HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 10292020 - FHS Cte Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
SPECIAL MEETING
October 29, 2020
1:00 P.M.
The Public may observe and participate in the virtual Zoom meeting by using
this link:
https://cccounty-us.zoom.us/j/96914605233
OR
Calling in using this phone number and Meeting ID code:
1-888-278-0254
Meeting ID: 786066
Supervisor John Gioia, Chair
Supervisor Candace Andersen, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. RECEIVE and APPROVE the draft Record of Action for the September 28, 2020
Family & Human Services Committee Meeting.
4. CONSIDER making recommendations to the Board of Supervisors on the following
advisory body appointments, re-appointments or vacancies:
a. CONSIDER recommending to the Board of Supervisors the appointment to the
Council for Homelessness, for two year terms, of:
Iman Novin of Walnut Creek to the Affordable Housing Developer seat;
Margaret Schlitz of Richmond to the Behavioral Health seat;
Teri House of Antioch to the City Government seat;
Jo Bruno of Antioch to the Consumer seat;
Alejandra Chamberlain of Pleasant Hill to the Education Vocational Training
seat;
Gabriel Lemus of Martinez to the Emergency Solutions Grant seat:
Linea Altman of Concord to the Healthcare Provider seat;
Deanna Pearn of Pleasant Hill to the Homeless Service Provider seat;
Manjit Sappal of Martinez to the Public Safety #1 seat;
Misaki Hiriyama of Martinez to the Veteran Administration seat;
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Maureen Nelson to the Workforce Development seat; and
Renee Hendrick of Crockett to the Youth representative seat.
(Jaime Jennett, Homeless Continuum of Care Planning and Policy Manager)
5. CONSIDER accepting the report and direct staff to continue to provide updates on
implementation of the ordinance as part of staff’s annual report on the County’s
Secondhand Smoke Protections Ordinance, and
CONSIDER directing the Public Health Division to study the impacts of second-hand
smoke exposure in close-proximity housing, such as mobile home parks, and return to
the Committee with recommendation for enhanced protections within 6 months.
(Daniel Peddycord, Public Health Director)
6. CONSIDER accepting report on the on the implementation of the tobacco retailer
licensing and businesses zoning ordinances and return next year with an update, and
CONSIDER directing Public Health staff to track efforts by the tobacco industry to
reverse the protections provided in SB 793, and to keep the Committee informed.
(Daniel Peddycord, Public Health Director)
7. CONSIDER accepting report from the Employment and Human Services Department
on youth housing, employment, education and well-being services and the
Independent Living Skills Program; and continue to support the Children and Family
Services Bureau and its efforts to serve foster youth in the ILSP program. (Don
Graves, Employment and Human Services Department)
8. CONSIDER accepting the report from the Employment and Human Services
Department on the foster care Continuum of Care Reform implementation efforts and
other challenges for the department including those caused by the COVID pandemic.
(Kathy Gallagher, Employment and Human Services Director)
9.The next meeting of the Family and Human Services Committee is scheduled to be held
virtually on November 23, 2020 at 9:00 AM.
10.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons
with disabilities planning to attend Family & Human Services Committee meetings. Contact the
staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and
distributed by the County to a majority of members of the Family & Human Services Committee
less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar St.,
4th Floor, Martinez, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day
prior to the published meeting time. 2
prior to the published meeting time.
For Additional Information Contact:
Dennis Bozanich, Committee Staff
Phone (925) 655-2050, Fax (925) 655-2066
Dennis.Bozanich@cao.cccounty.us
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 3.
Meeting Date:10/29/2020
Subject:RECORD OF ACTION FOR THE PREVIOUS FHS MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: NA
Presenter: Dennis Bozanich Contact: Dennis Bozanich;
925-655-2050
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 September 28, 2020 Family & Human Services
Committee Meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the September 28, 2020 Family &
Human Services Committee Meeting.
Fiscal Impact (if any):
None
Attachments
DRAFT Record of Action - 9/28/2020
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D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
September 28, 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 general public comment.
3.RECEIVE and APPROVE the draft Record of Action for the August 24, 2020
Family & Human Services Committee Meeting.
No public comment. Approved.
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.RECOMMEND to the Board of Supervisors reappointment to the Contra Costa
Advisory Council on Aging (ACOA) the nine individuals listed for At-Large Seats
with all terms expiring on September 30, 2022, as recommended by the Council:
At-Large Seat #2: Shirley Krohn
At-Large Seat #5: Deborah Card
At-Large Seat #6: Steve Lipson
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At-Large Seat #7: Summer Selleck
At-Large Seat #10: Terri Tobey
At-Large Seat #12: Nuru Neemuchwalla
At-Large Seat #15: Mary Bruns
At-Large Seat #17: Kevin Donovan
At-Large Seat #20: Susan Frederick
No public comment. Approved forwarding recommendations to the Board of Supervisors.
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.
No public comment. Recommendation to receive the report was approved.
AYE: Chair John Gioia
Vice Chair Candace Andersen
6.ACCEPT the report from the Employment and Human Services Department on
the oversight and activities of the Community Services Bureau.
No public comment. Recommendation to accept was approved.
AYE: Chair John Gioia
Vice Chair Candace Andersen
7.The next Regular Meeting of the Family and Human Services Committee
scheduled for October 26, 2020 at 9:00AM has been cancelled. The Committee
will hold a Special Meeting on October 29, 2020 at 1:00PM.
8.Adjourn
Meeting was adjourned at 9:45 AM.
For Additional Information Contact:
Dennis Bozanich, Committee Staff
Phone (925) 335-1037, Fax (925) 646-1353
Dennis.Bozanich@cao.cccounty.us
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FAMILY AND HUMAN SERVICES
COMMITTEE - Special Meeting 4.
Meeting Date:10/29/2020
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;
925-655-2050
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.
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 4. a.
Meeting Date:10/29/2020
Subject:RECOMMENDATION FOR APPOINTMENTS TO THE COUNCIL ON
HOMELESSNESS
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Body Recruitment
Presenter: Jaime Jenett, Continuum of Care Planning
and Policy Manager
Contact: Jaime Jenett (925)
608-6700
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was a requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors committee. Review of
appointments to Countywide and At-Large seats on the Council on Homelessness are assigned to
the FHS Committee.
Referral Update:
Please see the attached memo from the Council on Homelessness, which details their request to
fill the 12 vacancies on the 17-member council. All applications that were considered are also
attached for the Committee's review.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment to the Council on Homelessness, for
two year terms, of:
Iman Novin of Walnut Creek to the Affordable Housing Developer seat;
Margaret Schlitz of Richmond to the Behavioral Health seat;
Teri House of Antioch to the City Government seat;
Jo Bruno of Antioch to the Consumer seat;
Alejandra Chamberlain of Pleasant Hill to the Education Vocational Training seat;
Gabriel Lemus of Martinez to the Emergency Solutions Grant seat:
Linea Altman of Concord to the Healthcare Provider seat;
Deanna Pearn of Pleasant Hill to the Homeless Service Provider seat;
Manjit Sappal of Martinez to the Public Safety #1 seat;
Misaki Hiriyama of Martinez to the Veteran Administration seat;
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Maureen Nelson to the Workforce Development seat; and
Renee Hendrick of Crockett to the Youth representative seat.
Fiscal Impact (if any):
NA
Attachments
Appointment Memo For Council on Homelessness - October 2020
Proposed 2021 Roster
Application - Novin
Application - Schlitz
Application - House
Application - Bruno
Application - Chamberlain
Application - Lemus
Application - Altman
Application - Pearn
Application - Sappal
Application - Hiriyama
Application - Nelson
Application - Hendrick
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ANNA ROTH , RN , MS, MPH
HEALTH SERVICES DIRECTOR
LAVONNA M ARTIN, MPH, MPA
HEALTH , HOUSING AND HOMLESS SERVICES
DIRECTOR
CONTRA COSTA
HEALTH, HOUSING AND
HOMELES S SERVICES
ADMINISTRATION
2400 Bisso Lane, D2
Concord, California
94520
PH (925) 608-6700
FAX (925) 608-6741
Contra Costa Behavorial Health • Contra Costa Emergency Medical Services • Contra Costa Environmental Health • Contra Costa Health Plan • Contra Costa Hazardous Materials •
Contra Costa Public Health • Contra Costa Regional Medical Center • Contra Costa Health Centers • Health, Housing and Homeless Services
Proposed Council on Homelessness Roster 20 21
The Contra Costa Council on Homelessness (Council on Homelessness) is appointed by the Contra Costa County Board of Supervisors to
assist and provide guidance in the development and implementation of long range planning and policy formulation that addresse s
homeless issues in Contra Costa County. The Council on Homeles sness provides a forum for communication and coordination of the
County’s Strategic Plan to End Homelessness; educate the community on homeless issues, allocate federal HUD Homeless Assistan ce
funding to providers, and advocate on federal, state and local policy issues affecting people who are homeless or at-risk of
homelessness. Council on Homelessness members are appointed and serve two year terms.
Seat Name Appointee Affiliation City of
Residence
Supervisorial
District
1. Affordable Housing Developer Iman Novin Novin Development Consulting
Walnut Creek IV
2. Behavioral Health
Representative
Margaret Schlitz Portia Bell Hume Center’s West County
FSP Program Richmond I
3. City Government Seat Teri House CDBG Consultant, City of Antioch Pittsburg V
4. CoC/ESG Program Grantee Leslie Gleason Executive Director, Trinity Center Oakland N/A
5. Community Member Seat Lindy Lavender Policy Director, East Bay Leadership
Council Pacheco V
6. Consumer/Consumer Advocate Jo Bruno Consumer Antioch III
7. Education and Vocational
Services Representative
Alejandra
Chamberlain
Homeless Education Liaison, Contra
Costa Office of Education Pleasant Hill IV
8. Emergency Solutions Grants
Representative
Gabriel Lemus Contra Costa Department of
Conservation and Development Martinez V
9. Employment and Human
Services (EHSD) Representative
Sherry Lynn
Peralta
Program Director, Employment and
Human Services Department Hercules I
10. Faith Community
Representative
Doug Leich Multi -Faith ACTION Coalition Danville II
11. Health Care Representative Linae Altman Healthcare for the Homeless Concord IV
12. Homeless Service Provider Deanne Pearn Executive Director, Hope Solutions Moraga II
13.
Public Housing Authority Tony Ucciferri Special Assistant to the Executive
Director, Housing Authority of County of
Contra Costa
Concord
IV
14. Public Safety Representative #2 Shawn Ray Lieutenant, San Pablo Police
Department
San Pablo I
15. Public Safety Representative #1 Manjit Sappal Chief, Martinez Police Department Martinez V
16. Reentry Services
Representative
Patrice Guillory Managing Director,
Healthright 360
Antioch III
17. Veterans Administration
Representative
Masaki
Hirayama
Northern California VA Healthcare
System Oakland N/A
18. Workforce Development Maureen Nelson One Stop Consortium ? N/A
19. Youth Representative Renee Hedrick Youth Action Council member Rodeo V
10.5.20
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IMAN NOVIN 1990 N California Blvd, Ste 800 Walnut Creek, CA 94596 · inovin@novindevelopment.com · (415) 882-4626 EDUCATION UNIVERSITY OF CALIFORNIA, SAN DIEGO San Diego, CA B.S. Structural Engineering, Cumulative GPA: 3.48, Tau Beta Pi Engineering Honor Society June 2007 B.A. Urban Studies & Planning, Major GPA: 3.95, with honors Honors Theses: Equity in Redevelopment Incentive Policy & Affordable Housing Incentive Policy from Theory to Practice Relevant Coursework: Timber & Concrete Design; Conceptual Structural Design; Urban Economics EXPERIENCE NOVIN DEVELOPMENT CONSULTING Various May 2013 - Current Project Management, feasibility & acquisitions consultant with a variety of clients including Enterprise Community Foundation, MidPen Housing Corp., BRIDGE Housing Corp. and Related California. MIDPEN HOUSING CORPORATION Foster City, CA March 2014 –Nov 2015 Manage acqusition efforts throught Bay Area including identifying sites for potential new housing development or acquisition Conduct feasibility analysis, negotiate with property owners and maintain relationships with brokers and key stakeholders BRIDGE HOUSING CORPORATION Irvine, CA Aug. 2011- Jan. 2014 Project manager for Ivy at College Park, a 135 unit affordable rental development for families located in Chino, CA and Summerhouse Phase II, a 110 unit inter-generational affordable rental development for families and seniors located in Temecula, CA Manage a design team including architect, engineers and general contractor through all phases of development process Interface with City officials, planning department and building department to secure building approvals and permits Interact with lenders and investors to secure debt and equity for projects New business development including response to qualifications and networking events BRIDGE URBAN INFILL LAND DEVELOPMENT (subsidiary of BRIDGE Housing Corp.) San Francisco, CA Aug. 2007-Aug. 2011 Evaluate condition and development potential of candidate properties in Northern and Southern California Coordinate entitlements for 624-unit market rate transit village in Oakland; secured LEED ND gold to fulfill condition of approval Created market rent model to stabilize 1,800-unit foreclosed asset in East Palo Alto (former Page Mill Properties) Manage CalPERS portfolio wide green initiatives and responsible contractor hiring policy Respond to RFQ’s and prepare development proposals for potential projects Monitor performance at property, portfolio and fund level and coordinate weekly draws/distributions Prepared government funding applications and secured $36.4M in State Prop 1C funding Conduct financial modeling including IRR calculations, discounted cash flow, financing alternatives and sale sensitivities Implement new technologies to expedite hunting and due diligence activities and advise development team on use CENTRE CITY DEVELOPMENT CORPORATION San Diego, CA Oct.2005- Mar. 2007 Worked with senior staff to design and implement a first time homebuyer program for downtown San Diego Shadowed senior planning staff on the design review of a 22-story market-rate residential high-rise Restructured and managed the agency’s Geographic Information Systems (GIS) and trained staff on use Analyzed use of a density bonus on a proposed affordable housing project to reduce financial gap Drafted and delivered PowerPoint presentation to staff assessing Information Technology needs
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KEYSER MARSTON ASSOCIATES, INC. San Diego, CA Oct. 2004-June 2005 Conducted acquisition due diligence including site analysis, comparable value analysis and best use studies for clients Assisted senior analyst in preparing 2005 affordable housing rent and sales price estimates for the City of San Diego Prepared case studies on redevelopment, mixed-use and smart growth for local government clients SKILLS & AFFILIATIONS Strong research skills, experience with informational databases including CoStar, REIS, MLS and Census Bureau Proficient with engineering & project management software including AutoCAD, SketchUp & MS Project 2010 Fluent in Persian and Spanish Planning Commissioner for the City of Walnut Creek, ULI Young Leaders Group Steering Committee, UrbanPlan Classrom Volunteer PUBLICATIONS Downtown San Leandro Transit-Oriented Development Strategy, Urban Land Institute Bay Area TOD Marketplace Report, 2008 Antioch – Hillcrest Specific Plan, Urban Land Institute Bay Area TOD Marketplace Report, 2009
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MARGARET SCHILTZ, PsyD
License No. PSY28446
717 Western Avenue
Point Richmond, CA 94801
(510) 384-5644 margschiltz@gmail.com
EDUCATION
4/2014 The Wright Institute, Berkeley, CA
Accredited Doctor of Psychology in Clinical Psychology
5/1980 University of Notre Dame, Notre Dame, Indiana
Bachelor of Arts, Program of Liberal Studies
CLINICAL/WORK EXPERIENCE
8/19-Present Portia Bell Hume Behavioral Health and Training Center
Community Mental Health Clinic, Richmond, CA
Clinic Manager, Richmond Clinic
Program Manager, Community Support Program – West (CSP-W)
Program Manager, Community Integrated Outpatient Services (CIOS)
Manage and oversee daily operations of Richmond clinic with support of Clinical
Administrative Assistant. Manage and supervise delivery of clinical and case
management services to 100 adults with moderate to severe mental health disabilities
such as schizophrenia, bipolar disorder, major depressive disorder and post-traumatic
stress disorder as program manager for CSP -W and CIOS programs. Provide weekly
group and individual supervision for mental health clinician and case managers.
Supervise daily morning meeting for CSP-W program. Supervise two licensed Clinical
Supervisor Psychologists. Maintain a personal caseload of clients. Maintain charting and
provide ongoing review of assessments, treatment plans, and session notes as clinical
supervisor in accordance with Hume Center Medi-Cal and Medicare procedures and
regulations. Manage expenses to program budget. Interview and select new staff as
needed to fulfill contract requirements.
