oct 18, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
None Selected
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Name of College Attended
San Francisco State University
Degree Type / Course of Study / Major
MBA, Business Information and Computing Systems
Degree Awarded?
Yes No
College/ University B
Name of College Attended
University of Colorado, Boulder
Linda P Trowbridge
Center for Elders' Independence
Oakland CA 94612
Linda P Trowbridge Page 1 of 4
102
Degree Type / Course of Study / Major
BA, Economics
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: For Review
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Please explain why you would like to serve on this particular board, commitee, or
commission.
I feel strongly these types of services need to be available to a broader population including financing
mechanisms similar to other countries that enable individuals to remain housed in their communities.
Linda P Trowbridge Page 2 of 4
103
Upload a Resume
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
On Lok Inc (Secretary, Treasurer, Vice Chairperson) On Lok Senior Health Services, Chairperson Boy
Scout Committee Chair, Eagle Advisor (37 Eagle Scouts) ABL Organization CalPACE Chairperson
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am a Health Care Executive with more than 30 years of experience in managing population health,
acute care facilities, Medical Groups, Community and Home Based Services as well as Medical Groups
and all services for long term care in the continuum. I have worked with large health systems including
Kaiser Permanente, Dignity, St. Joseph's of Orange, and Providence Health Systems. I have served on
multiple boards including On Lok a PACE provider and originator of the PACE model and total integrated
systems. For the past six years I have served as the CEO of Center for Elders' Independence a PACE
system serving Alameda and Contra Costa Counties. In addition we are a HCBS waiver agency for the
same counties. For the past 5 years I have served in the role of Chair for the California PACE association.
My goal is to provide seamless care that includes appropriate determinants of health as well as medical
interventions for all those in need, but especially vulnerable populations. I have significant experience in
the areas where I have shown interest in the work groups. For the past 15 years my focus has been the
continuum including long term care and supports as well as finding ways to fund these services. I served
on the board of ON LOK for 17 years and have led CEI a PACE program for the past 6 years.
Conflict of Interest and Certification
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:
Resume_LPT.pdf
Linda P Trowbridge Page 3 of 4
104
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Linda P Trowbridge Page 4 of 4
105
106
107
108
109
110
Submit Date: Sep 17, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 1
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Michelle Walker
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Michelle Walker
richmond CA 94804
Michelle Walker Page 1 of 4
111
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Rubicon
Hours Completed
2yrs
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Commission for Women: Submitted
Housing Authority - BOS Appointees: Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Please explain why you would like to serve on this particular board, commitee, or
commission.
Homeless council for reentry To help my community thrive
Michelle Walker Page 2 of 4
112
Upload a Resume
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Fellow in the Richard Boyd fellowship Feed the homeless at grip Mom's against Violence Alpha program
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am currently homeless
Conflict of Interest and Certification
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:
Michelle Walker Page 3 of 4
113
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Michelle Walker Page 4 of 4
114
Submit Date: Sep 24, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 2
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Franciscan University
Degree Type / Course of Study / Major
BS/Business Admin
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Cal State East Bay
James Worley
Danville CA 94526
James Worley Page 1 of 4
115
Degree Type / Course of Study / Major
Home Inspection
Degree Awarded?
Yes No
College/ University C
Name of College Attended
DVC
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Pittsburgh Appraisal Institute
Hours Completed
75
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Council on Homelessness: Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
3
James Worley Page 2 of 4
116
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I would like the opportunity to network and share ideas to confront the homelessness and reentry issues
here in Contra Costa County.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have 12 years of experience in the non profit field, specifically concerning homelessness and related
issues. Of those 12 years 4 of these years have been spent in the reentry field.
Conflict of Interest and Certification
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:
James_Worley_Resume_2019.docx
James Worley Page 3 of 4
117
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
James Worley Page 4 of 4
118
James Worley
4526
Objective: I am seeking a position with a firm that will continually challenge my
knowledge and engage me with a constant flow of project based work. My prior work has
always involved a high degree of troubleshooting to accompany any processes we
engage in. I greatly enjoy working with people and an ideal work environment includes a
close knit team working on projects with a technical focus.
Work Experience:
Shelter, inc Concord, CA April 2019
– Present
Program Director
This position develops and manages multiple housing, employment and services programs
designed to increase residential stability for individuals and families experiencing or at risk of
homelessness who meet program eligibility requirements.
Manage programs and staff to achieve all program and contractual deliverables.
Develop and maintain policies/procedures manual for assigned programs.
Participate in obtaining funds and or grants, including writing of grants.
Develop, implement and manage overall budgets for programs.
Manage service-related expenditures and overall approved program budget according to
established policies/procedures.
Manage public and private contracts related to program(s), develop and accomplish applicable
scope(s) of work and serve as point-of-contact for funders. Assist with grant applications and
contract negotiations. Research, identify, and coordinate within agency to obtain new funding,
support, and partnerships.
Conduct periodic case reviews with case managers to monitor applicant’s needs assessment,
eligibility confirmation processes, monitor progress, and fine-tune intervention strategies and
techniques.
Continually evaluate the overall quality and effectiveness of program design and services;
recommend adjustments to improve outcomes and contractual obligations; prepare for and
present program reviews
Provide top quality external and internal customer service with an emphasis on responsiveness,
confidentiality, consistency, and non-discrimination.
Establish and develop initiatives, partnerships, services, and programs.
Establish and monitor caseloads and work activities of direct reports to ensure service
delivery and contract outcomes.
Actively engage in staff development through agency performance management process,
ongoing feedback (including regular One-on-Ones), and identification of training
opportunities.
Quickly identify and address performance-related concerns, following agency policies and
procedures. Ensure staff knowledge of, and adherence to, all applicable laws and
regulations, professional standards, and agency Code of Conduct.
Promote internal collaboration through service coordination meetings, committees, and
leadership initiatives to ensure agency outcomes, effective services, good communication,
119
James Worley
4526
kplace safety and overall staff development.
Abode Services, Fremont, CA Dec 07 –
April 2019
Housing Specialist - for County Referred Residential Housing
Supervise the provision of housing services for various housing
Supervise housing specialists, case managers, compliance specialists and
data specialists.
Assign point person on housing staff for each referred household, and
monitor overall case load
assignments to ensure evenness and manageability.
Maintain a small case load of participants of RAP and TBRA participants -
conduct housing
search and location, inspections, and other housing.
Conduct landlord outreach and engagement.
Troubleshoot housing issues and challenges.
Ensure timely completion of annual HQS inspections, income certifications,
exit documentation,
and any other necessary housing paperwork by coordinating closely with
case management
partners.
Track housing placements and other important data points, provide reports
as needed.
Create legal documentation for both client and landlord based disputes
Decision One Mortgage (HSBC Division), Modesto, CA May
05 – Nov 07
Residential Home Loan Underwriter
Fully reviewed residential loans in accordance with underwriting guidelines
Computed debt-to-income and loan-to-value ratios for each loan
Reviewed credit reports and property appraisals to complete loan packages
National Real Estate Information Services, Pittsburgh PA Feb
03 – Nov 04
Residential Review Appraiser
Reviewed Field Appraiser property appraisals for accuracy and relevance
Verify adherence to company quality standards and metrics
Investigated and resolved any questions or problems with appraisals
Education:
Franciscan University, Steubenville OH
Bachelors of Science; Business Administration
120
James Worley
4526
Certifications and Continuing Education:
“Build it Green” - Green Building Certification
CSUEB – Home Inspector Certification Program
Pittsburgh Realtors Institute: Real Estate Appraisal
Certified Home Inspector
Certified Green Building Professional
Certified HUD HQS Inspector
121
FAMILY AND HUMAN SERVICES
COMMITTEE 7.
Meeting Date:11/13/2019
Subject:RECOMMENDATION FOR APPOINTMENT TO THE WORKFORCE
DEVELOPMENT BOARD
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: Rochelle Martin Soriano Contact: Rochelle Soriano 925-671-4535
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 FHS Committee screens nominations
for appointment to countywide seats of the Workforce Development Board.
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 (FHS) accepted the Employment and Human
Services Department's recommendation to decertify the then-current Workforce Investment Act local Board and
re-certify a new board structure in compliance with the new Workforce Innovation and Opportunity Act (WIOA).
FHS approved these recommendations, and the Board did the same at its 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 (WDB) currently has 21 filled seats and 4 vacancies. Please
see attached memo recommending Joshua Anjar (of Martinez) to Workforce #2 seat and their
letter of nomination from Contra Costa Labor Council. Also attached is the appointee's
application and the WDB's current roster with attendance records.
Recommendation(s)/Next Step(s):
122
RECOMMEND to the Board of Supervisors the appointment of Joshua Anjar to the Workforce
#2 seat on the Workforce Development Board to a term ending June 30, 2020, as recommended
by the Employment and Human Services Department and approved by the Workforce
Development Board Executive Committee.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
WDB Transmittal Memo
J. Anjar Application
WDB Attendance Roster
Contra Costa County Labor Council Nomination Letter
123
WORKFORCE DEVELOPMENT BOARD OF CONTRA COSTA COUNTY
4071 Port Chicago Highway • Suite 250 • Concord, CA 94520
Tel. (925) 671-4560 • Fax (925) 228-0238
Website: www.wdbcc.com
MEMORANDUM
DATE: November 1, 2019
TO: Family and Human Services Committee
CC: Enid Mendoza, CAO Sr. Deputy County Administrator
FROM: Donna Van Wert, 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
124
Recommendation:
a) Recommend approval of local board candidates for the vacant
Workforce & Labor Seat #2- to the new WIOA-compliant board (Attached application & board
roster)
• Interview Date – August 22, 2019
• Joshua Anijar - Approved on October 15, 2019 at the Executive Committee Meeting
• No other candidate competed for the vacant Workforce & Labor Seat # 2
NEW APPOINTMENT
Seat Last Name First Name Address & District
#
Term of
Expiration
District
(Resident)
Workforce &
Labor Seat # 2
Anijar Joshua
Martinez, CA 94553
District # 5
6/30/2023 District #5
Thank you
DVW/rms
attachment
125
Submit Date: Jun 13, 2019
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Name of College Attended
Degree Type / Course of Study / Major
Name of College Attended
Degree Type / Course of Study / Major
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 5
Education
Select the option that applies to your high school education *
High School Dipoloma
College/ University A
Degree Awarded?
Yes No
College/ University B
Joshua A Anijar
Arizona State University
Political Science
University of Massachusetts,
Amherst
M.S. Labor Studies
Joshua A Anijar Page 1 of 4
A1a
126
Name of College Attended
Degree Type / Course of Study / Major
Course Studied
Hours Completed
Seat Name
If you have attended, how many meetings have you
attended?
Degree Awarded?
Yes No
College/ University C
Degree Awarded?
Yes No
Other schools / training completed:
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Workforce Development Board: Submitted
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
Please explain why you would like to serve on this particular board, commitee, or
commission.
I have replaced Margret as the Executive Director of the Contra Costa Central Labor Council.
Qualifications and Volunteer Experience
Central Labor Council Seat
1
Joshua A Anijar Page 2 of 4
127
Upload a Resume
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or cummunity experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have worked for the AFL-CIO in different capacities since 2006. I am the executive officer of the Labor
Federation representing Contra Costa County.
Conflict of Interest and Certification
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:
Joshua A Anijar Page 3 of 4
128
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Joshua A Anijar Page 4 of 4
129
A2b
11/1/2019
Michael McGill 1 3/29/2016 6/30/2020 4 0
Joshua Aldrich 2 10/1/2018 6/30/2022 1 3
Vacant 3 6/30/20XX
Terry Curley 4 3/29/2016 6/30/2020 4 0
Bhupen B. Amin 5 3/29/2016 6/30/2020 4 0
Jose Carrascal 6 3/29/2016 6/30/2020 3 1
Jason Cox 7 3/29/2016 6/30/2020 2 2
Ashley Georgian 8 3/29/2016 6/30/2020 3 1
Robert Muller 9 7/11/2017 6/30/2023 4 0
Robert Rivera 10 3/29/2016 6/30/2020 3 1
Justin Steele 11 3/29/2016 6/30/2020 3 1
Romina Gonzalez 12 3/29/2016 6/30/2023 4 0
Melissa Johnson-Scranton 13 3/13/2018 6/30/2020 4 0
Thomas Hansen 1 10/17/2017 6/30/2021 3 1
Vacant 2 6/30/20XX
Steve Older 3 3/29/2016 6/30/2020 4 0
Vacant 4 6/30/20XX
Vacant 5 6/30/20XX
G. Vittoria Abbate 1 10/17/2017 6/30/2021 3 1
Fred Wood 2 3/12/2019 6/30/2023 3 1
Kristin Connelly 1 3/29/2016 6/30/2020 3 1
Richard Johnson 2 3/29/2016 6/30/2020 4 0
Carol Asch 3 3/29/2016 6/30/2020 3 1
Yolanda Vega 1 3/29/2016 6/30/2020 4 0
John Montagh 2 6/6/2017 6/30/2021 3 1
BUSINESS
WORKFORCE & LABOR
EDUCATION AND TRAINING
GOVERNMENTAL AND ECONOMIC AND COMMUNITY DEVELOPMENT
FLEX ADDITIONAL MEMBERS
PENDING APPROVAL/CONFIRMATION
VACANT SEAT
Term length: 48 months
WDBCCC Bylaws
ARTICLE X - TERMINATIONS
B. Failure to attend three consecutive regularly scheduled Full WDBCCC/ and or committee meetings,
excessive excused absences from regularly scheduled WDBCCC and/or committee meetings, or
failure to resign when he /she ceases to be representative of the group from which he/she was
selected. Said conduct shall automatically be reviewed by the WDBCCC Executive Committee, which
in turn shall present a recommendation to the WDBCCC . A majority vote of the WDBCCC membership
is needed to affirm the recommendation.
BOARD MEMBERS ATTENDANCE RECORDS
PY 2018-2019
Total Number of Absences
Total Number of Absences
Total Number of Absences
Total Number of Absences
Total Number of Absences
Name Seat #Appointment
Date
Term End
Date
Total Number meetings attended
(Full Board Mtg. PY July 2018-
June 2019)
Name Seat #Appointment
Date
Term End
Date
Total Number meetings attended
(Full Board Mtg. PY July 2018- June
2019)
Name Seat #Appointment
Date
Term End
Date
Total Number meetings attended
(Full Board Mtg. PY July 2018-
June 2019)
Name Seat #Appointment
Date
Term End
Date
Total Number meetings attended
(Full Board Mtg. PY July 2018- -
June 2019)
Name Seat #Appointment
Date
Term End
Date
Total Number meetings attended
(Full Board Mtg. PY July 2018-
June 2019)
130
Contra Costa AFL-CIO Labor Council 1333 Pine Street, Suite E, Martinez, CA 94553
Executive Officers
Steve Older, IAMAW
President
Kevin Van Buskirk, SMART
Vice-President
Dan Jameyson, SEIU
Secretary-Treasurer
Bambi Marien, UFCW
Sergeant-at-Arms
Executive Board
Rebecca Band, IBEW
Brian Fealy, IAMAW
Sue Guest, IFPTE
Gabriel Haaland, SEIU
Felix Huerta, IUOE
Tim Jefferies, IBB
Anita Johnson, CTA
Doug Jones, SEIU
Tom Lawson, UA
Michael Nye, CARA
Nadine Peyrucain, AFSCME
Tracy Scott, USW
Rachel Shoemake, IBEW
Vince Wells, IAFF
Jonathan Wright, IFPTE
Council Staff
Josh Anijar
Executive Director
Jervon Graves
Community Organizer
July 9th, 2019
Supervisor John Gioia, Chair;
Supervisor Federal Glover;
Supervisor Karen Mitchoff;
Supervisor Diane Burgis;
Supervisor Candace Andersen;
Contra Costa County Board of Supervisors
651 Pine Street, Room 106
Martinez, California 94553-1292
Dear Chairman Gioia and Supervisors,
The Contra Costa Labor Council, AFL-CIO nominates Joshua Anijar, Executive Director of
the Contra Costa Labor Council, AFL-CIO to replace Margaret Hanlon-Gradie on the
County’s Workforce Development Board.
If you or your staff would like to discuss this issue, you may contact me at .
We look forward to being an active partner with you and the local board to promote and
implement a high road workforce development agenda that focuses on quality jobs,
accountability, innovation, and shared prosperity.
Sincerely,
Steve Older
President
Contra Costa Labor Council, AFL-CIO
CC: Donna Van Wert, Executive Director. Workforce Development Board of Contra Costa
Bill Whitney, Contra Costa Building Trades
John Brauer, California Labor Federation Workforce and Economic Development
131
FAMILY AND HUMAN SERVICES
COMMITTEE 8.
Meeting Date:11/13/2019
Subject:Draft 2020-2025 Consolidated Plan Priorities for Affordable Housing and
Economic Opportunities for Low-Income Persons
Submitted For: John Kopchik, Director, Conservation & Development Department
Department:Conservation & Development
Referral No.:
Referral Name:
Presenter: Gabriel Lemus Contact: Gabriel Lemus (925) 674-7882
Referral History:
The Contra Costa County Consortium, a partnership of four cities (Antioch, Concord, Pittsburg,
and Walnut Creek) and Contra Costa County, receives funds each year from the federal
government for housing and community development activities. To receive federal funds, the
Consortium must submit a strategic plan – the Consolidated Plan – every five years to the U.S.
Department of Housing and Urban Development (HUD) that identifies local needs and how these
needs will be addressed.
Referral Update:
Please see attached report and recommendations for the 2020-2025 Consolidated Plan priorities as
recommended by the Conservation and Development Department as follows:
1) Affordable Housing (New unit Development and Rehabilitation of existing units);
2) Homelessness (Providing Housing and Services);
3) Non-Housing Community Development (Public Services, Infrastructure/Public Facilities, Economic
Development); and
4) Administration (Administration of the various Federal Programs)
The Board of Supervisors must consider these priorities at a public meeting. This action is
tentatively scheduled for November 19, 2019.
Recommendation(s)/Next Step(s):
1. APPROVE recommendations for the 2020-2025 Consolidated Plan priorities 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, for consideration by the Board of Supervisors on November 19,
2019 as a “Consent” item.
132
Fiscal Impact (if any):
County receipt of Community Development Block Grant Program, the HOME Investment
Partnerships Act Program, the Emergency Solutions Grant Program; and the Housing
Opportunities for Persons with AIDS Program are conditioned upon submittal to HUD of a
strategic plan every five years.
