HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 06272020 - FHS Cte Agenda PktFAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
July 27, 2020
Supervisor John Gioia, Chair
Supervisor Candace Andersen, Vice Chair
Present: John Gioia, Chair
Candace Andersen, Vice Chair
1.Introductions
Meeting called to order at 9:02 AM.
2.Public comment on any item under the jurisdiction of the Committee and not on
this agenda (speakers may be limited to three minutes).
No public comment.
3.RECEIVE and APPROVE the draft Record of Action for the May 18, 2020
Family & Human Services Committee Special Meeting.
Approved. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
4.CONSIDER each of the following advisory board appointments,
re-appointments or vacancy declarations for possible recommendation to the
Board of Supervisors.
a.Board of Supervisor may consider appointing local Workforce Development
Board (WDB) candidates for vacant Board seats as approved by the
Emergency WDB Executive Committee meeting on June 24, 2020. Both seats
have terms from July 1, 2020 to June 30, 2024.
Jose Carrascal - Workforce Business Seat #6
Monica Magee - Workforce Business Seat #12
Approved recommendation to send appointments to the Board of Supervisor's Consent
Agenda. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
b.RECOMMEND to the Board of Supervisors the reappointment of Karin Kauzer
to the School Seat 2 and Mary Flott to At-Large 1 seat on the Family and
Children's Trust Committee for terms ending on September 30, 2020, as
recommended by the Employment and Human Services Department.
Approved recommendation to send appointments to the Board of Supervisor's Consent
Agenda. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
5.CONSIDER accepting the cumulative evaluation report from the Health
Services Department on the implementation of Laura’s Law – Assisted
Outpatient Treatment (AOT) program during the period July 2018 through June
2019.
Approved recommendation to forward the report to the Board of Supervisors. Additional
information was requested to be added to the report, including: 1) Comparisons to other
counties; 2) Percentage of homeless individuals receiving treatment by ethnic/racial
background; and 3) data on the housing circumstances of those receiving treatment. Two
members of the public spoke on this item.
AYE: Chair John Gioia
Vice Chair Candace Andersen
6.CONSIDER receiving a recommendation from the Arts and Culture
Commission of Contra Costa County (AC5) on the development of a
countywide Arts and Cultural Plan. (Y'Anad Burrell and Silvia Ledezma, AC5
Commissioners; Julia Taylor, CAO Analyst)
Approved recommendation to send the report to the Board of Supervisors consent agenda.
No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
7.ACCEPT attached report on the activities and key accomplishments of the
Local Planning and Advisory Council for Early Care and Education during fiscal
year 2019-2020.
Approved recommendation to send the report to the Board of Supervisors consent agenda.
No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
8.ACCEPT report from the Employment and Human Services Department on
efforts to intervene in and prevent human trafficking and the commercial sexual
exploitation of children, and on the operation of Children & Family Justice
Centers.
Approved recommendation to send the report to the Board of Supervisors consent agenda.
No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
9.The next meeting is currently scheduled for August 24, 2020.
10.Adjourn
Meeting was adjourned at 10:56 AM.
For Additional Information Contact:
Dennis Bozanich, Committee Staff
Phone (925) 335-1037, Fax (925) 646-1353
Dennis.Bozanich@cao.cccounty.us
FAMILY AND HUMAN SERVICES COMMITTEE 3.
Meeting Date:07/27/2020
Subject:RECORD OF ACTION FOR THE PREVIOUS FHS MEETING
Department:County Administrator
Referral No.: NA
Referral Name: NA
Presenter: Dennis Bozanich Contact: Dennis Bozanich; 5-1037
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 May 18, 2020 Family & Human Services
Committee Special Meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the May 18, 2020 Family & Human
Services Committee Special Meeting.
Fiscal Impact (if any):
None
Attachments
Draft Record of Action - June 22, 2020
Minutes Attachments
No file(s) attached.
D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
June 22, 2020
Supervisor John Gioia, Chair
Supervisor Candace Andersen, Vice Chair
Present: John Gioia, Chair
Candace Andersen, Vice Chair
1.Introductions
The meeting was called to order at 9:00 AM. All attending the virtual meeting introduced
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).
There were no requests to speak during general public comment.
3.RECEIVE and APPROVE the draft Record of Action for the May 18, 2020
Family & Human Services Committee Special Meeting.
The Record of Action for the May 18, 2020 Special Meeting of the Family and Human
Services Committee were approved. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
4.CONSIDER each of the following advisory board appointments,
re-appointments or vacancy declarations for possible recommendation to the
Board of Supervisors.
a.Board of Supervisor may consider appointing local Workforce Development
Board (WDB) candidates for vacant Board seats as approved by the WDB
Executive Committee at their June 10, 2020 meeting. All seats have terms from
July 1, 2020 to June 30, 2024.
Tom Guarino - Workforce Business Seat #5
Carolina Herrera - Workforce Business Seat #8
Laura Trevino - Workforce Business Seat #10
Stephanie Rivera - Workforce Business Seat #11
Corry Kennedy - Workforce Business Seat #13
Kelly Schelin - Education & Training Seat #2
Leslay Choy - Flex Additional Seat #1
Recommendation by the Committee to the Board of Supervisors to appoint members to the
Workforce Development Board was approved. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
b.RECOMMEND that the Board of Supervisors:
DECLARE a previous vacancy, due to resignation, for the
Member-at-Large Seat V on the Alcohol and Other Drug Advisory Board
for a term that ends on June 30, 2020;
1.
DECLARE a vacancy, due to resignation, for the Member-at-Large Seat VI
seat on the Alcohol and Other Drug Advisory Board for term that expires
on June 30, 2022; AND
2.
REAPPOINT Jonathan Ciampi to the Member-at-Large I seat on the
Alcohol and Other Drug Advisory Board for a term expiring on June 30,
2023.
3.
Recommendation by the Committee to the Board of Supervisors to declare two vacancies
and reappoint a member to the Alcohol and Other Drugs Advisory Board was approved. No
public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
5.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.
Report was accepted by the Committee. Committee asked the department to return in
September with a report on the CalFresh backlog. Two members of the public provided
comments.
AYE: Chair John Gioia
Vice Chair Candace Andersen
6.ACCEPT the Report from the Health Services Department on needle exchange
prevention as part of a comprehensive approach to reduce transmission of HIV
in Contra Costa County; and
DIRECT staff to forward the report to the Board of Supervisors for their
information.
Report was accepted by the Committee. The Committee supported the proposed policy
change to a "needs-based" exchange model. Committee asked the department to bring the
report and the proposed policy change to the Board of Supervisors as a consent item. No
public comments.
AYE: Chair John Gioia
Vice Chair Candace Andersen
7.ACCEPT a report on the status of the Mental Health Services Act Plan and
funding from the Health Services Department Behavioral Health Division.
(Jennifer Bruggeman, Mental Health Services Act Program Manager)
Report was accepted by the Committee. No public comment.
AYE: Chair John Gioia
Vice Chair Candace Andersen
8.REVIEW Annual Committee Work Plan and provide direction to staff as needed.
Workplan was reviewed. Committee had no additional requests. No action required. No
public comment.
9.The next meeting is currently scheduled for July 27, 2020.
10.Adjourn
Meeting adjourned at 10:27 AM.
For Additional Information Contact:
Dennis Bozanich, Committee Staff
Phone (925) 335-1037, Fax (925) 646-1353
Dennis.Bozanich@cao.cccounty.us
FAMILY AND HUMAN SERVICES
COMMITTEE 4.
Meeting Date:07/27/2020
Subject:CONSIDER recommendations to the Board on the following advisory
body appointments, re-appointments or vacancies
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Body Appointments
Presenter: Dennis Bozanich Contact: Dennis Bozanich; 5-1037
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.
Referral Update:
Recommendation(s)/Next Step(s):
CONSIDER each of the following advisory board appointments, re-appointments or vacancy
declarations for possible recommendation to the Board of Supervisors.
Fiscal Impact (if any):
NA
Attachments
No file(s) attached.
Minutes Attachments
No file(s) attached.
FAMILY AND HUMAN SERVICES COMMITTEE 4. a.
Meeting Date:07/27/2020
Subject:Appointments to the Workforce Development Board
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Dennis Bozanich Contact: Dennis Bozanich; 5-1037
Referral History:
On December 13, 2011, The Board of Supervisors adopted Resolution No. 2011/498 adopting
policy governing appointments to independent boards, committees, and commissions, and special
districts. Included in this resolution was a requirement that independent bodies initially
conducting interviews for At Large/Countywide seats provide appointment recommendations to a
Board Committee for further review. The Workforce Development Board implements federal
requirements for programs to address the education, skills, and employment needs for a skilled
workforce, and that lead to an increase in the skills and earnings of Contra Costa residents.
On March 14, 2016, the Family and Human Services Committee (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 Development; (4) Wagner Peyser representative; (5) Vocational
Rehabilitation. Also two additional/ "optional" seats that may be filled from any of the 3
categories above.
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.
Referral Update:
Local board structure and size:
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. 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.
The WDB Executive Committee, on June 10, 2020, recommends Board of Supervisors appoint the
following individuals to the respected seats for terms that begin July 1, 2020 and expire on June 30, 2024:
Jose Carrascal - Workforce Business Seat #6; and
Monica Magee - Workforce Business Seat #12.
No other candidate competed for the Workforce Business Seat #6 or #12.
Recommendation(s)/Next Step(s):
Board of Supervisor may consider appointing local Workforce Development Board (WDB)
candidates for vacant Board seats as approved by the Emergency WDB Executive Committee
meeting on June 24, 2020. Both seats have terms from July 1, 2020 to June 30, 2024.
Jose Carrascal - Workforce Business Seat #6
Monica Magee - Workforce Business Seat #12
Fiscal Impact (if any):
NA
Attachments
WDB Appointment Request Memo
WDB Application - Carrascal
WDB Application - Magee
WDB Roster - July 2020
Minutes Attachments
No file(s) attached.
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: June 24, 2020
TO: Family and Human Services Committee
CC: Dennis Bozanich, 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.