7/16-7/19 Portia Bell Hume Behavioral Health and Training Center
Community Mental Health Clinic, Richmond, CA
Program Manager, Community Integrated Outpatient Services
Manage and supervise delivery of clinical and case management services to 70 adults
with moderate to severe mental health disabilities such as schizophrenia, bipolar disorder,
major depressive disorder and post-traumatic stress disorder. Provide weekly group and
individual supervision for clinicians and case managers each, as well as one hour of
didactic training. Maintain a personal caseload of six clients. Provide onsite
management of two administrative staff and collaborate with Hume Center Operations
Manager to oversee office operations. Established charting set-up and provide ongoing
review of assessments, treatment plans, and session notes as clinical supervisor in
accordance with Hume Center and Medi-Cal procedures and regulations. Develop and
manage program budget. Interview and select new staff as needed.
2/16-7/16 Program Coordinator, Community Integrated Outpatient Services
Participated with Program Director in the start-up of a new community mental health
clinic in West Contra Costa County for the Hume Center following the award of a Medi-
Cal funded contract by Contra Costa Health Services, Behavioral Health Division. Took
lead as program coordinator for the newly created West County Outpatient Mental Health
Services. Assisted with interviews and hiring of staff, build out and furnishment of new
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Margaret Schiltz Page 2
office space, outreach to and engagement of 80 transfer clients from the former
contractor, Rubicon. Supervised and reviewed the assessment and treatment plan
development for each client engaged. Trained and supervised 3 clinicians and two case
managers.
9/15-2/16 Portia Bell Hume Behavioral Health and Training Center
Community Mental Health Clinic, Concord & Pittsburg, CA
Mental Health Clinician
Continued to provide group and individual psychotherapy to existing caseload of 20
clients in the Contra Costa Outpatient Program (CCOP) upon completion of post-doctoral
fellowship. As of November, 2015 began working two days per week in the Community
Support Program (CSP) as a transition into a full-time role February 1, 2016 as a license
eligible staff psychologist.
8/14-8/15 Portia Bell Hume Behavioral Health and Training Center
Community Mental Health Clinic, Concord, CA
Post-Doctoral Fellow
Provided group and individual psychotherapy to adult community mental health clients
with moderate to severe mental health disabilities working in the Partial Hospitalization
Program (PHP) and the Outpatient Program (OP).
In PHP, worked as part of a clinical team with 15 to 20 clients in a day treatment
program. Facilitated stabilization of clients recently released from the hospital and
prevented decompensation leading to re-hospitalization. Facilitated process and
educational groups utilizing CBT, DBT and SMART Recovery treatment protocols;
developed activities and programs; provided family therapy and collateral care
coordination for clients; and performed intake assessments and discharge planning.
Staffed PHP after-hours crisis phone one week per month.
In the Outpatient Program, provided individual and family psychotherapy to 18-20 clients
3 days per week. Treated adult clients with moderate to severe chronic mental health
diagnoses. Performed intake assessments, treatment planning, collateral calls with case
managers, doctors and family members, and maintained appropriate charting paperwork.
Facilitated a weekly Aftercare group for client’s recently graduated from the PHP into the
clinic’s outpatient psychotherapy program.
Training and supervision were conducted in a collaborative, consultative environment.
Received training in such areas as suicide assessment, family therapy, and SMART
Recovery.
4/14-7/14 Aegis Treatment Centers, LLC, Santa Maria, CA
Clinic Manager Trainee
Worked as Clinic Manager in training for a substance abuse clinic for the treatment of
opiate addiction. Terminated due to inadequate post -doctoral fellowship supervision to
obtain licensure hours.
9/13-4/14 Completed dissertation for The Wright Institute on “Attention Deficit/Hyperactivit y
Disorder in Adult Women: Personality and Neurotransmitters as measured by the
Neurotransmitter Attributes Questionnaire (NAQ).” Acted as in-home caregiver for
aging parents as mother recovered from stroke.
7/12-8/13 Portia Bell Hume Behavioral Health and Training Center
Community Mental Health Clinic, Concord, CA
Pre-Doctoral Intern
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Margaret Schiltz Page 3
Provided group and individual psychotherapy to adult community mental health clients
with severe mental health disabilities working in the Partial Hospitalization Progra m
(PHP) and the Outpatient Program (OP). Full-time internship was equally divided
between PHP, an outpatient day treatment program, and OP, outpatient individual
psychotherapy services.
Within PHP provided group and individual psychotherapy in order to stabilize clients
recently released from the hospital or to pr event decompensation and re-hospitalization.
Worked as part of a treatment team with 15 - 20 clients diagnosed with schizophrenia,
schizoaffective disorder, bipolar disorder and major depressive disorder. Provided after
hours crisis line coverage on a rotation schedule. Performed intake assessments,
discharge planning, and collaboration with other community service agencies with the
goal of increasing clients’ independent functioning. Collaborated with program
psychiatrist and clinical team for treatment planning.
Provided individual psychotherapy to 12 clients with moderate to severe mental health
disabilities. Performed intake assessments, treatment planning, and collaboration with
community based providers.
Training and supervision were conducted in a collaborative, consultative environment.
Received training in such areas as crisis management, couples therapy, post-traumatic
stress disorder protocols, DBT, psychodynamic diagnostic and treatment planning
protocols.
1/12-4/12 Cognition, Emotion & Personality Course, Clinical Psychology Doctoral Program,
The Wright Institute, Berkeley, CA
Teaching Assistant
Co-taught the winter 2012 trimester course on Cognition, Emotion & Personality as one
of three teaching assistants. The course was mandatory for all second year Wright
Institute PsyD students. Was responsible for attending lecture series, grading weekly
student writing assignments, and leading three discussion classes.
8/11-6/12 The Wright Institute Advanced Assessment Practicum, Berkeley, CA
Psychodiagnostic Assessment Trainee, Fourth Year Practicum
Provide comprehensive psychological assessment testing services for children (6 and
older) and adults. Testing includes clinical interview, cognitive, projective, and
neuropsychological measures administration, scoring, interpretation, diagnosis, report
writing, recommendations, and client feedback on a minimum of six full batteries.
Supervised by Howard Friedman, Ph.D., ABPP
8/11 – 9/13 Dr. Lynn O’Connor’s Emotion, Personality & Altruism Research Group Lab, San
Francisco, CA
Lead Research Assistant
4/11 – 9/11 Research on neuropsychological measures of ADHD in adolescents, Walnut Creek,
CA
Research Assistant
Assisted Howard Friedman, Ph.D., ABPP, a neuropsychologist within the community,
with data entry design and data input from archival files. Scored Rorschach tests in the
RIAP5 scoring system.
7/10 –8/11 Portia Bell Hume Behavioral Health and Training Center
Contra Costa County Outpatient Program, Concord, CA
Therapist, Third Year Practicum
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Margaret Schiltz Page 4
Provided individual psychotherapy to adult community mental health clients at The
Hume Center’s outpatient clinic. Treated clients with serious, chronic mental illnesses
such as Schizophrenia and Bipolar Disorder. Created and started with a fellow student
trainee a psycho-education group for clients on coping with depression and anxiety.
Received training in the areas of crisis management, reporting law, diagnostic and
treatment issues in the areas of PTSD, autism, and mental disability, and theoretical
orientations such as Narrative, ACT, and DBT. Presented two didactic trainings to fellow
outpatient clinic student trainees: one on the effects of toxins on mental health and a
second on language aphasias in schizophrenia. Training and supervision were conducted
in a collaborative, consultative environment.
4/10 – 3/11 Multicultural Course, Clinical Psychology Doctoral Program,
The Wright Institute, Berkeley, CA
Teaching Assistant
Co-taught the spring 2010 trimester course on Multicultural Awareness as one of five
teaching assistants. The course was mandatory for all first year Wright Institute PsyD
students. Course focused on expanding students understanding of race, gender, and
sexual orientation issues as they relate to their work as a psychologist. I also participated
with two fellow teaching assistants in the research and selection of a new video for the
sexual orientation segment of the multicultural course. The new video was shown to the
spring 2011 class.
3/10-6/10 ANKA Behavioral Health, Nevin House Residential Program, Richmond, CA
Therapist, Second Year Practicum
Nevin House is a 16 bed, 3 – 6 month residential dual diagnosis treatment program for
individuals with substance abuse and serious mental illness. Assisted with individual and
group psychotherapy in a multicultural, milieu setting for adults faced with multiple life
challenges
9/09–1/10 Kaiser Permanente Medical Center, Department of Child Psychiatry, Richmond, CA
Therapist, Second Year Practicum
Assist ed clinical team with weekly group assessment of new clients. Provided
observational feedback on assigned children from the group assessment to clinicians at
the clinical team’s case dispositions once a week. Co-led a psychotherapy group for
children ages 8 – 11 years of age with a treatment goal to improve social and coping
skills once a week. Co-taught a thirteen week psychoeducational workshop to parents of
strong-willed adolescents with department head. Participated in didactic training
provided weekly on topics related to child therapy. Provided individual psychotherapy to
children.
9/08–6/09 Options Recovery Services, Berkeley, CA
Therapist, First Year Practicum
Provided individual supportive and insight therapy to Options Recovery clients and led a
didactic, addiction recovery group three nights per week. Participated in weekly training
sessions on addiction recovery topics and psychotherapy interventions, as well as,
attended group supervision.
7/08-9/10 Lincoln Financial Advisors Corporation, San Francisco, CA
Administrative Assistant to Paul Solorzano
Worked part-time as a licensed administrative assistant to a financial planner in the
downtown San Francisco office of Lincoln Financial Advisors.
9/06–6/08 Lincoln Financial Advisors Corporation, Salt Lake City, UT
Business Operations Manager
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Margaret Schiltz Page 5
Managed the business operations for a regional branch office of 70 financial planners.
Was responsible for the implementation of human resources, regulatory compliance and
operations procedures. Turned around staffing issues in the Salt Lake City office and
prepared office for a successful internal audit by January 2007. Coordinated and
managed a successful office move into new space without any disruption of business in
the summer of 2007.
CERTIFICATES
California State University, Long Beach, Long Beach, California
Certificate in Administration of Non-Profit Programs
Visiting Nurse Association of Orange County Hospice, Orange, CA
Certified Hospice Volunteer
References available upon request
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Jo Bruno CMT
Jo.Bruno.CMT@gmail.com
925.570.0306
Resume 2020
EDUCATION
Certification for Massage Therapy Graduated April 2017
• National Holistic Institute (NHI), Emeryville, CA
o Completion of 900-hour training program
o Current Student Ambassador and Student Internship Mentor
Bachelor of Science in Anthropology with Writing Minor Graduated June 2014
• Western Oregon University (WOU), Monmouth, OR
o Who’s Who Award 2012 and 2014
o Service-Learning Trip to Haiti 2013
o Anthropology Club Founder and President 2010-2012
Associates of Art in Journalism (Photography and Graphic Design) Graduated June 2010
• Los Medanos College (LMC), Pittsburg, CA
o Office of Student Life: Leader for Social Change Award 2010
o Lead Student Ambassador 2009-2010
o Photo editor of newspaper 2009-2010
o National Journalism Conference 2008 and 2009
WORK EXPERIENCE
Certified Massage Therapist, CEO June 2017 – February 2020
• The Massage Pit Crew, Bay Area California
o CEO and program manager of on-site chair massage
o Manage NHI externship program
Social Media Consultant/Graphic Design March 2016 – Present
• California Association of Mental-Health Peer Run Organizations (CAMHPRO), California
o Maintain and update website, manage blog posts, and provide data for online platforms
o Expand educational and informational material on CAMHPRO social media platforms
Blogger/Photographer January 2014 – June 2014
• Public Relations Department, Western Oregon University, Monmouth Oregon
o Responsible for attending campus events and reporting via campus blog with photos
o Self efficiently wrote 500-700-word blogs for each event
Non-Traditional Student Peer Advisor September 2011- May 2014
• Student Leadership and Activities Department, Western Oregon University, Monmouth Oregon
o Create and schedule programs for current non-traditional student population
o Produce and publish a bi-weekly newsletter via email
LEADERSHIP POSISTIONS
Delta Peers
• Founder, Committee Chair, Antioch, CA June 2018-Recent
Pool of Consumer Champions
• Public Policy & Education Committee Chair, Oakland CA Sept. 2018 – June 2019
Business Networking International
• Event Coordinator of Referral Factory, Brentwood CA Sept. 2017 – Sept. 2018
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Gabriel C. Lemus
glemus@me.com
Address:
3510 Estudillo Street
Martinez, CA 94553
(510) 717-0544
______________________________________________________________________________________________________
PROFESSIONAL EXPERIENCE
Contra Costa County, Department of Conservation and Development
CDBG Program Manager (Principal Planner – Level A & Level B-Advanced Level) May 2016-Present
Overall administrative management and oversight of the Community Development Block Grant (CDBG) Program,
Neighborhood Preservation Program, and Emergency Solutions Grant (ESG) Program, including the State ESG
Program (approximately $5.1 million total in Program funds). Management of over 40 Community Development
Block Grant (CDBG) economic development, infrastructure/public facilities, public service and Emergency
Solutions Grant (ESG) Program contracts; Grant application review of 40-60 applications, preparation and
presentation of reports and materials for County Board of Supervisors and their subcommittees, program budget
review, and supervising and reviewing work of four subordinate staff; NEPA environmental review specialist and
NEPA Certifying Officer for the County, including review and sign-off of staff’s completed environmental review
documents under NEPA; Established and maintained excellent relationships with non-profit community
organizations (30 to 40 organizations) throughout the County; Established and maintained excellent working
relationships with U.S. Department of Housing and Urban Development (HUD) representatives with no major
programmatic findings during HUD audits; Thorough knowledge of HUD reporting system (IDIS reporting system)
for the CDBG and ESG Programs. Advise and present to various County committees, community stakeholders,
and residents on project findings and proposals at monthly meetings/hearings.
Contra Costa County, Department of Conservation and Development
CDBG Program Planner/Redevelopment Project Manager (Planner III) May 2006-April 2016
Contract/Project management of various Community Development Block Grant (CDBG) economic development,
infrastructure/public facilities, public service and Emergency Solutions Grant (ESG) Program contracts;
Preparation and presentation of reports and materials for County Board of Supervisors and their subcommittees,
Review work of three subordinate staff; Implementation of the County’s CDBG-Recovery (CDBG-R) Program
(approximately $1 million in Program funds), which included completion of 14 public facility improvement
projects for various non-profit and public agencies throughout the County; Implementation of the County’s
National Stabilization Program 3 (NSP3), which included the project management of a $1.8 million rehabilitation
project of a 16-unit multi-family apartment building; Management and creation of the 5-year Consolidated Plan for
federal programs, which included coordination with four other CDBG entitlement cities in the County and
coordination of community outreach efforts; NEPA environmental review specialist and NEPA Certifying Officer
for the County, including review and sign-off of staff’s completed environmental review documents under NEPA;
Established and maintained excellent relationships with non-profit community organizations (30 to 40
organizations) throughout the County; Established and maintained excellent working relationships with U.S.
Department of Housing and Urban Development (HUD) representatives with no major programmatic findings
during HUD audits; Thorough knowledge of HUD reporting system (IDIS reporting system) for the CDBG and
ESG Programs. Advised and presented to various County committees, community stakeholders and residents on
project findings and proposals at monthly meetings/hearings; Conducted and coordinated inventories and/or
interpret their findings on subjects such as physical resources, land use, facilities, and transportation for a
redevelopment project area (Note: Redevelopment Agency work ended in February 2012 due to elimination of
redevelopment agencies in California).
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Contra Costa County, Community Development Department-Redevelopment Division
Planner II (CDBG Program Planner/Redevelopment Project Planner) March 2004-April 2006
CDBG Program and Redevelopment Agency: Project manager for public service projects and various
infrastructure and rehabilitation projects (20-30 contracts totaling approximately $760,000 each year), which
included management of rehabilitation projects to various public facilities and infrastructure within low-income
neighborhoods; Conducted and completed environmental reviews for all CDBG funded projects; Review of 50-60
CDBG public service and infrastructure/public facilities applications; Preparation of staff reports for all CDBG
public services applications and various infrastructure/public facilities applications; Project Manager/Planner for a
Redevelopment Project area in the western portion of Contra Costa County, which included preparation of reports,
and holding monthly redevelopment and community advisory committee meetings, included grant writing for
“complete street” improvements.