Attachments
Draft 2020-2025 Consolidated Plan Priorities for Federal Housing Program Funding
133
1
CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
(925) 674-7882
MEMORANDUM
DATE: November 13, 2019
TO: Family and Human Services Committee
Supervisor Candace Andersen, Chair
Supervisor John Gioia, Vice Chair
FROM: Gabriel Lemus, CDBG Program Manager
By: Kristin Sherk, Senior Planner
SUBJECT: Draft 2020-2025 Consolidated Plan Priorities
RECOMMENDATIONS
1.APPROVE recommendations for the 2020-2025 Consolidated Plan priorities 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 and
considered by the Board of Supervisors on November 19, 2019 as a “Consent” item.
BACKGROUND
2020-2025 Consolidated Plan Priorities: The Contra Costa County Consortium, a partnership of
four cities (Antioch, Concord, Pittsburg, and Walnut Creek) and Contra Costa County, receives
funds each year from the federal government for housing and community development
activities1. To receive federal funds, the Consortium must submit a strategic plan – the
1 The Federal Programs are the Community Development Block Grant (CDBG) Program, the HOME Investment
Partnerships Act (HOME) Program, the Emergency Solutions Grant (ESG) Program; and the Housing Opportunities
for Persons with AIDS (HOPWA) Program.
134
2
Consolidated Plan – every five years to the U.S. Department of Housing and Urban
Development (HUD) that identifies local needs and how these needs will be addressed. The
Consolidated Plan must also demonstrate how the Consortium will meet national goals set by
the U.S. Congress to develop viable communities by providing decent housing, a suitable living
environment, and economic opportunities, principally for persons of extremely-low, very-low,
and low income.
The preparation of the FY 2020-2025 Consolidated Plan began with holding three public
community meetings and two service provider (housing and non-housing) group meetings
during the months of March through June 2019. Individuals and representatives of various
public agencies, community organizations, and service providers throughout the County were
invited to attend these meetings. These meetings covered various topics, including but not
limited to:
• Affordable housing;
Persons with disabilities;
• Single parents/female-headed households;
• Homelessness;
• Economic Development (business assistance and job creation/retention);
• Seniors; and
• Youth and Families
The Consortium also solicited input from community organizations, public agencies, and the
general public through an on-line survey that was accessible beginning in the month of March
through the end of July 2019. A hard copy of the survey is attached (Attachment A).
Consortium staff and a housing data consultant compiled and analyzed the survey data to come
to the following observations:
1. Services to homeless populations or to those at imminent risk of homelessness ranked
high as a priority for continued CDBG support.
2. Affordable Housing activities are also a high priority. Of the eligible activities for
affordable housing, the following were the highest ranking; 1) housing for “Special
Needs Populations” (especially seniors/elderly), 2) preservation of existing affordable
housing, 3) rehabilitation assistance to existing housing, and 4) emergency repairs for
low-income homeowners.
3. Job Development/Creation and Pollution/Property Cleanup ranked the highest of the
Economic Development services.
4. General Infrastructure and Public Facilities Improvements are also a priority with the
following rankings; 1) improvements and/or construction of streets and sidewalks, 2)
senior centers, 3) youth/neighborhood centers, 4) park and recreational centers, and 5)
childcare centers ranking the highest.
Although the Consolidated Plan is still underway, County CDBG staff substantially completed
the Needs Assessment section. Taking in to consideration the information collected from
individual consultations, community meetings, focus group meetings and the survey
135
3
information, County CDBG staff proposes to continue the four main priorities for the next five -
year period, as follows:
1) Affordable Housing (New unit Development and Rehabilitation of existing units);
2) Homelessness (Providing Housing and Services);
3) Non-Housing Community Development (Public Services, Infrastructure/Public
Facilities, Economic Development); and
4) Administration (Administration of the various Federal Programs).
Public Hearing and Transmittal of Recommendations: The Committee’s recommendations on
the Consolidated Plan priorities will be forwarded to the full Board of Supervisors prior to the
public hearing that is scheduled for November 19, 2019. The final Consolidated Plan will be
brought to the Committee in April 2020 along with the CDBG funding recommendations for FY
2020/21.
Attachment: Community Needs Survey
CC: John Kopchik, Director – Department of Conservation and Development
136
Page 1 of 8
Survey of Needs for Development of the
2020-25 Contra Costa Consortium Consolidated Plan
Help create the future of YOUR community!
The Cities of Antioch, Concord, Pittsburg, Walnut Creek, and the
County of Contra Costa (on behalf of all the other towns and cities in
Contra Costa) receive federal Community Development Block Grant
(CDBG), Home Investment Partnership Program (HOME), Emergency
Solutions Grant (ESG) and Housing Opportunities for Persons with
HIV/AIDS (HOPWA) funding every year. Over a five- year period,
these funds are expected to total over $60 million!!
These federal funds, administered by the Department of Housing and
Urban Development (HUD) can be used to build new affordable rental housing, provide first-time
homebuyer assistance, rehabilitate existing housing, rehabilitate homes for lower income and senior
households, build new supportive housing for people with special needs, improve or construct public
facilities including community centers and parks, improve infrastructure (streets, sidewalks, etc.) in
lower income neighborhoods, provide employment training and training to small business owners,
and provide a wide variety of services for lower income families and individuals, and homeless
persons, and SO MUCH MORE!
Every five years, YOU, your friends, your neighbors, and your community have the opportunity to help
identify your community’s greatest needs, and determine how these funds are spent to help address
those needs. This survey will take approximately 15 minutes, so please be prepared to give it your
thoughtful consideration. THANK YOU for caring about your community by providing feedback to help
direct the funding of federal programs over the next five years.
NOTICE: Reasonable accommodation or other assistance and/or support services needed to complete this
survey may be provided upon request. Please call 925-779-7037 to request reasonable accommodations.
Let’s get started with some basic questions:
1.How did you hear about this survey? Check all that apply
□Newspaper □ Website □ Email □ Word of mouth □ Other________________________________
2.Have you ever heard of CDBG, HOME, ESG or HOPWA before? Check one □ Yes □ No
3.Please tell us about yourself (check all that apply):
□I’m a resident of a city, town or neighborhood in Contra Costa County
□I work for a nonprofit agency, including affordable housing developers
□I work in business
□I work for local government
□I am a current consumer or client of affordable housing or social services
□I am a former consumer or client of affordable housing or social services
4.In which age group are you? □ Under 18 □ 18-24 □ 25-61 □ 62+
Attachment A
137
Page 2 of 8
5. What city(s) or town(s) are you going to be making comments on today? Select one only:
□ Antioch □ Concord □ Pittsburg □ Walnut Creek □ Urban County (all other communities)
6. If you selected Urban County above, PLEASE check the specific cities, towns, or
communities that you will be commenting on. Check as many as apply.
□ Alamo
□ Bay Point
□ Bethel Island
□ Brentwood
□ Byron
□ Clayton
□ Crockett
□ Danville
□ Discovery Bay
□ El Cerrito
□ El Sobrante
□ Hercules
□ Knightsen
□ Lafayette
□ Martinez
□ Moraga
□ North Richmond
□ Oakley
□ Orinda
□ Pacheco
□ Pinole
□ Port Costa
□ Pleasant Hill
□ Richmond
□ Rodeo
□ San Pablo
□ San Ramon
□ Other_______________________
7. Please share what type of household you live in:
□ Single person household □ Single parent household □ Couple
□ Family with minor children □ Unaccompanied youth (14-24) □ Currently homeless
□ Related adults living together □ Unrelated adults living together □ Formerly homeless
□ Disabled household □ Senior (age 62+) household □ Other _________________________
Thank you for that introduction – this information will help us ensure that the data you
provide helps to improve YOUR city or area of concern.
Homelessness in Contra Costa
Let’s begin the survey by getting your view of what people who are experiencing homelessness or
those who are at risk of homelessness in your community may need.
8. What level of need is there for HOUSING and SERVICES for homeless individuals in your
community? No Need Low Medium High
9. First we’ll focus on the HOUSING options for persons who are homeless, and level of
need you see in your community. Please rate the need for the following:
Emergency Shelters for:
Men: No Need Low Medium High
Women: No Need Low Medium High
Families: No Need Low Medium High
Couples only: No Need Low Medium High
Unaccompanied Youth under age 18
No Need Low Medium High
Transitional age youth (age 18-24):
No Need Low Medium High
Permanent Rental Support Plus Services
(that help them stay housed, live independently)
No Need Low Medium High
Other Housing Options (without services):
No Need Low Medium High
Transitional Housing (up to 2 yrs) for:
Victims of domestic violence:
No Need Low Medium High
Transition age youth (age 18-24):
No Need Low Medium High
Persons re-entering community from institutions
like prison, jail, hospitals, mental facilities
No Need Low Medium High
Persons completing drug treatment programs
No Need Low Medium High
Board & Care: No Need Low Medium High
Other Housing Needs for Homeless
________________________________________________________
138
Page 3 of 8
10. Now please rate the need for SERVICES to help people experiencing homelessness:
More outreach to streets & encampments
No Need Low Medium High
More multi-service centers/programs
No Need Low Medium High
Life skills training
No Need Low Medium High
Job training
No Need Low Medium High
Alcohol & drug addiction treatment
No Need Low Medium High
Mental health services
No Need Low Medium High
Physical health services
No Need Low Medium High
Education services
No Need Low Medium High
Childcare services
No Need Low Medium High
Legal services
No Need Low Medium High
Food services
No Need Low Medium High
Money management
No Need Low Medium High
Eviction prevention counseling
No Need Low Medium High
Diversion services
(financial & services assistance to help
divert people from emergency shelter)
No Need Low Medium High
Prevention services (financial & service assistance
for people AT RISK of homelessness)
No Need Low Medium High
Other: _____________________________________________________
11. What do you see as barriers for people experiencing homelessness who are trying to
access housing and services?
Transportation
No Need Low Medium High
No telephone
No Need Low Medium High
People don’t know who to call
No Need Low Medium High
Lack of housing in my community
No Need Low Medium High
The eligibility criteria can be too narrow
No Need Low Medium High
Agencies lack sufficient capacity/ resources
No Need Low Medium High
Lack of services in my community
No Need Low Medium High
Fear of arrest
No Need Low Medium High
Fear of deportation
No Need Low Medium High
Other barriers
___________________________________________________
If you would like to know more about efforts in Contra Costa County to serve people experiencing
homelessness, please visit the County Homeless Program’s website at http://cchealth.org/homeless.
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Page 4 of 8
Services for Lower Income Persons
Now let’s talk about other groups of people in your community and the services that they
may need. In this question, we will NOT be talking about people experiencing homelessness,
homeless housing, or homeless services, which were discussed in the previous section. We will
also NOT discuss Economic Development efforts and Housing, which are coming up soon!
12. Please rate the need for SERVICES in your community in these categories:
GENERAL
Crisis intervention/emergency services: No Need Low Medium High
Information & referral (connecting people with resources):
No Need Low Medium High
Food & Hunger (like food banks and feeding programs): No Need Low Medium High
Credit Counseling: No Need Low Medium High
Foreclosure counseling: No Need Low Medium High
Crime awareness/prevention: No Need Low Medium High
Landlord and tenant counseling: No Need Low Medium High
Fair Housing counseling, advocacy, legal representation (to combat discrimination):
No Need Low Medium High
SENIORS
Legal services: No Need Low Medium High
Senior grocery & food programs: No Need Low Medium High
Senior Center-based programs/services: No Need Low Medium High
Adult Day health care (disabled seniors): No Need Low Medium High
Care management and assessment: No Need Low Medium High
Transportation: No Need Low Medium High
Wellness calls and home visits: No Need Low Medium High
YOUTH FROM LOWER INCOME FAMILIES
Recreation, sports, classes, camps, arts: No Need Low Medium High
After School Programs , Recreation: No Need Low Medium High
After School Programs, Educational (like tutoring): No Need Low Medium High
Child Care: No Need Low Medium High
Transportation: No Need Low Medium High
Mental health and support services: No Need Low Medium High
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ABUSED AND NEGLECTED YOUTH
Services for sexually assaulted children: No Need Low Medium High
Services for child victims of domestic violence: No Need Low Medium High
Services for foster youth/wards of the court: No Need Low Medium High
Services for at-risk youth/gang prevention: No Need Low Medium High
PERSONS WITH DISABILITIES INCLUDING HIV/AIDS
Independent living skills training/aids: No Need Low Medium High
Outreach/information & referral/socialization: No Need Low Medium High
Adult day health care for non-seniors with disabilities: No Need Low Medium High
Advocacy/investigation in nursing homes and care facilities: No Need Low Medium High
VICTIMS OF DOMESTIC VIOLENCE
Emergency shelter: No Need Low Medium High
Transitional housing: No Need Low Medium High
Counseling & services:No Need Low Medium High
Other:______________________________________________________
MIGRANT FARM WORKERS
Job training and support services: No Need Low Medium High
English literacy training: No Need Low Medium High
ILLITERATE ADULTS
(teaching adults to read)
No Need Low Medium High
HEALTH- related services:
Mental Health services: No Need Low Medium High
Alcohol addiction services: No Need Low Medium High
Drug abuse services: No Need Low Medium High
HIV/AIDs services: No Need Low Medium High
Healthy homes testing & remediation (lead-based paint, carbon monoxide, etc.)
No Need Low Medium High
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Page 6 of 8
13. Moving on to PUBLIC FACILITIES, tell us about the needs of your community for the
following, either because you don’t have one and need it, or because it needs
renovation or improvements:
Senior Center: No Need Low Medium High
Youth Center: No Need Low Medium High
Child Care Centers/Preschool Daycare: No Need Low Medium High
Community Centers: No Need Low Medium High
Parks and Recreation Facilities: No Need Low Medium High
Library: No Need Low Medium High
Nonprofit facilities: No Need Low Medium High
Facilities for persons with Disabilities: No Need Low Medium High
Improve the accessibility to public facilities for disabled: No Need Low Medium High
Other Public Facility Improvements: No Need Low Medium High
Other/Comments: _____________________________________________________________________________________________
14. Now let’s talk briefly about the PUBLIC INFRASTRUCTURE,
which is so often overlooked but is an important part of what
makes a community feel safe, secure, and an attractive place
to visit. Please rate the needs you have for the following:
Street improvements: No Need Low Medium High
Street Lighting: No Need Low Medium High
Sidewalk improvements: No Need Low Medium High
Flood control/drainage/water improvements, etc.: No Need Low Medium High
Curb cuts for disabled, strollers, etc.: No Need Low Medium High
Beautification/enhanced public space: No Need Low Medium High
Historic preservation: No Need Low Medium High
Attractive downtown business district: No Need Low Medium High
Accessibility/Safety for disabled: No Need Low Medium High
Other: ___________________________________________
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Housing
In this section, let us know about needs for housing for persons with special needs, affordable
rental housing, and the homeownership needs of lower income residents. Please rate the need for:
15. Housing for Persons with Special Needs
Seniors/Elderly: No Need Low Medium High
Frail Elderly: No Need Low Medium High
Persons with HIV/AIDS: No Need Low Medium High
Victims of domestic violence: No Need Low Medium High
Large households (5 or more persons): No Need Low Medium High
Single parent households: No Need Low Medium High
Persons with alcohol or other drug addictions: No Need Low Medium High
Persons with mental illness: No Need Low Medium High
Persons with developmental disabilities: No Need Low Medium High
Persons with significant physical disabilities: No Need Low Medium High
Persons who are homeless: No Need Low Medium High
16. Affordable Rental Housing
Rehabilitation of existing housing developments: No Need Low Medium High
Preservation of existing affordable rental housing: No Need Low Medium High
Lead-based paint screening & abatement of rentals: No Need Low Medium High
Energy efficiency improvements: No Need Low Medium High
Construction of new affordable rental housing: No Need Low Medium High
New construction near mass transit: No Need Low Medium High
New construction of work-force housing: No Need Low Medium High
One-time rental assistance for struggling renters: No Need Low Medium High
17. Help for lower income homeowners. Please rate the need for:
Foreclosure counseling: No Need Low Medium High
Home purchase counseling: No Need Low Medium High
First time homebuyer financial assistance: No Need Low Medium High
Modifications for persons with disabilities: No Need Low Medium High
Emergency repairs for lower income homeowners: No Need Low Medium High
Rehabilitation assistance for lower income homeowners: No Need Low Medium High
Energy efficiency improvements: No Need Low Medium High
Lead-based paint screening and abatement: No Need Low Medium High
New construction of below market rate homes: No Need Low Medium High
Other housing needs: _______________________________________________________________________________________
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Economic Development
Finally, let’s discuss your thoughts on the needs of businesses and employees.
18. Here is a list of common types of Economic Development activities.
Please check all the needs that you see in your community.
Job training with placement services and follow-up: No Need Low Medium High
Technical assistance to small businesses: No Need Low Medium High
Training for small business owners/start-ups: No Need Low Medium High
Job development and creation: No Need Low Medium High
Banking/lending for commercial development: No Need Low Medium High
Retail development: No Need Low Medium High
Small business loans: No Need Low Medium High
Storefront improvements in low income areas: No Need Low Medium High
Pollution/property cleanup: No Need Low Medium High
Other economic development needs: ______________________________________________________________________
19. Any final thoughts or comments you would like to leave us with? ______________________
__________________________________________________________________________________________________________
__________________________________________________________________________________________________________
That’s it – you are done! Thank you SO much for the time you have spent in
completing this survey. If you would like to receive the results of survey, want to be included in
future notices regarding the development of the 2020-25 Consolidated Plan, and/or want to receive a
copy of the completed plan, include your email here:
_____________________________________________________________________________
Email Address
Please mail your survey to City of Antioch, below, or drop off at any of these locations:
City of Antioch
Community Development Dept.
c/o Teri House
200 H St.
Antioch, CA 94509
City of Concord
Community & Economic
Development Dept.
c/o Brenda Kain
1950 Parkside Dr.
Concord, CA 94519
City of Pittsburg
Community Access Dept.
c/o Melaine Venenciano
65 Civic Ave.
Pittsburg, CA 94565
City of Walnut Creek
Community & Economic Development
Dept.
c/o Cara Bautista-Rao
1666 N. Main St., Flr 2
Walnut Creek, CA 94596
Contra Costa County
Dept. of Conservation &
Development
c/o Kristin Sherk
30 Muir Rd.
Martinez, CA 94553
Contra Costa Health, Housing
& Homeless Services
c/o Jaime Jenett
2400 Bisso Lane, Suite D, 2nd Floor
Concord, CA 94520
144
FAMILY AND HUMAN SERVICES COMMITTEE 9.