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
Recommendation:
a) Recommend approval of local board candidates for the vacant board seats. (Attached application
and board roster) - Approved on June 24, 2020 at the Emergency Executive Committee Meeting
• Jose Carrascal - Workforce Business Seat #6
• Monica Magee - Workforce Business Seat #12
**No other candidate competed for the Workforce Business Seat #6 & #12. **
NEW APPOINTMENT
Seat Last Name First Name Address &
District #
Term
Start Date
Term of
Expiration
District
(Resident)
Workforce
Business Seat # 6
Carrascal Jose
Pittsburg, CA
District #4
7/1/2020 6/30/2024 District #3
Workforce
Business Seat #12
Magee Monica
San Ramon, CA
District 2
7/1/2020 6/30/2024 District #5
Thank you
DVW/rms
attachment
A1b
A1c
A1d
7/15/2020
BOARD MEMBERS
PUBLIC ROSTER
District #
(Resident)
District #
(Employment)Committee
Michael McGill 1 6/23/2020 District #2 6/30/2024 Chairperson/Engineer MMS Design Associates District #2
Joshua Aldrich 2 10/9/2018 District #3 6/30/2022 CEO Del Sol NRG. Inc.District #3
Yolanda Vega 3 6/23/2020 District #2 6/30/2024 Principal Peak Performance Corporate Training District #2
Terry Curley 4 10/9/2018 District #2 6/30/2022 Executive Vice President United Business Bank District #4
Tom Guarino 5 7/14/2020 District #X 6/30/2024 Government Relations, East Bay Public Affairs PG &E Disttict #4
Jose Carrascal (Pending F & H Committee 7.27.20 Approval)6 District #3 6/30/20XX Director of Site Operations Corteva Agriscience District #5
Stacy Marshall 7 6/23/2020 District #1 6/30/2024 Senior, Human Resources Leader C&H Sugar Company, Inc.District #5
Carolina Herrera 8 7/14/2020 District #4 6/30/2024 Manager, Community & Government Relations Kaiser Permanente District #4
Robert Muller 9 3/12/2019 District #5 6/30/2023 Learning Manager PBF Energy District #5
Laura Trevino 10 7/14/2020 District #5 6/30/2024 Business Profile Account Manager Coast Personal Services District #5
Stephanie Rivera 11 7/14/2020 District #4 6/30/2024 Director, Community Health Improvement John Muir Health District #4
Monica Magee(Pending F&H 7.27.20 Approval) 12 District #5 6/30/20XX Director of Marketing Bishop Ranch District #2
Corry Kennedy 13 7/14/2020 District #4 6/30/2024 Human Resource Manager Chevron District #2
District #
(Resident)
Thomas Hansen 1 10/17/2017 District #X 6/30/2021 Business Manager IBEW Local 302 District #5
Joshua Anijar 2 12/10/2019 District #X 6/30/2023 Executive Director Centra Labor Council Contra Costa County District #5
VACANT 3 District #X 6/30/20XX District #X
VACANT 4 District #X 6/30/20XX District #X
VACANT 5 District #X 6/30/20XX District #X
District #
(Resident)
G. Vittoria Abbate 1 10/17/2017 District #2 6/30/2021 Director, College & Career & Adult Education Mt. Diablo Unified School District District #4
Kelly Schelin 2 7/14/2020 District #5 6/30/2024 Associate Vice Chancellor, Educational Services Contra Costa College District #1
District #
(Resident)
Carol Asch 1 6/23/2020 District #X 6/30/2024 Rehabilitation Act of 1973/District Administrator California Department of Rehabilitation District #4
Richard Johnson 2 6/23/2020 District #4 6/30/2024 Employment Service/Employment Prog.Manager ll California Employment Development Department District #4
Kwame Reed 3 6/23/2020 District #X 6/30/2024 Economic & Community Development City of Antioch District #3
District #
(Resident)
Leslay Choy 1 7/14/2020 District #1 6/30/2024 Executive Director San Pablo Economic Development District #1
VACANT 2 District #X 6/30/20XX District #X
BUSINESS COMMITTEE
WORKFORCE & LABOR Exec EXECUTIVE COMMITTEE
EDUCATION AND TRAINING BED BUSINESS ECONOMIC & DEV.
GOVERNMENTAL AND ECONOMIC AND COMMUNITY DEVELOPMENT Youth YOUTH COMMITTEE
FLEX ADDITIONAL MEMBERS N/A NOT ASSIGNED
PENDING APPROVAL/CONFIRMATION
VACANT SEAT
TERM END DATE
EntityNameSeat #Appointment
Date
Term End
Date Title
Appointment
Date Term End Date Title Entity
Name Seat #Appointment
Date Term End Date Title
Entity
Name Seat #Appointment
Date Term End Date Title Entity
Name Seat #Appointment
Date Term End Date Title
Entity
Name Seat #
FAMILY AND HUMAN SERVICES COMMITTEE 4. b.
Meeting Date:07/27/2020
Subject:Appointments to FACT
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Dennis Bozanich Contact: Dennis Bozanich; 5-1037
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors sub-committee. The Family and
Children’s Trust Committee (FACT), was established in 1982 by the Contra Costa County Board of
Supervisors to make funding recommendations on the allocation of a variety of funds for prevention
and intervention services to reduce child abuse and neglect, provide supportive services to families
and children, and promote a more coordinated, seamless system of services for families. Funding for
FACT supported projects derived from federal and state program legislation, and donations to the
County’s Family and Children’s Trust Fund. Every two years, the members of the FACT establish a
series of County priorities for the use of these funds through review of existing data and reports and
by holding Public Hearings in various areas of the county. The Committee then develops a
competitive bidding process to select non-profit, community-based agencies that can best provide
the services determined to be most important. Program recommendations are made to the Board of
Supervisors which makes the final funding decisions. The Committee continues to evaluate these
funded programs to ensure continued provision of quality service and achievement of stated goals.
Programs currently being supported include countywide parenting classes, therapeutic day care for
emotionally disturbed children, treatment for families, young children and teens with both substance
abuse and child abuse issues, services for homeless families, and projects to support children whose
mothers have been victims of domestic violence and sexual assault. The FACT has up to fifteen
members who are appointed by the Board and include citizens with expertise in children’s issues,
education, law, non-profit agency management, public health, and program research/evaluation. In
addition, the Director of the Child Abuse Prevention Council sits as ex-officio member of the
Committee and participates in all matters except actually voting on funding recommendations.
Terms for all Commission seats are two years. At Large and non-District appointed seat vacancies
on the FACT have been assigned for Family and Human Services Committee (F&HS) review since 2003.
Referral Update:
The Committee has vacancies in At-Large 1 seat and School Seat 2. Please see the attached memo
for more information.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Karin Kauzer to the School
Seat 2 and Mary Flott to At-Large 1 seat on the Family and Children's Trust Committee for terms
ending on September 30, 2020, as recommended by the Employment and Human Services
Department.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Reappointment Request Memo
FACT Reappointment Application - Kauzer
FACT Reappointment Application - Flott
FACT Roster - July 2020
Minutes Attachments
No file(s) attached.
FACT ROSTER February 2020
Committee Seats (5)
At-Large Members
(5)
District Seats (5)
1. First 5 Commission
Exp. 09/30/2020 Lisa R. Johnson
Concord, CA 94520
P: (925) 771-7314
lrjohnson@firstfivecoco.org
2. School Representative
Exp. 09/30/2020 Karin Kauzer
Walnut Creek, CA 94595
C: (925) 256-8835
P: (925) 818-5437
karinkauzer@gmail.com
3. Child Development
Early Childhood
Education/Local
Planning Council
Exp. 09/30/2018 Vacant
4. Child Abuse Prevention
Council
Exp. 09/30/2021 Carol Carrillo, MSW
Concord, CA 94520
O : (925) 798-0546
(707) 853-6024
F : (925) 798-0756
ccarrillo@capc-coco.org
5. Mental Health
Exp. 09/30/2021 Dr. Allyson Mayo
O : (925) 818-8062
F :
alllymayo@hotmail.com
1. Mary Flott
Exp. 09/30/2020
Alamo, CA 94507
C: (510) 517-8797
H: (925) 831-1856
flottmary@gmail.com
2. At-Large Seat
Exp. 09/30/2020 Vacant
3. Marianne Gagen
Exp. 09/30/2021
Danville, CA 94526
P: (925) 837-3603
C: (925) 683-7636
mariannegagen@gmail.com
4. Joseph DeLuca
Exp. 09/30/2021
Lafayette, CA 94549
C: (510) 917-4772
jdeluca@itoptimizers.com
5. Olga Jones
Exp. 09/30/2020
Walnut Creek, CA 94596
H: (925) 891-4422
olgajones1@comcast.net
District I
Exp. 09/30/2021
Supervisor John Gioia
Richard Bell
El Cerrito, CA 94530
C: (510) 932-1661
bellr445@gmail.com
District II
Exp. 09/30/2021
Supervisor Candace Andersen
Mariana Valdez
Walnut Creek, CA 94595
C: (415) 810-7319
mariana.valdez2@gmail.com
District III
Exp. 09/30/2020
Supervisor Diane Burgis
Stephanie Williams-Rogers
Brentwood, CA 94513
P: (510) 710-2424
stephanie.williamsrogers@gmail.com
District IV
Exp. 09/30/2021
Supervisor Karen Mitchoff
Mujdah Rahim
Walnut Creek, CA 94598
C: (707) 372-0440
mujdah@rahimfamilylaw.com
District V
Exp. 09/30/2021
Supervisor Federal Glover
Vacant
Staff to FACT (2)
Elaine Burres
Martinez, CA 94553
O: (925) 608-4960
eburres@ehsd.cccounty.us
Laura Malone (temp)
Martinez, CA 94553
O: (925) 608-4943
malonl@ehsd.cccounty.us
Reception: (925) 608-5000
Updated January 15, 2020
FAMILY AND HUMAN SERVICES
COMMITTEE 5.
Meeting Date:07/27/2020
Subject:Behavioral Health Services Cumulative Evaluation Report on Contra
Costa’s Assisted Outpatient Treatment Program
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: 107
Referral Name: Assisted Outpatient Treatment Program
Presenter: Windy Taylor Contact: Windy Taylor; 925-957-5148
Referral History:
The Assisted Outpatient Treatment Demonstration Project Act (AB 1421), known as Laura’s
Law, was signed into California law in 2002. Laura’s Law is named after a 19 year-old woman
who worked at a Nevada County mental health clinic. She was one of three individuals who died
after a shooting by a psychotic individual who had not engaged in treatment. AB 1421 allows
court-ordered intensive outpatient treatment called Assisted Outpatient Treatment (AOT) for a
clearly defined set of individuals that must meet specific criteria. AB 1421 also specifies which
individuals may request the County Mental Health Director to file a petition with the superior
court for a hearing to determine if a person should be court-ordered to receive the services
specified under the law. The County Mental Health Director or his licensed designee is required
to perform a clinical investigation and, if the request is confirmed, file a petition to the court for
AOT. If the court finds that the individual meets the statutory criteria, the recipient will be
provided intensive community treatment services and supervision by a multidisciplinary team of
mental health professionals with staff-to-client rations of not more that 1 to 10. Treatment is to be
client-directed and employ psychosocial rehabilitation and recovery principles. The law specifies
various rights of the recipient as well as due process hearing rights. If a person refuses treatment
under AOT, treatment cannot be forced. The court orders a meeting with the treatment team to
gain cooperation and can authorize a 72-hour hospitalization to gain cooperation. A Laura’s Law
petition does not allow for involuntary medication. AB 1421 requires that a county Board of
Supervisors adopt Laura’s Law by resolution to authorize the legislation within that county. AB
1421 also requires the Board of Supervisors to make a finding that no voluntary mental health
program serving adults or children would be reduced as a result of implementation. At its June 3,
2013 meeting, the Legislation Committee requested that this matter be referred to the Family and
Human Services Committee (FHS) for consideration of whether to develop a program in the
Behavioral Health Division of the Health Services Department that would implement assisted
outpatient treatment options here in Contra Costa County. On July 9, 2013, the Board of
Supervisors referred the matter to FHS for consideration. FHS received reports on the
implementation of Laura's Law on October 16, 2013 and March 10, 2014, and on February 3,
2015, the Board of Supervisors adopted Resolution No. 2015/9 to direct the implementation of
Assisted Outpatient Treatment (Laura’s Law) for a three-year period and directed the Health
Services Department (HSD) to develop a program design with stakeholder participation. The
Board further authorized the Health Services Director to execute a contract with Resource
Development Associates, Inc. to provide consultation and technical assistance with regard to the
evaluation of the County’s Assisted Outpatient Treatment (AOT) Program for persons with
serious mental illness who demonstrate resistance to voluntarily participating in behavioral health
treatment. In February 2016, Laura's Law was implemented and the Department provided FHS
with status reports on September 12 and December 12, 2016, and May 22 and September 25,
2017, at which FHS received and discussed the AOT Program reports for fiscal year 2016-17 as
provided by the Health Service Department and Resource Development Associates. Contra Costa
Behavioral Health Services was directed to coordinate with the Health, Housing and Homeless
Services Division and develop a plan to maximize enrollment in Assertive Community Treatment
(ACT) of persons who are eligible for the AOT Program and are homeless or at risk of
homelessness. Mental Health Systems is the contract agency providing Assertive Community
Treatment to fidelity. On October 17, 2017 the Board of Supervisors accepted the Plan for
Maximum Enrollment of Persons Eligible for the AOT Program, as well as the July, 2016 through
June 30, 2017 evaluation report from Resource Development Associates. On November 2, 2018
Resource Development Associates presented their Cumulative Evaluation Report to the Assisted
Outpatient Treatment Workgroup and interested stakeholders for discussion and input regarding
recommendations and next steps. Program improvements enacted to date were identified, as well
as areas for consideration in the coming months.