Contra Costa County, Community Development Department-Redevelopment Division
Planner I (CDBG Program Planner) Dec. 2002-Feb. 2004
CDBG Program: Project manager for all CDBG public services projects (40-45 contracts totaling over $680,000
each year) that provided services to a wide range of low-income populations, including the homeless, elderly,
persons with disabilities, victims of domestic violence, low-income renters, and persons residing in low-income
neighborhoods; Review of 50-60 CDBG public services applications; Preparation of staff reports for CDBG public
services applications; Conducted and completed environmental reviews for all CDBG funded projects (housing,
economic development, infrastructure, and public service projects).
OTHER EXPERIENCE
City of Martinez, Planning Commission
Planning Commissioner Oct. 2014-March 2019
Contra Costa County, Contra Costa Council on Homelessness
Council Member (Chair: August 2016 – February 2018) February 2016-Present
PROFESSIONAL QUALITIES
•Communication/Customer Service •Budget Writing and Management •Quantitative Skills
•Project Management •Public Presentation •Leadership
•Teamwork •Analytical Thinking & Problem Solving •Organizing & Coordinating
COMPUTER SKILLS
Solid PC skills and familiar with Apple Macintosh; Windows; Microsoft Word; Microsoft Excel; Microsoft Works;
Microsoft PowerPoint
LANGUAGES
Fluent in English and Spanish
EDUCATION
CORNELL UNIVERSITY, School of Architecture, Art, and Planning
Master’s in Regional Planning: Concentration in Economic and Community Development
UNIVERSITY OF CALIFORNIA, LOS ANGELES, College of Letters and Sciences
Bachelor of Arts in History and Bachelor of Arts in Chicana/Chicano Studies
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REFERENCES:
Robert Calkins, (Retired) Deputy Director – Contra Costa County, Department of Conservation and Development
(707) 486-7348
bobtcalkins@aol.com
James Kennedy, (Retired) Deputy Director – Contra Costa County, Department of Conservation and Development
(925) 228-4253
kennedyjim222@gmail.com
Brenda Kain, Housing Manager - City of Concord
Community Services Division
1950 Parkside Drive, MS/10
Concord, CA 94519
(925) 671-3088
Brenda.kain@cityofconcord.org
Lina Velasco, Planning & Building Services Director - City of Richmond
Planning Division
450 Civic Center Plaza
Richmond, CA 94804
(510) 620-6841
lina velasco@ci.richmond.ca.us
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Linae Young
Linae Young
4069 Sacramento Street Concord, California (925) 323-1289 linaeyoung@gmail.com
Education
Touro University, California
Master of Public Health, 2013
Major: Global/International Health
California Polytechnic State University (Cal Poly), San Luis Obispo
Bachelor of Science, June 2009
Major: Kinesiology
Contra Costa County Public Health Clinic Services, Concord, CA
Public Health Program Specialist I, Whole Person Care, CommunityConnect September 2017-Present
Manage and supervise Homeless Service Specialists
Lead, coordinate and maintain County division collaboration efforts
Coordinate and attend meetings with Countywide programs and community based organizations
Establish program priorities, goals and objectives
Review, evaluate, implement and interpret program policies to insure compliance with State and Federal
program mandates
Lead and assist in pilot program planning and project development
Lead program innovation projects
Evaluate and review staff performance and productivity
Provide reflective supervision for staff on a bimonthly basis
Develop workflows, processes and procedures for care coordination
Lead staff recruitment, hiring and evaluating the work of program staff
Interprets policies and procedures for program staff
Monitor and evaluate program activities and budget
Practice cultural competency differences of the County's diverse population
Contra Costa County Public Health Clinic Services, Concord, CA October 2016-Present
Planning and Policy Manager, Health Care for the Homeless
Set goals and objectives and establish program priorities
Reviews, evaluates, implements and interprets program policy to insure compliance with State and
Federal program mandates
Annually review, update, monitor and evaluate program activities and budget
Review and prepare annual and quarterly reports to manager and Board for approval
Identify urgent needs for program services and makes appropriate referrals
Lead and coordinate program planning efforts
Provide supervision, technical assistance and consultation to program staff
Participate in recruitment, hiring and evaluating the work of program staff
Represent the program at meetings with local, State and Federal program representatives
Coordinate and attend meetings with Countywide programs and community organizations
Write and review proposals for grant submissions and reports
Develop and conduct community needs assessments and satisfaction surveys
Conduct program evaluation and develop future recommendations
Collect, analyze and report statistical data
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Linae Young
Plan and supervise educational outreach activities and develops program informational material
Coordinate Countywide clinical and health education programs
Organize and advise Federal program Governing Board in compliance with Federal requirements
Contra Costa County Public Health Clinic Services, Martinez, CA January 2016 – October 2016
Senior Health Education Specialist, Health Care for the Homeless
Plan, conduct and evaluate health education and health prevention aspects of programs and recommends
policies to protect and promote public health.
Coordinate multiple program elements such as outreach efforts, health education and community
awareness & involvement.
Confer with and advise staff on strategies to integrate health education into the department’s functions.
Represent the department with various community organizations and citizen committees.
Conduct needs assessments and prepares reports and recommendations on community health needs and
services.
Collect, analyze and report statistical data
Develop health education curriculum based on needs assessment for Contra Costa County community
members.
Reduce barriers for homeless clients by offering affordable, accessible and quality health care in non
traditional settings.
Educate the homeless population within the shelter environment on health education topics such as
hypertension, diabetes management, wound care and much more.
Organize and arrange for discussion groups on health problems.
Evaluate reports on health education services and educational programs.
Direct and coordinate relevant training activities as needed.
Attends meetings and seminars and participates on various community committees.
Maintains and distributes health educational material to the staff and the general public as appropriate.
Prepare visual aids, display and outreach materials
Publicize health programs and services through various media.
Present health education material at the individual, group and community level.
Contra Costa County Public Health Clinic Services, Martinez, CA October 2013 – December 2015
Health Education Specialist, Public Health School-Based Clinics
Assist administrators and supervisors in planning, conducting and evaluating health education and health
prevention aspects for Contra Costa County Public Health Clinic Services.
Confer with and advise staff on health education and preventive principles and the techniques of
community organization.
Review publications for education sustainability and curriculum development to promote health. Assist
in community needs assessments.
Develop health education curriculum based on needs assessment for community of Contra Costa
County.
Reduce barriers for adolescents by offering affordable, accessible and quality health care at the high
schools.
Manage Contra Costa County schoolbased health clinic flow and scheduling. Educate adolescents on
anatomy, reproductive, mental and preventive health.
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Linae Young
Encourage and empower adolescents to take interest in their own health responsibilities.
Manage the communications and relationships between Contra Costa County Public Health Clinic
Services and local schools and community organizations.
Evaluate and report on health education services and programs within the county.
Develop, maintain and distribute health education material to the staff and members of the community.
Develop and create visual aids and display materials to promote health services.
Conduct research and needs assessment for colleague trainings and educational updates.
Organize and arrange for discussion groups on health problems within the community.
Present health education material at the individual, group and community level.
Provide excellent customer service to all clients, colleagues, and community partners.
Capstone Paper, Touro University, Vallejo, CA February –May 2013
Knowledge of Mother-to-Child Transmission of HIV/AIDS in Ethiopia
American Public Health Association National Conference Abstract Accepted 2013
Author
Background research, secondary data collection, regional sample selection, ordinal data analysis
(Descriptive, Bivariate and Multivariate Analysis – Ordinal Multiple Logistic Regression using SPSS)
data interpretation, recommendations based on findings
Paper construction and formatting
Granted authorization of Ethiopia Demographic and Health Survey
PowerPoint development and presentation of research and findings.
Jimma University Hospital, Jimma, Ethiopia September –December 2012
Assessment of CD4+ T-Cell Levels in HIV Infected Breast Milk
Project Manager
Served as the Touro University primary point of contact on Touro Breast Milk Project while in Ethiopia
while collaborating with the Head of the Pharmacy Department and Director of Maternity Ward and
Head of Obstetrics at Jimma University.
Demonstrated strong interpersonal skills for working closely with team members.
Administrative duties managing research and study teams in varying departments.
Developed fiscal projections and budgets while overseeing the fiscal aspects of project locally and
globally.
Development and completion of study materials such as team member orientation and instructions,
consent forms, questionnaires, data collection records, supply inventory and financial/grant documents.
Recruitment of project team members (10) and participants of approximately 60.
Attend & contribute to project meetings with collaborators and team & take minutes/notes.
Assess project progress & any issues that may arise and report to principle investigator.
Ensure quality of data collected
Manage and help with any lab procedures or experiments if needed
Monitor all activities that are related to the research project such as: patient recruitment, data collection,
data interpretation & analysis, lab analysis, & study progression.
Health Education and Wellness Program, Elsa Widenmann Elementary, Vallejo, CA 2011- 2012
Public Health Educator
Needs Assessment establishing participant’s demographics and prior knowledge.
Lesson plan development
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Linae Young
Health education mentoring and activity leader
Engaging young students about healthy behaviors such as dietary, oral, physical activity.
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Deanne Pearn
Contra Costa Interfaith Housing
399 Taylor Blvd., #115 Pleasant Hill, CA 94523
dpearn@ccinterfaithhousing.org * 925-944-2246
SUMMARY
Visionary and dynamic professional provides leadership on a local, statewide and national
landscape addressing the needs of homeless populations. Co-created and expanded $20
million nonprofit organization to respond to alleviate poverty and eliminate disparities
between vulnerable youth and their peers. Highly successful fund raiser plays lead role in
policy development and organizational impact and growth. Works highly collaboratively and
has written extensively about systems of care for children and their families.
EDUCATION
M.P.P., Goldman School of Public Policy, University of California at Berkeley
B.A. Human Biology, Stanford University
PROFESSIONAL EXPERIENCE
CONTRA COSTA INTERFAITH HOUSING, PLEASANT HILL, CA
April 2017-Present
Executive Director of organization committed to ending poverty and
homelessness among the most vulnerable families and individuals by providing
permanent supportive housing and intensive services.
Set vision and strategy for dynamic non-profit that serves 1,100 people per
year in Contra Costa County
Lead staff of 45 and manage $4.2M agency budget
Lead team of 5 Directors to implement 5 major program areas across the
County
Ensure systems in place to deliver highest quality services to residents and
clients of CCIH
Work with other providers and county partners to fundamentally improve
housing and homeless service delivery system county-wide
FIRST PLACE FOR YOUTH, OAKLAND, CA June 1998-
Present
Co-Founded premier organization designed to end homelessness among former
foster youth.
Helped grow agency from 2-person start-up into statewide organization touching
2500 youth per year with budget of $20 Million and over 100 employees; h ighly
respected organization known for innovation, being performance/outcomes
driven, and embodying youth development framework
Vice President of Policy July 2010-
Present
Created policy department to strengthen organizations efforts to shape systems
level change to fundamentally improve outcomes among transition age foster
youth
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Advocate key policy changes--California’s Fostering Connections to Success Act
extends foster care to 21. Participate in statewide/local county working groups to
implementation of key policies/programs
Advocate for transparency/performance standards among public contracts to
ensure public investments in transition age youth are yielding a strong return on
investments
Author regular issue briefs to help build the field and promote best practices.
Present at national, state and local conferences regarding best practices for
helping homeless youth attain permanent housing and strong educational and
employment gains
Chief Development Officer
Lead department to raise $7.8 million through individual, foundation, government
and event revenue in FY 2010. Manage agency communications, marketing
strategies, messaging and branding
Responsible for agency communications--quarterly newsletters, website, annual
report, collateral materials, press releases, and donor engagement
Raise issues awareness through speaking engagements and presentations to
state legislators, academic audiences, funders and service providers
Program Director
Designed programs and evaluation measurement combining scattered site
housing, education and employment support, and intensive case management to
help transition age foster youth achieve long-term self sufficiency; Developed
partnerships with community of providers--county stakeholders and young adult
participants; created Youth Advisory Board to provide input and worked with
partner organizations in Alameda County to birth the Alameda County Foster
Youth Alliance.
Alameda County, Social Services Agency, Oakland, CA
Graduate Research Associate June 1997-
September 1997
Analyzed research and developed empirically based employability assessment tool for welfare
recipients.
Presented findings to 50 Agency managers/executives.
Jesuit Volunteer Corps
Placement at Volunteer Legal Services Program, San Francisco, CA
Special Projects Coordinator August 1995- August
1996
Spent year exploring the intersection of spirituality, social justice and community with cohort
of full-time volunteers. Provided advocacy and holistic case management for homeless clients;
coordinated monthly legal clinic for San Francisco residents; and conducted client intake and
referral on poverty law issues.
Research Analyst, Health Systems Research, Inc., Washington, DC October
1993 - July 1995
Researched federal, state, local maternal/child health programs and state health care reform
initiatives.
Environmental Fellow, Homemaker’s Union and Foundation, Taipei, Taiwan, ROC
June 1991- September 1991
Facilitated public awareness campaign of environmental issues; taught environmental
education classes.
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BOARD MEMBERSHIPS
Contra Costa County Council on Homelessness (2018-) - Advisory Board to County’s Health,
Housing and Homeless Service Department and Board of Supervisors regarding community’s
efforts to end homelessness
Housing California Board Member, (2009-2016) Board member for statewide policy and
advocacy organization dedicated to affordable housing for most vulnerable.
Sequoia Nursery School Board (2010 – 2013) Board President, Vice President, Secretary for
cooperative preschool
RECENT PUBLICATIONS
Van Buren, Pearn, Leer, Jones, Cobbs; “More than Me: 2015 Exploratory Study of Pregnant and
Parenting Youth in the Foster Care System,” Issue Brief published by First Place for Youth,
March 2016.
Pearn, Orozco, Selver, Cobbs; “Staying Power: Longer Stays in the My First Place Program
Contribute to Successful Outcomes for Transition Age Youth,” Issue Brief published by First
Place for Youth, October 2012.
HONORS AND AWARDS
*0 Keynote commencement speaker, University of California at Berkeley, Goldman School of
Public Policy, May 2003
*1 Guest Lecturer, Public Management Class, UC Berkeley Goldman School of Public Policy
*2 “Alumnus of the Decade", Goldman School of Public Policy to honor contribution made to
foster care community through development of First Place Fund for Youth. September 2001
RECENT PRESENTATIONS – (full list of presentations available)
“Strategic Use of Longer-Term Housing Options for Youth,” workshop presented at National
Alliance to End Homelessness National Conference on Ending Family and Youth Homelessness,
Oakland, CA February 19, 2016.
“Working with Systems Involved Youth,” workshop presented at National Alliance to End
Homelessness National Conference on Ending Family and Youth Homelessness, San Diego, CA,
February 20, 2015.
“Improving Economic Self-Sufficiency: Enhancing Employment Outcomes and Increasing
Income,” workshop presented at National Alliance to End Homelessness Nat’l Conference,
Ending Family and Youth Homelessness, New Orleans, LA, 2014.
“Fulfilling the Promise of the Fostering Connections to Success Act: Lessons From California,”
presentation to National Resource Center for Youth Development Conference, Philadelphia, PA,
August 7, 2014
“Promoting Housing Stability for Newly Re-housed Families and Youth: Case Management and
Financial Assistance,” workshop presented at National Alliance to End Homelessness National
Conference on Ending Family and Youth Homelessness, New Orleans, LA, February 19, 2014.
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Manjit Sappal
525 Henrietta Street, Martinez CA 94553
Contact Number:E-mail Address:
925-372-3445 msappal@cityofmartinez.org
Education:
Master’s Degree – Public Administration, Golden Gate University, San Francisco, CA (2014)
Focus on public administration, completed in thirteen months with a 4.0 GPA
PERF Senior Management Institute for Police, Boston University, MA (2012)
FBI National Academy Session 241, Quantico VA; (June 2010)
Bachelor’s Degree – Business Management, University of Phoenix, San Francisco, CA (2003)
San Francisco State University, San Francisco, CA; September 1992 to December 1994
Diablo Valley College, Pleasant Hill, CA; September 1989 to June 1992
Contra Costa College, San Pablo, CA; 1989 to 1990
Professional Experience:
Chief of Police, Martinez Police Department, CA (pop. 39,000), 2015 to present
55 personnel; $12m budget
Provide policy direction for an organization of over 50 employees to enhance the safety and
quality of life of our community.