Meeting Date:11/13/2019
Subject:Healthcare for the Homeless Annual Update
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: FHS #5
Referral Name: Continuum of Care/Healthcare for the Homeless
Presenter: Joseph Mega, Health Care for the Homeless
Medical Director; Rachael Birch, Project
Director
Contact: Rachael Birch
(925) 608-5123
Referral History:
Since 1990, the Health Care for the Homeless (HCH) Program has provided health care services
to the homeless population in Contra Costa County through mobile clinics, stationary health
centers, the Concord Medical Respite facility, street medical outreach clinics and the
medication-assisted treatment program. Health care services provided by the HCH team include
routine physical assessments, basic treatment of primary health problems such as minor wounds
and skin conditions, respiratory problems, TB screening, acute communicable disease screening,
coordination and referrals for follow up treatment of identified health care needs, dental services,
health education, behavioral health services, medication assisted treatment for opioid addiction,
and outreach and enrollment services. A significant portion of the homeless patients seen by the
HCH team have chronic diseases, including asthma, hypertension, diabetes, and mental
health/substance abuse issues. They also have disproportionately more dental, substance abuse
and mental health needs than the general population.
At the last report to the FHS Committee one year ago, Dr. Joseph Mega, presented the staff report
on health care services for the homeless, including opioid addiction treatment, and the number of
clients and encounters with clients. The data showed that homeless Medi-Cal patients were more
than twice as likely to have a chronic health condition and drastically more likely to visit hospital
emergency than general Medi-Cal patients. Dr. Mega highlighted the gap in services for elderly
people with conditions such as dementia, incontinence, and mental illness, citing that such
conditions are often barriers to private board and care placement. He suggested that
County-operated board and care might fill that gap and for less cost than long term County
Hospital stays.
Supervisor Andersen had asked Dr. Mega what research had been done on county-run skilled
nursing programs and if the County would realistically take on that service within the Health Care
budget? She suggested that it might be more cost effective to contract out for these services. She
asked about what other counties might be doing in this area and what, if any, contractors they use
145
and how they fund the program. Dr. Mega had commented that only preliminary discussions had
occurred but he would work to develop a proposal.
Referral Update:
The attached presentation includes program updates from the last report. It also highlights the
increasing needs of the rapidly growing senior homeless population and provides an update on
the increase in Medication Assisted Treatment for homeless patients with Opioid Use Disorder.
Recommendation(s)/Next Step(s):
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 health
status of the homeless population in Contra Costa County by the Health Care for the Homeless
Program.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Healthcare for the Homeless Powerpoint
146
Health Care for the Homeless
Annual Report
November 2019
147
Health Care for the Homeless
Mission: to improve the health of the homeless population in
Contra Costa County by increasing access to health care with a
team-oriented approach that focuses on harm reduction and
integration of behavioral and medical services.148
Health Care for the Homeless FY18/19
•2,500 unique patient visits
•8,343 total visits
0-24
9%
25-34
18%
35-44
18%
45-54
22%
55-64
25%
65-74
7%
75+
1%
HCH PATIENTS BY AGE
Male
62%
Female
38%
HCH PATIENTS BY GENDER
149
HCH Services
Substance Use Disorder
Treatment
Medical Respite
Dental
Behavioral Health
Primary Medical Care
Transportation
Benefit Enrollment
CCRMC Consult Services
Health Education
150
Service Models
Ambulatory Clinics
West County Health Center –San Pablo Miller Wellness Center -Martinez
151
Street Outreach Team
-Chronic disease management
-Addiction treatment
-Narcan dispensing
-Wound care
-Ultrasound
-HIV, Hep C, syphilis testing
-STI screening/treatment
-BH services/linkages
-Medications
-Linkage to services
-Calfresh application assistance
152
Fixed (one location) vans on regular days
across Contra Costa County
“Mobile” Clinics
153
Mobile Van Sites
154
Concord Shelter Brookside Shelter-San Pablo
Shelter Based Care
155
Philip Dorn Medical Respite Shelter
•26 Bed Shelter
•Targets the medically vulnerable needing recuperative medical services
and long term treatment
•Referrals from hospitals, Skilled Nursing, Street team
•On site Federally Qualified Health Center M-F
•M-F nursing services 156
2018-2019 HCH PROGRAM UPDATES
1.Dental Van
2.Homeless Mentally Ill Outreach and Treatment (HMIOT)
3.Fulton Shipyard
4.New HRSA funding for expansion of SUD/MH Treatment
5.Diabetes Management Recognition
157
It Takes a Village…
•Collaboration with Martinez PD, City of Martinez, Bay
Church Shower program
•Community Connect
•“Coco Leads Plus”-HR360, Forensics, Antioch PD, BH
•CORE
•Homeless Mentally Ill Outreach and Treatment (HMIOT)
•Health Housing and Homelessness, CORE, Behavioral Health
•Data exchange –HMIS/ccLink
158
CHOOSING CHANGE PROGRAM
Medication Assisted Treatment (MAT)
for Opioid Addiction
•FY 2018-2019, we had 749 patients enrolled in the program, 46% of
them were homeless or at risk of homelessness.
•We currently have Choosing Change clinics in 6 CCHS Health Centers.
159
HCH Street MAT for Opioid Addiction
•From Jan 2018 to June 2019:
•89 patients received a buprenorphine (Suboxone) prescription
•76 (85%) filled that initial prescription
•63 (71%) filled multiple prescriptions
•Patients averaged 100 total prescription days
•Several patients have remained in treatment since first prescription
•Of patients lost to care, 51.8% ultimately returned for follow up
•One documented overdose
•NO DEATHS
•New Public Health Nurse started July 2019 to help coordinate follow up
160
Recent Health Trends and Our Solutions
•Communicable Diseases
•Dramatic increase in Syphilis Cases in CoCo County
•Low Barrier Hepatitis C Treatment
•Substance Use
•Street MAT, Narcan, Education
•Choosing Change
•Diabetes
•Community Health Worker Case Management
•Preventative Care Screenings
•Self-Pap Collection Pilot
161
Recent Health Trends
•21% increase in all patients seen since 2016/2017
•47% increase in 60+ population
•New to homelessness
•Different health issues, needs in senior population
162
Mrs. Smith
163
Challenges
164
FAMILY AND HUMAN SERVICES
COMMITTEE 10.
Meeting Date:11/13/2019
Subject:Continuum of Care Plan for the Homeless
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: FHS #5
Referral Name: Continuum of Care Plan/Healthcare for the Homeless
Presenter: Jaime Jenett, Continuum of Care
Planning and Policy Manager
Contact: Lavonna Martin (925) 608-6700;
Jaime Jenett (925) 608-6716
Referral History:
In November 2014, the Board approved “Forging Ahead Towards Preventing and Ending
Homelessness: An Update to Contra Costa’s 2004 Strategic Plan”, that renewed the County's
2004 plan with the latest data, best practices, and community feedback and reaffirmed the
County's 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:
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;
1.
Use best, promising , and most effective practices to give the consumer the best possible
experience through the strategic use of resources; and
2.
Develop the most effective platforms to provide access, support advocacy, and connect to
the community about homelessness and available resources.
3.
The Homeless Program of the Health, Housing and Homeless Services Division partners with the
Homeless Advisory Board and Continuum of Care to develop and carry out 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
165
contracting with community agencies to provide additional homeless services and housing with
the goal of ending homelessness in our community.
At the previous report to FHS one year ago, Jaime Jenett, HSD Continuum of Care Planning and
Policy Manager, presented a data summary of the 2018 Point In Time Count of the homeless
population and described the Built for Zero Campaign and the recent addition of warming centers,
which targeted veterans and the chronically homeless. Supervisor Gioia asked for a status of the
Richmond housing site and expressed frustration over the lack of progress. He requested of staff
that future statistical reports detail the number of people who actually received permanent
housing. Supervisor Andersen praised the work of staff and suggested the 211 resource as a way
to connect the homeless to needed services. She also suggested having the Youth Action Council
work on engaging more youth.
Referral Update:
Please see the attached Homeless Continuum of Care Report for 2018 and supporting documents.
Recommendation(s)/Next Step(s):
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.
Attachments
HSD Homelesss Continuum of Care Annual Report
Homeless Continuum of Care Annual Report 2018
Contra Costa Homeless Services System Map
Homeless Services Race & Ethnicity Assessment
166
167
168
169
August 2019
CONTRA COSTA HEALTH SERVICES
HEALTH, HOUSING & HO MELESS SERVICES
Contra Costa County
Homeless Continuum of Care
2018 Annual Report
170
2018 CoC Comprehensive Annual Report
•• •
1
Table of Contents Page
Executive Summary Infographic 4
Contra Costa County Homeless Continuum of Care 6
Contra Costa Data Sources 8
Homelessness in Contra Costa County 12
Trends in Populations Served 21
Coordinated Entry System (CES) 26
Service Impact and Outcomes 30
PhotoVoice 39
Homelessness Across the County 41
Racial Equity Assessment 45
Appendix A: 2019 Point in Time Count Methodology 50
171
2018 CoC Comprehensive Annual Report
• • •
2
Illustrations Reference Guide Page
1 H3 Three-Year HUD Allocation (2016/2017 to 2018/2019) 7
2 2018 Service Data and 2019 PIT Data Overview 12
3 Household Types (2018 Service Data and 2019 PIT Data) 13
4 Age Distribution (2018 Service Data and 2019 PIT Data) 14
5 Race in Contra Costa County CoC (2018 Service Data) 15
6 Ethnicity in Contra Costa County CoC (2018 Service Data) 15
7 Veteran By Name List (2018 Service Data) 16
8 Chronically Homeless By Name List (2018 Service Data) 18
9 Adults with Disabilities (2018 Service Data) 18
10 2016-2018 Coroner’s Report on Cause of Death in Homeless Community 20
11 Trends in Homeless Consumers Identified (2014-2018 Service Data &
2015-2019 PIT Data)
21
12 Sub-Populations with Increases Over Time (2014-2018 Service Data) 22
13 Sub-Populations with Decreases Over Time (2014-2018 Service Data) 23
14 Monthly In-Flow and Out-Flow (2018 Service Data) 25
15 Average Number of People Served in CoC per Month (2018 Service
Data)
25
16 Households Served in 2018 by Project Type (2018 Service Data) 27
17 Program Utilization by Household Type (2018 Service Data) 28
18 2019 Shelter Bed Capacity (2019 PIT/HIC Data) 29
19 Flow from CES Access Points (2018 Service Data) 30
20 Emergency Shelter Utilization (2016-2018 Service Data) 31
21 Shelter Bed-Nights (2015-2018 Service Data) 31
22 Performance Measure—Length of Time Homeless (2018 Service Data) 33
23 Performance Measure—Exits to Permanent Housing (2015-2018 Service
Data)
34
24 Performance Measure—Returns to Homelessness (2018 Service Data) 34
25 Performance Measure—PIT Counts (2015-2019 PIT Data) 35
26 Performance Measure—Income Increase (2016-2018 Service Data) 35
27 Performance Measure—New Enrollments in HMIS (2016-2018 Service
Data)
36
28 Performance Measure—Consumers Served by Prevention Programming
(2013-2018 Service Data)
37
29 Performance Measure—Successful Placements from Outreach (2016-2018
Service Data)
38
30 Performance Measure—Housing Retention Rates in PSH (2018 Service
Data)
38
172
2018 CoC Comprehensive Annual Report
• • •
3
31 City and Region Where Unsheltered Slept Night of PIT (2018-2019 PIT
Data)
41
32 PIT Numbers by Region (2018-2019 PIT Data) 41
33 PIT Unsheltered Map (2019 PIT Encampment Map) 42
34 Region Where Lost Housing (2018 Service Data) 43
35 City Lost Housing (2018 Service Data) 43
36 CORE Interview—Where Consumers “Grew Up” (2018 CORE Surveys) 44
37 Ethnicity for Census Population and Homeless Population (Census Data
and 2018 Service Data)
45
38 Race for Census Population and Homeless Population (Census Data and
2018 Service Data)
46
39 CoC Ethnicity by Household Type (2018 Service Data) 47
40 CoC Race by Household Type (2018 Service Data) 47
41 CoC Representation, Shelter Utilization, and Housed Rates by Ethnicity
and Household Type (2018 Service Data)
48
42 CoC Representation, Shelter Utilization, and Housed Rates by Race and
Household Type (2018 Service Data)
49
173
6,477 6,462
5,781
6,466
6,924
Contra Costa Homeless Continuum of Care (CoC) 2018 Annual Report - Summary
People housed
The 2018 CoC Annual Report compiles data from the Point in Time (PIT) count, Service data from Homeless
Management Information System (HMIS), and consumer surveys and interviews. Using these data sources allows
the CoC to identify significant successes and inform future programming. In 2018 the CoC experienced increases
in:
Full report available at https://cchealth.org/h3/
4
Resources
Income earned
People served
Community
partnerships
Vulnerable
populations
served
2,030
1,730 1,607
2,234 2,295
14/15 15/16 16/17 17/18 18/19
The 5-year trend in the number of people identified in PIT and
number of people served in the CoC reflect a decrease in 2016 when
outreach and service centers were lost due to organizational
changes in the CoC. As these crisis services were restored across
the county in 2017, the number of people served and identified
increased significantly. Service data below reflects calendar year and
PIT counts are conducted every year in January.
# served in homeless programs (Service Data)
# identified in PIT
Sub-Populations Trends
Some sub-populations have experienced
increases in the CoC, others have had
decreases over the past five years.
Adults w/ disabilities: 22%
Single adults: 26%
Seniors (62+): 97%
Veterans: 11%
Families: 16%
Transition Age Youth: 25%
2019 PIT Count
668 sheltered individuals:
62 families, 476 single adults
1,627 unsheltered individuals:
37 families, 1,499 single adults
Five-Year Trends in PIT and Service Data
114 veterans
191 children in families
129 transition age youth (18-24)
165 seniors (62+)
The 2019 Point in Time Count was
conducted in January 2019, immediately
after the 2018 calendar year ended,
making the annual PIT count a valuable
indicator of program impacts or
community trends that took place during
the previous calendar year.
2018 Service Data and 2019 PIT Data
174
Full report available at https://cchealth.org/h3/
5
2018 Outcomes and Performance Measures
97% retention rate in Permanent
Supportive Housing programs
58% of CORE outreach consumers
had a positive outcome (entered
shelter, warming center and/or
SUD treatment)
1,043
1,215
923
Exits to Permanent Housing
2018
2017
2016
Avg # Days Homeless prior
to Permanent Housing
277
404
511
201720182016August 2019
32% increase in HUD funding over three years
FY15-16 FY 17-18 FY 18-19
$11,104,352
$14,617,036
$13,076,992
CoC Monthly In-flow and Out-flowThree-year HUD Allocation Trend
Service Data helps identify how many people are
served each month, including how many are enrolling
into the system (in-flow) and how many exit (out-flow).
415 Average
Monthly In-flow
412 Average
Monthly Out-flow
Page 2
ConcordRichmond
AntiochMartinez
Pittsburg
Walnut Creek
San Pablo
Pleasant Hill
Bay PointRodeo
N. Richmond
El Sobrante
Brentwood
Oakley
Crockett
PachecoEl Cerrito
Lafayette
Pinole
San Ramon
Bethel Island
Hercules
2019 Point in Time Count -- City Count Representation
In 2018, 58% of persons served in temporary and rapid rehousing
exited to permanent housing
+36 Based on 2018 average monthly in-flow and out-flow, the system of care would gain an additional 36 individuals per year
2,450 Average Served per Month
175
2018 CoC Comprehensive Annual Report
• • •
6
Contra Costa County
Homeless Continuum of Care
Contra Costa County’s Health, Housing & Homeless Services Division prepares annual reports for the
County’s Homeless Continuum of Care (CoC). The report summarizes program utilization and
outcomes for consumers accessing services in the CoC. This summary incorporates data from four key
sources: Service data, Point in Time count data, consumer surveys and interviews, and County Office
of Education data.
Health, Housing & Homeless Services (H3)
Health, Housing, and Homeless Services (H3) is the administrator for the Contra Costa Homeless
Continuum of Care (CoC), a collaborative of local agencies that addresses housing and homelessness in
the county. As the administrator, H3 provides strategic direction, coordination of funding, and
programmatic oversight of CoC programs. H3 generated this comprehensive annual report to provide
information about the CoC and the people who are served. As the CoC lead agency, H3 is responsible
for:
• advancing partnerships with service providers, community leaders, and stakeholders;
• building capacity with local and federal resources;
• implementing and managing CoC initiatives;
• administering the Coordinated Entry System (CES);
• maintaining the Homeless Management Information System (HMIS);
• coordinating CoC funding and programmatic oversight; and,
• measuring and reporting outcomes through HUD Performance Measures and evaluation
efforts.
Homeless Continuum of Care
In 1997, the United States Department of Housing and Urban Development (HUD) required that
communities seeking HUD homeless funding apply as a collaborative of local agencies, called a
Homeless Continuum of Care (CoC). A CoC is designed to 1) promote community-wide planning and
strategic use of resources to address homelessness; 2) improve coordination and integration with
mainstream resources and other programs serving people experiencing homelessness; 3) improve data
collection and performance measurement; and, 4) allow each community to tailor their programs to the
particular strengths and challenges in assisting homeless individuals and families within that area.
Contra Costa County’s CoC is comprised of multiple partners, including service providers, members of
the faith community, businesses, private and public funders, community members, education systems,
and law enforcement, who are working collaboratively to end homelessness. The Council provides
176
2018 CoC Comprehensive Annual Report
• • •
7
32% increase in
HUD funding
over three years.
$11,104,352
$13,076,992
$14,617,036
FY 16-17 FY 17-18 FY 18-19
Three-year HUD Allocation
guidance for the development and implementation of long-range planning and policy decisions
regarding homeless issues in the county. The CoC is governed by the Council on Homelessness
(Council), a group of volunteer members appointed by the Contra Costa County Board of Supervisors.
Council members’ professional and personal backgrounds reflect the wide range of CoC service
providers, and geographic and demographic diversity of the county.
Three-year HUD Funding Trend
HUD is the largest funding provider of Contra Costa’s CoC. Annual HUD funding allocations reflect
the need of a given community and their outcomes on HUD Annual Performance Measures. In the last
three years, Contra Costa County has received an increase in HUD funds. These funds have resulted in
additional Permanent Supportive Housing units, Rapid Rehousing slots, and infrastructure to develop
the Coordinated Entry System across the county.
Illustration 1: H3 Three-year HUD Allocation, 2016/2017 to 2018/2019
177
2018 CoC Comprehensive Annual Report
• • •
8
Contra Costa Data Sources
The CoC uses a variety of data sources to describe the community. In this report, both quantitative and
qualitative data is presented to provide a more accurate reflection of the homeless community.
This report focuses primarily on literally homeless consumers who utilized homeless services in the
CoC. However, to describe other populations who are housing insecure, do not utilize homeless
services, and/or do not meet the strict definition of homelessness as defined by HUD, this report also
includes Service data for those using prevention programming and permanent housing programs.