Referral Update:
This report from Resource Development Associates covers the 2018-2019 fiscal year. It also
provides data included in the annual update required by the California Department of Health Care
Services.
Recommendation(s)/Next Step(s):
CONSIDER accepting the cumulative evaluation report from the Health Services Department on
the implementation of Laura’s Law – Assisted Outpatient Treatment (AOT) program during the
period July 2018 through June 2019.
Fiscal Impact (if any):
Funds are budgeted for the CCBHS portion of the AOT Program for the balance of FY 2020-21,
and MHSA revenue is expected to sustain the CCBHS portion of the program costs for the fiscal
years 2022-23.
Attachments
Assisted Outpatient Treatment Program Presentation for FY 2018-19
Minutes Attachments
No file(s) attached.
CONTRA COSTA COUNTY
ASSISTED OUTPATIENT TREATMENT PROGRAM
2018-2019 FISCAL YEAR –ANNUAL DHCS REPORT
July 2020
Resource Development Associates
Agenda
2
Introduction
AOT Program Overview
Pre-Enrollment
AOT Enrollment
Discussion
Overview3
DHCS Reporting Requirements
The number of persons served by the
program
The extent to which enforcement mechanisms
are used by the program
The number of persons in the program who
maintain contact with the treatment system
Adherence/engagement to prescribed
treatment by persons in the program
Type, intensity, and frequency of treatment
of persons in the program
Substance abuse by persons in the program
The number of persons in the program with
contacts with local law enforcement, and the
extent to which local and state incarceration
of persons in the program has been reduced
or avoided
The days of hospitalization of persons in the
program that have been reduced or
avoided
The number of persons in the program able
to maintain housing
The number of persons in the program
participating in employment services
programs, including competitive employment
Social functioning of persons in the program
Skills in independent living of persons in the
program
Victimization of persons in the program
Violent behavior of persons in the program
Satisfaction with program services both by
those receiving them and by their families,
when relevant
4
Data Sources and Considerations
CCBHS
Referral and investigation data
Service utilization data for all
specialty mental health services
provided or paid for by CCBHS
Jail booking data
MHS
Outreach and engagement
contacts
ACT client list
PAF, KET, and clinical assessments
Variability in lengths of consumers
enrollment
Service data relies on ACT
encounters being entered into the
County’s EHR
Housing and employment data are
self-reported
5
Data Sources Considerations
FY 2018-19 Overview
6
Pre-AOT Enrollment7
Referrals for AOT
8
The majority of AOT referrals continue to come from consumers’
family members and mental health providers.
Requestor Percent of Total
Referrals (N = 136)
Parent, spouse, adult sibling, or adult child 55% (n = 75)
Treating or supervising mental health provider 35% (n = 48)
Probation, parole, or peace officer 6% (n = 8)
Adult who lives with individual 1% (n = 2)
Legal guardian/Protector 1% (n = 1)
Unknown 1% (n = 2)
The Care Team
The majority of individuals referred
to AOT were connected to services,
either through ACT or another
provider.
In FY 2018-2019, MHS provided
outreach and engagement for 76
consumers. Most outreach attempts
were in-person and successful.
9
Investigation Outcome Referred
Consumers
Referred to MHS 29% (n = 40)
Engaged or Re-Engaged with a
Provider
14% (n = 19)
Investigated and Closed 39% (n = 53)
Ongoing Investigation 18% (n = 24)
Collateral
Contact
21%
In-person
Unsuccessful
23%
In-person
Successful
45%
Phone/Email
10%
* MHS outreach attempts without a location listed and no time associated with the service were coded as phone/email. Three in-person
encounters were missing information on the outcome of the outreach, successful or not successful, so they are not included in this figure.
*
On average, it took 127 days from initial referral to ACT enrollment. The majority of
consumers (95%, n = 86) enrolled in ACT without a court order.
Average Length of Time from AOT
Referral to ACT Enrollment
10
36
61
62
64
53
98
55
38
89
159
116
102
2016 (N = 30)
2017 (N = 21)
2018 (N = 43)
2019 (N = 12)
Average days from AOT referral to first MHS contact Average days from MHS first contact to ACT enrollment
* For consumers with multiple ACT enrollments, only the first enrollment is included in this analysis. Eight consumers
were missing data from either their AOT referral or MHS outreach and were not included in this analysis.
126 ACT enrollments, representing 114 unique consumers*
AOT Enrollment11
Consumer Profile (N = 91)
Category Percent of
Consumers
Gender
Female 38%
Male 62%
Race/Ethnicity
White 51%
Black/African American 19%
Hispanic or Latino 14%
Asian/Pacific Islander 5%
Other 5%
Unknown/Not reported 5%
Age
18 –25 20%
26 –49 65%
50+15%
Diagnosis
Most consumers (95%) had a
serious mental illness, including
schizophrenia and schizoaffective
disorders, and depressive and
bipolar disorders
Approx. 73% had co-occurring
substance use disorders
Housing
76% were in stable housing at
enrollment
Employment & Finances*
81% were unemployed at
enrollment
57% received supplemental
security or disability income at
enrollment
12
* Partnership Assessment Form (PAF) data, which provides information regarding consumers’ employment
and financial support at the time of enrollment, were available for 90 of 91 ACT consumers.
ACT Service Participation (N = 84*)
Avg. length of enrollment:
485 days
Avg. number of service encounters:
1.4 face-to-face contacts per week
Avg. intensity of services: 1.4 hours
of face-to-face contacts per week
21% consumers were adherent to
treatment plan
31% consumers met the standard
for intensity but not frequency of
service.
13
ACT Services ACT Treatment Adherence
Consumers were considered “treatment adherent” if they received at least one hour of
face-to-face engagement with their ACT team at least two times per week.
* Of the consumers enrolled in ACT during FY 2018-19, two consumers were enrolled for less than one month, and five
consumers had no MHS encounter data available to determine service participation. These seven consumers were not
included in the analysis presented.
Crisis Episodes and Psychiatric
Hospitalizations (N = 89*)
The number of consumers experiencing crisis episodes and
psychiatric hospitalization decreased during AOT enrollment as
did their average number of episodes and hospitalizations.
14
Crisis Episodes
Year Before ACT enrollment During ACT enrollment
Number of Consumers n = 74 n = 41
Number of Crisis Episodes 2.5 episodes per 180 days 2.3 episodes per 180 days
Average Length of Stay 1.2 days 1.2 days
Psychiatric Hospitalizations
Year Before ACT enrollment During ACT enrollment
Number of Consumers n = 34 n = 16
Number of Hospitalizations 1.2 hospitalizations per 180 days 0.5 hospitalization per 180 days
Average Length of Stay 12 days**6.8 days
* Two consumers served during FY 2018-19 were enrolled for less a month and were not included in the outcomes analyses.
** One hospitalization episode lasted 258 days, which was 111 days longer than the next longest episode. This episode was an outlier and was therefore
dropped from the length of stay analysis. The average length of stay, when including the outlier episode, was 15 days.
Criminal Justice Involvement (N = 88*)
15
The number of consumers booked into jail and the average
number of jail bookings decreased during AOT enrollment
Bookings and Incarcerations
Year Before ACT enrollment During ACT enrollment
Number of Consumers n = 36 n = 20
Number of Bookings 1.6 bookings per 180 days 1.4 bookings per 180 days
Average Length of Incarceration 13.6 days 10.3 days
* In addition to the consumers who were enrolled for less than one month during FY 2018-19, data for consumers who were
significant outliers also were not included in the jail bookings analysis. Significant outliers are those consumers who had greater
than 4 standard deviations from the mean number of jail bookings for all consumers
Housing and Employment
76% of ACT consumers
maintained or obtained
housing during ACT
enrollment
24% continue to
struggle with housing
42 ACT consumers
(46%) engaged in
employment services
Services include
résumé support, job
search, interview
preparation, and
submitting applications
Housing Status (N=86)*Employment Services (N=91)
16
* Housing status was unknown or unavailable for five consumers.
Other DHCS Outcomes
17
ACT consumers experienced slight increases in their
self-sufficiency while enrolled in ACT (N = 33)
The majority of ACT consumers reported they had
not been victimized nor perpetrated violence in
the month prior to enrollment with a slight decrease
reported after ACT enrollment (N = 10)
Overall, consumers were very satisfied with the
program and their experiences (N = 43)
Discussion18
Discussion
19
The County’s AOT Care Team collaborated to connect a
majority of referred individuals to the appropriate
level of mental health services, including ACT.
The majority of ACT consumers experienced benefits
from participating in the AOT treatment program.
Twenty-one percent of consumers were adherent with
ACT services during FY 2018-19.
AOT enforcement mechanisms were used for the first
time during FY 2018-19.
Ardavan Davaran
adavaran@resourcedevelopment.net
510.488.4345 x124
Gina Martinez
gmartinez@resourcedevelopment.net
510.488.4345 x103
Contact Us!20
Thank you!21
FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:07/27/2020
Subject:Arts and Culture Commission of Contra Costa County, Arts and Cultural Plan
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: 121
Referral Name: Arts and Cultural Plan for Contra Costa County
Presenter: Y'Anad Burrell and Silvia Ledezma, AC5
Commissioners; Julia Taylor, CAO Analyst
Contact: Julia Taylor,
925.335.1043
Referral History:
At the February Arts and Culture Commission of Contra Costa County (AC5) monthly meeting,
the AC5 commissioners approved submitting a Board Order to authorize the discussion of a new
Arts and Culture Plan at a Family and Human Services Committee meeting. On March 10, 2020
the County Board of Supervisors approved referring to the Family and Human Services
Committee for discussion the pursuit of a new Countywide Arts and Culture Plan in Fiscal Year
2020-2021.
The Commission is advocating for the execution of a new Countywide plan and wishes to present
on the topic. In Fiscal Year 2018-19, AC5 commissioned the execution of an Arts and Culture
Plan Prospectus. AC5 wishes to present the findings of this Prospectus and more, to determine the
feasibility of pursuing execution of this planning process in Fiscal Year 2020-21 and to request
input on the plan development process.