Leverage partnerships in a variety of collaborations to enhance the quality of life for our
residents and visitors.
Provide opportunities for team building, employee development, and problem solving
within the organization.
Work with City Government and City Departments to solve neighborhood problems.
Implemented geographic based community policing model for neighborhood problem
solving.
Captain (+other ranks), Richmond Police Department, Richmond, CA (pop. 110,000), 1997 to
2015
320 personnel
Exercised managerial command over the Northern Policing and Southern Policing Districts
as well as the Criminal Investigative Section, the Crime Analysis Unit, the Police Service
Dog program, the Range/Armory program, and chaired department Use of Force Review
Committee.
Developed crime reduction, crime prevention, and quality of life improvement strategies to
facilitate neighborhood problem solving.
Formulated crime reduction strategies with a heavy emphasis on managing neighborhood
beat projects and engaging the community with an emphasis on building collaborative
relationships.
Crime reductions were achieved each year in the Northern District for a 31% decrease in
residential burglaries and a 19% reduction in auto thefts in 2014.
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Led and managed the Professional Standards Unit and was involved investigating several
high profile cases of corruption. Coordinated with the FBI on corruption cases and
introduced technology for case management that was later adopted department wide for use
of force reprting.
Created CompStat program for the police department with a component of crime mapping
and data analysis.
Experience in numerous areas of policing to include Patrol, SWAT, Narcotics Enforcement,
and Investigating homicides, gang crimes, and gun offenses.
Police officer, Pittsburg Police Department, CA (pop. 65,000), 1995 to 1997
Provided police services and served as a School Resource Officer at Pittsburg High School
Certifications:
POST Executive Development Course certificate
POST Management and Supervisory certificates
POST Advanced, Intermediate, and Basic certificates
Executive Development course certificate – POST mandated for police chief Executive
Certificate
Professional Memberships and Civic Organizations:
International Association Chiefs of Police (IACP)
Police Executive Research Forum (PERF)
FBI National Academy Associates
Member of Rotary and Kiwanis in Martinez
Member of Contra Costa County Council on Homelessness from 2018 to 2020
Advisory Board member for the Boys and Girls Club - El Sobrante, CA
Cub Scout Pack 645 – Assistant Cubmaster
Lamorinda Youth Association coach (2007, 2010, 2012, and 2014) for kindergarten –
second grade sports
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SUMMARY OF QUALIFICATIONS
Proven ability to promote VA commitment to ending homelessness by forming effective partnerships
with three Continuum of Cares with a diverse group of providers, governing bodies, and veterans.
Direct key VA activities, strategic planning, system performance evaluation and partnerships and
engagement in compliance with federal, state and local CoC program requirements.
Proven ability to work and prioritize multiple tasks independently and with minimum supervision.
Excellent written/ oral communication and interpersonal skills as well as clinical/administrative
consultative skills.
Experience developing technical assistance and drafting clear and concise correspondence.
Expertise in working with diverse patient populations and making relevant referrals, including chronic
homelessness, dual diagnosis, substance use disorder, severe mental illness, women, combat Veterans,
and older adults.
PROFESSIONAL EXPERIENCE
08/2019 – Present Coordinated Entry Specialist
Northern California VA Healthcare System Oakland, CA
Represent the VA in relevant community-wide planning efforts to end homelessness.
Maintain knowledge and expertise regarding VA and CoC regulations and requirements to ensure that
VA activities are following VA expectations and HUD.
Overseeing the integration of VA resources into the larger CoC homeless systems to support increased
accessibility, transparency, and utilization of VA resources.
Develop and maintain active collaborations with governmental and non-governmental leadership, local,
state and national advocacy groups, homeless service providers, and formerly homeless clients.
Lead veteran case conferences and leadership meetings for resource-matching and prioritization of
resources.
Provide leadership in the community by actively participating in local plans to end Veteran
homelessness as well as conducting and leading the coordination of outreach services to homeless
Veterans.
Developing a communication strategy and protocols for VA medical centers (VAMCs), Veteran
Integrated Service Networks (VISNs), collaborating VA offices, and non-VA partners related to new
approaches for targeting Veterans and providing case management and supportive services in HUD-
VASH.
Identifying the steps and tasks for both the VA, public housing authorities (PHAs), and non-VA partners
to increase the utilization of HUD-VASH vouchers.
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06/2014 – 08/2018 Grant and Per Diem (GPD) Liaison
Northern California VA Healthcare System Oakland, CA
Provide oversight of GPD programs with two models to ensure the programs provide quality services
that comply with applicable regulations as well as the GPD proposal that was submitted and approved
for funding.
Partner with outside agencies in negotiating the needs of the greater community with the priorities of
the VA.
Collaborate with GPD providers to use data from HOMES and VSSC and incident reports to monitor and
improve program outcomes, lengths of stay, lower barriers to admission, and to identify staff’s training
needs.
Assemble a team of subject matter experts to complete yearly inspections and deciding for approval of
continued per diem payments based on the program meeting GPD requirements and standards.
Quarterly, provide VSSC scorecard outcomes as well as occupancy rates to program administrators and
provide consultation on how to maintain compliance with GPD expectations.
Provide clinical consultation to GPD programs for complex cases, e.g. active substance abuse; conflict
between veterans; discharge planning within 24 months; and providing relevant resources and
referrals.
Establish accurate billing procedures to submit GPD vouchers and invoices in a timely manner.
Determine eligibility for GPD programs, including eligibility for various GPD models; consult VA
eligibility and HEC.
Complete accurate documentation in a thorough and timely manner in CPRS and in HOMES.
05/2013 – 06/2014 Compensated Work Therapy (CWT) Coordinator & Case Manager
San Francisco VA Medical Center San Francisco, CA
Monitored two homeless Transitional Residences (11 vets) and Transitional Work Experience program
(20 vets).
Oversaw all operations of 11 bed Transitional Residence, including health/safety inspections, clinical
documentation, billing procedures, and mediating conflicts between residents.
Developed policies and procedures that comply with CARF, JCAHO, as well as VA handbooks.
Completed VA reports to local leadership, VISN, and VACO accurately and on time.
Reviewed and assigned electronic CWT consults to most clinically indicated program.
Completed documentation in a thorough and timely manner in CPRS, including HOMES and NEPEC
forms.
Provided consultation to staff regarding psychosocial needs of Veterans and the impact of psychosocial
problems related to substance use, mental and physical health care.
Provided effective discharge planning, including coordinating referrals to HUD-VASH and providing
housing referrals.
Provided case management to Veterans with complex mental health and substance abuse issues,
including a variety of physical and mental health care needs.
01/2010 – 05/2013 PACT Social Worker, Medical Practice, Geriatrics, Women's Clinic
San Francisco VA Medical Center San Francisco, CA
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Coordinated referrals to housing programs (HUD-VASH, GPD, HCHV) to address unstable housing and
homelessness; also made referrals to address eviction, rental assistance grants, and locating low-
income housing.
Coordinated and implemented treatment plans with the Veteran, family and providers to minimize risk.
Provided consultation to interdisciplinary team about psychosocial issues that impact treatment plans.
Assessed Veterans that have a wide range of complicated biopsychosocial issues in primary care and
specialty clinics with over 13,000 patients combined.
Appropriately responded to crises, including APS, CPS, domestic violence, and homelessness.
Organized and delivered group clinics to Veteran for efficient dissemination of information.
Created and delivered training on elder abuse to geriatric fellows and MSW interns.
Completed documentation in a thorough and timely manner in CPRS.
09/2009 – 01/2010 Medical Social Worker and Clinical Therapist (24 hours/ week)
Community Health Resource Center San Francisco, CA
Provided outpatient case management and consultation services to patients in Hematology/Oncology,
Cardiology, and Pulmonary clinics of California Pacific Medical Center, San Francisco.
Conducted assessments and interventions to a medically fragile population.
Provided referrals to relevant community resources.
Provided outpatient therapeutic services, utilizing a variety of therapeutic modalities.
10/2007 – 02/2009 Social Worker, MHRRTP - Domiciliary
VA Greater Los Angeles Los Angeles, CA
Provided complex treatment coordination and discharge planning for homeless population.
Coordinated referrals to housing programs (HUD-VASH, GPD, HCHV) to address unstable housing and
homelessness; also made referrals to address eviction, rental assistance grants, and locating low-
income housing.
Conducted assessments and treatment plans for a diverse group of Veterans, including chronic
homelessness, substance abuse, and mental health issues.
Collaborated with an interdisciplinary team to develop, coordinate and implement treatment plans.
Provided weekly individual and group therapy; utilized CBT, crisis intervention, and Seeking Safety.
Completed documentation in a thorough and timely manner in CPRS.
6/2007 – 10/2007 Contract Social Worker, MHRRTP
VA Greater Los Angeles Los Angeles, CA
Provided complex treatment coordination and discharge planning for homeless population.
Coordinated referrals to housing programs (HUD-VASH, GPD, HCHV) to address unstable housing and
homelessness; also made referrals to address eviction, rental assistance grants, and locating low-
income housing.
Conducted assessments and treatment plans for a diverse group of Veterans, including chronic
homelessness, substance abuse, and mental health issues.
Collaborated with an interdisciplinary team to develop, coordinate and implement treatment plans.
Provided weekly individual and group therapy; utilized CBT, crisis intervention, and Seeking Safety.
Completed documentation in a thorough and timely manner in CPRS.
09/2006 – 05/2007 Social Work Intern (24 hours/ week)
VA Greater Los Angeles Los Angeles, CA
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M A S A K I H I R A YA M A , L C S W ( C A L C S # 2 6 7 7 8 )
E m a i l : h i r a y a m a . m @ g m a i l . c o m M o b i l e 4 1 5 9 0 0 9 9 5 9
Provided weekly therapy and case management in the Day Treatment Program.
Assessed Veterans with serious mental illness and geriatric issues.
Co-facilitated groups using CBT, MI, supportive therapy, psychoeducation, and psychotherapy.
Collaborated with an interdisciplinary team to develop, coordinate and implement treatment plans.
Organized and delivered presentations on early dementia to families of Veterans.
10/2005 – 06/2006 Social Work Intern (16 hours/ week)
Prototypes Los Angeles, CA
Provided weekly psychotherapy to homeless victims of domestic violence and Prop. 36 clients in a
residential treatment facility for women and children in Los Angeles.
Provided case management, court accompaniment, and advocacy for mothers to regain custody of
children and file restraining orders.
Collaborated with an interdisciplinary team to coordinate and implement treatment plans and
discharge plans.
EDUCATION
06/2007 Masters, Social Welfare (Specialization: Gerontology)
University of California, Los Angeles
01/2000 BA Cultural Anthropology and BA Japanese Studies
University of California, Los Angeles
Graduated with Honors, Dean’s List of Academic Excellence, Golden Key National Honor
Society
Page 4 of 578
M A S A K I H I R A YA M A , L C S W ( C A L C S # 2 6 7 7 8 )
E m a i l : h i r a y a m a . m @ g m a i l . c o m M o b i l e 4 1 5 9 0 0 9 9 5 9
LEADERSHIP ACTIVITIES AND PROFESSIONAL PRESENTATIONS
08/2020 HUD-VASH National Orientation Call Presenter: Partnering with SSVF – A Pilot
Project
07/2020 Supportive Services for Veteran Families National Call Presenter: Partnering
During COVID-19
07/2018 Grant and Per Diem National Call Presenter: Integration of GPD with
Coordinated Entry
10/2015 – 3/2020 Co-Chair & Secretary, Professional Standards Board, Northern CA VA
Healthcare System
Review recommendations of initial appointment of new employees as well as promotions of existing
employees to be compliant with SW Standards Board Handbook
02/2011 – 06/2013 Co-Chair, Professional Standards Board, SF VA Medical Center
Review recommendations of initial appointment of new employees as well as promotions of existing
employees to be compliant with SW Standards Board Handbook.
12/2010 – 05/2013 Contributor, Committee Leadership in Aging
Recruited gerontological social workers by writing quarterly publications for a national newsletter that
is distributed to MSW students and practitioners.
09/2005 – 06/2007 Co-Chair, Gerontology Student Caucus, UCLA
Organized and executed activities to increase awareness of gerontological social work, such as a tour of
senior programs for students and a shadowing experience with 2nd year students .
03/2006 – 06/2006 Mentee, Senior Fellows Mentorship Program, UCLA
Selected amongst applicants to be mentored by David E. Janssen, Chief Administrative Officer, County
of Los Angeles, to organize and present community presentation on housing and homelessness.
PROFESSIONAL DEVELOPMENT
06/2013 Psychiatric Rehabilitation Association Annual conference
07/2011 Approaches to the Challenges of Dementia conference
06/2011 PACT New Models of Care conference
11/2010 Motivational Interviewing for Hazardous Drinking in Patients with Hepatitis C conference
10/2010 Emerging Leaders Development Program
05/2008 Acceptance and Commitment Therapy conference
12/2007 Seeking Safety conference
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MAUREEN NELSON, M.A.
Work: (925) 671-4542 MAUREENPNELSON@GMAIL.COM Cell: (925) 708-7476
ONE STOP CONSORTIUM ADMINSTRATOR
GRANT OVERSIGHT | BUDGET MANAGEMENT | COMPLIANCE & MONITORING
PARTNER ENGAGEMENT | PROGRAM COORDINATION & EVALUATION | STRATEGIC PLANNING
Fifteen years in workforce development with responsibilities ranging from management of grants, programs,
projects and budgets to supervising and developing staff to convening partnerships to support shared clients/
students to achieve success. Experience in higher education, government and non-profit settings. Passionate
proponent of Strong Workforce, promoting Career Education programs, especially to underserved groups, as
pathways to high-wage jobs. Excel in communication; background in publishing and training.
M.A. in Career Development • Global Career Development Facilitator (GCDF) Instructor
PROFESSIONAL HISTORY & HIGHLIGHTS
CONTRA COSTA COUNTY, EMPLOYMENT & HUMAN SERVICES, Concord, CA 2012–Present
Administrator – America’s Job Center of California (AJCC) 2017–2020
Assistant Administrator 2012–2017
Oversee and support four sites of America’s Job Center of California (AJCC), all core programs and grants.
Hire, train, supervise and evaluate site managers and support staff. Promote programs and services
throughout county. In collaboration with education partners, promote middle-skill trainings in strategic
industries: Advanced Manufacturing; Health Care/Biotech; Information and Communication Technology
(ICT); Transportation and Logistics; Construction; Energy. Serve as face of AJCCs to community; resolve
complaints. Serve as key contact for bureau in Executive Director’s absence.
Roles & Responsibilities:
• PROGRAM MANAGEMENT. Oversee all programs, projects and budgets of AJCCs, ensuring equal
access to all groups and a diverse clientele. Track and analyze data and report outcomes. Analyze
regulations and develop policy, procedures, trainings and tools. Supervise four managers plus
support staff. Hire, train, motivate, coach and evaluate staff. Use best practices of progressive dis-
cipline. Successfully partner with unions. Active in county mentoring program and cross-func-
tional roundtables. Planned and executed staff enrichment series, securing speakers.
• GRANT MANAGEMENT. Serve as co-lead on grant life cycle from application to close, including
budget monitoring, data tracking, quarterly and final reporting. Key contributor to extension/
modification (including budget) requests. (Also served as rater for proposals submitted to WDB.)
• COLLABORATIVE WORK. Convened One-Stop Consortium (in which Diablo Valley College partici-
pated), superseded by MOU Partnerships. Subsequently launched Workforce Integration Net-
works (WINs), comprised of organizations focused on career education and employment. Serve
on advisory committees at Diablo Valley (MTEC and Manufacturing) and Los Medanos (PTEC)
campuses, as well as at Martinez Adult Education. Active in Contra Costa College job fairs.
• STRATEGIC LEADERSHIP. Serve on EASTBAY Works (regional consortium) Coordination Team. As
part of website revamp workgroup, developed RFP for designer and wrote business success sto-
ries. Collaborating with Calif. Emerging Technology Fund and Tech Exchange to bring free com-
puters and broadband to low-income clients. Key contributor to WDB’s strategic planning process,
particularly in relation to Business Services (2012-2017) and Adult Services (2017-2020).
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MAUREEN NELSON • (925)708-7476 • maureenpnelson@gmail.com • Page 2
Selected Achievements:
• CoCo SOARS (Sustainable Occupational Advancement for Reentry Success), AB 2060 funded.