Other data sources that capture at-risk but not literally homeless are also incorporated to paint a more
comprehensive picture of people in this community struggling with housing needs.
Contra Costa County uses the following data sources to identify needs, guide programming, describe
the community, and identify successes:
• Service data
• Annual Point in Time count data
• Qualitative data from Consumer Surveys and Interviews
• County Office of Education data
• Coroner’s Office data
Service Data
All HUD-funded CoCs are required to maintain a Homeless Management Information System (HMIS)
to produce an unduplicated count of persons accessing and utilizing CoC services (such as prevention
services, programs for those with a housing crisis, and previously homeless consumers who are now in
Permanent Supportive Housing programs). This Service data collected in HMIS allows the CoC to
analyze patterns of service use and measure program impacts and outcomes. CoC partners in Contra
Costa County enter data in HMIS for all consumers accessing homeless programming upon enrollment
and continue to track program utilization and exit destinations.
HUD System Performance Measures
Service data is used to track HUD-mandated Annual Performance Measures. The McKinney-
Vento Homeless Assistance Act requires that communities receiving HUD funding collect data
for their HUD System Performance Measures, submitted every fiscal year of funding. These
Performance Measures determine system-wide successes and needs, focusing on income and
housing outcomes for consumers. System Performance Measures inform annual HUD CoC-
funding allocations.
By Name Lists
Service data is also used to create lists of consumers’ names on a monthly basis (By Name Lists)
for the CoC and for various sub-populations. By Name Lists track the number of people in a
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9
PIT PERSPECTIVE
“Rather than
understand that the PIT
count represents only a
portion of the homeless
population, many
interpret the count as a
comprehensive
depiction of the crisis
and rely on it to inform
policy design and
implementation
decisions. This can lead
to policies that fail to
address the homeless
crisis or may even
exacerbate it.”
National Law Center on
Homelessness and Poverty
given subpopulation utilizing the system of care each month and the in-flow and out-flow into
the system of care.
In-flow includes people who are new to the system of care (have not been entered into HMIS in
the previous two years) or who have returned after becoming inactive or after being housed.
Out-flow includes those who were housed or simply “disappear” because they moved out of
county or stopped using CoC services.
Annual Point in Time (PIT) Count
HUD requires that communities who are receiving federal funds for
CoC Homeless Grants conduct an annual count of all sheltered
people in the last week of January, and a biennial count for
unsheltered individuals. The Point in Time (PIT) count only
identifies those consumers who are literally homeless per the HUD
definition (in shelters, in rapid rehousing, or sleeping in
uninhabitable locations).
During PIT counts, communities must identify people experiencing
homelessness, demographics including age, race and ethnicity, and
household configuration. Communities must also identify whether a
person is chronically homeless (as defined by experiencing long-term
or repeated episodes of homelessness and presence of a disability).
PIT counts are just one of many important tools to help establish the
dimensions of the problem of homelessness and help policymakers
and program administrators track progress toward the goal of ending
homelessness. PIT counts have been conducted since 2005 allowing
for almost 15 years of tracking. Collecting data on homelessness and
monitoring progress can inform public opinion, increase public
awareness, and identify effective resources to meet challenges with
reducing homelessness. PIT data also informs the HUD funding
allocation to CoCs across the United States.
At the local level, PIT counts help communities plan services and programs to appropriately address
local needs, measure progress in decreasing homelessness, and identify strengths and gaps in a
community’s current homelessness assistance system1.
1 National Law Center on Homelessness and Poverty, DON’T COUNT ON IT: How the HUD Point-in-Time
Count Underestimates the Homeless Crisis in America, 2017, https://nlchp.org/wp-
content/uploads/2018/10/HUD-PIT-report2017.pdf
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PIT Methodology
Although HUD only requires biennial unsheltered PIT counts, Contra Costa County conducts
the count every year to support planning and policy decisions for the CoC. The PIT count is
collected the last week in January each year, immediately after the calendar year, making the
annual count a valuable indicator of program impacts or community trends that took place
during the previous year. Therefore 2019 PIT data is incorporated into this 2018 calendar year
annual report.
Contra Costa County has utilized the same data collection methods since 2016, which are
approved by the CoC Board Members. The sheltered count was obtained via HMIS data for all
shelter sites. Data for the unsheltered population was collected with a community-wide canvas
by CORE Outreach, almost 100 volunteers, and partnering agency staff. A detailed description
of PIT methodology is provided in Appendix A.
Consumer Surveys and Interviews
There are multiple opportunities to obtain qualitative feedback and input from consumers throughout
the year. Bringing consumer voices to the center of the CoC’s work is crucial in how the system of care
works to continuously improve to meet the community’s needs.
CORE Outreach Interviews
Coordinated Outreach, Referral, and Engagement (CORE) Outreach teams conducted consumer
interviews in April 2018 with 137 consumers across the county. This qualitative data allows for
more in-depth dialogue about the backgrounds and struggles many people face when living on
the streets. These surveys also help the CoC understand which sub-populations within the
community access specific crisis and housing placement services.
Youth and Family Needs Assessment
Families and youth are often considered the “hidden homeless,” because they are less likely to
access traditional homeless services and thus become identified as homeless consumers.
Families and youth might “double-up” or “couch-surf” as an alternative to utilizing shelters or
sleeping in uninhabitable locations. In an effort to identify the needs of youth and families who
are unstably housed, H3 worked with community agencies and service providers to conduct
interviews of families, youth in families, and unaccompanied youth. This summary includes
both literally homeless as well as those who are unstably housed, providing a unique glimpse
into the at-risk population that is not captured via CoC Service data or PIT data. During 2018,
surveys were conducted on Transition Age Youth (TAY, 18-24 years of age) and families,
capturing data for 320 minors, 184 TAY, and 120 adult parents in a variety of living
arrangements.
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Photovoice
Call for Change is a photovoice project that debuted in November 2018 during Homeless
Awareness Month. This project featured nearly 20 photographic works of art, created by Contra
Costa residents living without housing.
Photovoice offered a unique glimpse into the daily lives of its creators. The gallery of powerful
images and messages of hope are displayed throughout this report.
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5,246 adult-only households and 600 families
An additional 899 people were served in Permanent Supportive
Housing and 1,091 were served by prevention programs
668 sheltered individuals (62 families and 476 adults)
1,627 unsheltered individuals (37 families, 1,499 single adults)
Homeless ness in Contra Costa County
Nearly 2,300 people were identified through the PIT count as literally homeless, but almost 7,000
consumers in need of housing services were identified throughout the year in CoC services. PIT data
collection captures about 1/3 of the number of people served by the CoC during the calendar year. This
highlights one reason the PIT count may not be the best indicator of need in the community.
However, both PIT and Service data demonstrated a modest increase in the number of homeless people
identified throughout the county. Five-year trend data is presented in greater detail later in this report.
Illustration 2: 2018 Service Data and 2019 PIT Data Overview
2018 Service Data
6,924 people accessing homeless services in 2018
2019 PIT Data
2,295 people identified in 2019 PIT count
• The 2019 PIT count reflects a 3% increase in persons experiencing
homelessness on any given night in January since 2018.
• 2018 Service data reflects a 7% increase in persons utilizing homeless
services since 2017.
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13
5246
1845
600
99
Service Data PIT Data
Household Types
Families
Adult-only
Demographic Data
The 6,924 people who engaged in homeless services in the county in 2018 represent a wide variety of
demographic groups. In an effort to better understand the demographic make-up of those experiencing
homelessness, details about household type, age, race, ethnicity, Veteran status, chronicity, disability
status, and exposure to interpersonal violence are provided below.
Household Types
Most people experiencing literal homelessness (per the HUD definition) are single adults.
Service data shows that 10% (n=600) of the households served were families with minor
children, whereas 5% of the PIT data comprised of families (n=99). This discrepancy in family
representation in PIT and Service data is due to the “snapshot” nature of PIT, which can under-
represent certain sub-populations. Families are generally more difficult to identify via a general
census or count of homeless individuals.
Illustration 3: Household Types (2018 Service Data and 2019 PIT Data)
More families are identified as
needing homeless related
services each year in CoC than
are identified during the Point
in Time counts.
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14
16%
8%
53%
14%
9%
Age Distribution from Service Data
Under 18
TAY (18-24)
25-54
55-61
62+
8%
6%
61%
18%
7%
Age Distribution from PIT Data
Age
Adults between the ages of 25 and 54 made up just over half of the consumers who accessed
homeless programming during 2018 (as illustrated in Service data tables below), but constituted
2/3 of those identified in the 2019 PIT count. The comparison of Service data and PIT data shows
slight variation in demographics between the two data sources, with a higher percentage of
adults 25 to 54 identified in the PIT count.
Illustration 4: Age Distribution (2018 Service Data and 2019 PIT Data)
Age Group Age Range 2018 Service Data 2019 PIT Data
Children in Families <18 1,103 191
Transition Age Youth (TAY) 18-24 532 129
Adults 25-54 3,762 1,398
Emerging Seniors 55-61 968 412
Seniors 62+ 659 165
The homeless system of care captures only persons who are using services provided by the
CoC, which is comprised of mostly homeless services for those who have no permanent
location to sleep. The County Office of Education collects data on students accessing homeless
services under the McKinney Vento Homeless Assistance Act. Due to confidentially for the both
CoC consumers and for those using school programs, it is not possible to de-duplicate and
determine which of these students also used CoC programs.
County Office of
Education, McKinney
Vento Assistance Act,
January 2018
Sleeping arrangement # of students
Unsheltered 95
Sheltered 330
Doubled-up 1,809
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15
14%
86%
Ethnicity in Service Data
Latino/Hispanic
Not Latino/Hispanic
Race and Ethnicity
Race and ethnicity data are collected for all consumers accessing homeless services. Race and
ethnicity are reported as separate categories, per HUD data collection requirements. More
information about the utilization of housing and homeless programs and outcomes by race and
ethnicity is provided later in this report.
Illustration 5: Race in Contra Costa County CoC (2018 Service Data)
Illustration 6: Ethnicity in Contra Costa County CoC (2018 Service Data)
45%
39%
8%
2%2%
4%
Racial Distributions in Service Data
White
African American
American Native
Asian
Native Hawaiian/Islander
Multiple
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16
Veterans
The PIT count identified 114 Veterans and Service data identified 496 Veterans served in
homeless programming during 2018. Thirty-six percent of Veterans served in the CoC are
chronically homeless.
Contra Costa County tracks in-flow and out-flow of Veterans on a monthly basis using a By
Name List. This list captures all Veterans who have used a homeless service during the three
months prior to the report period and who have not had a program exit (this captures all
“active” consumers). During 2018, the number of Veterans identified on the monthly By Name
List decreased 17% from 199 Veterans in January to 164 in December. The Veteran population
utilizing CoC services has decreased during 2018 due to more robust case management using
the By Name List and dedicated permanent supportive housing for Veterans.
Illustration 7: Veteran By Name List (2018 Service Data)
199
206
189
186
162
170
157
150
154
162
155
164
Jan Feb March April May June July Aug Sept Oct Nov Dec
Number of Veterans on Monthly By Name List (2018)
17% one-year decrease
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17
Chronically Homeless
Chronically homeless consumers are generally the most difficult to move from the streets and
back into housing. Chronic consumers are those experiencing homelessness for at least a year,
or repeatedly over the last three years, while also struggling with a disabling condition such as
serious mental illness, substance use disorder, or a physical or cognitive disability.
Almost 1/3 (n=1,800 households) of adults in the homeless system of care are chronically
homeless. PIT data is a less reliable indicator of chronic homelessness because it is based on self-
report during data collection; consumers are more likely to report characteristics of chronic
homelessness to service providers because of their rapport with staff and because staff have
been trained to seek information using best practices for trauma-informed care. Only 27% of PIT
respondents reported both a disability and experiencing homelessness for at least a year.
The county began tracking chronicity in a By Name List in March of 2018, allowing for ten
months of analysis. Below, the trend line illustrates a decrease in the number of chronically
homeless consumers during the summer of 2018 and an increase in the fall and winter months.
Monthly in-flow of chronically homeless individuals ranged from 104 in November to 159 in
March. This large in-flow and low housing placements results in an increasing number of
chronically homeless consumers on the monthly Chronic By Name List.
Homeless >12 consecutive months + disability
HUD Definition of Chronic Homelessness:
OR
Homeless >3 episodes in last 3 years + disability
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• • •
18
2241
2026
1964
1952
743
Mental Health
Physical disability
Chronic health
Substance Abuse
Developmental
Adults with Disabilities in Service Data
815
804
744
730
700
731
767
804
823 826
March April May June July Aug Sept Oct Nov Dec
Number of Chronically Homeless on the Monthly By Name List
Illustration 8: Chronically Homeless By Name List (2018 Service Data)
Many of the chronically homeless consumers became homeless in their youth; eight percent of
CORE consumers who were interviewed reported becoming homeless as minors. The length of
time respondents experienced homelessness ranged from two weeks to 28 years.
People with Disabilities
Two out of three adults who received homeless services in 2018 self-reported having a
disability.
Illustration 9: Adults with Disabilities (2018 Service Data)
This illustrates the annual seasonal
drop in the number of people using
homeless services in summer months.
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2018 CoC Comprehensive Annual Report
• • •
19
Almost half (46%) of the TAY respondents in the Youth and Family Needs Assessment reported
having a disability.
Over ¼ of CORE interviewees reported that substance abuse, and 20% reported that an illness
or health condition led to their homelessness.
Interpersonal Violence
Over 1,000 adults served in the CoC had experienced interpersonal violence in the twelve
months prior to enrolling into homeless programming; 43% of these reported fleeing domestic
violence at the time they enrolled into a homeless service. While the CoC has a domestic
violence shelter, the majority of consumers who report interpersonal violence did not access
those services.
Victims of domestic violence are more likely to access general-population services, including
emergency shelters, CARE Centers, and CORE Outreach; just over half of the CORE consumers
who were interviewed reported having experienced emotional abuse in their lifetime; 41%
reported physical abuse; and 25% reported sexual abuse.
Coroner’s Data
Data from the Coroner’s offer helps the CoC understand whether people are dying while
living on the streets and the causes of those deaths. The Coroner’s Division is notified
when someone passes away in a location without medical staff to report the cause of
death.
The Coroner reported 59 people from the homeless community who passed away during
calendar year 2018. This reflects a 34% increase in the number of homeless deaths reported by
the Coroner since 2016.
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20
12
3
12
3
2
7
0
8
2
10
4
2
11
0
12
6
16
2 2
17
4
Accident/Other Homicide Drugs/alcohol Suicide Undetermined Natural Pending
2016-2018 Coroner's Report Cause of Death
2016 (n = 39)
2017 (n = 37)
2018 (n = 59)
Illustration 10: 2016-2018 Coroner’s Report on Cause of Death in the Homeless Community
The Coroner’s Homeless Report has identified a decrease in
suicides over the past year and an increase in deaths from
homicide, drugs/alcohol, and natural causes between 2017 and 2018.
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21
TRENDS IN POPULATION SERVED
The five-year trends in data demonstrate consumer identification and utilization of services when
available. Substantial decreases were identified in 2016 Service data and 2017 PIT data when outreach
and service centers were closed due to organizational changes in the CoC. As these crisis services were
restored across the county in 2017 and the CES was rolled-out, the number of people served and
identified in 2017 Service data and 2018 PIT increased. The Service data below summarizes calendar
year and PIT counts are conducted in January following each calendar year (reflecting trends from
previous calendar years).
Illustration 11: Trends in Homeless Consumers Identified (2014-2018 Service Data & 2015-2019 PIT Data)
6477 6462
5781
6466
6924
2030
1730
1607
2234
2295
2014/2015 2015/2016 2016/2017 2017/2018 2018/2019
CORE Outreach and
CES implemented in
January 2017
Outreach and East County
Service Center closed in 2016
PIT Count Data
Service Data
Service Data and PIT 5-Year Trends
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2018 CoC Comprehensive Annual Report
• • •
22
4182
4072
3640
4028
5285
2014 2015 2016 2017 2018
Single Adults
334
399 408
596
659
2014 2015 2016 2017 2018
Seniors (62+)
3262 3258
3081
3533
3971
2014 2015 2016 2017 2018
Adults with Disabilities
The increase in people entering the system of care is also a reflection of the strong partnerships with
other county agencies including Public Health, Behavioral Health, Employment and Human Services,
and the criminal justice system. These partnerships improve access to services for certain sub-
populations, including some of the most vulnerable populations facing roadblocks when obtaining
housing.
In 2016 when the CoC lacked outreach and an East County CARE Center, there were significant
decreases in access to services. With the implementation of CORE outreach teams in 2017, more people
gained access to services resulting in an increase in the numbers of persons represented in the service
data.
Illustration 12: Sub-Populations with Increases Over Time (2014-2018 Service Data)
Many consumers in these sub-populations
feel there are limited options for them, as
depicted in their interviews:
26% Increase 97% Increase 22% Increase 22% Increase
“There is no place I can go.
Everything is full or I don’t qualify. [I
am] feeling frustrated.”
-CORE Consumer
“There are all of these different shelters for
everyone else—domestic violence victims, women
with children, pregnant youth. There are only two
things for youth and they’re full because they’re
small…It’s like you need a kid to get into a
shelter.”
-TAY Consumer
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• • •
23
559
536
523
499
496
2014 2015 2016 2017 2018
Veterans
698
631
522
551
532
2014 2015 2016 2017 2018
TAY
580
463
487
440
485
2014 2015 2016 2017 2018
Families
Decreases in sub-populations can be a sign of programmatic impacts or simply a reflection of the way
certain consumers do, or do not, use CoC services. Three sub-populations experienced a decrease in
CoC utilization in recent years. As mentioned previously, the CoC has implemented better system-
wide case management and has dedicated Permanent Supportive Housing units to Veterans.
There were decreases in families and TAY engaging with the system. It is likely that many are choosing
to stay doubled up instead of entering the homelessness system of care.
Illustration 13: Sub-Populations with Decreases Over Time (2014-2018 Service Data)
Sub-Populations with 5-year Decreases in Numbers (Service Data)
16% Decrease
11% Decrease
25% Decrease
Being housed boosted my self-esteem and
has given me the motivation to go back to
school so I can provide for my family.
-Ashley
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2018 CoC Comprehensive Annual Report
• • •
24
Transition Age Youth who are doubled-up and/or couch-surfing report experiencing stress and anxiety
about their precarious housing situation.
“I stay with a family or friend so I don’t have to go to a
shelter.”
-TAY Consumer
“Your friends kind of get tired if you’re at their house all
the time. Once two weeks pass, you go. You gotta move
around so that people aren’t just like ‘ok, stop showing up
at my house.’”