Referral Update:
The central goals of the Arts and Cultural Plan are to increase engagement, outreach, community
awareness of AC5 and resources, and conduct a community needs assessment, in order to guide
the work of the County and AC5.
Recommendation(s)/Next Step(s):
CONSIDER receiving a recommendation from the Arts and Culture Commission of Contra Costa
County (AC5) on the development of a countywide Arts and Cultural Plan. (Y'Anad Burrell and
Silvia Ledezma, AC5 Commissioners; Julia Taylor, CAO Analyst)
Attachments
Cultural Plan Prospectus
Minutes Attachments
No file(s) attached.
Contra Costa County Cultural Planning Prospectus | Page 1
Contra Costa County
Cultural Planning Prospectus
Introduction
As Contra Costa County moves to envision CONTRA COSTA 2040, an update to the Contra
Costa County General Plan, the Arts and Cultural Commission recommends an update to the
Arts & Cultural Master Plan. This document would guide arts and cultural development
throughout the county and would be developed through community engagement that
ensures inclusion and equity.
This prospectus builds the case for charting the future cultural development on behalf of
Contra Costa residents, including the creative sector, to support the artistic and cultural life
of our communities. The goals and objectives in a new arts and cultural master plan – or
cultural plan – would serve as a strategic roadmap and form the basis for action plans to
address significant needs in areas of Contra Costa’s cultural life. The Commission strongly
recommends that the stated goals within a plan improve the quality of life for all residents
and that the diverse voices of our community are represented.
Table of Contents
Introduction .................................................................................................................................................................. 1
The Need for a Cultural Plan ................................................................................................................................. 2
The Benefits of Cultural Planning ....................................................................................................................... 3
What is a Cultural Plan? ........................................................................................................................................... 4
The County’s 2001 Cultural Plan ......................................................................................................................... 4
Current State of the Arts in Contra Costa County ......................................................................................... 6
Challenges Faced ................................................................................................................................................... 7
Trends ........................................................................................................................................................................ 7
The Methodology of Cultural Planning ............................................................................................................. 7
Planning Approach and Process ..................................................................................................................... 7
Typical Cultural Plan Components ................................................................................................................ 9
Resources Needed to Develop a Cultural Plan ....................................................................................... 10
County Support for Cultural Planning ....................................................................................................... 10
Time Commitment ............................................................................................................................................. 11
Conclusion and Recommendation ................................................................................................................... 11
Contra Costa County Cultural Planning Prospectus | Page 2
The Need for a Cultural Plan
Contra Costa is large – over 700 square miles. About 40 percent of the county is under the
jurisdiction of 19 incorporated cities and towns, and large portions of the remaining
unincorporated area are part of public park systems, like Mount Diablo State Park and East
Bay Regional Park District lands. Contra Costa County is also very diverse, with
communities that range from small agricultural towns like Byron in eastern Contra Costa,
with a population density of about 200 people per square mile, to urban population centers
like Contra Costa Centre, a bustling transit village with a population density of 8,400 people
per square mile.
Approximately 1.1 million people live throughout Contra Costa County. The median age of
Contra Costa County residents is 39 years old. The population has been steadily aging since
1970, when the median age was about 28 years old. Since 2010, the fastest-growing age
group has been seniors 65 or older, as the baby boom generation ages, and the second-
fastest growth occurred in the 55 to 64 age group, which includes younger baby boomers. In
the unincorporated county today, the majority of residents fall within the 45-64 and 5-19
age brackets.
The majority (69 percent) of unincorporated Contra Costa County residents are white, with
significant proportions of Asian (13 percent) and African American (6 percent) people. The
Census tracks Hispanic/Latino ethnicity separately from other populations; in total, the
Hispanic/Latino population makes up approximately one-quarter of the total population.
This population is located primarily in the western county near Richmond and San Pablo
and along the Highway 4 corridor in the central and eastern portions of the county.
Clearly, a new cultural plan needs to address changes in age, race and ethnicity of our
communities if Contra Costa County is to develop healthy, vibrant communities that are
safe, environmentally sustainable and distinctive.
The County adopted its last cultural plan in 2001. A recent survey of key arts leaders in
Contra Costa County has revealed that many of the issues identified in the 2001 plan persist,
without a comprehensive strategy to address them. The Commissioners believe County arts
programs can play a special role in fulfilling the work of the County as stated in Envision
Contra Costa County Cultural Planning Prospectus | Page 3
CONTRA COSTA 2040, Northern Waterfront Economic Development Initiative Strategic Action
Plan and other County planning documents.
The core missions of the County relate to delivery of human services and public safety,
areas where the arts are playing a significant role in many parts of the country. The County
has a unique ability to respond to needs beyond the capacity of local cities and can play a
coordinating function among the various jurisdictions. This may be especially important in
the areas of the “Arts as Healing” and providing arts education. Another important County
value is addressing cultural services that should be provided to underserved populations
living in unincorporated areas. The arts address these concerns and concerns around equity
and environmental justice.
The Benefits of Cultural Planning
Cultural planning has many benefits. It brings together three critical elements: arts
development, community development, and economic development. A current arts and
cultural master plan will address key County issues relevant to Contra Costa County. In
transportation, public art can improve transit systems and increase ridership. In health and
human services, the arts can provide services to special populations, whether they be the
elderly, the incarcerated, Veterans, the developmentally disabled, or other special
populations.
The arts are a powerful tool in bringing culturally diverse communities to common civic
ground. The development of local arts provides opportunities for access to the arts where
Contra Costa residents might not have the resources or time to travel to San Francisco or
Oakland for arts events. Moreover, the arts are critical to a well-rounded education. Much
research over the past three decades has demonstrated the arts’ influence on academic
success. Students studying music perform better in math. Visual arts students are seen to
have improved critical thinking skills. Drama students develop a greater capacity for empathy
and are more likely to engage in civic life as adults. (See Create CA, California’s Statewide Arts
Education Coalition’s Evaluating California Art Programs.)
The arts have come to have an increasing role in economic development. There has been a
significant shift in the economic development realm, in that business attraction is no longer
the sole focus. The goal is not just trying to get Toyota to build a plant in your jurisdiction.
More focus has been directed to attracting a talented professional workforce. Young
Contra Costa County Cultural Planning Prospectus | Page 4
professionals are no longer making their decision about where to live based on a job.
Rather, they are choosing first where they want to live before they look for a job. In other
words, the people are no longer just following the jobs. More and more, the jobs are
following the workforce. And it has been shown that a robust and lively “scene” with great
cultural and entertainment opportunities is a key factor in both personal and business
decisions about where to locate. At the same time, these community attributes are attractive
to young professionals who are inclined to begin startup businesses in the creative sector
(Objective 1.2.2 in the Northern Waterfront Initiative).
What is a Cultural Plan?
What is a cultural plan? It is in essence a set of policy recommendations for countywide
cultural development over approximately the next ten years. The policy recommendations
are derived from an extensive process of community assessment and engagement, and they
are intended for implementation by the Arts and Culture Commission as well as many other
partners inside and outside of county government. It is not merely a plan for the
Commission. It is a plan for the whole community and requires collective action to
accomplish its goals. A cultural plan seeks to give voice to the aspirations of a community
for its cultural future. It assesses not only a community’s artists and cultural organizations,
but engages the community generally. It recognizes that the beneficiaries of this planning
should be the county’s diverse residents and communities. The purpose of a cultural plan is
not simply to provide increased support and funding for artists and arts groups. Rather,
they get supported by the County in providing services to the community in furtherance of
the County’s mission and priorities.
The County’s 2001 Cultural Plan
All five arts leaders participating in our informal survey agreed that the main research
conclusions in 2001 still hold up. They also indicated that the identified areas of need were
still current, and that the Commission should be a service organization focused on the
relationship of the arts to wider community issues.
The 2001 Cultural Plan was a thoughtful and thorough plan for cultural development of
Contra Costa County. The Cultural Plan involved more than one thousand individual citizens
who completed surveys and attended community meetings throughout the County. It
Contra Costa County Cultural Planning Prospectus | Page 5
identified ten areas of need, a relatively high number that illustrates that there are
significant needs in many areas of Contra Costa’s cultural life. The needs identified were:
•Advocacy concerning the role and importance of the arts and culture
•Arts education programs in schools and elsewhere in the community
•Greater communication, collaboration, cooperation, and networking
•Cultural facilities of various types throughout the County
•Funding and other support
•Inclusion and access by a broader spectrum of the community
•Marketing and visibility
•Opportunities for artists to perform and exhibit
•Public awareness of the value of arts education and the impact of the arts
•Technical assistance and professional development opportunities
Nine recommendations emerged from the planning process. These recommendations were
thoroughly vetted by the community, cultural stakeholders and County officials. The plan
was adopted by the County Board of Supervisors.
Recommendation 1—Arts Education, including having the County taking a leading
role in supporting arts education in local school districts and providing arts education
and lifelong learning in the arts in other community settings.
Recommendation 2—Outreach and Advocacy, including providing information and
education on arts policy issues, and the relationship of the arts to wider community
issues.
Recommendation 3—Communications, including being a countywide information
clearinghouse and countywide communications service for arts and culture.
Recommendation 4—Cultural Facilities, including supporting the development of
local and regional cultural facilities.
Recommendation 5—Funding, including creating new, or facilitating the expansion of,
public and private funding resources available for arts and culture.
Recommendation 6—Individual Artists, including providing specific services for
individual artists.
Recommendation 7—Local Arts Agencies, including supporting local communities’
efforts to create and develop local arts agencies.
Recommendation 8—Marketing, including strengthening the arts marketing efforts of
organizations and individual artists.
Contra Costa County Cultural Planning Prospectus | Page 6
Recommendation 9—Technical Assistance, including providing training and
information for organizational and professional development.
Unfortunately, few of these recommendations were realized. This occurred for a variety of
reasons. The needed funding resources were not made available. There were personnel
changes. Needed community leadership was not sufficiently engaged and new leadership
did not emerge.
Current State of the Arts in Contra Costa County
All of the interviewees reported that Contra Costa County is rich in all artforms and diverse
in cultural expression. Several respondents mentioned that Contra Costa could not really be
lumped together as a single region. Rather, there are three or four distinct regions of the
County. Each region is home to talented artists and innovative programs, and their needs
vary and must be evaluated and addressed specifically.
Survey participants said that residents and audience members are looking closer to home
for the arts. When they do, they are finding high quality, yet lower priced programs. The
challenge is sustaining these artists and arts organizations so they can continue to provide
these programs. Not surprisingly, these organizations are struggling to survive in Contra
Costa County.
Another defining aspect of Contra Costa County was the high mobility of the population. As
people move in and out of the county, the established art providers must continually rebuild
their audiences. Neighborhood arts organizations are too-often unknown to their local
communities. Marketing is a major challenge.
Many of the surrounding cities in the Bay Area focus their art on the national scene or
professional venues. Contra Costa County has always valued community-based arts,
including smaller venues and family oriented programming. Contra Costa County
communities also enhance their quality of life through various approaches to creative
placemaking, which contribute to the region’s desirability as a place to live, work, play,
learn, and conduct business. (Objective 1.2.2 in the Northern Waterfront Initiative).
Contra Costa County Cultural Planning Prospectus | Page 7
Challenges Faced
These smaller organizations and venues are in a constant struggle to develop needed
resources and to gain the visibility they need to thrive. Because they are community-based,
securing resources and financial stability is an ongoing challenge. Efforts are needed to
promote collaborations and partnerships for better use of scarce resources.