As of Q7 (March 2018), 48 probationers enrolled (96% of goal); 9 completed training, earning
14 credentials; 13 are employed (8 in strategic industries). Grant extension approved by State.
• WIOA (Workforce Innovation & Opportunity Act), Dept. of Labor funded.
For PY 2015-2016 (latest year for which State-validated data is available):
9,268 New Registrants in CalJOBS. 740 Clients Enrolled in WIOA. 408 Placed in Employment.
Dislocated Workers: 85% of clients employed (110% of State-negotiated performance goal);
86% retained jobs (101% of goal); average earnings of $45,000 (111% of goal)
Adults: 74% of clients employed (99% of goal); 86% retained jobs (104% of goal);
average earnings of $36,300 (99% of goal).
o Strategic Sectors: Centers delivered 28 presentations on trainings in target industries;
spotlighted trainings were offered at community colleges and partnership programs.
o Online Training: Issued Metrix licenses to over 1,000 job seekers. The top 10 Metrix
users passed 673 courses and logged over 1,000 hours, mostly in strategic sectors.
o Collaboration: All education partners participate in their local Workforce Integration
Network (WIN) and all site coordinators sit on community college or adult education
advisory boards. All COHORT TRAININGS in sectors were developed in partnership.
• SCSEP (Senior Community Service Employment Program), Dept. of Labor funded.
During PY 2012-2013 (year of my oversight): 92 very low-income older (55+) workers with substan-
tial barriers worked in subsidized positions across county. 35% gained unsubsidized employment.
OAKLAND PRIVATE INDUSTRY COUNCIL (OPIC), Oakland, CA 2009–2012
Manager, Workforce Investment Act (WIA) Program
Co-Site Manager, Oakland Career Center
Oversee 2 0-person staff in career center serving 250+ clients per day, plus 10-person Adult Career Dept.
Hiring, train, manage performance and compliance. Build relationships with community colleges.
ONE STOP CAREER LINK, GOODWILL OF SF, San Francisco, CA 2008–2009
Business Relations Specialist and Chair, Bay Area Coalition of Employment Developers
NATIONAL CAREER DEVELOPMENT ASSN, Career Convergence, Walnut Creek, CA 2006–2008
Dept. Editor, Non-Profits / Coach / Author / Speaker
Product Manager, PIVOTAL RESOURCES (process training/consulting), Walnut Creek, CA 2001–2006
ACADEMIC BACKGROUND
M.A., Career Development John F. Kennedy University
B.A., Liberal Studies, Math Minor California State University − East Bay
Your report on the third Sanctuary Café was, as always, a stellar report. You were a great champion and facilitator for the
entire trauma-informed training series and we can all be proud, thanks to your efforts and leadership in this endeavor.
— Donna Van Wert, Executive Director, Workforce Development Board
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MAUREEN NELSON • (925)708-7476 • maureenpnelson@gmail.com • Page 3
PROFESSIONAL DEVELOPMENT, 2012–Present
WORKING WITH DIVERSE POPULATIONS
Key Legal Issues in Reentry, Bay Area Legal Aid, in conjunction with Reentry Success Center, Richmond
Clean Slate, pre-trial/early representation, expungements, employment barriers, housing/benefits barriers,
traffic, child custody, child support, restraining orders, domestic violence, substance abuse, “crimmigration”
Windmills Disability Awareness, Milt Wright & Associates, Bay Point
Conversation on Homelessness, panel, County Continuum of Care, Concord
Gender-Responsive Interventions + Post-Prison Shock Syndrome, HealthRight360, Pittsburg
Trauma-Informed Care and Self-Care for Providers, Contra Costa County Mental Health, Antioch
Transgender/Ally Leadership Summit, Los Angeles (2006) & Sacramento (2007)
ENSURING UNIVERSAL ACCESS TO SERVICES
Partnerships that Unlock Social Mobility, Community Colleges, Adult Eds & Workforce, Richmond
Workplace Diversity Implicit Bias Sensitivity in the Workplace, County Staff Dev., Concord
Universal Design: Customer-Centered Approach, webinar
Designing Accessible Documents, EDD Capacity Building Unit, Sacramento
CONFERENCES
National Association of Workforce Boards (NAWB) Conference, 2017 Washington DC
Attended sessions on sector strategies; WIOA and TANF; veterans, people with disabilities; technology,
finance, health care, hospitality; career readiness measurement tools.
California Workforce Association (CWA) Spring Conference, 2012 & 2018, San Diego
Forward Focus (reentry grant) Communities of Practice Convening, 2017, Los Angeles
Forward Focus (reentry grant) Communities of Practice Convening, 2016, Sacramento
Human Trafficking Summit, HealthRight360, Concord
Government Transformation & Innovation Conference, Sacramento
Developing the Homeless Workforce, Saffron Strand, Richmond
EXTENDED MANAGEMENT TRAININGS
Supervisory Effectiveness (12 months), UC Davis (County-sponsored), Concord
Leadership Academy (6 months), Millenium Career Advantage (County-sponsored), Concord
Mentoring Program (6 months), Employment & Human Services Dept., Concord
BRIEF MANAGEMENT TRAININGS
Customer Service for Managers, focused on internal customers, Contra Costa County, Concord
Labor Relations for Managers, Labor Relations, County Administrator’s Office, Concord
Weingarten Rights, Target Solutions, webinar
SAFETY
CPR/AED/First Aid for Adults and Children, 2017, County Risk Management Department, Concord
Red Cross Shelter Fundamentals, County Risk Management Department, Concord
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MAUREEN NELSON • (925)708-7476 • maureenpnelson@gmail.com • Page 4
PRESENTATIONS, 2012–Present
Presented on WIOA and American Job Center programs, services and partnerships, including career path-
ways, strategic sectors, trainings, work with diverse populations and special grants to following groups:
State Legislative Analyst’s Office California Legislative Staff Education Institute
Congressman Jerry McNerney Assemblyman Tim Grayson’s staff Supervisor Diane Burgis’ staff
National Asian Pacific Council on Aging Concilio Latino, West County Young Men of Color
Social Policy Research Associates Bay Area Literacy Programs (BALIT) Rubicon Programs
County Probation Dept.’s Managers and Supervisors General Public (at county services fair)
County Mentor/Mentee Orientation Family & Human Services Committee, Board of Supervisors
Putnam Clubhouse (for those recovering from mental illness) Human Trafficking Summit
STRATEGIC & ADVOCACY WORK, 2012–Present
Visits with Lawmakers on Capitol Hill, Washington DC, 2017
Met with four congress members to share success stories, achievement data and needs of their constituencies;
requested full funding of WIOA at level Congress authorized.
State One-Stop Certification Workgroup, Sacramento, 2017
Developed tool for evaluating AJCCs for certification, including refining 64 criteria (divided in eight Hallmarks of
Excellence); also refined certification process.
DVC PATHWAYS TO LLNL □ Partnership to put low math achievers on track to STEM internships.
Presented opportunity for WIOA co-enrollment to provide supportive services for interns.
Education Partners Focus Group (DVC hosted location)
Co-facilitated group to gather partner input on Workforce Development Board’s strategic plan.
Workforce Development Board □ Local Strategic Plan 2017-2020
Presented to Board at two sessions and co-facilitated discussions around Board priorities.
CAPACITY BUILDING WORK, 2012–Present
As a strong advocate of equipping personnel with the knowledge and skills to do their best work, below is a
list of trainings I was instrumental in bringing to my staff. Trainings I delivered are in bold. Ethics in the Workplace
Civility in the Workplace
Sharepoint Fundamentals
Trauma-Informed Treatment
FMLA (for staff and managers)
Coordinated Entry for Homeless
File Audit Training for Site Coordinators
Hallmarks of Excellence (for AJCC Certification)
Services for Vision-Impaired (Hatlen Center for the Blind)
CMIA (Confidential Medical Information) for Supervisors
Interpersonal Violence & Human Trafficking (Family Justice Center)
Mental Health First Aid (8-hour, certification)
I really appreciate the way you think on the broader level. You clearly see and understand the importance of looking
holistically at the organization.
— Mickey Williams, Division Manager, Staff Development and Mentoring Program
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Renee
Juno
Hedrick
1538 Pomona st.
Crockett, CA
94525
(510) 292 8284
rjunozh@gmail.com
SUMMARY
Motivated and focused with a diverse skill set. Experienced in technology,
communications and customer service including years of experience in
leadership roles. Passion for computer science and hardware engineering as well
as sociology with a distinct focus on race and gender. Specialized in computer
hardware and hardware engineering, fulfilled private contracts for computer part
acquisition and construction. Skills in managing business media outlets and
communication services. Extensive experience in the service industry.
EXPERIENCE
MHW - Autosplitter Project
Crockett, CA — 2020
Personal software engineering project involving C++ with the goal of designing
and writing an Auto-splitting stopwatch program that interfaces with various other
programs and clients. Program is designed to be used for timed computer
activities/challenges. Considering placing this program on the Microsoft app
store.
Quality Auditor
Hello Fresh
Richmond, CA — 2019-2020
The Quality Associate ensures that Hello Fresh quality standards are achieved
through inspection of grocery ingredients during the receiving/yielding, production
auditing and discarding processes in support of production goals for Hello Fresh
meal subscriptions
Conservation Corp.
Contra Costa County
Richmond, CA — 2019-2019
Maintained and conserved Contra Costa County parks grounds while learning
about various methods of gardening, park upkeep skills, wildlife preservation and
creation of park materials like park benches and fences.
Office Assistant
Occidental College Grants Office
Los Angeles, CA— 2018
Completed various office tasks. Assigned multiple independent projects to
complete efficiently. Performed some data entry tasks.
Barista
Occidental College “Green Bean” Coffee Shop
Los Angeles, CA — 2017-2018
Barista trained by Caffe Vita (http://www caffevita com/). Mixed drinks, pulled
espresso shots, served customers through the register and stocked inventory.
Participated in deep shop cleans. Closed the shop.
Barback
Spats Berkeley
Berkeley, CA — 2016-2017
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Prepared all garnishes, bar tools and glasses. Ran food from the kitchen.
Stocked all fridges and kegs. Served guests. Opened and Closed the shop. Was
the youngest barback on staff.
Personal Contract Work
Remote Work
New York City, NY — 2016
Self taught how to construct computers as well as the skill of part acquisition at
the most efficient cost point. Leveraged this knowledge to fulfill personal contract
work in constructing high-end computers for business acquaintances, school
connections and friends.
Field Manager
ACLU Manhattan
New York City, NY — 2015
Lead canvassing teams out in the field and organized daily activities. Trained
prospective staff members and organized canvassing routes on a daily basis.
Worked alongside coworkers making NY, Manhattan the top ALCU office for
funds raised in the country multiple weeks consecutively. Staffed without ever
falling behind quota.
Paid Internship
Tonic Beverage Catering
San Francisco, CA — 2013-2014
Actively created content for social media communication and helped manage
those same outlets in dispersal of that content. Assisted with information
acquisition and graphic design services for investor information packets. Assisted
with organizing and work at multiple music festivals and company bar events.
EDUCATION
Occidental College
Bachelor's Degree of Sociology — In progress
St. Paul’s School - Concord, NH
High School — 2010-2014
Received diverse liberal arts education with a focus on writing, leadership and
problem solving skills. Participated in a school funded independent study project
to explicate the entirety of Dante’s The Divine Comedy and used it to inform my
own creative poetry. Was the head of the school choir and was the school cantor
for religious services.
SKILLS
●Computer Engineering
●Software Design
●Adept leader and manager.
●Classically trained vocalist.
●Pop culture and social media expert.
●Motivated and enthusiastic with a keen eye for detail.
●Adept problem solving skills and strategic thinker.
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 5.
Meeting Date:10/29/2020
Subject:Secondhand Smoke Ordinance
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: FHS #82
Referral Name: Secondhand Smoke Ordinance
Presenter: Daniel Peddycord, Public Health
Director
Contact: Ryyn Schumacher
925-313-6712
Referral History:
At the November 13, 2017 Family and Human Services Committee meeting, Public Health
presented its annual report on the implementation of the County’s Secondhand Smoke ordinance
with a recommendation that the Committee consider a proposed ordinance to strengthen the
current smoking protections to prohibit smoking inside dwelling units of multi-unit housing,
including condos and townhomes. The Committee accepted the report and recommendations,
requested that language be added to extend smoking restrictions to guest rooms of hotels and
motels, and directed staff to forward those recommendations to the Board of Supervisors for
discussion and approval.
The ordinance, titled Smoke-free Multi Unit Residences, was adopted by the Board of Supervisors
on March 13, 2018 with implementation to begin for new and renewing leases on July 1, 2018,
and for continuing leases and owner-occupied units on July 1, 2019. At the request of the Board
of Supervisors, Contra Costa Public Health staff provided reports in March 2018 on preliminary
implementation of the ordinances with a follow up report to the Family and Human Services
Committee being made in October of 2018, at which FHS asked Public Health staff to send a
letter to each City Manager inviting them to model their own city ordinances after the County's
ordinance.
Referral Update:
Please see the attached report from the Public Health Division of the Health Services Department
with an update, since the October 2019 report, on the implementation of the Secondhand Smoke
Protections Ordinance. This latest report includes updates on the implementation of the
Multi-Unit Housing Ordinance, compliance challenges and the technical assistance provided to
cities within Contra Costa County
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Recommendation(s)/Next Step(s):
ACCEPT the annual report from the Public Health Division of the Health Services Department on
the implementation of the Secondhand Smoke Protections Ordinance and DIRECT public health
staff to forward the report to the Board of Supervisors for their information.
DIRECT staff from the Public Health Division to study the impacts of second-hand smoke
exposure in close-proximity housing, such as mobile home parks, and return to the Committee
with recommendation for enhanced protections within 6 months.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Annual Report on Secondhand Smoke Ordinance - 2020
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To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Daniel Peddycord, RN, MPA/HA, Director, Public Health
Re: Annual Report on Implementation of Secondhand Smoke Protections Ordinance 2018-07
Date: 10/26/20
I. Summary
On March 13, 2018, the Contra Costa Board of Supervisors adopted Smoke-free Multi Unit Residences
Ordinance 2018-07 which increased secondhand smoke protections for persons and families living within
multiunit housing. Ordinance 2018-07 began implementation for new and renewing leases on July 1, 2018,
whereas for continuing leases and owner-occupied units, implementation would start on July 1, 2019. This
is a brief report specific to the continued implementation of the broader Smoke-free Secondhand
Protections (Division 445-4) and the modified strategies being utilized to continue activities through the
challenges presented by the COVID-19 pandemic.
II. Secondhand Smoke Ordinance Background
Contra Costa County is recognized as a national leader in local tobacco control policies. Over the past
decade, the County’s secondhand smoke protections have been updated and strengthened by the Contra
Costa Board of Supervisors with additional policies adopted in October 2009, October 2010, April 2013,
June 2014, July 2017, and March 2018. Specifically, amendments to Secondhand Smoke policy (Division
445-4) have included expanding secondhand smoke protections to make all County-owned properties
100% smoke-free, the addition of electronic smoking devices as part of the definition for “secondhand
smoke”, and 100% smoke-free multi-unit housing including condos, townhomes, and guest rooms of
hotels and motels.
III. Implementation of Smoke-free Multi-Unit Housing Ordinance 2018-07, since the October
2019 Report to Board of Supervisors
The Public Health Department’s Tobacco Prevention Program (TPP) continues implementation activities
of Smoke-free Multi Unit Residences Ordinance 2018-07. Although some of these activities have been
modified as a result of COVID-19, TPP Staff are responding to secondhand smoke complaints received
through both the TPP online portal and complaint line, conducting site-visits for signage observations to
ensure compliance while adhering to the COVID-19 guidelines, and providing virtual education to
community members about smoke-free multiunit housing tobacco control policies.
TPP Staff made its last report to the Family and Human Services Committee in October 2019. In late
November through December of 2019, TPP Staff conducted site visits to determine if tenants, landlords,
and property managers were complying with Ordinance 2018-07. Forty-eight multi-unit residences located
in El Sobrante and Bay Point were visited by TPP Staff. During the site visits, TPP Staff conducted
inspections for signage indicating that the properties were smoke-free, the presence (or lack thereof) of
ashtrays, the presence of cigarette waste, and a review of lease addendums with tobacco control laws
described for each tenant were also conducted. Each visit was documented through a written summary of
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observations, photos, and the number of compliance violation warning letters to landlords and tenants
issued was also addressed during the visit. The site visits revealed that only 6% of the properties that were
visited were in total compliance with the ordinance. Despite previous outreach efforts, most of the
properties did not have the required “no smoking” signs posted on their properties, and only a small
number had tobacco waste in areas where smoking was allowed. TPP Staff concluded that a primary factor
that contributed to the lack of enforcement was related to the absence of an on-site property manager or
landlord on the properties.