-TAY Consumer
“I work two jobs and go to school. I live with working
people yet [losing] housing is still a fear.”
-TAY Consumer
“That sucks to check into a shelter for just one day; sleep
there, get some rest and then restart the whole thing over
again. [It’s better] to stay at someone’s house for two
weeks.”
-TAY Consumer
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• • •
25
2661 2665 2650
2597
2347
2197
2118
2199
2368
2515 2540 2537
Monthly Trend in Number Served during 2018
The Youth and Family Needs Assessment identified that many TAY became homeless before hitting
adulthood. More than 2/3 of TAY respondents reported living in foster care at one point during their
childhood, and many felt that having a poor transition plan from foster care contributed to their
homelessness as young adults.
Illustration 14: Monthly CoC In-Flow and Out-Flow (2018 Service Data)
It is important to understand the ways in which people utilize the system of care at a given time, as
well as monthly in-flow (the number entering) and out-flow (the number of people leaving the system
of care). The average monthly in-flow of consumers was three less than out-flow, resulting in a
decrease over the year from 2,661 to 2,537 on the By Name List. However, as demonstrated below, the
trend shifts may be seasonal with people accessing services in colder and wetter months.
Illustration 15: Average Number of People Served in CoC per Month (2018 Service Data)
2018 Monthly CoC-wide In-Flow and Out-Flow
412 average monthly out-flow 415 average monthly in-flow >
+36 Based on 2018 average monthly in-flow and
out-flow, the system of care would gain an
additional 36 individuals per year
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26
Coordinated Entry System
Contra Costa County adopted a Coordinated Entry System (CES) which allows service providers to
efficiently and effectively connect people to interventions which aim to rapidly resolve their housing
crisis. CES aims to help the sub-set of consumers with fewer roadblocks and fewer vulnerabilities
obtain housing with short-term supports while connecting the highest needs, and most vulnerable
persons in the community to the limited housing and supportive services.
CES is comprised of a variety of programs to serve those at-risk of homelessness, currently homeless,
and formerly homeless people now housed in permanent supportive housing. The goal of CES it to
move people from access points, and for those with higher needs, to housing services. 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.
CARE (and CARE-capable) Centers provide basic health and hygiene services, housing navigation,
and financial and benefits programs.
Transitional Housing in Contra Costa County’s CoC provides short-term housing for Transition Age
Youth 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 get 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.
CORE Street Outreach provides basic hygiene supplies, food, and water, and referrals for health,
housing, and benefits.
Warming Center is a night-by-night shelter for the most vulnerable individuals identified by CORE
Outreach.
Prevention Programs are designed to help families and individuals stay in their homes and avoid
entering homelessness by providing one-time financial assistance, legal aid, or landlord engagement.
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• • •
27
Families and adult-only households tend to use different program types, with families using fewer
crisis services, such as outreach and CARE Centers, and instead using housing services such as Rapid
Rehousing and Permanent Supportive Housing. Families are also more likely to use prevention
services than single adults.
Illustration 16: Households Served by Program Type (2018 Service Data)
Families are more likely to utilize housing placement services such as Housing
Navigation and Rapid Rehousing compared to single adults.
162
464
89 181 315 265 218
11 57
1261
172
3142
387
230 268
2197
91
450
Households Served by Program Type
Families Adult-Only
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• • •
28
3142
2197
1352
450
172
268
387
230
Program Type Used by Adult-Only Households
Outreach
Services only
Shelter
Warming Center
Housing Navigation
Rapid Rehousing
Permanent Supportive Housing
Prevention
89
218
173
57
464
265
181
315
Program Type Used by Family Households
Outreach
Services only
Shelter
Warming Center
Housing Navigation
Rapid Rehousing
Permanent Supportive Housing
Prevention
The charts below illustrate that the majority of adult-only households use crisis services (outreach,
shelters, and service-only sites, illustrated in orange and yellow colors in the graphics below) and very
little housing or prevention services (blue and green, respectively). Most families use housing and
prevention and fewer use crisis services.
Illustration 17: Program Utilization by Household Type (2018 Service Data)
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29
Emergency Shelter Capacity
During the PIT count the county identifies all of the shelter beds available for single adults and families
to assess the CoC’s capacity to serve the unsheltered population. The shelter bed count is called the
Housing Inventory Count (HIC) and is conducted the same night as the PIT count.
Illustration 18: Shelter Bed Capacity (2019 PIT/HIC Data)
Capacity of permanent housing is more challenging to identify than temporary housing capacity
because many housing opportunities are outside of the system of care. Permanent Supportive Housing
in the CoC is a small portion of the housing opportunities for those in housing crisis. The Housing
Inventory Count, conducted the same night of the PIT count, identified 291 Permanent Supportive
Housing for single adults and 557 units for families.
60
39
FAMILIES
Shelter bed
capacity able to
serve 28% of
single adults
558
1418
SINGLES
Unmet Shelter Need
Shelter units
Shelter Bed Capacity in 2019 PIT/HIC
Shelter bed
capacity able to
serve 60% of
families
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• • •
30
Service Impact and Outcomes
Contra Costa County uses a CES to ensure fair access to limited housing resources in the CoC and the
larger community. The purpose of CES is to provide the right support, the right amount, and at the
right time given consumers’ needs and degree of crisis. Access points are designed to triage consumers
to identify immediate needs, avert crisis, and refer them to necessary resources.
Successful housing outcomes require moving people from CoC access points (CORE Outreach and
CARE Centers) to shelters and/or housing programs (Rapid Rehousing and Permanent Supportive
Housing) or to their own unsubsidized housing.
Access Points
Consumers enter the CoC by calling 211, walking into a CARE Center, or engaging with CORE
Outreach. Currently, consumers may access Rapid Rehousing directly without entering CES. However
this will change in 2019 with the next phase of CES implementation and service prioritization. “CES
Flow” from CORE and CARE can be described as someone entering the system of care via CORE
Outreach or CARE Centers and later enrolling in other programs. The number of consumers who
entered the system of care through CORE and then accessed a service point that provides housing
navigation and/or case management, such as shelters and CARE Centers, is represented below.
Illustration 19: Flow from CES Access Points
CORE Emergency Shelter
Emergency Shelter Warming
Center
1,208
405
692
CARE Center
102
I
N
-
F
L
O
W
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2018 CoC Comprehensive Annual Report
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31
1455
1563
1754
2016 2017 2018
Consumers Served in
Emergency Shelters
103
112
116
104
2015
2016
2017
2018
Avg # of Bed-Nights in Emergency Shelters
There was a one-year 12% increase from 2017 to 2018 in the number of people served in emergency
shelters, and many shelters have been serving over capacity. Length of stay at shelters increased
slightly when CES was first implemented because CORE Outreach began referring people with more
severe needs to emergency shelters. In 2018, however, there was a 10% percent decrease in the average
number of bed-nights utilized.
Illustration 20: Emergency Shelter Utilization (2016-2018 Service Data)
As an access point, CORE Outreach also partners with Public Works to
assist in waterway clean up. This partnership stemmed out of a
concern that encampments were polluting waterways. CORE teams
provided 1,811 trash bags which resulted in 53 tons of trashed picked
up by consumers along waterways. Some of the CORE consumers
reported feeling a sense of community engagement by helping to clean
up their encampment areas.
Illustration 21: Shelter Bed-Nights (2015-2018 Service Data)
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Performance Measures Summary
Annual Performance Measures focus on the outcomes for consumers who access the system of care and
are required and monitored by HUD. The high-level findings of the 2018 Performance Measures is
summarized below:
Since the implementation of CES, Contra Costa County experienced an increase in the number of
people accessing the CoC, specifically the more vulnerable populations including chronically homeless,
seniors, and people with disabilities. This increase contributed to more people being identified in the
PIT counts (Measure Three) and a longer length of time persons experienced homelessness (Measure
One).
However, the number of people who exited to housing increased as well (Measure Two). Earned
income for both system-stayers and system-leavers increased (Measure Four). Little to no difference
was found in the number of consumers using shelter or housing programs who were newly homeless
(Measure Five). During the last three years, there has been a high proportion of consumers who were
hitting the system of care for the first time.
There were far more successful exits from outreach (Measure Seven) because there were far more
people served and the greater linkages between CORE Outreach and emergency shelter programs.
Housing retention rates in permanent supportive housing remained above 96% the last three years
(Measure Seven).
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33
277
404
501
326
420
511
2016
2017
2018
Average Length of Time Homeless
ES + TH + PH ES + PH
Performance Measures
Annual Performance Measures focus on the outcomes for consumers who access the system of care.
HUD pulls data each year from every CoC’s Homeless Management Information System (HMIS)
Database to generate Systems Performance Measures results. These measures are used to track
progress across all HUD-funded programs and to determine funding for each CoC for the following
year. The Performance Measures are run for Fiscal Years, October 1 to September 30.
HUD has developed the following seven system-level performance measures to help communities
gauge their progress in preventing and ending homelessness:
1. Length of time persons remain homeless;
2. The extent to which persons who exit homelessness to permanent housing destinations return
to homelessness;
3. Number of homeless persons;
4. Jobs and income growth for homeless persons in CoC;
5. Number of persons who become homeless for the first time;
6. Homelessness prevention and housing placement of persons defined by Category 3 of HUD’s
homeless definition for CoC Program-funded projects; and,
7. Successful housing placement.
Measure 1-Length of time persons remain homeless
HUD measures episodes of homelessness to determine how long people remain homeless before
obtaining housing. The length of time homeless counts the number of bed nights a consumer is
utilizing Emergency Shelters, Transitional Housing, and Permanent Housing projects and begins from
the time consumers enter the CES to the time to their housing move-in date. This measure is only
assessed for those who exit to permanent housing during the report period from an emergency shelter,
transitional housing, or a rapid rehousing program (this measurement does not include consumers
using only CES access points). The average length of time homeless has increased 57% since 2016, from
326 days in 2016 to 511 days in 2018.
Illustration 22: Performance Measure—Length of Time Homeless (2018 Service Data)
57% three-year
increase in number
of days homeless
before being housed
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1212
859
1120
1494
2015 2016 2017 2018
Number of Consumers Exiting to
Permanent Housing 2015-2018
Illustration 23: Performance Measure--Exits to Permanent Housing (2015-2018 Service Data)
32%
12%
10%
Emergency Shelter
Transitional Housing
PH/RRH
Rate of Returns-to-Homelessness within Two Years by Program Type
249 people returned to
homelessness in 2018
Coordinated Entry’s emphasis on prioritization of the most vulnerable persons and increased CORE
Outreach efforts have created greater access for the most vulnerable population. These consumers are
older, have more disabilities, and little or no income, making housing placements more challenging.
This shift in population served is demonstrated in the demographics portion of this report.
Measure 2-Exits to permanent housing and return to homelessness
Performance Measure Two assesses two objectives: 1) the number of people exiting CES to a permanent
housing program 24 months prior to the report period (housing rates), and 2) how many of those who
exited to permanent housing re-entered homeless programs during the report period (recidivism).
The increase in exits during the previous
24 months is likely due to an increase in
the number of people utilizing services
and an increase in housing opportunities
through Rapid Rehousing programs.
The graphic below illustrates the Rate of
Returns to Homelessness, or how many
people entered any homeless program in
the CoC during 2018 who had exited
from a homeless project within the
previous 24 months. In 2018, 17% of
consumers who exited to permanent
housing in prior 24 months returned to
homelessness (279 people); 41% of those
consumers return within six months, and
two-thirds returned to homelessness
within one year.
Illustration 24: Performance Measure--Returns to Homelessness (2018 Service Data)
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35
3%
12%
17%18%
9%
47%
18%
29%
11%
52%
45%
20%
stayers-% increase
earned income
stayers-% increase
benefit
leavers-% increase
earned income
leavers-% increase
benefit
Income and Benefit Increases
2016 2017 2018
There has been income growth
over the last couple of years;
60% of system stayers and 57%
of system leavers increased
their total income either
through income or benefits.
Measure 3- Number of people identified in Point in Time Count
This measurement is pulled from the HUD PIT reports conducted annually. Contra Costa County
conducts both sheltered and unsheltered counts every year.
Illustration 25: Performance Measure-PIT Counts (2015-2019 PIT Data)
Measure 4-Jobs and income growth
This measurement assesses income growth through employment or benefits for consumers who stay in
the system (did not exit to housing during the report period) as well as those who exit to housing
during the report period.
Illustration 26: Performance Measure—Income Increases (2016-2018 Service Data)
1766 1720 1695
2234 2295
2015 2016 2017 2018 2019
Point in Time Counts PIT count increased by
33% after CORE
Outreach was initiated
in 2017. Integration of
CORE Outreach in PIT
data collection has
improved unsheltered
data collection methods.
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36
545 573 585
1837 1707 1854
2016 2107 2018
Enrollments in Shelter or Housing Programs
Not new enrollments New enrollments
Measure 5-People experiencing homelessness for first time
People who had their first enrollment in HMIS within the last 24 months into emergency shelter,
transitional housing, rapid rehousing or permanent supportive housing during the report period are
considered newly homeless (although they may have been homeless and simply new to these
programs). This measurement does not include new enrollments into CORE Outreach or CARE
Centers. The percentage of new enrollments was consistent over the last three years (77% were new
enrollments in 2016; 75% in 2017; and 76% in 2018).
Illustration 27: Performance Measure-New Enrollments in HMIS (2016-2018 Service Data)
76% percent of
people using
shelters or
permanent
housing programs
are new to the
CoC.
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37
Measure 6-Homeless prevention service utilization
Performance Measure Six was not required or analyzed for the 2108 Fiscal Year by HUD. Measure Six
assesses whether consumers who utilized Prevention Programs 12 months prior to the report period
returned back to the homeless system of care as literally homeless. The CoC does not currently track
longer-term outcomes for those utilizing prevention services. However, Service data reflects the
number of people utilizing prevention programs and their e xit destinations.
Illustration 28: Number of Consumers Served by Prevention Programming (2013-2018 Service Data)
Measure 7-Successful placements and retention of permanent housing
Successful or positive placements from Outreach include emergency shelters, transitional housing,
Rapid Rehousing or temporary stay with family or friends. Many people simply “disappear” from
services (become inactive). The CoC lost outreach programming in 2016 and implemented new services
in 2017, thus the large increase in people served during the last two years.
1106
1726
1121
1163
875
1091
2013 2014 2015 2016 2017 2018
Number of Consumers Served by Prevention Programming
In 2018, 78% of households
utilizing prevention services
were housed upon exit.
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38
910 921
859
2016 2017 2018
Numbers Served and Retention Rates in Permanent Supportive Housing
336
941
1885
266
451
1116
2016 2107 2018
Exits from Street Outreach
Remain homeless or become inactive Positive exits
Illustration 29: Performance Measure-Successful Placements from Outreach (2016-2018 Service Data)
Housing retention rates are determined by the proportion of consumers in permanent supportive
housing who remain in their homes for at least a year or exit to other types of permanent housing.
Illustration 30: Performance Measure-Housing Retention Rates in PSH (2018 Service Data)
96% retention 97% retention
97% retention
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39
Photov oice
In preparation for Homeless Awareness Month in 2018, H3
conducted a Photovoice project to bring together photos
and messages from people experiencing homelessness in
Contra Costa County. Participants took photos of
themselves, their possessions, their dwellings, or nature
and provided quotes or context about the meaning of the
photos. The art opens a window into the daily lives of its
creators, as they work to secure housing, or on to the
housing they have.
Participants were identified through programming with the following agencies: Health, Housing &
Homeless Services Emergency Shelters, Shelter Inc. Permanent Supportive Housing Programs, and
Trinity CARE Center. The final images are displayed in the H3 offices.
“I have cried a lot of tears over the years, but
in this last year, I’ve had more wins than I
can possibly imagine. True resiliency!”
-Roxie
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2018 CoC Comprehensive Annual Report
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40
“Sleeping in a tent was one of the hardest
things I ever had to do, but I made it look
fabulous and overcame it.
-Roxie
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41
380
510513
678
612
439
2018 2019
Unsheltered by Region 2018 and 2019 PIT
West
Central
East
Homelessness Across the County
Every community in the county is affected by homelessness. People lose housing from every city, and
some people stay in those cities while others “move around” closer to shelters and services. Service
data collects information about where people lost housing, and PIT data identifies where unsheltered
people sleep and live after becoming homeless.
Illustration 31: City and Region Where Unsheltered Slept Night of PIT (2018-2019 PIT Data)
2018 and 2019 Point in Time Count City Data
West County Central County East County
2018 2019 2018 2019 2018 2019
Crockett 0 12 Concord 252 350 Antioch 350 226
El Cerrito 14 8 Lafayette 0 3 Bay Point 61 57
El Sobrante 10 16 Martinez 117 156 Bethel Island 7 1
Hercules 2 1 Pacheco 16 10 Brentwood 35 14
Pinole 0 3 Pleasant Hill 85 59 Oakley 49 13
N. Richmond 24 38 San Ramon 1 1 Pittsburg 110 128
Richmond 270 333 Walnut
Creek 42 99
Rodeo 14 41
San Pablo 46 58
TOTAL 380 510 TOTAL 513 678 TOTAL 612 439
Illustration 32: PIT Numbers by Region (2018-2019 PIT Data)
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42
Locations where people were surveyed for the PIT count were tracked via GPS on ArcGIS and are
presented in the map below. The purple markers indicate where CoC providers and community
agencies provide services to low income and homeless community members (including soup kitchens,
shelters, and CARE Centers). The green symbols represent at least one encampment (there may have
been more than one at each location).
Illustration 33: PIT Unsheltered Map (2019 PIT Encampment Map Data)
2019 Point In Time Count Map of Encampments and Service Sites
* Green symbols are encampment areas; pink symbols are service sites
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43
1391
1616
1835
West County
Central County
East County
Region Where Lost Housing
Service Data-Where Lost Housing
PIT data captures a subset of those who lose housing in Contra Costa County. Service data is more
comprehensive as it identifies all consumers utilizing the homeless system of care. The data below
identifies where people self-report their lost housing upon most recently entering a homeless program
in Contra Costa.
Illustration 34: PIT—Region of Unsheltered (2018 Service Data)
The number of people who lost their housing in each Contra Costa city is provided in the table below.
The PIT count identified an additional 1,437 people who lost housing outside of the county.