Beyond needed resources, there is a strong need to develop greater community recognition
of the multiple roles the arts play in building community. This could translate to the will to
make the arts a higher priority.
Trends
Survey respondents had difficulty describing where the arts are trending in Contra Costa
County. This is perhaps not so surprising. Most arts leaders are intently focused on their
day-to-day operations and finding the resources to sustain those operations. Certainly, a
sense of trends will emerge during a cultural planning process. One trend that was clearly
identified was the cost of living and cost of housing. These are barriers to arts creation and
production and to the retention of arts professionals. Arts education, for both youth and
adults, is in increasing demand.
The Methodology of Cultural Planning
Planning Approach and Process
How is a cultural plan developed? There are certain tasks that are a part of every arts and
cultural master planning methodology:
•Literature Review. A thorough review of all plans, studies and research that are
relevant to the planning effort, to form a policy basis for the plan and to align the
plan with existing County policies, regulations and ordinances.
•Steering Committee. Typically, a Steering Committee is appointed to oversee the
planning process. This Committee is composed of 8 –15 members who serve for the
duration of the planning effort. They should represent a variety of interests across
sectors: community leaders, artists and arts organization directors, funders,
business leaders, educational leaders, County elected and appointed officials, social
justice activists, and other stakeholders with an interest in the plan. The Committee
provides advice and guidance to the staff and the planning consultant team. They
review the final plan draft and recommend it to the Arts and Culture Commission,
Contra Costa County Cultural Planning Prospectus | Page 8
which in turn recommends the plan to the County Board of Supervisors. The
Steering Committee meets periodically throughout the planning process.
•Communications Plan. A communications plan is developed to ensure that
interested persons can participate in, and track the progress of, the planning
process. This includes email communications and possibly the development of a
webpage on the County website. It is also desirable to develop a social media
strategy that will allow interactive communications with the public.
•Community Engagement. The plan is developed through extensive engagement of
the community and cultural stakeholders. There are interviews with key persons,
including arts stakeholders, County officials, community and neighborhood leaders,
business interests, and education leaders, among others. Usually there are
community meetings, at least one in each Supervisorial District. Special attention is
given to reaching out to culturally specific and hard-to-reach populations, such as
youth, the elderly, and economically disadvantaged people. Often, artists lead
portions of the engagement.
Often there is a “kickoff event” to introduce the community to the planning process
and to gather the community’s arts related interests, issues and aspirations. At the
end of the planning process, once a draft plan has been developed, a second “Follow-
up event” is held to share the plan findings and recommendations. Participants are
asked to express their priorities among the plan strategies.
Several surveys are conducted, including an open, online community survey. The
community survey is meant to reach the general population and is distributed
through a variety of email lists, such as from the County library system and parks
and recreation. The County may elect to conduct a random household survey to
obtain scientifically valid survey results. Other online surveys may be focused on
specific target groups: artists, cultural organizations, creative businesses, and
others. An intercept survey might be conducted at local festivals, farmers markets
and other community events.
•Economic Impact Study. The County may elect to do an economic impact study
that measures the impacts of the nonprofit arts on the local economy. It would
calculate the total arts expenditures, secondary spending related to the arts, number
of jobs in the arts sector, tax revenues generated, and other measures. This study
can be expanded to measure the impacts of the for-profit creative businesses: film,
digital media, design enterprises, etc. This could support the work of the Northern
Waterfront Initiative.
•Creative Vitality Index and Benchmarking. The County may choose to obtain data
from the Creative Vitality Index administered by the Western States Arts Federation.
The Arts and Culture Commission has participated in this index for over five years.
This would make a direct comparison of arts related data from a cohort of Counties
Contra Costa County Cultural Planning Prospectus | Page 9
of similar size and demographic characteristics. The consultant team may also be
asked to compile arts related data from a set of five or six benchmark counties of the
client’s choosing.
•Asset Inventory and Mapping. An inventory of County arts and cultural assets
would be developed. Assets might also include visual and performing arts
organizations, artists and galleries, historical sites, arts venues, major events and
festivals, and other elements based on available data. It could also include creative
businesses, using Dunn and Bradstreet’s data base. There is not yet a publicly-
accessible inventory of County-owned public art.
•Development and Vetting of Preliminary Strategies. Once the engagement and
research phase of the plan has been completed, the consultant team would analyze
and synthesize the data gathered and develop a set of preliminary
recommendations. These recommendations are vetted with various stakeholder
groups and presented to both the Commission and the Steering Committee for
feedback.
•Draft Plan. The consultant team creates a draft plan which is posted online with
email notifications to all persons who participated in the planning process. Email
reactions to the draft are solicited. The draft plan is presented in a public meeting to
gather feedback and to allow the public to express a sense of their priorities. The
draft is also presented to the Commission and the Steering Committee for their
review and comment. The draft plan is vetted with key stakeholder groups and with
County officials. They may be presented in a work session with the Board of
Supervisors.
•Final Plan and Presentations. A final plan is written and circulated with a posting
on the webpage. Final presentations of the plan are made to the Steering Committee,
the Arts and Culture Commission and the Board of Supervisors, for adoption.
Typical Cultural Plan Components
The cultural plan will typically examine many issues and develop strategies to address
them. Issues that arise in many cultural plans include:
•Arts education
•Funding
•Services to artists and arts organizations
•Marketing and audience development
•Public art and civic design
•Cultural diversity, equity and inclusion
•Cultural facilities / space needs
•Creative economy analysis
Contra Costa County Cultural Planning Prospectus | Page 10
The plan also includes estimates of the cost of implementation of the plan over time and
suggests sources of funding for the plan. It is accompanied by an implementation matrix. In
this matrix, the following are identified for each recommendation:
•Lead agency or individual
•Partner agencies
•Timeline for implementation
•Human and financial resources needed
•Metrics for gauging success
•Initial steps to start implementation
Resources Needed to Develop a Cultural Plan
Given the magnitude of the county’s population and geography, the budget for developing a
countywide cultural plan can vary from approximately $100,000 to $200,000. The bulk of
this budget would be devoted to fees for consultant services. Other factors that may
influence the cost include the extent of community engagement and outreach, inclusion of
creative economy analysis, multi-lingual engagement, use of third-party databases, such as
the creative vitality index and Dunn & Bradstreet data or inclusion of a random household
telephone survey and other elements.
Additional costs would include County staff support for the plan, and expenses for meetings
and associated logistics.
County Support for Cultural Planning
Certain things will be needed from the Arts and Culture Commission to enable the planning
process to proceed in an orderly and timely way. These include:
•County staff support adequate to ensure a smooth planning process
•Scheduling and logistics for all meetings, interviews, events, etc.
•Development of a webpage on County website
•Information technology support for asset inventory and mapping
•Ongoing communications, including publicizing key meeting and events
•Distribution of planning surveys
•Timely responses to consultant submissions and inquiries
•Supply of background plans, studies and other relevant literature
•Design/printing of the final plan document
Contra Costa County Cultural Planning Prospectus | Page 11
Time Commitment
The planning process can be expected to last from 12 to 24 months, depending on the same
factors that influence the size of the budget: extent of outreach, supplemental research, use
of third party databases, additional tasks such as creative economy analysis, etc.
Conclusion and Recommendation
The Arts and Cultural Commission sees a need to engage in collaborations and community
partnerships to advance the arts and culture within all the diverse communities of Contra
Costa County. A renewed Arts & Cultural Master Plan would guide community engagement
in the arts and local culture over the next 10 years.
Many of the Bay Area counties have arts plans. Alameda, Marin, Napa, Sonoma, San
Francisco and Santa Clara Counties all have up-to-date roadmaps to support the artistic and
cultural life of their communities. In Marin, the cultural plan calls on the County arts agency
to provide technical support to the local cities, and to seek a new arts revenue stream to
support arts development for both the County and the various municipalities. In Sonoma
County, the County arts agency, Creative Sonoma, is housed in the Economic Development
Board and is supporting the development of creative businesses.
Through collaborations and with community partnerships, the recommendation of the Arts
and Culture Commission of Contra Costa County is to develop a renewed countywide Arts &
Cultural Master Plan during the fiscal year July 2020 - June 2021, and to use the preceding
year for preparation.
Contra Costa County Cultural Planning Prospectus <> | Page 12
※※※※※
Community Leaders Interviewed for the Prospectus
In development of this prospectus, Arts and Culture Commission staff conducted telephone
and email interviews with:
Alan Siegel, MD, Chair, Art of Health and Healing & Nation Art & Health
Richard Ambrose, Director, Richmond Art Center
Supervisor Diane Burgis, Contra Costa County, District III
Kevin Safine, Walnut Creek Arts, Recreation & Community Services
Randy Taradash, Creative Director/General Manager Feinstein's at the Nikko | San Francisco
※※※※※
This prospectus was prepared by:
Roger Renn, AC5 Managing Director
Arts and Culture Commission of Contra Costa County
The Cultural Planning Group
Jerry Allen, Partner
David Plettner-Saunders, Partner
FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:07/27/2020
Subject:CONSIDER report on the status of child care needs and access in
Contra Costa County
Submitted For: FAMILY & HUMAN SERVICES COMMITTEE,
Department:County Administrator
Referral No.: 81
Referral Name: Local Child Care & Development Planning Council Activities
Presenter: TBD Contact:
Referral History:
The Board of Supervisors referred updates on the activities of the Local Planning and Advisory
Council for Early Care and Education (LPC) (formerly known as the Local Planning Council for
Child Care and Development) to the Family and Human Services Committee (FHS) on January
17, 2006. The last report was provided to the FHS on July 29, 2019.
Referral Update:
Please see the attached report for an update on the FY 2019-20 activities and key
accomplishments of the Local Planning Council as they relate to membership and funding of
local child care and development planning in Contra Costa County.
Recommendation(s)/Next Step(s):
ACCEPT attached report on the activities and key accomplishments of the Local Planning and
Advisory Council for Early Care and Education during fiscal year 2019-2020.
Fiscal Impact (if any):
No fiscal impact
Attachments
FY2019-20 Annual Activities and Key Accomplishment Report for the Local Planning Council
Minutes Attachments
No file(s) attached.
1
M E M O R A N D U M
DATE: July 17, 2020
TO: Family and Human Services Committee
Supervisor John Gioia, District I, Chair
Supervisor Candace Andersen, District II, Vice Chair
Contra Costa County Office of Education
Lynn Mackey, Contra Costa County Superintendent of Schools
FROM: Susan K. Jeong, LPC Coordinator/Manager, Educational Services
SUBJECT: Annual Activities and Key Accomplishments Report for Contra Costa County Local Planning
and Advisory Council for Early Care and Education (LPC)
RECOMMENDATION(S):
1) ACCEPT the activities report and key accomplishments during fiscal year 2019-2020 for the LPC
as they relate to Education Code - Section 8499.3 – 8499.7
REASON/S FOR RECOMMENDATION:
Projects and activities of the Contra Costa LPC align with legislative intent for Local Planning
Councils to serve as a forum to address the child care needs of all families and all child care programs, both
subsidized and non-subsidized in Contra Costa County (Ed code Sections 8499.3 and 8499.5).