Since March 2020, as residents complied with the Contra Costa County Health Officer Orders to shelter
in place and limit activities outside of their homes, there has been a significant increase in secondhand
smoke complaints. From November 2019 to date, TPP has received a total of 49 secondhand smoke
complaints from residents and landlords within the unincorporated areas and cities throughout the County.
(see Graph I below). Comparatively, this is twice the number of secondhand smoke complaints (24)
received since the last report made to this committee in October 2019.
Prior to COVID-19, TPP Staff responded quickly to complaints, assessed, and completed the case within
an average of 3-5 days. More recently, responses have been delayed as TPP Staff have been reassigned as
Disaster Service Workers for COVID-19. The response rate is currently 7-10 days. TPP Staff focuses on
completing complaints within the jurisdiction of the unincorporated County areas, while also connecting
local city departments to complaints outside of the County’s jurisdiction. All complaints are given resources
and receive a follow-up call or email to ensure the health and safety of residents living in multiunit housing
is not compromised due to a lack of adherence to secondhand smoke tobacco control policies.
Graph I: Percentage breakdown of number of complaints within 2019-2020
In reviewing the 49 complaints, over half (51%) were secondhand smoke violations within apartment
complexes, 32% were in owner-occupied units such as townhomes and condominiums, and less than 5%
Alamo, 2%Baypoint, 6%
Conctra Costa Centre, 4%
El Sobrante, 4%
Pacheco, 4%
Rodeo, 2%
Un/Walnut Creek, 6%
Antioch, 6%
Concord, 14%
Danville, 2%Hercules, 2%Martinez, 4%
Moraga, 2%
Oakley, 2%
Pinole, 4%
Pittsburg, 2%
Pleasant Hill, 12%
Richmond, 8%
Unknown, 8%
Outside of County, 4%
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came from other multi-unit housing types such as mobile homes parks, duplexes, etc. Seventy-four percent
of the complaints were regarding combustible cigarette smoke, while 26% pertained to second-hand smoke
from the use of cannabis and electronic cigarettes devices. TPP Staff also received requests for clarification
of the ordinance and technical assistance by landlords and property managers seeking to comply with the
ordinance.
IV. Next Steps for Compliance
The results of the site visits provided insight into the effectiveness of the previous outreach and education
efforts in the implementation and enforcement activities of the smoke-free multiunit housing tobacco
control policy. Based on the site visits, TPP Staff have determined that additional outreach efforts are
needed to increase awareness regarding the ordinance. In order to inform and educate landlords, property
managers, and tenants, TPP Staff will launch a multi-phased educational outreach strategy in the Fall of
2020 and continue throughout the Summer of 2021. Details of the strategy are as follows:
• TTP Staff have created an informational fact sheet for Ordinance 2018-07 that will not only be
mailed to owners, landlords, and property managers, but will also be used in presentations to
HOAs, community-based organizations, and County departments who serve tenants that live in
multiunit housing.
• A postcard mailer that provides an overview of Ordinance 2018-07 will be disseminated to multi-
unit property residents in the unincorporated Contra Costa County. In addition to the overview,
this postcard will provide actions that tenants can take to comply with tobacco control policies
while living in multiunit dwellings.
• Finally, an educational media campaign will be launched early 2021 utilizing organic social media
posts and paid media in public spaces. Informational messages and resources will be posted on the
Tobacco Prevention Coalition’s Facebook and Instagram, as well as placed on billboards, bus stops,
and on buses in the East and West Contra Costa County.
TPP Staff will continue to respond to requests for technical assistance from landlords, property owners
and managers. However, due the COVID-19 pandemic, TPP Staff have shifted from in-person educational
activities to online and virtual platforms. In addition, TPP Staff will also conduct compliance surveys both
online and by phone with landlords, property owners/managers, and residents to the properties that have
been visited in the past for continued compliance issues. Post-COVID-19, TPP Staff will resume auditing
and inspecting properties at random to confirm compliance with the smoke-free multiunit housing tobacco
control policies.
Recently the issue of secondhand smoke in mobile parks has been brought to the forefront as the frequency
of complaints from persons residing in mobile home parks have increased. The proximity of mobile
dwelling units to one to another can allow secondhand smoke to drift into other nearby units which may
intensified the number of complaints. Since the adoption of Concord’s smoke-free multiunit housing
policy in January 2020, which included protections for those living in mobile home parks, some residents
have expressed a desire to be protected under the County’s smoke-free multiunit housing tobacco control
policy for the unincorporated areas.
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V. Technical Assistance to Contra Costa Cities
As of October 2020, fourteen (14) cities have adopted smoke-free multiunit housing tobacco control
policies into their jurisdictions utilizing the County’s model ordinance. TPP Staff provided technical
assistance to these local jurisdictions to incorporate components of the model ordinance including the
following:
• Multi-unit residences as defined as 2 or more units
• Restrictions on smoking areas that include private enclosed or unenclosed gathering areas
(balconies/patios)
• Restrictions of smoking in all indoor and outdoor common areas
• Inclusion of secondhand smoke from electronic smoking devices and cannabis smoke within the
definition
• Requirement of a “no smoking” clause in the lease
• Requirement of “no smoking” signage to be posted in several common areas of multiunit
properties.
Half of the cities that have adopted a smoke-free multiunit housing tobacco control policy have all
components of the model ordinance. TPP Staff continues to work with the other half to consider more
protections to strengthen their modified versions of the ordinance (see Table I below). TPP Staff also seeks
to educate the jurisdictions with no tobacco control policy to consider and explore the health benefits of
a smoke-free multiunit housing policy for protecting their residents living in multiunit dwellings.
In early 2020, the City of San Pablo (Jan 2020) and City of Concord (Feb 2020) were added to the list of
cities that have adopted a smoke-free multiunit housing tobacco control policy. This was a major
accomplishment for the City of San Pablo as their secondhand smoking laws had not been updated since
1984.
Table I: City jurisdictions in each District with smoke-free multiunit housing policy
District City Smoke-free Policy
District 1
El Cerrito Comprehensive policy; smoking prohibited in:
• 100% of MUH properties with 2+ units
• All indoor and outdoor common areas
Richmond Comprehensive policy; smoking prohibited in:
• 100% of MUH properties with 2+ units
• All indoor and outdoor common areas
San Pablo Smoke-free policy; smoking prohibited in:
• 100% of MUH properties with 2+ units with the exception of
owner-occupied unites (townhomes and condominiums); Existing
units must be in compliance by July 1, 2021
• All indoor and outdoor common areas
Pinole Smoke-free policy; smoking prohibited in:
• 100% of MUH properties with 2+ units built after May 5, 2010
• Indoor/outdoor common areas
District 2
Orinda No policy
Lafayette Smoke-free policy; smoking is prohibited in:
• MUH properties with 3+ units
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• Only applies to units built after effective date and units rented/leased
to new tenants after effective date
• All indoor and outdoor common areas
• Does NOT include vape smoke
Moraga No policy
Danville Comprehensive policy; smoking prohibited in:
• 100% of MUH properties with 3+ units, including enclosed and
unenclosed private gathering areas (I.e. balconies/patios)
• All indoor and outdoor common areas
San Ramon Non-comprehensive policy; smoking prohibited on MUH balconies and
patios
District 3
Antioch No smoke-free policy
Oakley Comprehensive smoke-free policy; smoking prohibited in:
• 100% of MU properties with 2+ units build after April
2014
• All indoor and outdoor common areas
Brentwood No smoke-free policy
District 4
Clayton Comprehensive policy; smoking prohibited in:
• 100% of MUH properties with 2+ units
• All indoor and outdoor common areas
Concord Comprehensive policy; smoking prohibited in:
• 100% of MUH properties with 2+ units, including
enclosed and unenclosed private gathering areas (I.e.
balconies/patios)
• All indoor and outdoor common areas
• Within 25ft of doorways, windows and vents
• Mobile home parks
Pleasant Hill Smoke-free policy; smoking prohibited in:
• MUH properties with 4+ units; does NOT include
Condominiums; Properties built prior to Jan. 2010 must have 50%
of units designated smoke-free
• All indoor and outdoor common areas
Walnut Creek Comprehensive smoke-free policy; smoking prohibited in:
• 100% of MUH properties with 2+ units
• All indoor and outdoor common areas
District 5
Hercules Smoke-free policy; smoking prohibited in:
• 100% of MUH properties with 10+
• Indoor/outdoor common areas
Martinez Smoking prohibited in:
• All private outdoor spaces of MUH with 4+ units
Pittsburg No policy
V. Next Steps for Technical Assistance to Contra Costa Cities
TPP Staff will continue to provide technical assistance to the areas with high numbers of smoke-free
multiunit housing needs, which are specifically in the East County cities of Antioch and Pittsburg. TPP
Staff continues to partner with local community organizations to conduct needs assessment, data
collection, and virtual community engagement to increase awareness of tobacco control policies for
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families living in multiunit dwellings. However, TPP Staff anticipates delays in the adoption of smoke-free
multiunit housing policies in Antioch and Pittsburg due to challenges resulting from the COVID-19
pandemic.
VI. Recommendations
TPP Staff recommends that the Family and Human Services Committee direct the Public Health Division
to study the impacts of second-hand smoke exposure in-close proximity housing, such as mobile home
parks, and return to the Committee with recommendation for enhances protections within 6 months.
TPP Staff recommends that the Family and Human Services Committee accept the report and direct staff
to continue to provide updates on implementation of the ordinance as part of staff’s annual report on the
County’s Secondhand Smoke Protections Ordinance.
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 6.
Meeting Date:10/29/2020
Subject:Policy Options to Protect Youth from Tobacco Influences in the
Retail Environment
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: FHS #112
Referral Name: Policy Options to Protect Youth from Tobacco Influences in the
Retail Environment
Presenter: Dan Peddycord Contact: Ryyn Schumacher
925-313-6712
Referral History:
The Board of Supervisors approved two tobacco control ordinances in July 2017 to protect youth
from tobacco influences in the retail environment: a zoning ordinance and a tobacco retailer
licensing ordinance. Of particular concern were the marketing and availability of youth-friendly
flavored tobacco products, small pack sizes of cigars and cigarillos, and density and location of
tobacco retailers, since these contribute largely to youth exposure to tobacco influences and
tobacco use. The tobacco retailer licensing ordinance required extensive preparation for
implementation, and tobacco retailers were required to be compliant with the new provisions by
January 1, 2018. Contra Costa Public Health staff provided a report to the Board of Supervisors in
March 2018 on preliminary implementation efforts.
Referral Update:
In November 2019, the Board of Supervisors adopted Ordinance 2019-34 (Sale of Electronic
Smoking Devices and E-Liquids Prohibited) which increased the protections for youth from
tobacco influences in the retail environment. Ordinance 2019-34 was a necessary response to an
epidemic rise in youth vaping where young people were vulnerable to tobacco addiction as well
as concerns related to E-cigarette/Vaping Associated Lung Injury (EVALI). The ordinance also
expanded the restrictions on the sale of flavored tobacco in all areas of the unincorporated areas of
the County, rather than just within 1,000 feet of youth-sensitive areas. A brief report specific to
the implementation of the newly adopted Ordinance 2019-34 is presented, including information
on the necessary strategies to continue activities despite the challenges presented by the
COVID-19 pandemic.
Please see the attached report from the Public Health Director on the implementation of the
tobacco retailer licensing and businesses zoning ordinances.
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Recommendation(s)/Next Step(s):
ACCEPT report on the on the implementation of the tobacco retailer licensing and businesses
zoning ordinances and return next year with an update.
DIRECT staff to track efforts by the tobacco industry to reverse the protections provided in SB
793, and to keep the Committee informed.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Annual Report on Tobacco Retail Licensing - 2020
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To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Daniel Peddycord, RN, MPA/HA, Director, Public Health
Re: Annual Report on Implementation of Tobacco Retail Licensing Ordinance 2019-34
Date: 10/26/20
I. Summary
In November 2019, the Board of Supervisors adopted Ordinance 2019-34 (Sale of Electronic Smoking
Devices and E-Liquids Prohibited) which increased the protections for youth from tobacco influences in
the retail environment. Ordinance 2019-34 was a necessary response to an epidemic rise in youth vaping
where young people were vulnerable to tobacco addiction as well as concerns related to E-cigarette/Vaping
Associated Lung Injury (EVALI). The ordinance also expanded the restrictions on the sale of flavored
tobacco in all areas of the unincorporated areas of the County, rather than just within 1, 000 feet of youth-
sensitive areas. A brief report specific to the implementation of the newly adopted Ordinance 2019-34 is
presented, including information on the necessary strategies to continue activities despite the challenges
presented by the COVID-19 pandemic.
II. Tobacco Retailer License Ordinance Background
On September 12, 2019, the Board of Supervisors directed Public Health staff to prepare policy options
that would address mounting concerns related to the rapid increase of use with electronic cigarettes by
minors as well as the co-occurring epidemic of serious lung disease that has been linked to the use of
vaping devices.
On November 18, 2019, Public Health staff provided the following three policy recommendations to the
Board of Supervisors in response to the rise of youth vaping epidemic and preventing youth in Contra
Costa County from E-cigarette/Vaping Use Associated Lung Injury (EVALI), subsequently adopted by
the Board.
1. Revise Division 445-6.006 (Secondhand Smoke and Tobacco Product Control) of the County
Ordinance Code to prohibit the sale of any electronic smoking device or e-liquid that is required
to obtain, but has not yet obtained, a premarket review order from the U.S. Food and Drug
Administration pursuant to the federal Family Smoking Prevention and Tobacco Control Act.
2. Revise Section 445-6.006 of the County Ordinance Code to prohibit the sale of flavored tobacco
products and menthol cigarettes expanding this prohibition to the entirety of the unincorporated
county. Previously, the sale of these products was only prohibited within 1,000 feet of a public or
private school, playground, park, or library.
3. Amend Section 413-4.608 (Commercial Cannabis Health Permits) of the County Ordinance Code
to prohibit the sale or delivery of any e-liquid that contains tetrahydrocannabinol or any other
cannabinoid, and to prohibit the sale or delivery of any electronic smoking device that can be used
to deliver tetrahydrocannabinol or any other cannabinoid in aerosolized or vaporized form.
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Public Health’s Tobacco Prevention Program (TPP) Staff partnered with Contra Costa County’s
Department of Conservation and Development, Alcohol and Other Drugs Services (AODS), the Contra
Costa County Office of Education Tobacco Use Prevention Education Program (TUPE) and community
partners to inform community members about the upcoming policy. The Tobacco Prevention Coalition
(TPC) and community partners worked to educate vulnerable populations, especially the youth, on the
positive impact of the proposed policy recommendations. More than 25 community members provided
public testimony or wrote letters of support for the expansion of restrictions of the tobacco retailer license
ordinance, most of which were youth who experienced the negative health effects of vaping amongst their
friends and schoolmates. Ordinance 2019-34 was adopted by the Board of Supervisors unanimously on
December 18, 2019.
III. Implementation efforts from October 2019 report to the Board of Supervisors
Implementation of Ordinance 2019-34
After the adoption of Ordinance 2019-34, the Tobacco Prevention Program (TPP) staff created a
comprehensive plan to inform the retailers and the general members of the community of the
upcoming changes on the sale of flavored tobacco and vaping devices in the unincorporated areas of
the County. The community engagement plan included community presentations (ie., retailer forums),
social media posts on the TPC’s Facebook and Instagram, and informational mailers that were sent to
all retailers in the unincorporated County.
January through February 2020, TPP Staff facilitated 2 retailers informational forums in Bay Point and
El Sobrante. Both forums were advertised by a staff developed flyer which was sent to all 84 retailers
in the County. A total of 10 retailers participated in the forums which provided details on the new
ordinance, information regarding products that were now prohibited to sell, and a timeline of activities
that needed to be completed in order to be compliant with the ordinance. The Sheriff’s Department
also participated in the forum and they presented detailed information on procedures of a compliance
inspection. Lastly, TPP Staff provided resources on healthy retail as an option for retailers interested
in increasing the sales of healthier food options as an alternative to tobacco products.