Illustration 35: Service Data—City Lost Housing (2018 Service Data)
West County Central County East County
Crockett 17 Alamo 12 Antioch 964
El Cerrito 19 Blackhawk 1 Bay Point 204
El Sobrante 56 Clayton 1 Bethel Island 18
Hercules 25 Concord 882 Brentwood 90
Pinole 30 Danville 17 Clyde 8
N. Richmond 55 Lafayette 25 Discovery Bay 11
Richmond 1,119 Martinez 292 Oakley 97
Rodeo 57 Clayton 13 Pittsburg 443
San Pablo 13 Orinda 7
Pacheco 26
Pleasant Hill 115
San Ramon 27
Walnut Creek 198
TOTAL 1,391 TOTAL 1,616 TOTAL 1,835
City Where Lost Housing (from Service Data)
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2018 CoC Comprehensive Annual Report
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44
46%
27%
10%
17%
CORE Interview: County Where Grew Up
Contra Costa County
Other Bay Area County
California out of Bay Area
Outside of California
CORE respondents were also asked where they grew up. Almost 80% were from the Bay Area, and
46% were from Contra Costa County. Almost 70% of respondents lived in Contra Costa County for at
least 20 years.
Illustration 36: CORE Interview—Where Consumers “Grew Up” (2018 CORE Surveys)
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2018 CoC Comprehensive Annual Report
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45
26%
74%
14%
86%
Latino/Hispanic Not Latino/Hispanic
Ethnicity in Contra Costa County
Census (%)Service Data (%)
Racial Equity Assessment
As part of our forthcoming Equity Initiative, Contra Costa began a racial equity assessment. The
assessment is based in part on data from HUD’s CoC Analysis Tool, which draws on PIT and American
Community Survey data to assist with identifying areas of racial and ethnic disparities among certain
populations in the county and our system of care. The data allows us to compare racial distributions
between persons experiencing homelessness and persons experiencing poverty. In doing so, we may
identify racial disparities in homelessness and system utilization that poverty alone cannot account for.
The graphic below illustrates that while African American’s constitute only 10% of the county
population based on census data, they represent 39% of persons using homeless services in the County.
Similarly, American Indians represent only 1% of the county population, but comprise 8% of
consumers using homeless services. This data also indicates that White and Asian consumers are
underrepresented in the homeless system of care relative to census data. The data below represents
both racial and ethnicity (Hispanic and Non-Hispanic only) categories as HUD (and other federal and
state agencies) defines those groups and proscribes for data collection. Race and ethnicity data are
based on self-report.
Illustration 37: Ethnicity for Census Population and Homeless Population (Contra Costa County
Census Data2, 2018 Service Data)
2 QuickFacts, United States Census Bureau, Contra Costa County Population Estimates July 1, 2018,
https://www.census.gov/quickfacts/contracostacountycalifornia
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2018 CoC Comprehensive Annual Report
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46
66%
10%
1%
17%
1%
45%
39%
8%
2%2%
White African American American Native Asian Native
Hawaiian/Islander
Race in Contra Costa County
Census (%)Service Data (%)
Illustration 38: Race for Census Population and Homeless Population (Contra Costa County Census
Data3, 2018 Service Data)
Race by Household Type
On the surface, the data appears to indicate that African Americans are more likely to use homeless
services than other racial and ethnic groups. The data also appears to indicate that African American
families are served at higher rates than other racial and ethnic groups. However, household data can be
misleading as it reflects only the race of the head of household, which for multiracial or multi-ethnic
households means that the race or ethnicity of the remaining household or family members is not
accounted for. Without deeper analysis, this may artificially skew the demographic results and how the
system responds to the needs of the households and the individuals within the household. The “Other”
category in the graphics below include the communities that make up less than 5% of the CoC;
individuals who report multiples races (4%), Asian (2%), and Native Hawaiian/Pacific Islander (2%).
3 QuickFacts, United States Census Bureau, Contra Costa County Population Estimates July 1, 2018,
https://www.census.gov/quickfacts/contracostacountycalifornia
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2018 CoC Comprehensive Annual Report
• • •
47
7%
8%
37%
48%
13%
4%
57%
27%
Other
American Indian
African American
White
Percent of Race per Household Type Across CoC
Families Singles
Illustration 39: CoC Ethnicity by Household Type (2018 Service Data)
Illustration 40: CoC Race by Household Type (2018 Service Data)
16%
84%
25%
75%
Latino/Hispanic
Not Latino/Hispanic
Percent of Ethnicity per Household Type Across CoC
Families Singles
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2018 CoC Comprehensive Annual Report
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48
16%
84%
13%
87%
12%
88%
Latino/Hispanic Not Latino/Hispanic
Single Adults Served and Housed
% of CoC Served
% of CoC in Emergency Shelter
% of CoC Housed
25%
75%
25%
75%
25%
75%
Latino/Hispanic Not Latino/Hispanic
Families Served and Housed
% of CoC Served
% of CoC in Emergency Shelter
% of CoC Housed
The two graphics below illustrate the rates at which adult only households and family households
access services and obtain housing by race. This data illustrates that there are notable disparities in the
rates of homelessness across race and ethnicity. However, single adults in the system of care are served
and housed proportionally to the rates at which they enter the system. The data, which does not yet
account for multiracial or multiethnic households, also appears to indicate that households comprised
of families are also served and housed proportionally to the rate at which they enter the system.
Illustration 41: CoC Representation, Shelter Utilization, and Housed Rates by Ethnicity and
Household Type (2018 Service Data)
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2018 CoC Comprehensive Annual Report
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49
48%
37%
8%7%
45%
41%
7%7%
44%
41%
5%
9%
White African American American Indian Other
Single Adults Served and Housed
% of CoC Served % of CoC in Emergency Shelter % of CoC Housed
27%
57%
4%
13%
30%
46%
10%
13%
28%
55%
7%
11%
White African American American Indian Other
Families Served and Housed
% of CoC Served % of CoC in Emergency Shelter # of CoC Housed
Illustration 42: CoC Representation, Shelter Utilization, and Housed Rates by Race and Household
Type (2018 Service Data)
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2018 CoC Comprehensive Annual Report
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50
Appendix A
2019 Point in Time Methodology
Per the California Department of Conservation and Development, Contra Costa County is 716 square miles with
a population estimated at 1.1 million. This broad geography requires significant resources and a concerted
strategy to conduct an annual count of sheltered (persons residing in emergency shelters and transitional
housing) and unsheltered (persons sleeping outside or in other places not meant for human habitation) persons
experiencing homelessness.
Every year, during the last week of January, Contra Costa County conducts a comprehensive count of the local
population experiencing homelessness. The PIT count captures an annual snapshot of the prevalence of
homelessness in the community and collects information on sheltered and unsheltered persons experiencing
homelessness. This information is required to be collected and reported to the U.S. Department of Housing and
Urban Development (“HUD”) every two years. However, Contra Costa’s CoC conducts the PIT count annually.
This information is used by HUD to make determinations about federal funding allocations for the provision of
housing and services for individuals and families experiencing homelessness. At the local level, annual PIT counts
help Contra Costa plan services and programs to appropriately address local needs measure progress in
decreasing homelessness and identify strengths and gaps in the community’s current homelessness response
system.
Methodology
The 2019 PIT was a community effort built on best practices, tested strategies, and the traditional street count
model. Contra Costa utilizes various best practices, a growing body of local partnerships, and multiple modalities
that exist as part of its high functioning system of care in its annual data collection efforts.
The process begins with a substantive planning process to ensure the success and integrity of the count.
Multiple local government and community organizations collaborated on outreach, recruitment, training,
logistics, safety, coordination, best practices, problem solving, and the methodology.
The PIT methodology generally has been the same since 2016 but with some enhancements. The 2019 Count
followed an established, HUD-approved methodology. The PIT count was conducted over two nights by a large
team over a very short period of time (i.e., “blitz count”) resulting in an observation-based count and survey of
persons experiencing homelessness. This was the second year the community significantly expanded its
partnerships for this purpose and used new technology to enhance its ability to comprehensively count across
its broad geography. This has allowed for increased accuracy and identification of sheltered and unsheltered
persons experiencing homelessness.
Data on sheltered individuals is obtained via the CoC’s Homeless Management Information System (HMIS). This
year (2019) was the first year Contra Costa had full HMIS coverage for the PIT sheltered count. Meaning, this
year every shelter in the CoC, including those who are not active participants in the County’s Coordinated Entry
System, entered data about the persons sheltered by their programs into HMIS. This allowed for significant
improvement in the accuracy and thoroughness of the sheltered count.
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• • •
51
Data for the unsheltered population was collected using a community-wide canvas by the street outreach
teams, almost 100 volunteers, multiple partners, local government officials, and collaborating government
agency staff (ranging from the Public Defender’s Office to the local benefits offices among others).
Surveys for unsheltered consumers were included in the analysis when names were provided. This ensured
effective de-duplication and allowed the CoC to limit observations to only those collected during the first 12-
hour period of data collection to ensure people were not counted, surveyed, or entered into HMIS multiple
times. This approach was tested in 2018 and refined for broader use in 2019.
This year the street outreach teams deployed ArcGIS maps and Homeless Service Locator applications to
monitor the results of the PIT count observations. This allowed for the creation of “heat maps” for use in
pinpointing the location and size of homeless encampments—a significant part of the CoC’s unsheltered
population. Additionally, the tools allowed for mapping the location of system resources, such as emergency
shelters and day centers that provide critical services and supports, to locations where people experiencing
homelessness were identified, such as encampments and along waterways. This technology is used regularly by
the CoC’s street outreach teams to support identification of the need and scope of services across the
geography. By integrating this tool and data into the CoC’s annual PIT counts, Contra Costa is now able to
leverage the HUD model surveys (also using similar technology), which reflect best practices and input from
leading survey and methodology experts.
Additionally, in 2019 the CoC leveraged its partnerships with the County Office of Education and local colleges to
enhance its PIT count coverage of youth and families that are typically “hidden.” This data was further
complimented by the Youth and Family Needs Assessment conducted over the same period. This “hidden”
population of youth and families are often difficult to identify and locate because they do not access typical
services that identify persons experiencing homelessness. Instead, families and youth may live “doubled up” or
“couch surf” as an alternative to utilizing shelters or sleeping in uninhabitable locations. The Youth and Family
Needs Assessment sought to identify the needs of youth and families that are unstably housed and experiencing
homelessness by working with various local government and community-based organizations and service
providers to conduct interviews of families, minors in family households, and unaccompanied youth. The CoC’s
Youth Action Council (YAC) spearheaded this effort, including providing input on survey questions and
methodology and participating in the administration of the assessment.
221
CESCESPERMANENT SUPPORTIVE
HOUSING - 494 BEDS
Family Units, Youth, Individual
Units, Veterans, Chronic
RAPID RE-HOUSING
Family Units, Individual Units
DV Units, Vets
Projected to serve 656 HH annually
Avg Financial Assistance:
$6,000/HH
TRANSITIONAL HOUSING 136 BEDS
84% utilization rate
Family Units, Youth, DV, Individual Units, Veteran
97 people exited/yr; 70% went to
permanent housing destinations
BRIDGE HOUSING
New bridge and transitional housing-
rapid re-housing (TH/RRH) beds
coming on-line in the next year
Data Sources: 2019 System Performance Measure Report, 2018 Point in Time Count, and HMIS reports run between 10/17-9/18.
Coordinated Entry data reflected is in real-time and reflects the current state between 1/2018-8/2019.
Note on vulnerability of score scale: High vulnerability = 10-20 scores; medium vulnerability = 5-9 scores; low-no vulnerability = 0-4 scores
UNSHELTERED/LITERALLY HOMELESS
AT RISK OF
HOMELESSNESS
ACCESS POINTS 211 OR
PROVIDER STAFF FROM:
211 Phone; CARE Centers;
CORE Team
COORDINATED ENTRY
(CE) FRONT DOOR
CONTRA COSTA
HOMELESS SERVICE SYSTEM
PH
PH
TH
CE
OUTREACH
PREVENTION &
RAPID RESOLUTION
In 2018: 90% of HH who exited
prevention went to a permanent
housing destination (455 HH).
Individual, Family,
Youth and Veteran Beds
Serve 1700 people/year
Average LOS - 4 months
58% of exits --> Permanent
Housing
The top reasons for homelessness
for people homeless for the first
time include:
1. Low income
2. Job loss
3. Asked to leave
211 - Basic needs
information & referral
About 5,800 households
experience literal homelessness
in Contra Costa in a year.
51% (2,978 HH) experience
unsheltered homelessness
The top reasons for homelessness
among people who have previous
homeless episodes include:
1. Low income
2. Job loss
3. Substance Use
About 36 PSH units open/year, which houses
about 5% of the chronic population on the
current chronic by name list (800 HH).
Average wait time for those referred is
10 months.
About 1/3 of people
served in all programs,
including HP and RRH,
transitioned to market
rate or other affordable
housing as a permanent
destination
RRH CAPACITY
Meets 47% of the need
of people waiting in
CE (1,400 HH)
ES
EMERGENCY SHELTER
DENIED SHELTER ENTRY OR EXITED
Under the influence of drugs/alcohol
Other non-compliance
CORE Team
17% WHO EXIT PH
return to homelessness
within 2 years
X
START
HERE
REGULATED
AFFORDABLE HOUSING &
NATURALLY OCCURRING
AFFORDABLE HOUSING
3.7% rental vacancy rate
Housing Types:
PH PHES
CETH
Permanent Housing
Transitional
Housing
Emergency Shelter
Coordinated
Entry
Acronyms:
HH: Households
LOS: Length of Stay
LOT: Length of Time
PH: Permanent housing destinationLEGENDPopulations:
Family
Individual
Youth
Veteran
Domestic
Violence
Provider
DV
573 BEDS- 84% UTILIZATION RATE
ALTERNATIVE TO SHELTER OPTIONS
Warming Centers
Capacity: 70 cots/night
PSH CAPACITY
DV
DV
1,400 people assessed for CE; avg wait-time: 11+ mos.
Of those assessed
on the current queue:
40%: High Vulnerability
48%: Medium Vulnerability
12%: Low/No Vulnerability
MARKET RATE HOUSING
CE WAIT TIME
*Assumes common rate of 25% self-resolve
Meeting the Need
5,800 HH
experience
literal
homelessness
annually
26%leave to
permanent
housing
(1450 HH)
There are
PH
resources
to meet
about 50%
of the
need/year*
The average length
of time homeless
increased from 15
to 17 months in
one year (2017-
2018).
28% are
chronically
homeless.
At least 2,900
more PH
interventions
are needed to
meet the need
in a year
222
Whenever possible, re-direct
individuals to other stable
housing resources outside
the homeless system of care
Add Shelter Beds
Reduce Inflow Reduce Length of Time Homeless
Reduce wait times for
persons in the community
queue for resources and
increase bed turnover rates
at shelters.
Enhance Prioritization Strategies
Maximize use of all housing
resources based on highest
vulnerability and length of
time homeless.
Understanding What It TakesUsing the System Map to right-size Contra Costa's homeless system of care
Increase Permanent Supportive Housing
Providing temporary shelter
for every unsheltered person
requires 400 more shelter
beds.
In order to offer every
chronically homeless person
housing, we would need
approximately 1700 more
PSH units.
Bring resources into the system
Maximize current resources
Scale Rapid Resolution Services
Increase efforts to route the
400+ individuals/mo that enter
the system of care to alternate
safe housing destinations.223
Race & Ethnicity Equity Assessment:
Review of consumer’s 2018 demographic and service
utilization data by race and ethnicity across the
Continuum of Care.
Published September 2019
224
Summary
Race & Ethnicity Equity Assessment 2
Who: Individuals in the homeless system of care who are at-risk of homelessness, literally
homeless, and/or receiving housing services within the Continuum of Care (CoC).
What: Race and ethnicity service data from the Homeless Management Information System
(HMIS), United States Census Bureau, and 2019 Point in Time Count.
When: Consumers who were actively utilizing services during calendar year 2018.
Where: Contra Costa County, California.
Why: The findings of this report will support a better understanding of differences in
demographics, service utilization, and outcomes by race and ethnicity to improve equitable
opportunities within the coordinated entry system (CES).
2018 Notable Findings:
Þ Census vs CoC: Fewer Hispanic/Latinx (19%) were in the homeless system of care, compared
to the general Hispanic/Latinx population in the County (26%). Forty percent of consumers
were African American; 4x higher than the overall population in the County (10%).
Þ Age: Many racial/ethnic differences can be found within select age groups. More than a 1/3 of
Native Islanders and persons of multiple races were minors; there were no notable differences
among transition age youth; more than half of Asians, American Indians, Whites and
Hispanic/Latinx, were adults ages 25-54; and Asians and Whites had the greatest proportion of
seniors 62 and older (11% each).
Þ Chronicity: Native Islander/Hawaiians (10%) experienced the lowest rates of chronic
homelessness (homeless for at least 12 months and self-reported disability); more than 1 in 4
White consumers experienced chronic homelessness.
Þ Domestic Violence: Asians (24%), American Indians (21%), and Whites (21%) reported
experiencing higher rates of domestic violence compared to all consumers (17%).
Þ Mental Health: White consumers had the highest rates of a self-reported mental health
disability (36%) and Native Islander/Hawaiian had the lowest rates (13%).
Þ Program Utilization: Service utilization varied by program type and race. African Americans
were the highest utilizers of prevention and rapid resolution (50%), emergency shelter (50%),
transitional housing (40%), and rapid-rehousing (53%). Whites were the highest utilizers of
outreach (46%), CARE Center (40%), and permanent supportive housing (41%).
Þ Positive Housing Exits: Nearly half of all African Americans (47%) and persons of multiple
races (48%) exited to housing in 2018.
225
Race & Ethnicity Equity Assessment 3
Race & Ethnicity
Equity Assessment: 2018
Table of Contents:
I. Comparing Consumers in the CoC to the County Population ..................... 4
II. Consumer’s Self-Identified Race by Ethnicity.................................................... 5
III. Service Data vs. Point In Time (PIT) Count ........................................................ 6
IV. Select Age Groups .......................................................................................................... 6
V. Select Sub-populations ................................................................................................ 8
VI. Program Utilization .................................................................................................. 11
VII. In-Flow and Out-Flow ............................................................................................. 14
This assessment is intended to identify areas where there may be racial and ethnic disparities
among certain populations who access the County’s Homeless Continuum of Care (CoC). The
findings of this assessment will allow for the comparison of racial and ethnic distributions
within demographics, service utilization, and outcomes to improve our knowledge of
disparities within the homeless system and to prompt action and policy decisions to address
inequities.
226
26%
74%
19%
76%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Hispanic/Latinx Non-Hispanic/Latinx
Census (%)Service Data (%)
Note: Missing ethnicity service data not shown. Numbers may not
sum to 100.
Figure 1. Comparison of Census Ethnicity Population
Estimates to the Individual CoC Consumers1,2 In 2018, 26% of Contra Costa County
residents were of the Hispanic/Latinx
cultural and racial identity, and 74%
were non-Hispanic/Latinx. Nineteen
percent of all CoC consumers identified
as Hispanic/Latinx (Figure 1) in 2018.