BACKGROUND:
The Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC)
was established in April 1998. Required by AB 1542, which was passed in 1993, thirty members of
the LPC were appointed by the County Board of Supervisors and the County Superintendent of
Schools. Childcare consumers and providers, public agency representatives, and community
representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees.
Membership is for a three year term.
On January 7, 2003, membership was decreased from 30 to 25 members, due to the difficulty being
experienced in filling all of the seats. On September 19, 2012 membership was decreased from 25 to
20, due to continued difficulty to fill vacant seats. Official reduction of appointed seats provides
flexibility to ensure quorum is met in order to conduct Council business.
2
I. SUMMARY OF ACTIVITIES
Covid-19 Response: Emergency Child Care Planning
The LPC has been an active member in supporting the county’s response to emergency child care.
The LPC coordinator staffed and convened the start of the emergency child care task force, with the
leadership of the County Superintendent of Schools (March 19 to April 2) and continued to be an
active member, bringing forward concerns from the early education community, in particular the
State Funded Program Administrators Network. The LPC continues to engage in school-age child
care discussions with the County Superintendent of Schools and community partners in supporting
the re-opening of K-12 schools.
16th Annual Young Children’s Issues Forum – Speak Out for Children: Educate and Advocate
on Saturday, March 14, 2020.
Due to Covid-19, the 16th Annual Young Children’s Issue Forum was canceled. The LPC had a
over 150 early educators, community stakeholders and early education advocates register for the
event. Keynote for forum was Flojaune Cofer, Senior Director of Policy – Public Health Advocates
– speaking to resiliency of our early educators who often are carrying trauma and how they remain
resilient when caring for young children in a low-wage field. Special Speaker, former
Assemblymember Dion Aroner was scheduled to speak honoring the 20th anniversary of Assembly
Bill 212, a bill she authored – which has funded the educational and professional pathways of early
educators.
Legislative Meet & Greet Breakfast
On November 8, 2019 the LPC hosted its inaugural annual legislative breakfast, inviting staff of elected
members in county, state and federal legislature. The goal of the breakfast was to introduce the role and
work of the LPC, and to show appreciation for their continued efforts in supporting early education
through fiscal, administrative and programmatic policies.
Coordinated and Facilitated Quarterly State Funded Program Administrators Network
(SFPAN) meetings held at the CCCOE and facilitated by the LPC Coordinator. The State
Funded Administrators Network (SFPAN) convenes 14 agencies that contract with the California
Department of Education to provide General Child Care Services for children ages 0-12 and State
Preschool services for high need families and children throughout Contra Costa. The SFPAN includes
the county’s Head Start and Early Head Start providers and the CalWORKs child care voucher
program known as the Alternative Payment Program which includes Stage 1, Stage 2 and Stage 3
families.
Support and Fiscal Consultation/Coaching Services for Administrators of State Funded
Programs - Title 5 contractors with the California Department of Education, Early Education and
Support Division (CDE-EESD) continue to struggle to fully earn their contract allocation due to low
state reimbursement rates, unrealistic family income eligibility guidelines and staff turn-over. Providers
cannot cover their operational costs, and therefore, are unable to utilize their full allocation of state and
federal child care and child development funds. Over the past four years, the amount of unearned state
child care and development funds in Contra Costa County has steadily increased. The LPC also
gathered local data from state-funded program administrators that indicated a need for additional
training, coaching and technical assistance (TA) for Program Administrators and Directors.
3
Due to the elimination of the AB 212 program (redirected to Workforce Pathways efforts), the LPC is
not able to continue to invest in supporting consultation and coaching services.
LPC Coordinator is CCCOE’s administrator for the California State Preschool Program QRIS
Block Grant and the Quality Counts California QRIS Block Grant contracts for Contra Costa
County. The LPC is actively involved in the local planning, coordination and implementation of quality
improvement services, professional development and growth activities and incentives, and countywide
efforts to increase public awareness of “quality indicators” through the Contra Costa Quality Matters
program.
LPC Coordinator is CCCOE’s administrator for the Coordination of the Early Learning and
Care Inclusion Hub The LPC convened and helped facilitate a 1-year grant to develop a countywide
Early Care and Education Inclusion Blueprint. Convening multiple stakeholders to identify policy,
fiscal and administrative recommendations addressing data, program and resource gaps that support
young children with special needs and their families.
Cost-shared Financing of Countywide Early Education Workforce Report
The Early Learning Leadership Group, of which LPC is a member, commissioned a
statewide and county study of the early care and education (ECE) workforce in licensed childcare
centers and licensed family childcare homes. The Leadership Group recognized the critical role that
early childhood educators play in the lives of young children and their families and is the cornerstone to
supporting the economic recovery of the state and county. The overall goal of the study is to collect
information on the current characteristics of this workforce – particularly its educational background,
and its potential need and demand for further opportunities for professional development.
II. SUPPORTING THE EARLY EDUCATORS IN CONTRA COSTA COUNTY
As in previous years, the LPC has offered multiple professional growth and development
services and incentives in Contra Costa County. The LPC was approved by the California
Department of Education (CDE) in 2019 -2020 to support teaching staff by providing stipends
for participation at various levels and through multiple commitments to participation paid with
AB 212 funds. Total stipends issued from AB 212 of $77,500 were paid to 85 (approximately
8% increase from 2018-19) AB 212 eligible staff. The LPC chose to implement the following
activities under the sponsorship of AB 212 funding:
The following chart demonstrates the number of college units and professional growth hours
obtained by AB 212 Child Care Retention Program stipend recipients.
ECE/CD Units
Earned
GE Units Earned Professional Growth
Hours Earned
337 256 + 13 ESL + 23 ~450
4
Engl/Math Prereq = 292
The following chart shows the number of participants in each category who have a
Child Development Permit.
To represent the full delivery of services provided through Permit assistance, in 2019-2020, the total
number of Permit applications represented below include applications processed during 2019-2020.
This table also includes those individuals who also partially completed an application, which may be
pending and carried over to 2020-2021 for completion.
Child
Development
Permits
Number:
Program Director 10
Site Supervisor 33
Master Teacher 25
Teacher 53
Associate Teacher 81
Assistant Teacher 13
Eligible for Permit 27
Total 238
Site Supervisor and Director Leadership Learning Community (LLC) - The LPC was approved
to align leadership supports with Contra Costa Quality Matters through LLC activities that would
increase the ability of leaders to build awareness of quality improvement with their site-based staff. As
gatekeepers to their staff, leaders are in unique positions to facilitate discussions with staff that could
result in revisions in practices and assessments. The Contra Costa LPC revised the Site Supervisor and
Director Professional Learning Community (PLC) from prior years to include this new focus and
facilitate discussions among past participants and to include several Family Child Care providers and
leaders from several private centers who participate in the higher tiers in Quality Matters. The
engagement with this mixed group of 15 participants allowed for cross-pollination of ideas and
strategies that defined the methods in reaching quality and sharing information with staff. Resource
publications were provided.
III. PROPOSED WORK PLAN/OBJECTIVES FOR 2020 - 2021
The LPC will continue to oversee the design and implementation of the following projects and
priority activities:
Plan, Coordinate and Host the 16th Annual Young Children’s Issues Forum – Speak Out
for Children: Educate and Advocate scheduled for Saturday, March 13, 2021
5
Implement in the new CA Department of Education, Early Learning and Care Division
Quality Counts California Workforce Pathways Grant –
Allocation of $244,034.40 this funding will continue to support teacher incentives and
professional development supports – through the Professional Development Program offered in
partnership with First 5 Contra Costa.
Participate, support and align funding goals to support countywide efforts to improve the
quality of all Early Care and Education programs through the Quality Matters (QRIS) Project.
FAMILY AND HUMAN SERVICES COMMITTEE 8.
Meeting Date:07/27/2020
Subject:CONSIDER annual report on the Family Justice Center &
Commercially Sexually Exploited Children
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: 111
Referral Name: Family Justice Center & Commercially Sexually Exploited Children
Presenter: Kathy Gallagher Contact:
Referral History:
On January 6, 2015, the Board approved referring oversight to the Family and Human Services
Committee (FHS) on the Family Justice Centers and Commercially Sexually Exploited Children
initiatives. This became FHS Referral No. 111. On June 8, 2015, November 14, 2016, February
20, 2018 and February 25, 2019, FHS received and approved annual reports from the
Employment and Human Services Department on the Zero Tolerance for Domestic Violence
Initiative, Human Trafficking, Commercially Sexually Exploited Children, and the Family Justice
Centers.
Referral Update:
This report provides an update on collaborative efforts to address human trafficking and the
continuing development of the Family Justice Centers over the course of the last year. The
additional social risks brought to light by the COVID-19 emergency underscore the importance of
our County’s coordinated response, communication, resources distribution and effort to shift
toward prevention.
Recommendation(s)/Next Step(s):
ACCEPT report from the Employment and Human Services Department on efforts to intervene in
and prevent human trafficking and the commercial sexual exploitation of children, and on the
operation of Children & Family Justice Centers.
Fiscal Impact (if any):
No fiscal impact.
Attachments
2020 Update on Human Trafficking and Family Justice Centers
Presentation - 2020 Update on Human Trafficking and Family Justice Centers
Minutes Attachments
No file(s) attached.
1
To: Family and Human Services Committee, Contra Costa
County Board of Supervisors
Date: July 27, 2020
From:
Devorah Levine, Assistant Director, Employment and Human Services Department
Subject: FHS Report #111 : Human Trafficking and Family Justice Center
This report provides an update on collaborative efforts to address human trafficking and the
continuing development of the Family Justice Centers over the course of the last year. The
additional social risks brought to light by the COVID-19 emergency underscore the importance
of our County’s coordinated response, communication, resources distribution and effort to shift
toward prevention.
Human Trafficking in Contra Costa County: A Snapshot
Data on Prevalence
Human trafficking can take many forms, but is generally categorized as either sex trafficking or
labor trafficking. Sex trafficking is defined as the use of force, fraud, or coercion to perform a
commercial sex act. Labor trafficking is a form of severe exploitation where individuals are
threatened or otherwise compelled into debt bondage or other forced labor for little or no pay.
Both sex and labor trafficking happen in Contra Costa County and are not mutually exclusive —
a survivor can be subjected to both sex and labor exploitation.
By nature, human trafficking is a hidden crime and is often under reported, especially labor
trafficking reports (labor trafficking can be more difficult to identify than sex trafficking).1
1 Data on human trafficking is hard to come by, and is often not reliable, as agencies and systems often are not
tracking clients by trafficking specifically. Clients may first be identified and tracked as experiencing other forms
of violence (such as domestic violence, sexual assault or economic abuse). Additionally, agencies that are
identifying trafficking clients may not be collecting details on the type or setting of trafficking. The data
M E M O R A N D U M Kathy Gallagher, Director
40 Douglas Drive, Martinez, CA 94553 | (925) 608.4800 | Fax (925) 313.9748 | www.ehsd.org
2
However, five Contra Costa service providers and the District Attorney’s Office have
consistently collected data over the last year through a Department of Justice Human Trafficking
Task Force Grant, facilitating an important snapshot of victims in our county.2 The data was
collected over a twelve month period between January 1 and December 31, 2019 and represents
more than 30 new survivors of human trafficking who were identified and served during this
time period.
represented here does not define the totality of trafficking in Contra Costa County. In fact, it is likely under-
representative of the amount of trafficking occurring, especially labor trafficking
2 These agencies include STAND! for Families Free of Violence, Community Violence Solutions, Calli House,
Bay Area Legal Aid and International Rescue Committee.