TPP Staff held virtual retailer educational workshops in March and July 2020 to further inform retailers
about the about the new tobacco control policy regarding the sale of flavored tobacco and vaping
devices. Despite the lack of participation and attendance from retailers in these virtual workshops, the
sessions were recorded and have been viewed over 10 times since they were recorded. Although more
and more community members are utilizing online platforms (i.e. Zoom), TPP Staff recognizes that
retailers may be unfamiliar with or are unable to use these new technologies during the COVID-19
pandemic.
Annually, the Contra Costa County Business License Office sends a mailing to remind all tobacco
retailers to renew their business license. TPP Staff coordinated with the Business License Office to
include an informational letter and flyer about the new ordinance as well as resources for retailers. In
May 2020, the Business License Office mailed the annual business renewal reminder letters to all 84
unincorporated tobacco retailers.
In order to inform the community at large about Ordinance 2019-34, TPP Staff presented at the
Tobacco Prevention Coalition (TPC) meetings in January and March 2020. Members of the TPC
discussed the new ordinance and agreed to disseminate the information to their network of several
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communities within Contra Costa County (community-based organizations, youth, parents, educators,
etc). TPP Staff also launched a series of social media posts on the TPC’s Facebook and Instagram as
another outreach effort to inform members of the community about the new tobacco control policy.
Enforcement of Ordinance 2019-34
With the COVID-19 pandemic, TPP Staff have delayed in-person activities, such as youth decoy and
shoulder tap operations. Moreover, several of the TPP Staff have been deployed as Disaster Service
Workers. These TPP Staff are now performing other duties in addition to their normal functions to
support the County’s response to COVID-19 as described in the Government Code Section 3100, et
seq.
TPP Staff continues implementation and enforcement activities within the constrained parameters of
the COVID-19 pandemic through its partnership with the Sheriff’s Department. TPP Staff have
assisted the Sheriff’s Department in completing 86 compliance checks from October 2019 to June
2020 while adhering to the Contra Costa Health Officer’s COVID-19 guidelines. These compliance
checks were completed through a grant provided by California Department of Justice. The Sheriff’s
Department reported a 100% compliance rate, which revealed that all 86 retailers were compliant with
the new requirements of Ordinance 2019-34. Future compliance checks have been postponed until
early 2021 as the Sherriff’s Department seeks additional funding to participate in these activities.
Next Steps for Increased Compliance
The Tobacco Prevention Program received funding from the California Department of Justice to
perform local tobacco control policy enforcement activities complementary to those enforcement
activities under the purview of the Sheriff’s Department. As a designated enforcement agency for
tobacco retailer licensing laws, TPP Staff will continue to provide retailer educations sessions which
provides compliance information regarding Ordinance 2019-34. Funding for the project began in
November 2018 and it will continue through June 2021.
Other activities funded under this grant include conducting outreach to youth and young adults to
combat their use of tobacco and tobacco products including electronic cigarettes and vaping devices.
A Youth Taskforce will be formed where youth will be trained to educate their peers about the negative
health effects of the use of tobacco and tobacco products. Recruitment for the taskforce began
Summer of 2020 and 2 presentations educating youth about the dangers of vaping at Diablo Valley
College are scheduled for October 2020.
Grant applications from both the Public Health Department and the Sheriff’s Department were
completed and submitted to the California Department of Justice in August 2020. If funded the
projects will run fiscal years 2021-2024 and support the continuation of enforcement activities. TPP
Staff anticipates announcements of grantees no later than December 2020.
If TPP receives this funding, project deliverables will not only include enforcement activities in the
unincorporated County but will also allow partnerships with at least 5 other cities to conduct the
following:
1. Provide technical assistance to create model enforcement activities with licensed tobacco
retailers which include updating protocols for conducting compliance inspections with local
retailers within their city jurisdiction;
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2. Conduct at least 100 tobacco retail compliance checks across 5 cities per year, assessing the sale
of tobacco products in each city (e.g., flavored products, minimum pack size, samples, self-
service displays, original packaging, etc.);
3. Conduct at least 20 trainings per year to train enforcement staff (city staff and/or police
officers) model enforcement procedures and culture competency (specifically in implicit bias,
equity, diversity and inclusion).
4. Conduct 4 tobacco retailer education classes on an annual basis with emphasis on tobacco laws
meant to reduce youth tobacco influence.
IV. Technical Assistance to Contra Costa Cities
Staff continues to offer technical assistance to Contra Costa cities that are interested in considering policies
that prohibit the sale of e-cigarettes and vaping devices in order to protect youth from EVALI or E-
cigarette/Vaping Use Associated Lung Injury. Within the past year, the following cities have adopted or
they are in the process of expanding their tobacco retail control policies utilizing the Contra Costa County
ordinance as a model:
City Policy Description Date adopted/ Date effective
Antioch Adopt comprehensive tobacco retailer
license with a flavors restriction and a
minimum pack size requirement
Staff and community partners plan to
meet with Antioch staff to discuss
policy options in January 2021.
Pittsburg Adopt a comprehensive tobacco retailer
license ordinance inclusive of flavored
tobacco restrictions and a minimum pack
size requirement
Staff and community partners plan to
meet with Pittsburg staff to discuss
policy options in January 2021.
Danville Prohibits the sale of vaping devices and
electronic smoking devices
February 18, 2020/
March 18, 2020
Concord Adopt comprehensive tobacco retailer
restrictions that are inclusive of flavored
tobacco restrictions and a minimum pack
size requirement
In Progress
San Ramon Community partners in San Ramon and
Public Health staff met with San Ramon city
Attorney to discuss policy options and share
information on best practices in March 2019.
In Progress
V. Technical Assistance to Statewide Tobacco Control
On a celebratory note, Public Health staff were invited by the California State Senate- Health Committee
to present at their February 10, 2020 committee meeting in Sacramento, CA. Public Health presented to
the Senate Health Committee, Chaired by Senator Pan on the “Rise of Youth Vaping Epidemic.” Public
Health staff were invited to share details of Contra Costa County’s successful adoption and implementation
of tobacco retailer licensing laws, ban on the sale of flavored tobacco products as well as Contra Costa’s
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local ordinance related to the ban on selling vaping products. Presenters included Contra Costa County
Health Officer - Dr. Chris Farnitano, Public Health Director - Dan Peddycord, and Tobacco Prevention
Project Manager - Ryyn Schumacher. Contra Costa County was among a short-list of counties invited by
the California Senate to present on how local jurisdictions could effectively respond in protecting youth
and young adults from the vaping epidemic and EVALI.
Subsequently, in August 2020, California became the second state to ban the sale of flavored tobacco and
electronic cigarettes through SB793. The Contra Costa County Board of Supervisors, Tobacco Prevention
Coalition, as well as several organizational partners and community members from the Tobacco Prevention
Coalition, submitted a letter supporting SB 793, which is expected to be effective in January 2021.
With the support of the Board of Supervisors, TPP continues to advance tobacco control policies and
responds to various requests to provide technical assistance to other local jurisdictions throughout
California including Sonoma and San Diego Counties. Technical assistance includes sharing best practices
on the adoption, implementation, and enforcement of local tobacco control policies and ordinances.
VI. Recommendations
Direct staff to track efforts by the Tobacco Industry to reverse the protections provided in SB 793, and to
keep the Committee informed.
Staff recommends that the Family and Human Services Committee accept the report and direct staff to
continue to provide updates on implementation of the ordinance as part of staff’s annual report on the
County’s Tobacco Retail Licensing Ordinance.
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 7.
Meeting Date:10/29/2020
Subject:Youth Services - Independent Living Skills Program Update
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: #93
Referral Name: Youth Services - Independent Living Skills Program
Update
Presenter: Don Graves Contact: Don Graves
925-957-2404
Referral History:
An annual update of the Independent Living Schools Program administered by the Employment
and Human Services Department (EHSD) was first referred to the Family and Human Services
Committee by the Board of Supervisors on October 17, 2006.
On June 7, 2016, EHSD requested, and the Board approved, expanding Referral #93 –
Independent Living Skills Program to include additional youth services updates and retitling the
referral to “Youth Services Report”, so that the department can include reports on all youth
services offered in the community through EHSD, including Workforce Investment and
Opportunity Act (WIOA) and CalWorks youth services.
The last annual report on this referral was received by the Committee on July 29, 2019.
Referral Update:
Please see attached annual status report.
Recommendation(s)/Next Step(s):
ACCEPT this report from the Employment and Human Services Department on youth services
and the Independent Living Skills Program (ILSP); and continue to support the Children and
Family Services Bureau and its efforts to serve foster youth in the ILSP program.
Fiscal Impact (if any):
None. This is an informational report.
Attachments
Annual Report on ILSP - 2020 110
Annual Report on ILSP - 2020
Annual Report Presentation - 2020
111
Independent Living Skills Program
Children & Family Services Bureau
October 29, 2020
Report to Family and Human Services Committee
Kathy Gallagher
Employment and Human Services Director
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RECOMMENDATION:
Accept this report from the Employment and Human Services Department; and continue to
support the Children and Family Services Bureau’s efforts to serve transitional age foster youth
through the Children and Family Services’ Independent Living Skills Program (ILSP).
BACKGROUND OF ILSP SERVICES AND SERVICES FOR TRANSITION AGE YOUTH:
The Omnibus Budget Reconciliation Act of 1993 permanently authorized funding for Independent
Living Programs nationwide. The Contra Costa County Children and Family Services’ Independent
Living Skills Program sent a youth participant to the White House to give a speech during the bill
signing ceremony of the John Chafee Foster Care Independence Program (CFCIP) Act of 1999
(Public Law 106-169). In California, every county provides ILP services and County Child Welfare
Departments have the flexibility to design services to meet the needs of current and former
foster youth under their jurisdiction.
In September 2010, the California Governor signed into law Assembly Bill (AB) 12, the California
Fostering Connections to Success Act. AB 12 is a voluntary program that provides extended foster
care services and supports for youth ages 18 to 21. Youth must meet specific criteria to qualify
for AB 12 services, such as being employed 80 hours per month, attending vocational training, or
a combination of employment and skills development training. AB 12 supports transitional aged
youth and provides an opportunity to strengthen their employability and develop life skills to
support successful independent living.
Subsequently, AB 403, The Continuum of Care Reform was signed into law in 2015. AB 403
provides the statutory and policy framework to ensure services and supports provided to each
child or youth and family are tailored toward the ultimate goal of maintaining a stable permanent
family. The tenets of CCR align with ILSP service delivery and ILSP staff support the intended
outcomes of CCR by participating in the Child and Family Team Meetings (CFTs) and following up
with support needs identified during the CFT. This past fiscal year, ILSP staff participated in total
of 155 Child and Family Team Meetings.
OVERVIEW OF CONTRA COSTA COUNTY ILSP:
Since 1988, the Contra Costa County Children and Family Services Bureau of the Employment and
Human Services Department has provided services through the Independent Living Skills
Program. Contra Costa County’s ILSP educates and supports youth in a wide variety of areas
designed to facilitate a successful transition to adulthood. Contra Costa County’s ILSP takes pride
in serving as a role model to other counties throughout California and has received many awards
and accolades for their program development and services delivered.
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With the Continuum of Care Reform in mind, ILSP staff, during our participation in Child and
Family Team meetings, provide support and services to eligible youth in four core areas that we
refer to as the Four Pillars. The Four Pillars consist of Education, Employment, Housing, and
Overall Well-Being.
ILSP PILLAR- HOUSING:
Contra Costa County contracts services for Transitional Housing Programs (THP) for current and
emancipated foster youth. There are two types of THP housing programs, Transitional Housing
Program for Non-dependent Minors (THPNMD), which serves 18-21 year olds participating in the
AB12 program, and Transitional Housing Program Plus (THP+), which is available to young adults
from age 21 up to their 24th birthday. The ILSP staff collaborate with transitional housing
providers to ensure essential services and supports are available and readily accessible to the
young adults being served. Quarterly meetings are held to address specific needs and identify
permanency plans post-emancipation. Housing continues to be a significant challenge for young
adults as they exit foster care and THP+ housing is a key component to the prevention of
homelessness and preparation for a successful transition into adulthood. Contra Costa County
has contracts to provide extended supportive services and housing units for thirty-one former
foster youth. However, even with the extended services many former foster youth remain at risk
of homelessness. The cost of housing is high, particularly in the Bay Area, and many of our youth
who have aged out of extended foster care would benefit from an extended transitional housing
program.
ILSP PILLAR- EMPLOYMENT:
ILSP has been collaborating with the Contra Costa County Office of Education (OOE), to provide
employment assistance and training to eligible foster youth via the Workforce Innovative and
Opportunities Act (WIOA). We work with the organizations that hold WIOA contracts and refer
youth to these employment programs for job readiness assessment, training, and support.
Twenty percent (20%) of the caseloads for these providers have to include the foster care
population. This past fiscal year in conjunction with the Office of Education ILSP was able to enroll
12 into the WIOA program.
For several years ILSP has been engaged in a community collaboration program under The John
Muir Land Trust and has assisted with the development of The Family Harvest Farm Project. This
was created as a job readiness program specifically to support current and former foster youth
ages 18-24 in gaining work experience and developing employable skills. The John Muir Land
Trust also donated funds to assist foster youth who may need to purchase appropriate clothing,
such as work shoes and gloves. After countless planning sessions, The Family Harvest Farm
Project broke ground this past summer, and four foster youth are currently working as
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apprentices on the farm. In addition to gaining valuable work experience, the program has
provided youth the opportunity to further their knowledge about the environment and has
expanded their networking community.
ILSP PILLAR- EDUCATION:
ILSP supports and encourages youth to stay in school through curriculum that motivates youth
to strive towards graduation, pursue a higher education through either college, vocational
education or apprenticeships and embrace learning as a lifelong process. This past year 86
participants graduated from high school and eleven graduated from college. Although, due to
COVID-19, ILSP was unable to host what would have been Contra Costa County’s 32nd Annual
ILSP Recognition event this year, we were still able to celebrate. The honorable Judge Haight
hosted a small gathering at Vic Stewart’s restaurant to celebrate the educational achievements
of our youth. Eleven ILSP participants were awarded Lois Haight Foundation for Foster Children
scholarships totaling twenty-two thousand dollars. The total amount of scholarships and
financial supports this year exceeded sixty thousand dollars.
The Assistance League of Diablo Valley awards 22 scholarships each year to help seniors with
added high school expenses, such as prom tickets, clothing, graduation photos, and other
expenses that occur. In addition, ILSP provides extra workshops that provide assistance to youth
in their senior year of high school to assist them with fulfilling their goals after graduation. ILSP
collaborates with the community colleges within Contra Costa County and Sierra Community
College in Sacramento County. In addition to collaboration with the community colleges, ILSP
also partners with agencies such as Year Up and Job Corps of Treasure Island.
ILSP PILLAR- WELL-BEING:
ILSP provides a variety of activities and workshops to support positive social development and
broaden personal interests as well as promote healthy relationships within the community. ILSP
promotes and emphasizes the importance of self-care through its wellness curriculum, some of
which has recently been made available online and readily available to the youth and those
providing direct services to this population. One of the workshops being offered this year is an
expression arts series, Art, Recreation and Movement (ARM) which demonstrates and supports
the use of art as a tool for self-expression and self-care. The ILSP unit provides supportive services
to our youth, case carrying social workers, and caregivers with the goal of identifying and
developing life-long connections and supporting youth in building healthy relationships.
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COMMUNITY COLLABORATIONS/ COVID-19 RESPONSE:
Since the outbreak of COVID-19, ILSP has received tremendous support from the community
agencies and partnerships they have developed over the years. An outpouring of support
allowed us to assist youth financially with food and clothing during the pandemic. Once Shelter-
in-Place went into effect, some youth became unemployed and have needed help with basic
essentials. Since March 2020, ILSP has reached out to the community and received donations
totaling $25,000, that provide emergency financial support and Target Gift cards to help meet
the essential needs of youth who lost their jobs and were struggling to make ends meet.