In general, there were fewer Hispanic/
Latinx consumers in the homeless
system of care compared to the
Hispanic/Latinx composition
throughout the County.
Race & Ethnicity Equity Assessment 4
Figure 2. Comparison of Census Race Population Estimates to the Individual CoC Consumers2
66%
10%
1%
17%
1%
5%
37%40%
7%
2%2%5%
0%
10%
20%
30%
40%
50%
60%
70%
White African American American Native Asian Native
Islander/Hawaiian
Multiple races
Census (%)
Service Data (%)
There were also differences in racial composition across the population in the County
compared to consumers in the CoC (Figure 2). About 45% of CoC consumers were White,
compared with 66% White in the County. While African Americans accounted for 10% of
the County population, 40% of all consumers utilizing CoC services were African American.
A higher percent of Native Americans in the CoC (8%) were served compared to Native
Americans in the County (1%), and served a lower percent of the Asian population (2%)
compared to Asians in the County (17%).
Note: Racial distributions in Figure 2 includes both Hispanic/Latinx and non-Hispanic/Latinx ethnicities. Missing race service data is
not included; numbers may not sum to 100.
More than 1 in 3 CoC
consumers were African
American; 4x higher than
the African American
distribution across the
County.
Comparing Consumers in the CoC to the Contra Costa County Population
227
Table 1 above displays the number of individual consumers in the CoC, broken down by
ethnicity and race, and Figure 3 shows the proportion of each race among Hispanic/Latinx
and non-Hispanic/Latinx.
¨ Among Hispanic/Latinx, 41% were White, 33% American Indian, and 9% African
American.
¨ Among Non-Hispanic/Latinx, 50% were African American, followed by 39% White and
5% of multiple races.
Race & Ethnicity Equity Assessment 5
Table 1. Counts of Hispanic/Latinx and Non-Hispanic/Latinx by Race
Consumer’s Self-Identified Race by Ethnicity
50%
39%
5%2%
2%
1%1%
Non-Hispanic/Latinx Individuals by Race
Missing
American Indian
Native
Islander/Hawaiian
Asian
Multiple races
White
African American
41%
33%
9%
8%6%
2%
1%
Hispanic/Latinx Individuals by Race
Asian
Native
Islander/Hawaiian
Missing
Multiple races
African American
American Indian
White
Figure 3. Individual Consumer Race by Ethnicity, Hispanic/Latinx compared to Non-Hispanic/Latinx2
Hispanic/Latinx Not H/L Missing Total
African American 139 3,152 32 3,323
White 648 2,424 7 3,079
American Indian 513 79 1 593
Multiple races 131 297 1 429
Native Islander/Hawaiian 34 129 0 163
Asian 9 141 1 151
Missing 93 40 357 490
Total 1,474 6,262 399 8,228
228
Race & Ethnicity by Select Age Groups
Race & Ethnicity Equity Assessment 6
Service Data vs. Point In Time (PIT) Count
Figure 4. Racial Distributions in 2018 Service Data2 Compared to 2019 PIT Data3
Few differences in race also exist between Service data and the Point in Time (PIT) count data
(Figure 4). A lower percent of African Americans were identified in the PIT (34%) compared to
Service data (40%). A higher percent of Whites (45%) and American Natives (14%) were identified
in the PIT. There were no notable differences in ethnicity (data not shown).3
Figure 5 on the following page shows age groups broken down over five categories:
¨ Under 18: 1 out of 3 persons identifying as Native Islanders (35%), multiple races (34%), and
Hispanic/Latinx (33%) were minors, far more than Asians (16%) and Whites (12%).
¨ 18 to 24 years (Transition Age Youth; TAY): 11% of persons identifying as multiple races
were TAY, although there were mostly an even distribution of races and ethnicities among TAY.
¨ 25-54 years: Over half of Asians (57%), Whites (56%), and American Indians (52%) were adults.
¨ 55-61 years: Whites had the highest proportion of older adults ages 55-61 (16%). Six percent of
persons identifying as Multiple Races, Native Islanders, and Hispanic/Latinx were 55-61.
¨ 62+: Whites (11%) had the greatest proportion of seniors 62+, while persons identifying as
multiple races (5%) and Hispanic/Latinx (5%) had the lowest.
37%
40%
7%5%
2%2%
45%
34%
14%
3%2%0%0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
White African American American Native Multiple races Asian Native
Islander/Hawaiian
Service Data (%)
PIT (%)
Note: Racial distributions in Figure 4 include both Hispanic/Latinx and non-Hispanic/Latinx ethnicities. Missing race service data is
not included; numbers may not sum to 100.
229
Race & Ethnicity Equity Assessment 7
Figure 5. Individual Consumer Race and Ethnicity by Select Age Groups2
*Note: Figure 5 includes both race and ethnicity distributions; race distributions represent non-Hispanic/Latinx by race. Therefore, the
categories are not mutually exclusive. For more information about race by ethnicity breakdown, see page 5.
24%
35%34%33%
25%21%16%12%
7%
4%11%8%
8%
7%
4%
5%
51%
48%
44%48%
47%
52%
57%
56%
10%
6%6%6%
12%12%
12%16%
8%7%5%5%8%8%11%11%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Average Native
Islander/HI
Multiple Races Hispanic/Latinx African American American Indian Asian White
Under 18 18-24 25-54 55-61 62+
230
Race & Ethnicity Equity Assessment 8
Select Sub-populations
Race and ethnicity were analyzed within sub populations to identify vulnerable
characteristics.
Chronic Homeless
The U.S. Department of Housing and Urban Development (HUD) defines a chronically
homeless individual as someone who has experienced homelessness for at least a year—or
who has experienced repeated episodes of homelessness in the last three years—and also has
a disabling condition that prevents them from maintaining work or housing.4 On average, in
2018 approximately 1 in 5 of all CoC consumers experienced chronic homelessness (Figure 6).
A higher proportion of Whites experienced chronic homelessness (28%) and Native Islander/
Hawaiians (10%) experienced the lowest rates of chronic homelessness.
28%
10%
18%
20%
14%
16%
20%
15%
22%
0%5%10%15%20%25%30%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average (all races)
Hispanic/Latinx
Non-Hispanic/Latinx
Native Islander/Hawaiians
experienced the lowest rates
of chronic homelessness.
More than 1 in 4 White CoC
consumers experienced
chronic homelessness.
Figure 6. Chronic Homelessness by Race & Ethnicity2
*Note: Figure 6 includes both race and ethnicity distributions and race distributions represent non-Hispanic/Latinx by race.
Therefore, the categories are not mutually exclusive. For more information about race by ethnicity breakdown, see page 5.
231
Race & Ethnicity Equity Assessment 9
21%
12%
16%
21%
24%
15%
17%
18%
18%
0%5%10%15%20%25%30%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average (all races)
Hispanic/Latinx
Non-Hispanic/Latinx
Domestic Violence
On average, 17% of CoC consumers have experienced domestic violence (DV) at some point in
their lifetime (Figure 7). Nearly 1 in 4 (24%) Asians, and 1 in 5 American Indians (21%), and
Whites (21%) reported experiencing DV.
Veterans
In 2018, veterans made up approximately 7% of all CoC consumers (Figure 8). Asian
consumers had the lowest percent of Veterans by race (3%). Overall, the few differences in
Veterans by various race and ethnicities were not notable.
Figure 7. Domestic Violence by Race & Ethnicity
Figure 8. Veterans by Race & Ethnicity
8%
6%
5%
5%
3%
6%
7%
4%
8%
0%2%4%6%8%10%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average (all races)
Hispanic/Latinx
Non-Hispanic/Latinx
*Note: The above figures include both race and ethnicity distributions and race distributions represent non-Hispanic/Latinos by
race. Therefore, the categories are not mutually exclusive. For more information about race by ethnicity breakdown, see page 5.
232
Race & Ethnicity Equity Assessment 10
Disability Status
Half (50%) of all CoC consumers reported experiencing at least one disability (mental health,
physical health, developmental, substance use, and/or chronic health) (Figure 9). White
consumers had the highest rates of disability (63%) and Native Islander/Hawaiian had the
lowest (33%).
Mental health disabilities in particular are important to identify and understand, as they
impact the types of services, referrals, and care CoC consumers need. More than 1 in 4 CoC
consumers reported experiencing a mental health disability overall (Figure 10). Similar to
the patterns seen for any disability, White consumers had the highest rates of a mental health
disability (36%) and Native Islander/Hawaiian had the lowest (13%).
Figure 9. CoC Consumers with any Self-Reported Disability by Race & Ethnicity2
Figure 10. CoC Consumers with a Self-Reported Mental Health Disability by Race & Ethnicity2
63%
33%
46%
53%
43%
45%
50%
41%
54%
0%10%20%30%40%50%60%70%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average (all races)
Hispanic/Latinx
Non-Hispanic/Latinx
36%
13%
25%
27%
24%
25%
28%
17%
18%
0%5%10%15%20%25%30%35%40%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average
Hispanic/Latinx
Non-Hispanic/Latinx
*Note: The above figures include both race and ethnicity distributions and race distributions represent non-Hispanic/Latinx by
race. Therefore, the categories are not mutually exclusive. For more information about race by ethnicity breakdown, see page 5.
233
Race & Ethnicity Equity Assessment 11
Program Utilization
There are a variety of programs to serve persons at risk of and currently experiencing homelessness, and for
persons who previously experienced homelessness in permanent housing. The goal of CES is to move people
from access points, and for those with higher needs, to housing services. Each type of service is described
below:
Prevention/Rapid Resolution Programs are designed to help families and individuals stay in their homes
and avoid entering homelessness by providing one-time financial assistance, legal aid, or landlord engagement.
CORE Street Outreach provides basic hygiene supplies, food, and water, and referrals for health, care
coordination, housing, and benefits.
Emergency Shelters provide temporary shelter for people that have no safe and healthy sleeping
arrangements.
CARE (and CARE-capable) Centers provide basic health and hygiene services, housing navigation,
and financial and benefits programs.
Transitional Housing provides short-term housing for consumers to get them off the streets and into more
stable living environments until permanent housing can be established.
Rapid Rehousing/Permanent Housing programs provide short-term financial assistance and services to
help those who are experiencing homelessness to get 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.
Prevention/Rapid Resolution
Half of prevention/rapid resolution
program consumers were African
American (50%), followed by White
(28%) consumers, and Multiple races
(6%) (Figure 11).
Note: Racial distributions above figure includes both Hispanic/Latinx and non-Hispanic/Latinx ethnicities. Missing race service data is not
included; numbers may not sum to 100.
Figure 11. Prevention/Rapid Resolution Utilization by Race & Ethnicity2
50%
1%2%
10%
6%2%
28%
Prevention (N=1,298)
African American
American Indian
Asian
Missing
Multiple races
Native
Islander/HI
White
16% Hispanic/Latinx
234
Race & Ethnicity Equity Assessment 12
Outreach Services (CORE)
The majority of outreach services were
utilized by Whites (46%), followed by
African Americans (31%), and American
Indians (8%) (Figure 12).
Emergency Shelters
Forty-three percent of emergency shelter
consumers were African American,
followed by White (40%), and American
Indians (8%) (Figure 13).
CARE Centers
CARE Center services are the most utilized
service within the CoC. The majority of
CARE Center utilization was among White
(40%) and African American (38%)
consumers, followed by American Indians
(9%) (Figure 14).
Note: Racial distributions above figures include both Hispanic/
Latinx and non-Hispanic/Latinx ethnicities. Missing race service data is not included; numbers may not sum to 100.
Figure 13. Emergency Shelter Utilization by Race & Ethnicity2
Figure 12. Outreach (CORE) Utilization by Race & Ethnicity2
Figure 14. CARE Center Utilization by Race & Ethnicity2
31%
8%
1%10%
2%2%
46%
CORE Outreach (N=3,444)
African American
American Indian
Asian
Missing
Multiple races
Native Islander/HI
White
17% Hispanic/Latinx
43%
8%
2%
5%
2%
40%
Emergency Shelter (N=1,826)
African American
American Indian
Asian
Multiple races
Native Islander/HI
White
18% Hispanic/Latinx
38%
9%
2%
5%
2%
40%
CARE Centers (N=3,505)
African American
American Indian
Asian
Multiple races
Native Islander/HI
White
19% Hispanic/Latinx
235
Race & Ethnicity Equity Assessment 13
Transitional Housing
Forty percent of transitional housing
consumers are African American, followed by
White (33%) and American Indian (14%)
(Figure 15).
Rapid Rehousing/Permanent Housing
More than half of Rapid-Rehousing/Permanent
Housing consumers were African American
(53%), more than 1 in 4 consumers were White
(27%), and nearly 1 in 10 consumers were of
Multiple Races (9%) (Figure 16).
Permanent Supportive Housing
White (41%) and African American (40%)
consumers had approximately the same
utilization of Permanent Supportive Housing
services (Figure 17).
Figure 15. Transitional Housing Utilization by Race &
40%
6%
2%
9%2%
41%
Permanent Supportive Housing (N=906)
African American
American Indian
Asian
Multiple races
Native Islander/HI
White
18% Hispanic/Latinx
Note: Racial distributions above figures include both Hispanic/Latinx and non-Hispanic/Latinx ethnicities. Missing race service data is not
included; numbers may not sum to 100.
53%
4%1%
9%
4%
27%
Rapid Rehousing (N=1,146)
African American
American Indian
Asian
Multiple races
Native Islander/HI
White
22% Hispanic/Latinx
Figure 17. Permanent Supportive Housing Utilization by
Race & Ethnicity2
Figure 16. Rapid Rehousing Utilization by Race & Ethnicity2
40%
14%
4%
6%2%
33%
Transitional Housing (N=215)
African American
American Indian
Asian
Multiple races
Native Islander/HI
White
21% Hispanic/Latinx
236
Race & Ethnicity Equity Assessment 14
In-Flow and Out-Flow
Figure 18. Twelve Months of Homelessness or Less by Race & Ethnicity2
In 2018, nearly half (47%) of all consumers experienced homelessness for 12 months or less
(Figure 18). Asian consumers experienced the highest rates of new homelessness (62%). Across
races and ethnicities, there were minor differences in the rates of new homelessness.
A little more than one-third (36%) of all consumers utilizing services in 2018 exited to housing
(Figure 19). African Americans (47%) and multiple races (48%) had higher rates of exits to
housing compared to all other races. American Indians (22%) and Whites (27%) had the lowest
rates of housing on exit.
51%
53%
46%
50%
62%
48%
47%
45%
50%
0%10%20%30%40%50%60%70%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average (all races)
Latinx/Hispanic
Non-Latinx/Hispanic
27%
38%
48%
22%
36%
47%
36%
36%
36%
0%10%20%30%40%50%60%
White
Native Islander/HI
Multiple races
American Indian
Asian
African American
Average
Latinx/Hispanic
Non-Latinex/Hispanic
*Note: The above figures include both race and ethnicity distributions and race distributions represent non-Hispanic/Latinos by race. Therefore,
the categories are not mutually exclusive. For more information about race by ethnicity breakdown, see page 5.
Figure 19. Housed on Exit by Race & Ethnicity2
Nearly half of all African Americans (47%) and persons of Multiple races
(48%) who utilized services exited to housing in 2018.
237
Data Sources
Race & Ethnicity Equity Assessment 15
1. QuickFacts, United States Census Bureau, Contra Costa County Population
Estimates July 1, 2018, https://www.census.gov/quickfacts/
contracostacountycalifornia . Retrieved on 9/18/2019.
2. Homeless Management Information System (HMIS) Service Data, Contra Costa
County, 2018.
3. Point in Time (PIT) Count, Contra Costa County, January 2019.
4. The U.S. Department of Housing and Urban Development (HUD). Homeless
Emergency Assistance and Rapid Transition to Housing (HEARTH): Defining
"Chronically Homeless" Final Rule. https://www.hudexchange.info/
resource/4847/hearth-defining-chronically-homeless-final-rule/. Retrieved on
9/18/2019.
238
FAMILY AND HUMAN SERVICES
COMMITTEE 11.
Meeting Date:11/13/2019
Subject:SNAP/CalFresh (Food Stamp) Program Follow-up Report
Submitted For: Kathy Gallagher, Employment & Human Services Director
Department:Employment & Human Services
Referral No.: FHS #103
Referral Name: SNAP/CalFresh (Food Stamp) Program
Presenter: Kathy Gallagher Contact: Rebecca Darnell, Director, Workforce
Svcs Bureau
Referral History:
The SNAP Program was originally referred to the Family and Human Services Committee by the
Board or Supervisors on February 15, 2011. This program was formerly known as Food Stamps
and is currently known as the Federal Supplemental Nutrition Assistance Program (SNAP). In
California, the name of the program is CalFresh.
EHSD has presented periodic status reports to the FHS related to concerns about extended wait
times for benefits and the anticipated impact of the expansion of CalFresh benefits to SSI
(Supplemental Security Income/Supplementary Payments) recipients effective June 1, 2019. FHS
received status reports on September 24 and December 3, 2018; and on April 22, June 10, July
29, and September 23, 2019. EHSD also presented a status report directly to the Board of
Supervisors on July 9, 2019.
In September 2019, Kathy Gallagher and Rebecca Darnell updated the FHS Committee. Kathy
reported that CalFresh applications were beginning to level off at about 2,700 per month as
compared to 2,200 per month prior to the SSI expansion.
Kathy also advised that effective September 1, the current waiver for Contra Costa County from
the Able Bodied Adults Without Dependents (ABAWD) 90-day limit for CalFresh benefits was
terminated. The termination of this waiver is somewhat mitigated by individual exemptions that
are allotted to each state based on annual caseload. The County has adopted the State's criteria for
granting the exemptions and has elected to approve exemptions for all individuals who have
exhausted their 90-days of benefits. The exemptions will maintain benefits for these individuals
until April 2020 or until such time that employment is found for them.
Rebecca reported that the Food Bank and other community organizations such as Opportunity
Junction have partnered with EHSD to assist clients in navigating the application process to
receive new or expanded benefits or ABAWD exemptions.
239
Caitlyn Sly alleged that EHSD was unwisely discouraging clients from using the "Get
CalFresh.org" website to apply for benefits.
Mariana Moore commented that EHSD should not celebrate the leveling off of new CalFresh
applications. She stated that the significant unmet need warrants further outreach. She requested
data from EHSD on the number of recipients who qualified for only a $15 benefit vs. those who
qualified for more once the Medi-Cal exemption was verified. She felt that telegraphing a low
expectation for additional benefits had discouraged participation.