6%
94%
Type Of Trafficking: New Victims Identifed 2019
Labor trafficking Sex trafficking
3
Human Trafficking Intervention and Prevention Efforts
Human Trafficking Coalition
The Alliance to End Abuse, a robust partnership and initiative of the Board of Supervisors,
continues to lead and expand the Contra Costa Human Trafficking Coalition by uniting a diverse,
culturally relevant group of community agencies, law enforcement, and social services agencies.
The Coalition is made up of more than 30 partner agencies including a wide range of service
providers, community based organizations, law enforcement, the District Attorney’s Office and
other local and national governmental departments. As a collaboration of agencies, the
87%
13%
Victim Sex: New Victims Identifed 2019
Female Male
84%
16%
Citizenship Status: New Victims Identified 2019
US citizen status Foreign national status
4
Coalition’s goals include: conducting public awareness activities; providing training, technical
assistance and a forum to share best practices; establishing policies and protocols; and creating
a coordinated system of care. Coalition meetings occur quarterly and include a training
component, highlighting the work of one partner agency, and the sharing of
resources/networking.
The Contra Costa County Human Trafficking Coalition continues to strengthen its outreach and
awareness efforts. In January 2019 and January 2020, the Coalition once again partnered with
the District Attorney's office to launch a human trafficking awareness campaign. The campaign
focused on labor trafficking, highlighting the restaurant, cleaning service and hotel/motel
industries. Awareness ads ran on buses throughout the County including WestCat, Tri-Delta
Transit and County Connection.
Human Trafficking Multi-Disciplinary Case Review Team
The Alliance to End Abuse, in collaboration with the Family Justice Centers, continues to run
human trafficking multidisciplinary teams (MDTs) with a focus on high-risk and complex human
trafficking cases. The multidisciplinary team includes multiple agencies (law enforcement,
District Attorney’s office, service providers, and culturally responsive agencies) with a focus on
helping survivors meet their personal and family goals.
According to surveys, participating agencies have reported increased collaboration, increased
access to services for survivors and increased relationships built across systems. In 2019, the
Human Trafficking MDT met bi-monthly (6 times) and reviewed 10 “complex” cases of human
trafficking. A total of 31 connections were made to human trafficking MDT partners during and
after meetings. From January through December 2019, the Domestic Violence MDT convened
for 11 monthly meetings and reviewed a total of 19 cases with 102 partners participating. Out of
the 19 cases, a total of 15 were closed (meaning, the survivor met the majority of their goals)
within the year period.
Human Trafficking Train the Trainer Program
The Alliance to End Abuse launched a Train the Trainer program in 2018 to increase the amount
of human trafficking education offered county-wide. In an attempt to streamline information on
human trafficking and trauma informed care into accurate, clear and unified formats, the Alliance
developed a Human Trafficking 101 and a Trauma 101 curriculum. Members of the first Train
the Trainer cohort, formed in Spring of 2018, focused on either human trafficking or trauma.
After completing a yearlong program to become Alliance certified trainers, participants were
able to train their own agencies and respond to community requests for training. In 2019, the
Train the Trainer program accepted another 30 individuals into the cohort. The 2019 cohort
completed over 90 hours of instructional time; approximately half of the cohort have now led or
co-led trainings throughout the County.
Central to the mission of the Alliance is increasing knowledge and skills on Interpersonal
Violence (IPV). To support this mission, the Alliance provided trainings that resulted in
increased capacity among professionals. Over 90% of professionals surveyed (post training or
5
technical assistance) reported an increased ability to respond to interpersonal violence. After
trainings and technical assistance on human trafficking, participating organizations conveyed
numerous improvements, including improved screening tools to identify people experiencing
abuse, better problem solving, enhanced organizational practices and policies, better
communication between agencies, and improved client outcomes.
Department of Justice Human Trafficking Task Force Grant
In October 2018, the Alliance, in partnership with the District Attorney’s Office, was awarded
the Enhanced Collaborative Model Task Force to Combat Human Trafficking grant by the Office
of Victims of Crime. This three-year grant is focused on creating and supporting a human
trafficking task force that is co-led by both law enforcement and victim service providers –
working to increase services for survivors and strengthen investigations.
The Task Force works to 1) better identify all types of human trafficking victims; 2) enhance
investigation and prosecution of all types of human trafficking; 3) address the individualized
needs of all identified human trafficking victims by linking them to comprehensive services; 4)
enhance awareness of human trafficking among law enforcement and service providers, as well
as within the broader Contra Costa community; and 5) improve trauma-informed practices for
human trafficking victims within law enforcement and victim service providers.
The law enforcement side of the grant was not funded until June 2019, due to the federal budget
approval process. In July 2019, the Human Trafficking Task Force held a kick-off meeting for
all grant partners and local law enforcement agencies. Since then, the Task Force has met
monthly to develop protocols, share and collaborate on cases, and strengthen coordination
between agencies. The Task Force Coordinator position, District Attorney investigators, and
prosecutor positions were filled by October 2019.
Service providers participating in the grant include Community Violence Solutions, STAND!
for Families Free of Violence, Bay Area Legal Aid, International Rescue Committee and Calli
House. These agencies work to provide wrap-around services to all victims of human trafficking
as well as increase training and outreach. The Alliance has supported the coordination of
services, data collection, data analysis and evaluation of programming for this grant. In the last
year, more than 30 new victims were identified and more than 20 new law enforcement human
trafficking investigations were opened.
6
Grant partners provided over 1,700 units of service to survivors of human trafficking in 2019.
The most frequent service recorded was “legal services,” followed closely by “ongoing case
management” and “crisis intervention or 24-hour hotline support.” Additionally, social service
advocacy and emotional/moral support remain some of the top services provided.
Responding to Commercially Sexually Exploited Children/Youth (CSEC/Y) involved with
Children and Family Services (CFS)
Federal and State regulations and laws require county child welfare agencies to implement
policies and procedures for commercially sexually exploited children and youth. These
regulations include: identification, documentation, finding appropriate services and providing
training.
The Contra Costa County Commercially Sexually Exploited Children (CSEC) Program is now
entering its sixth year of implementation. Contra Costa County Children & Family Services
(CFS) opted into the California state wide CSEC Program at its inception. Components of the
program include training, screening, identification and service provision, as well as protocols
and policies. Through this program, the Contra Costa County CSEC Interagency Protocol was
developed and is continually updated.
The CSEC Interagency Protocol is utilized to support systemic change both across and within
mandated partner agencies, in support of commercially sexually exploited and at-risk children,
youth and their families. In tandem to the protocol, the Contra Costa County CSEC Steering
Committee was re-launched in 2018 to better uphold, execute and strengthen what the protocol
lays out. The Steering Committee has met on a regular basis since 2018 and consists of over 30
agencies.
395
383
220
208
203
115
69
41
35
35
31
13
11
10
10
Legal Services
Ongoing Case Management
Crisis Intervention or 24-Hour Hotline
Emotional/Moral Support
Other Service
Social Service Advocacy
Transportation
Client Intake
Protection/Safety Planning
Personal Items
Criminal Justice System-based Victim Advocacy
Housing/Shelter Advocacy
Interpreter/Translator
Financial Assistance
Employment Assistance
Services Provided to New Trafficking Victims in 2019 (in units*)
* Each unit of service is
approximately 15
minutes of time spent
with a victim
7
As a part of the CSEC program, CFS keeps data on all CSE youth in their care. Below is a
snapshot of the children and youth who are alleged or suspected victims, or at risk of, commercial
sexual exploitation (CSE) within the child welfare system. California Department of Social
Services requires that counties properly document within the state case management system
called Child Welfare Services/Case Management System (CWS/CMS) the children and youth
who are alleged or suspected victims or at risk of commercial sexual exploitation (CSE). Data
is entered as follows (data below is from FY2018-2019):
133
226
34
0 50 100 150 200 250
At- Risk of CSEC
Identified CSEC
Identified CSEC Before Foster Care
CFS Identified At-Risk, or CSE, Youth
Victims During Foster
Care
28%
Victims in an Open
Case not in Foster
Care
4%
Victims While Absent
from Placement
9%
Victims with a Closed
Case Receiving
Independent Living
Program Services
59%
CFS CSE Identified Youth -When Exploitation Occured
8
CFS serves victims of CSE in a variety of ways, including service linkage, case coordination,
consultation, and outreach/education. During the past fiscal year, CSEC within Child Welfare
were served through a layered approach to services. Intensive and comprehensive case
management, counseling, and outreach programs within the school districts are provided by
Catholic Charities of the East Bay (via Differential Response Path II and After Care) and
Community Violence Solutions (concurrent with the open CFS case plan). CSEC case
management services support the youth with safety planning, substance abuse services, housing,
educational goals, etc. The CSEC case managers also visit Juvenile Hall and provide one-on-one
support for those placed in the GIM (Girls in Motion) program. All of the programs follow a
model that is victim centered, trauma-informed, and strength based. Service providers also
advocate for treatment that is culturally, linguistically, and age appropriate for the CSE child or
youth.
Challenges and Needs in Addressing Human Trafficking
While awareness of sex trafficking has increased, understanding, identification, and training on
labor trafficking has not continued at the same pace. More resources and attention are required
in order to achieve a better understanding of this complicated issue, including looking at the
overlap with tax evasion and fraud, wage and hour violations, building code inspections, and
health inspections. Highlighting and bringing in efforts that increase the level of training,
awareness, and funding to address promising practices related to labor trafficking is needed. This
includes special attention to the hospitality industry, restaurants, salons, and other industries
known to have large numbers of trafficked workers. Historically, sex trafficking cases have been
victim of CSE for the
first-time
35%
victim of CSE with
prior victimization
40%
victims of CSE more
than one time
25%
CFS CSE Identified Youth -Prior Victimization & Frequency
9
prosecuted in Contra Costa County, but not labor trafficking cases. The Human Trafficking Task
Force hopes to increase labor trafficking efforts among law enforcement agencies and support
from victim service providers in the future.
For commercially sexually exploited youth, one of the challenges partners like Calli House have
faced, is that traffickers usually know where the victims are staying, and come into the vicinity
of the housing facility (like Calli House) to try to re-engage them. This also occurs at foster
homes and group homes.
Additional challenges remain related to flexible and timely housing and shelter options, language
capacity, and culturally relevant and responsive services for victims.
The Family Justice Center
The Family Justice Center (FJC) continues to be a one-stop center for families affected by
domestic violence, sexual assault, elder abuse, child abuse, and human trafficking. The Family
Justice Center coordinates with on-site partners so clients can get safer sooner. The Alliance
continues to support the development of the FJC, and County departments remain essential
partners among many, supporting residents who are accessing the centers.
In 2019, the Family Justice Centers provided services to 3,926 individuals who experienced
interpersonal violence (2,101 clients from Central Center, 1,588 clients from West Center and
237 from East Center). Those services impacted an additional 3,040 children living with these
clients. FJC is able to provide comprehensive and integrated services by working together with
their 52 on-site partners.