Colleen Kauth complained that EHSD had not responded to her letter sent in June/July, to which
Kathy Gallagher responded that she was in consultation with County Counsel. Ms. Kauth stated
that while 90% compliance is the threshold to avoid DHS fines, 100% compliance is required by
law.
Vice Chair Gioia wrapped up the discussion by asking EHSD to provide better estimates of
potential benefits to people to encourage greater participation.
The Committee accepted the report and Vice Chair Gioia asked that the Bay Area Legal Aid's
concerns be referred for discussion by the Board in its next closed session. He also directed EHSD
to report back to the Committee in November with a written outreach plan involving community
partners and with a current staffing model and proposed staffing model should there be new
federal funding allocations.
Referral Update:
Please see attached report from EHS Director Kathy Gallagher providing an update on the
department's implementation of the CalFresh benefits expansion, the department's CalFresh
Outreach Plan, and staffing needs.
Recommendation(s)/Next Step(s):
ACCEPT status report from the Employment and Human Services Department on the
department's implementation of the CalFresh benefits expansion, and its CalFresh Outreach Plan
and staffing needs.
Attachments
CalFresh Status Update, Outreach Plan, and Staffing Needs
240
CalFresh Outreach Plan
November 13, 2019
Report to Family and Human Services Committee (Revised)
Kathy Gallagher
Employment and Human Services Director
241
Family and Human Services Committee Report
CalFresh Outreach Plan
1
OVERVIEW
The CalFresh program, federally known as the Supplemental Nutrition Assistance Program (SNAP), is for
people with low income who meet federal eligibility rules and want to expand their budget to put healthy
and nutritious food on the table. The program issues monthly electronic benefits that are used to buy
most foods at many markets and grocery stores.
In Contra Costa County, the Employment and Human Services Department (EHSD) administers the
CalFresh program, serving about 33,000 households and 62,000 individuals monthly. In addition, CalFresh
puts almost $8 million into the local economy each month. As indicated by the U.S. Department of
Agriculture, research shows that every $1 provided in CalFresh benefits generates $1.79 in economic
activity. This economic stimulus – totaling about $14.3 million a month in Contra Costa County last year –
is almost exclusively Federal and State funded and provides an important boost to our local economy.
EHSD is committed to expanding and supporting participation in CalFresh for all who are eligible. In this
report, we identify a number of steps we are advancing in order to bolster enrollment of CalFresh‐eligible
members in our community.
Finalize Enrollment of Newly Eligible SSI/IHSS Population (CalFresh Expansion)
Escalate Efforts to Maximize Dual Enrollment (Medi‐Cal/CalFresh)
Deepen Community Partnerships to Extend Reach and Increase Application Assistance
Leverage Upcoming Opportunities from New Legislation
THE CALFRESH LANDSCAPE IN CALIFORNIA
For as beneficial as supplemental nutrition assistance is known to be, California has a low overall
participation rate as a state (ranking 5
th lowest in the country). In addition, participation is
disproportionately spread among the regions and counties of the state, as measured by the California
Department of Social Services (CDSS) Participation Rate Index (PRI).
Contra Costa County is situated in one of the lower PRI areas of the state, which include the Bay Area and
Los Angeles. Based on CDSS data, seven of the nine Bay Area counties have participation rates lower than
the state average. On the other hand, counties in the San Joaquin Valley and Inland Empire regions have
disproportionately higher participation rates.
Although CDSS does not feature a map of PRI by county on their Web site, they have produced a map of
Dual Enrollment (Medi‐Cal recipients enrolled CalFresh) by county (attached). This shows a similar pattern
to the PRI distribution; that is: relatively lower dual enrollment in the Bay Area and Los Angeles, relatively
higher in the San Joaquin and Inland Empire regions.
There does not appear to be an accepted consensus on the factors causing these disparities. CDSS has
been encouraged to review the accuracy of its Participation Rate Index (PRI), and we understand they are
in the process of doing so now. If there are, indeed, elements of the formula that are not accurate or not
equally relevant across the state, we hope they will be adjusted.
242
Family and Human Services Committee Report
CalFresh Outreach Plan
2
CONTRA COSTA COUNTY
We will welcome potential adjustments to the participation rate formula that may help us better
understand how we are serving our community and, especially, how we can zero in on specific gaps.
However, we already know:
The CalFresh participation rate in Contra Costa County is below where we want it to be.
“Dual Enrollment” in Medi‐Cal and CalFresh warrants improvement.
There are tools that we can use – some tried and true and some newly available – to continue to
reach and enroll more CalFresh‐eligible members of our community.
Contra Costa County EHSD has engaged in efforts to increase CalFresh participation rates on an ongoing
basis, mostly notably in collaboration with the CalFresh Partnership during the past several years. In
addition, the Food Bank of Contra Costa & Solano used grant funding to support a number of mailings in
2018 to Medi‐Cal clients without CalFresh. We have also tested sending letters and texts to existing
CalFresh recipients, reminding them of their renewal dates to reduce disenrollment or “churn.”
From the various CalFresh initiatives and pilots, we have learned:
Mailings to Medi‐Cal clients who were not enrolled in CalFresh resulted in positive response rates
that averaged about 7%.
There was a 6.2% improvement in CalFresh application success rates when a printed information
sheet (packet wrapper) was wrapped around the set of papers given to an applicant when they
walked into an EHSD service center to apply.
Letters sent to CalFresh recipients as reminders to complete their renewals resulted in a 3.8%
improvement in approval rates over the group that did not receive the letters. It is believed that
the plain‐language letters helped people better understand what was required of them for
renewing their benefits, thereby reducing churn.
These experiences are consistent with findings reported by the SF‐Marin Food Bank and the Alliance to
Transform CalFresh, which have documented CalFresh enrollment strategies and results from several
California counties, along with selected national research findings.
RESEARCH FINDINGS: INFORMATION, FOLLOW‐UP AND ASSISTANCE
The Alliance to Transform CalFresh (ATC) is composed of leading non‐profit organizations that have come
together to advance the goal of moving California from a 66% participation rate in CalFresh to an 80%
participation rate, with no county below 70% by the end of 2019. Founding members include the California
Association of Food Banks, California Family Resource Association, California Food Policy Advocates
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(CFPA), Los Angeles Regional Food Bank, SF‐Marin Food Bank, Western Center on Law and Poverty, and
the Catholic Charities of California.1
In June 2017, the SF‐Marin Food Bank, in partnership with the Alliance to Transform CalFresh and CFPA,
prepared a paper entitled Increasing CalFresh Participation through Medi‐Cal In‐Reach: Data & Practical
Strategies. A follow‐up report was published by the Alliance to Transform CalFresh in February 2019,
Enrolling Medi‐Cal Participants in CalFresh: What Works? Lessons from County‐Level Experimentation in
California and National Research. A number of initiatives described in the papers have been tested in
Contra Costa County, and there are additional ideas to try.
In the February 2019 ATC report, mailings, information and reminders continued to be noted as effective
elements of the outreach mix. However, additional emphasis was placed on providing personal assistance
to CalFresh applicants as a way to increase the
enrollment rate. This was especially true for
seniors, who are under‐represented in SNAP
nationally and in Contra Costa (CalFresh) as well.
The Transform CalFresh paper describes an
experiment conducted in Pennsylvania in which
30,000 seniors enrolled in Medicaid were randomly
assigned to one of three equally sized groups. One
group received no intervention; one received
information only (a letter and follow up postcard);
and the third group received the outreach materials
with a phone number to call to apply for SNAP. If
they called the number, they received application
assistance by phone.
The control group (with no intervention) enrolled in SNAP at a 6% rate. Approximately 30% of those who
received either type of outreach material called the number provided, but application and enrollment
rates were twice as high when assistance was provided. For those who received information only in the
mail, the enrollment rate was 11%; the “information plus assistance” group enrolled at a rate of 18%.2
In this case, the research which shows that households who received information about SNAP along with
application assistance enrolled at a rate three times higher than those who received neither information
nor assistance.3
1 Alliance to Transform CalFresh Web Site
2 Finkelstein, A and Notowidigdo, M. Take‐up and Targeting: Experimental Evidence from SNAP, May 2018.
https://bdtrust.org/wp‐content/uploads/2018/07/FN_maintext_May_18_2018‐3.pdf
3 Alliance to Transform CalFresh, Enrolling Medi‐Cal Participants in CalFresh: What Works? February 2019
Case Study: Outreach to Medicaid Seniors
in Pennsylvania
SNAP Enrollment Rates
No Intervention 6%
Letter and Postcard Mailings 11%
Letter, Postcard and
Application Assistance 18%
From “Enrolling Medi‐Cal Participants in CalFresh:
What Works?” Also see Footnote 2.
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OUTREACH PLAN
Based on research and our own experience, we aim to increase and retain CalFresh participation by
focusing on the following initiatives in the year ahead.
1. Finalize Enrollment of the Newly Eligible CalFresh Expansion Population
Our most immediate opportunity to increase CalFresh participation is to continue to enroll the SSI
population that became eligible under CalFresh Expansion in June 2019. To date, we have enrolled about
5,000 of these individuals.
Approximately 4,700 In Home Supportive Services (IHSS) recipients are potentially eligible but not
receiving CalFresh benefits. Once EHSD’s new SSI Division (Aging & Adult Services Bureau) is fully staffed
in November 2019, mailers will be sent to IHSS recipients, providing information on how to apply for
CalFresh. For those who do not respond to the flyers, Social Workers will provide information about how
to apply for CalFresh at their reassessment appointments. We expect that about 80% of these will
successfully apply and become enrolled, or about 3,760 more individuals.
2. Escalate Efforts to Maximize Dual Enrollment (Medi‐Cal/CalFresh)
The top priority in our general outreach effort is to foster Dual Enrollment of individuals who are eligible
for both Medi‐Cal and CalFresh. This is sometimes called “in‐reach,” as the concept is to cultivate CalFresh
enrollment by eligible individuals and families
who are already in the county system as Medi‐
Cal recipients (or applicants) but are not
participating in CalFresh.
Currently in Contra Costa County, there are
approximately 61,000 individuals (about 43,000
households) enrolled in Medi‐Cal through the
ACA Expansion who are not also enrolled in
CalFresh. While not all of these people will be
eligible for CalFresh, they represent a large
target group with whom we have existing
relationships and many natural touch points.
We have identified a number of possibilities for CalFresh outreach to Medi‐Cal applicants and Medi‐Cal
recipients. These include:
Outreach and follow up to ACA Expansion Medi‐Cal population not enrolled in CalFresh: mail,
phone, e‐mail, text and social media
Identify under‐represented demographic sub‐groups to target, and develop new messages and
materials tailored to them.
Priority Target: Dual Enrollment
Currently in Contra Costa County, there are
approximately 61,000 individuals (about 43,000
households) enrolled in Medi‐Cal through the
ACA Expansion who are not also enrolled in
CalFresh. While not all of these people will be
eligible for CalFresh, they represent a large
target group with whom we have existing
relationships and many natural touch points.
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Use texting and other social media for lead
generation and recertification reminders.
Provide EHSD staff with training and scripts to
“cross‐sell” CalFresh to the Medi‐Cal population,
including how to handle objections or concerns.
Enhance and expand staff training to create a more
effective eligibility process, including one‐touch case
management.
In addition to cultivating new enrollment, we will also focus
on maintaining the participants we have, by reducing churn.
To this end, for the past couple of years, we have been
sending reminder texts for intake appointments, annual
renewal/recertifications (RRRs) and semi‐annual reports
(SAR‐7s). However, individuals must opt‐in to receive emails
and texts from us, and currently well under half of our Medi‐
Cal and CalFresh enrollees have provided the permission we
need. In an effort to expand our electronic reach, EHSD
executed a major mailing this month (November 2019) to
Medi‐Cal and CalFresh recipients, encouraging them to opt‐
in for text and e‐mail notices.
In another recent effort to apply technology toward making
the CalFresh application process easier for customers,
InContact software has been uploaded for all EHSD intake
staff so they can complete the entire CalFresh application
over the phone.
3. Deepen Community Partnerships to Extend Reach and Provide Assistance Services
Even with further involvement of EHSD staff in CalFresh enrollment and retention – and possibly
additional EHSD staff – we will continue to rely on strong community partnerships to enhance our efforts
in informing, following up and assisting applicants in enrolling in CalFresh. Activities may include:
Train additional CBO staffs as Application Assisters, as we have with the Food Bank
Strengthen coordination with the Health Services Department and Community Clinics
Get the word out at Congregate Meal locations for seniors and provide CalFresh information for
Meals on Wheels drivers to deliver
Cultivate stronger relationships with business community organizations that serve populations
we are targeting
Participate in community‐sponsored outreach and education events
Coordinate with Workforce Development Board and America’s Job Center to make sure Medi‐Cal
and CalFresh resources are featured, with flyers and links on on‐site computers
Connect CalFresh to Medi‐Cal at Every
Touch Point
“Medi‐Cal applicants should encounter frequent
messages that applying for CalFresh is a good idea –
online, in person at the county office, by mail or by
phone.” (Alliance to Transform CalFresh)
Ideas for Contra Costa County:
Posters, flyers and videos in EHSD lobbies
EHSD staff and partner staffs (Health Services,
Community Clinics CBOs and IHSS Public
Authority) will be trained to ask if Medi‐Cal
customers would like to apply for CalFresh.
More assisters in EHSD district offices and CBO
locations
EHSD staff will follow up with Medi‐Cal
applicants to encourage applications to CalFresh
Packet wrappers for new applicants and for
renewals that explain process
Mailings, phone and text follow‐up to Medi‐Cal
recipients and applicants
Messaging will be tailored to specific audiences.
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4. Leverage New Legislation
Two new bills recently signed into law in California
are aimed at reducing barriers and increasing
access to CalFresh: AB 612 and AB 1377. They will
require involvement by EHSD but should also
provide support in the effort to increase CalFresh
participation.
AB 612
Intended to help reduce food insecurity for
students by removing legal barriers and logistical
obstacles to California community colleges
participating in the CalFresh Restaurant Meals
Program and increasing student access to food aid.
AB 1377
Requires the State Department of Education, the State Department of Health Care Services, and the State
Department of Social Services to work together with specified stakeholders to develop a proposed
statewide process for using data collected for purposes of the CalFresh program, Medi‐Cal, and free and
reduced‐price school meal programs, and the electronic benefits transfer system to increase enrollment
in the CalFresh program.
ESTABLISH REALISTIC EXPECTATIONS AND GOALS
It is important to keep in mind that there are no
overnight solutions to CalFresh enrollment growth.
In the California county examples cited in the SF‐
Marin and Transform CalFresh papers, and from
our own experience, net enrollments from mailings
and other outreach efforts often range from 2% ‐
5%. As an example, CalMatters recently reported
that Los Angeles County spent two years (2017‐
2019) in targeted outreach, with a goal of adding
70,000 new CalFresh enrollees during the period.
They implemented a variety of recognized
methods, with a result of 3,000 additional
households at the end of their project.4
4 “Getting Food Stamps to Poor Californians is Surprisingly Difficult”, CalMatters, September 3, 2019
New Legislation
Two new bills going into effect in 2020 are
aimed at reducing barriers and increasing access
to CalFresh.
AB 612
Community Colleges
AB 1377
Free and Reduced Lunch Students
Establish Realistic Expectations
Under today’s Program Reach Index
measurement, Contra Costa would need to add
more than 20,000 new CalFresh enrollees to
reach 75% PRI.
It will take data‐driven experimentation,
application of learnings, and continuous
improvement to identify the best methods to
reach our goals.
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As an order of magnitude, Contra Costa County would need to add more than 20,000 new CalFresh
enrollees to reach a PRI of 75% as of today. Our goal will be to increase CalFresh participation and reduce
churn as rapidly as possible by constantly evaluating the effectiveness of different methods we will
implement and re‐tooling accordingly. However, it will likely take a significant period of dedicated effort
and continuous improvement to achieve our goal.
STAFFING AND FUNDING NEEDS
In order to implement the plan elements outlined above, we request consideration of additional staff to
supplement our current capacity. To begin, we have identified the following position requests for the
current fiscal year.
Social Service Program Assistants (SSPAs)
2 SSPAs for integrated program support through “4 Our Families”
The SSPA helps identify how community members’ needs may be met with a multi‐
program approach, and specializes in helping families enroll in appropriate programs.
SSPAs can also support outreach by attending community‐sponsored events, visiting
Congregate Meal sites and coordinating EHSD efforts with community‐trusted partners.
CalFresh/Medi‐Cal Data Analyst
1 CalFresh/Medi‐Cal data analyst
The data analyst will support demographic mapping and targeting for outreach, track and
perform ongoing evaluation of outreach efforts so that we can continuously improve for
increased success. The analyst will also work with CDSS and other county representatives
to assure accuracy of participation measurements and to engage in the rollout of activities
related to implementation of new legislation.
In addition, the data analyst will work on CalOAR, CalAIM and other initiatives that will
involve more performance measures.
While the state provides some CalFresh outreach, there is no federal funding available. Outreach efforts
by EHSD can go into our claim, but the county will need to assume a higher share as there will be no
federal match. However, it is important to note that the return on investment to increasing CalFresh
enrollment – in addition to serving the individuals and families – is the federal match that comes to EHSD
and the economic activity resulting from benefit dollars spent in our community.
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Inyo
Kern
San Bernardino
Fresno
Siskiyou
Tulare
Riverside
Lassen
Modoc
Shasta
Mono
Trinity
Imperial
Humboldt
San Diego
Monterey
Tehama
Mendocino
Plumas
Los Angeles
Butte
Madera
Lake
Merced
Ventura
Kings
Yolo
Placer
Tuolumne
Glenn
Sonoma
San Luis Obispo
Santa Barbara
El Dorado
Colusa
Sierra
Mariposa
Napa
Marin
Stanislaus
Del Norte
Solano
NevadaYuba
Alpine
Orange
San Joaquin
Santa Clara
Calaveras
Alameda
Amador
Contra Costa
San Benito
Sutter
Sacramento
San Mateo
Santa Cruz
Santa Barbara
Los Angeles
Los Angeles
Ventura
San FranciscoSan Francisco
% Medi-CalBeneficiariesReceivingCalFresh
0% - 25.0%
25.1% - 30.0%
30.1% - 35.0%
35.1% - 40.0%
Over 40%
CalFresh and Medi-Cal Participation by CountyPercentage of Medi-Cal Beneficiaries Receiving CalFresh
Source: California Medi-Cal Eligibility System - Percent of Medi-Cal Recipients Receiving CalFresh Benefits with Selected Program Aid Codes
CDSS Research Services Branch
Based on April 2017 data, this mapshows the percentage of Medi-Calbeneficiaries who are alsoreceiving CalFresh.
249