In 2019, the FJC opened its third site, East Center in Antioch. It welcomed 7 new partner
agencies including the Brentwood, Antioch and Oakley Police Departments, the Contra Costa
Office of Education, Hope Solutions, JFK Counseling and Tandem. The FJC also started two
new programs for clients and their children: Healing Conversations, which provides mental
health counseling for clients, and Success Academy, a tutoring program for children who have
experience or witnessed interpersonal violence. Below is a snapshot of FJC clients:
10
Types of Violence, Family Justice Center Clients, 2019
Race/ Ethnicity, Family Justice Center Clients, 2019
50%
21%
15%
6%
5%2%1%
Race/Ethnicity
Race/Ethnicity Hispanic
White Black/African American
Asian Other
American Indian/Alaskan Native Native Hawaiian/Pacific Islander
11
Top Client Needs, Family Justice Center Clients, 2019
Additional information about FJC clients in 2019:
21%
17%
9%9%
6%4%
0%
5%
10%
15%
20%
25%
Top Client Needs
12
Coordinate Integrated Services
FJC’s services are organized into two groups: crisis support and long-term safety. Crisis support
services are coordinated through FJC Navigators, who connect clients to the services they need
to leave their abusive situations or deal with their present crisis. After dealing with crisis, FJC
staff offer services to get clients to long term safety and independence by working on four
domains: health, education and training, wealth and community. Below are highlights from
FJC’s work to integrate services in 2019:
• The number of IPV clients served (3,926) increased by 27% compared to the previous
one-year period.
• FJC expanded their partnerships by adding more (7 new partners) on and off site.
Capacity Building and Partnership Support
FJC’s capacity building and partnership support strategy includes hosting monthly
multidisciplinary team (MDT) case reviews of high danger domestic violence and human
trafficking cases and law enforcement training coordination. In addition, through the Family
Justice Institute, FJC offers trainings and workshops to educate service providers and the public
about issues related to IPV. Below are highlights from FJC’s work in capacity building and
partnership:
• Between January 2019 and November 2019, FJC convened 11 domestic violence
multidisciplinary team meetings with 102 partners to discuss high risk domestic
violence cases. 19 cases were nominated and discussed. Of the reviewed cases, 100%
of the victims experienced verbal threats, 12 of the 19 victims share a child with their
abuser, and 49 connections were made to partner agencies.
• In 2019, the Family Justice Institute offered 20 workshops and/or trainings, attended by
650 individuals. FJC developed and recruited trainers for these workshops and trainings
in response to training needs identified by partners. The topics included Suicide
Prevention and Risk Assessment, a 3-part training on immigration, and Elder Abuse
and Legal Remedies.
Impact of COVID-19 on Human Trafficking and Interpersonal Violence 3
During natural disasters and other emergencies, rates of interpersonal violence and human
trafficking can increase dramatically. During shelter-in-place, tensions in relationships, lack of
support systems and exploitation may increase. Increased financial and medical stress,
unemployment, as well as generalized anxiety, can lead to more violence and abuse at home and
lead individuals to take jobs that may be induced by force, fraud or coercion.
COVID-19 has left many individuals without work and in need of money to pay for basic needs
such a utility bills, rent and food. This has created a situation in which employers have a lot of
power over employees/workers, and there has been heightened fear that exploitation, sex and
labor trafficking will rise during Shelter-in-Place. Companies and businesses need to lower
3 Interpersonal violence consists of domestic violence, human trafficking, sexual assault, elder abuse and child
abuse
13
production costs and labor costs as they navigate the economic uncertainty – which can lead
some to seek cheap or free labor. As individuals are in need of money, they might be more likely
to take a job that is under paid, paid only through tips, or may have an element of force, fraud or
coercion at play.
According to the Polaris Project, the agency that runs the National Human Trafficking Hotline,
“the number of crisis trafficking cases handled by the Trafficking Hotline increased by more
than 40 percent in the month following the shelter-in-place orders compared to the prior month
(from approximately 60 in a 30 day period to 90). Crisis cases are those in which some assistance
– such as shelter, transportation, or law enforcement involvement – is needed within 24 hours.
The number of situations in which people needed immediate emergency shelter nearly doubled
(from around 29 cases in Feb. 14th – March 15th, 2020 to 54 in April 2020).”4
Economic upheaval and a situation in which many are now without work and in need of cash,
has created a situation in which trafficking may thrive. Furthermore, those who may be trafficked
during this time are more exposed to the virus and have less resources to recover from it.
Furthermore, racism and oppression are deeply embedded in the dynamics of human trafficking.
Many trafficking victims have multiple vulnerabilities that make them more susceptible to
trafficking, such as poverty, immigration status, or involvement with the child welfare or
criminal legal system. We know that these vulnerabilities predominately impact Black
individuals, Indigenous individuals and People of Color because of institutionalized systems and
policies that have historically disenfranchised and left out this population. In order to address the
root causes of human trafficking and interpersonal violence, we must address racial and gender
inequities. A public health approach to trafficking looks upstream at the root causes of violence
and creates environments that support and foster wellness.
Contra Costa County’s Call to Action: Preventing Interpersonal Violence
The Alliance and the Contra Costa County Public Health are co-leading a planning and capacity-
building process to develop and implement a countywide ‘Call to Action’ to promote safety and
reduce interpersonal violence, including human trafficking. It was informed by countless
community members and services providers who participated in the planning and development
process. The Call to Action provides vision and values, and identifies goals and strategies to
create a unified direction for multiple stakeholders. It is grounded in prevention and public health
principles, and acknowledges that multiple forms of violence and abuse are preventable sources
of harm in our communities, shaped by structural and community conditions, that can be
significantly reduced through collective, strategic action.
The Call to Action serves as a guide for coordinated and strategic action to correct the epidemic
of interpersonal violence. By developing a lasting framework that promotes equity, expands and
strengthens partnerships, fosters economic opportunity and ensures community connectivity, the
County is better able to address the root causes of interpersonal violence and human trafficking.
Officially revealed in February 2020, the Call to Action highlighted four goals and
accompanying strategies, to move the County towards a more targeted, upstream public health
4 https://polarisproject.org/press-releases/human-trafficking-during-the-covid-19-pandemic/
14
approach to violence prevention. A Task Force was convened in Summer 2020 to begin
implementation of these goals.
When COVID-19 hit the Bay Area in March 2020, the Alliance revisited its approach to
interpersonal violence in light of a national pandemic and emergency. Furthermore, it became
clear that a space was needed to address and respond to immediate COVID-19 needs related to
interpersonal violence. As we face both social and physical isolation during shelter-in-place
orders, leading to increased anxiety and increased inequity, we need to create protective
environments in order to prevent violence. Because of this, the Alliance has identified three
specific prevention goals and strategies to focus on during this time, including:
1. Building sustainable, race conscious and value driven prevention infrastructure
o Racial equity trainings, workshops and agency specific technical assistance
2. Fostering early childhood development and whole family supports
o Community engagement and education campaigns
3. Encouraging community connectedness
o Multi-generational community building
Investing in these strategies is key to ensuring the safety and well-being of all and is a primary
approach the Alliance and Public Health will support in the coming year.
Resources
• Contra Costa County’s Call to Action: Preventing Interpersonal Violence
• Contra Costa County Family Justice Centers
• Contra Costa Alliance to End Abuse
Update on Human Trafficking and Family Justice Centers
DEVORAH LEVINE
ASSISTANT DIRECTOR, EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
PRESENTATION TO BOARD OF SUPERVISORS
FAMILY AND HUMAN SERVICES COMMITTEE
JULY 27, 2020
Human Trafficking in Contra Costa County: A Snapshot
Human trafficking can take many forms, but is generally categorized as
either sex trafficking or labor trafficking
Both sex and labor trafficking happen in Contra Costa County and are
not mutually exclusive—a survivor can be subjected to both sex and
labor exploitation
The following data was collected over a twelve month period between
January 1 and December 31, 2019, and represents over 30 new
survivors of human trafficking who were identified and served during
this time period
1
Human Trafficking in Contra Costa County: A Snapshot
2
Labor
trafficking
6%
Sex
trafficking
94%
Type Of Trafficking: New
Victims Identified 2019
Female
87%
Male
13%
Victim Sex: New Victims Identified 2019
US citizen
status
84%
Foreign
national
status
16%
Citizenship Status: New Victims Identified 2019
Human Trafficking Intervention and Prevention Efforts
Human Trafficking Coalition
Human Trafficking Multi-Disciplinary Case Review Team
Human Trafficking Train the Trainer Program
Department of Justice –Human Trafficking Task Force Grant
Responding to Commercially Sexually Exploited Children/Youth
(CSEC/Y) involved with Children and Family Services (CFS)
CSEC Steering Committee
3
Family Justice Center and Data Highlights
The Family Justice Center (FJC) continues to be a one-stop center for
families affected by domestic violence, sexual assault, elder abuse, child
abuse, and human trafficking. FJC highlights for 2019:
4
Provided services to
3,926 individuals who
experienced
interpersonal violence
Services provided
impacted an additional
3,040 children living with
clients served
Provided comprehensive
and integrated services
by working together with
their 52 on-site partners
Opened its third Center
in Antioch and welcomed
7 new partner agencies
Started two new
programs for clients and
their children: Healing
Conversations and
Success Academy
Family Justice Center and Data Highlights
5
Family Justice Center and Data Highlights
6
Hispanic
50%
White
21%
Black/African
American
15%
Asian
6%
Other
5%
American
Indian/Alaskan Native
2%
Native
Hawaiian/Pacific
Islander
1%
Race/Ethnicity of Family Justice Center Clients, 2019
Impact of COVID-19 on Human Trafficking and Interpersonal Violence
During natural disasters and other emergencies, rates of interpersonal
violence and human trafficking can increase dramatically.
Tensions in relationships
Lack of support systems
Increased financial and medical stress, unemployment, as well as generalized
anxiety
This leads to more violence and abuse at home and may lead individuals
to take jobs that may be induced by force, fraud or coercion.
7
Impact of COVID-19 on Human Trafficking and Interpersonal Violence
“The number of crisis trafficking cases handled by the Trafficking Hotline
increased by more than 40 percent in the month following the shelter-in-
place orders compared to the prior month (from approximately 60 in a 30
day period to 90). Crisis cases are those in which some assistance –such
as shelter, transportation, or law enforcement involvement –is needed
within 24 hours. The number of situations in which people needed
immediate emergency shelter nearly doubled (from around 29 cases in
Feb. 14th –March 15th, 2020 to 54 in April 2020).”
Polaris Project, the agency that runs the National Human Trafficking
Hotline: https://polarisproject.org/press-releases/human-trafficking-
during-the-covid-19-pandemic/
8
What’s Next: Moving Upstream
While we must
respond to the
immediate needs and
crisis now, we must
also begin to look
upstream at what is
causing human
trafficking and
interpersonal violence
in the first place.
10
What’s Next: Contra Costa County’s Call to Action for Preventing Interpersonal Violence
The Alliance and the Contra
Costa County Public Health are
co-leading a planning and
capacity-building process to
develop and implement a
countywide “Call to Action”to
promote safety and reduce
interpersonal violence, including
human trafficking. It was
informed by countless
community members and
services providers who
participated in the planning and
development process.
9
11
Thank You
12
CONTACT INFO:
DEVORAH LEVINE
ASSISTANT DIRECTOR
EMPLOYMENT AND HUMAN SERVICES DEPARTMENT
DLEVINE@EHSD.CCCOUNTY.US