Our partner agencies and organizations continue to demonstrate their desire to help our youth
develop lifelong connections and have helped not only with tangible items, but with the financial
costs of doing this work. The Woman’s League of Diablo Valley, The Orinda Woman’s Club, Lois
Haight Foundation for Foster Children, Court Appointed Special Advocates (CASAs), iFoster,
Philanthropic Ventures, ARM of Care (Arts, Recreation and Movement therapeutic arts program),
YFIA (Youth Financial Institute of America), Friends of ILSP, The Methodist Church of Walnut
Creek, 1Closet, California Youth Connection, the Spark Initiative (a program of VOICES) and Family
Harvest Farm Project are some of the organizations that ILSP works with who help support the
foster youth in our county.
CONCLUSION:
Youth exiting from foster care are expected to be self-sufficient. Self-sufficiency entails the ability
to maintain stable housing, maintain employment, and maintain one’s physical and mental
health. Research on the outcomes of emancipated foster youth indicates that this is a difficult
task for these youth and ILSP workers to support these youth to become self-sufficient.
The Contra Costa County CFS ILSP has identified 700 youth who were eligible to ILSP services this
past fiscal year. Of those, 584 youth engaged with one or more ILSP services during the year.
ILSP held 85 workshops/events which served over 70 individual youth.
ILSP staff have expertise in engaging youth and motivating them to stay in school, graduate, and
obtain life-sustaining employment. The ILSP staff has a unique ability to connect with and engage
the youth and this serves them well when discussing lifelong connections and plans for their lives
after leaving the system. ILSP Coordinators and staff cultivate collaborative partnerships with
community-based organizations and other foster youth serving groups to grow each youth’s
connections with their community and get their various needs met. ILSP works in accordance
with Continuum of Care Reform to try to improve outcomes for our youth.
With all of the challenges currently facing our society, foster youth often face exponentially more.
ILSP offers crucial support so these emerging adults can face those challenges with perseverance,
community support and resources, and self-care habits that will set them on a path to self-
sufficiency and serve them throughout their lives.
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Contra Costa County
Independent Living Skills Program
A Glimpse of Highlights, Events, and
Workshops this past year.
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Four Pillars
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Family Harvest Farm Project
Awarded scholarships totaling over $60,000 this
year
New workshops (ARM)
Additional support for youth needing essentials
during COVID-19 pandemic
A few highlights…
119
Family Harvest Farm Project
120
ILSP Food Pantry Cooking Workshop
121
Groundswell Surf Therapy Yosemite National Park
122
Graduation celebration with Judge Haight
123
ILSP Annual Fall Retreat Zoom Workshops
124
Iron Chef Workshop Road to College Success
Workshop
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ILSP is grateful for the support of
Contra Costa County and the many
community partners that support
this program.
•The Woman’s League of Diablo Valley
•The Orinda Woman’s Club
•Lois Haight Foundation for Foster Children
•Court Appointed Special Advocates (CASAs)
•iFoster
•Philanthropic Ventures
•ARM of Care
•YFIA (Youth Financial Institute of America)
•Friends of ILSP
•The Methodist Church of Walnut Creek
•1Closet
•California Youth Connection
•The Spark Initiative
•Family Harvest Farm
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FAMILY AND HUMAN SERVICES COMMITTEE -
Special Meeting 8.
Meeting Date:10/29/2020
Subject:Annual Report on Challenges for EHSD - Continuum of Care Reform
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: 44
Referral Name: Challenges for EHSD - Continuum of Care Reform
Presenter: Kathy Gallagher, Employment and Human
Services Director
Contact: Dennis Bozanich
925-655-2050
Referral History:
This referral to the Family and Human Services Committee (F&HS) was originally made by the
Board of Supervisors on April 25, 2000. Another referral to F&HS, number 19, on Welfare
Reform was referred on January 21, 1997. On January 1, 2005, the Board of Supervisors
combined these two referrals so that the Department could provide updates on various aspects of
their programs as the need arose. Since that time, the Family and Human Services Committee has
received annual updates from the Employment and Human Services Department on a variety of
issues impacting the Department.
On January 5, 2016, the Board approved the staff recommendation to carry forward this referral to
the 2016 F&HS. On June 7, 2016, the Board approved the recommendation of the Employment
and Human Services Director to eliminate the "Office of the Future" component of the referral
and expand the referral to include a report on the Continuum of Care (Foster Care) topic.
Referral Update:
Please see the two attached reports from the Employment and Human Services Department. One
report provides an update on the Department's implementation of the Continuum of Care Reform
(AB 403) and their efforts to improve services to dependent children and youth. the other report
provides an update on general challenges including those caused by the COVID pandemic.
Recommendation(s)/Next Step(s):
ACCEPT the report from the Employment and Human Services Department on the foster care
Continuum of Care Reform implementation efforts and other challenges for the department
including those caused by the COVID pandemic.
Fiscal Impact (if any):
There is no fiscal impact, the report is informational.
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There is no fiscal impact, the report is informational.
Attachments
Annual Report on General Challenges for EHSD - 2020
General Challenges for EHSD Presentation
Annual Report on Challenges of Continuum of Care Reform - 2020
Continuum of Care Reform Presentation 2020
128
Employment and Human Services Department
2020 Report on Challenges Met and Those Ahead
October 29, 2020
Report to Family and Human Services Committee
Kathy Gallagher
Employment and Human Services Director
129
As EHSD endeavors to meet the key challenges it presently faces, the overarching influence was
the arrival of COVID-19 in March 2020. In some cases, the pandemic has introduced entirely new
factors into our environment; in others, it has exacerbated existing dynamics. In this document,
we outline the major challenges impacting the Department and those we serve.
INCREASED DEMAND FOR SOCIAL SERVICES – IMPACTS OF COVID-19
COVID-19 and the March 16, 2020 Shelter-in-Place order exacerbated the need for EHSD and
our community partners to respond to job loss, food insecurity, and limited childcare. Businesses
deemed to be non‐essential were required to close at physical locations, leading to an immediate
surge in job losses. The number of layoffs and business closures happening all over the County
markedly increased, with many businesses reporting closing permanently.
EHSD has energetically pursued an understanding of these impacts on Contra Costa County and
the resulting effects on the demand for social services, providing data and illustrations in Contra
Costa County Social Service Impact & Response to the COVID-19 Crisis. The following are featured
highlights:
The unemployment rate in Contra Costa jumped from 3.1 percent in February 2020 to 14.5 percent
in April 2020, a period of just two months. While the rate has come down from the April peak to
9.3 percent in September, it is important to note that the September 2020 figure is much closer to
the County’s peak unemployment rate during the Great Recession (11.3 percent in January 2010)
than it is to the average unemployment rate of the past several years. For example, prior to March
2020, the unemployment rate in Contra Costa County had been under 5 percent since September
2015 and under 4 percent since September 2017.
The number of New Weekly Unemployment Insurance Claims skyrocketed from 840 the week
before Shelter-in-Place, to 4,252 the following week, and 28,108 during the week of March 28,
2020. New Weekly Unemployment Insurance Benefit (UIB) Claims were declining during the
month of May but have ticked back up slightly since early June, with an average of more than
10,000 per week in September. It is anticipated that the economic fallout from COVID-19 will
continue for some time.
Declining incomes has led to a rise in food insecurity. Applications for CalFresh food assistance
surged, from 4,535 applications in March to 7,308 in April and 5,647 in May. The result has been
a sustained increase in CalFresh enrollment, with more than 77,000 individuals enrolled in the
program in August 2020. This compares to approximately 62,000 in March – a 24 percent increase
in five months. Emergency CalFresh allotments to eligible households have also provided
increased support with California’s approval to raise regular monthly CalFresh allotments to the
maximum allowable benefits based on CalFresh household size has resulted in the addition of
approximately $4 million per month to more than 23,000 Contra Costa households since March.
While increased Medi-Cal enrollment lagged a bit behind CalFresh (possibly due to unemployed
individuals maintaining other health coverage for a period), there has been a significant enrollment
increase lately: 261,000 individuals were enrolled in September, compared to approximately
232,000 at the beginning of 2020 (about a 12 percent increase).
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Crucially, the number of individuals covered by “Expanded Medi-Cal,” a feature of the Affordable
Care Act (ACA), has reached an all-time high of more than 78,000 individuals. If the ACA is
overturned by the Supreme Court, the county will be faced with the prospect of these members of
our community finding themselves without access to insurance – and possibly without access to
health care.
As schools and child care centers shut down for Shelter-in-Place, parents who would have
normally relied on schools to provide daytime care and instruction for their children were left
without this options. This put an extra strain on essential workers who now had to find child care
for their school-aged children and find help for daily studies. The child care providers of the EHSD-
led Emergency Child Care Program filled this gap, serving 565 children of essential workers and
issuing 405 emergency child care vouchers to essential worker families. The Contra Costa County
Child Care Task Force produced a report titled, COVID-19 Emergency Child Care Response
which detailed the program’s efforts and outlined the impacts the pandemic has had on child care
in Contra Costa. Providers struggle to meet challenges and new requirements in an industry
where profit margins are already slim. New costs of cleaning supplies make it almost unaffordable
to maintain centers facing revenue loss from fewer children served.
Mandated reporters who view children in educational environments have been the main source
of child abuse reporting. With children out of school, mandated reporters, such as teachers and
counsellors, have been unable to observe children in person and report abuse. For vulnerable
adults, average weekly calls fell during the first two weeks of Shelter‐in‐Place, compared to the
weekly average over the prior 6 weeks (February 3 – March 15, 2020). After reaching a low point
during the weeks of March 30 – April 12, weekly calls have slightly rebounded. Community partner
organizations serving families affected by interpersonal violence echoed the drop in assistance
requests, as Shelter‐in‐Place orders kept callers in close proximity to their abusers and limited
their ability to make private calls.
While we are working to improve our ability to measure and report racial and ethnic data, we do
know that people of color have been disproportionately affected by COVID-19, from both a health
and an economic perspective. Among the people who applied for EHSD benefit programs
between March 1 and July 28, 2020 (and for whom race/ethnicity was reported): 21 percent of
applicants were Black or African American as compared to 9 percent of Contra Costa’s population;
30 percent of applicants were Hispanic or Latino compared to 24 percent of the County’s
population.
EHSD is working to address the disproportionate economic challenges of COVID in a number of
ways. Even before the pandemic, in collaboration with trusted community partners, the
Department established itself as a source of education and information regarding Public Charge
and other issues affecting our immigrant community. Members of EHSD staff are now engaged in
COVID-specific resource building task forces, including the Equitable Economic Recovery Task
Force. However, it is clear that major infusions of financial assistance will be required to provide
the necessary support for vulnerable members of the community who will continue to be impacted
by COVID for some time.
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RESPONDING & REBUILDING
EHSD has experienced – and has acted upon – the impact of the COVID-19 fallout in a number
of ways, with ongoing challenges expected into the year ahead: for the Department, its customers
and community partners.
Immediate Response
A snapshot of some of the responses EHSD implemented in addressing the acute demand for
social services include the following:
• #BounceBackContraCosta was launched in direct response to the COVID-19 emergency
to support job-seekers and employers alike. In addition, EHSD joined with County and community
partners in an Equitable Economic Recovery Task Force that has been tackling employment
challenges.
• EHSD implemented a Social Service Rapid Response Team by mobilizing its “4-Our-
Families” Navigators and equipping them with a streamlined intake process to assess the
immediate needs of vulnerable community members quickly. The SSRRT is an immediate
resource working in partnership with health services contact tracing unit and numerous community
partners. Targeted needs include: housing, food, finances, legal support, children’s needs,
medical, immigration assistance, transportation and more. More than 20 percent of the individuals
and families served by the program have identified themselves as undocumented immigrant
members of our community – a group that has fewer options for assistance than others
• Social service emergency programs ramped up to assist with distribution of vital resources
and providing for a wide variety of needs. EHSD’s Volunteer & Emergency Services (VES), in
partnership with San Francisco Chronicle’s Season of Sharing (SOS) Program, shifted its
emergency relief funding focus to families and individuals who faced sudden shortfalls due to
COVID‐19. EHSD and Contra Costa Health Services joined forces with several CBO partners to
create the Food and Nutrition Task Force in response to increased food insecurity caused by
COVID-19. The Task Force developed a food delivery project, which continues to provide food
boxes to individuals and families in all regions of the County, with hundreds of households
benefiting from the service. The Great Plates program, administered by EHSD is currently serving
195 older adults and has provided 46,675 meals as of July.
THE CHALLENGES OF REMOTE WORK ON THE WORKFORCE AND
CUSTOMERS/CONSUMERS
The sudden occurrence of the Covid virus resulted in the precipitous order for our workforce to
Shelter-in-Place, and to continue working remotely to the extent possible. While EHSD has had
an effective and popular Telecommuting Policy, the Department was not prepared to support
hundreds of workers wishing to work from home. Our State-mandated programs and systems are
designed around neighborhood district offices, with congregate work spaces and shared tools and
hardware. The unpredictability of the length of the pandemic and projected need for continued
support of remote work slowed our efforts to redesign our service delivery system to function in a
new environment. This has been true of many County departments which led to extraordinary
demands on our Public Works and IT departments.
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Our experience with remote work during this pandemic has been mixed. The most successful are
“thought” workers conducting analytical tasks, writing procedures and manual sections, training
curricula, etc. The least successful are “output” workers, those with productivity and task
requirements, and prescribed deadlines. These represent the preponderance of our remote
workers and, therefore, we have observed that in most bureaus overall productivity is lower. We
are seeing the signs of greater distancing and disengagement from the Department, a loss of
connection to our mission and values. We are seeing the difficulties of remote work using our
State-mandated systems and the limitations of remote technology. In many homes our remote
staff are in competition with other family members for limited Wi-Fi and Internet access. We have
deep concerns about the risks that remote work poses to customer/consumer privacy and
confidentiality. On the positive side, we see some staff performing well in a remote setting, one
that is well-defined and organized, with work conducted according to a set schedule. For some,
remote work is allowing more flexibility in work schedules, enabling those staff with school-age
children greater latitude in meeting work expectations. The recapture of lost time spent in
commuting has been reported as a significant positive.
The customer/consumer experience has likewise been mixed. EHSD had implemented service
delivery efficiencies prior to the onset of the pandemic. Fewer in-person interviews were required,
allowing applications and interviews to be handled using technology. We had already planned a
shift to a distributed call center, no longer a place-based center, using a Telework model of staff
working full-time from their homes. This was in the pilot phase when Covid remote work was
necessitated, and continues to show success.
The sudden loss of income and jobs brought thousands of applicants to our programs,
overwhelming our capacity to meet the demand. The need for more staff coupled with the
limitations of remote work as mentioned above created long waits for assistance. Customers are
frustrated by the long waits and slow response times, but have shown a high level of acceptance
and appreciation for the use of on-line access for applications, emailing, and interviews. A
customer in Antioch may be served sooner by a worker in Richmond, rather than waiting until a
worker is available at their local office.
Significant progress has been achieved since March to fill vacancies and reduce wait times, but
backlogs do remain as staffing continues to be inadequate to meet customer and State-mandated
requirements. Ongoing caseloads have grown to historic heights and recipients are remaining on
aid for longer periods due to the high unemployment rate and delays in receiving unemployment
and other stimulus benefits. We expect the high caseloads to continue as the economic recovery
drags out over the next two or more years.
The Pathways Initiative
EHSD will be embarking on an initiative to absorb these lessons from our “as-is” environment and
define the pathway to our future post-pandemic world. The employer – employee relationship
has shifted and the nature of our work must be reimagined and redefined. At this time, Federal
and State-mandated systems, compliance requirements, and performance measures have not
changed. Numerous Covid-related waivers and process mitigations will be expiring in the coming
months further impacting staffing and productivity. Successful remote work for “output” workers
must be defined, and mechanisms for maintaining linkages between remote workers and the
Department need to be created. Communications strategies, the changing nature of management
and supervision, methods to promote personal and mental wellbeing, and ideas for encouraging
133
networking and socialization will all be elements of our Pathways Initiative.
Envisioning our future path will be a strategic interactive process, beginning with listening sessions
with our staff, our customers/consumers, our bargaining units, and our community partners.
Anticipated guidance from our State oversight agencies and policy directives from our Board of
Supervisors will be monitored and included. At the same time, we will be continuing to follow
economic indicators and gauging the economic recovery in our County as we know that our
caseloads will remain at higher than normal levels for up to another two years. This will inform our
long-range outlook on budget and staffing needs. We will also be outlining and incorporating
planned statewide changes impacting our service delivery and staffing models, such as the
replacement of the CalWIN public assistance system with the CalSAWS system and the Child
Welfare CWS/CMS system with the CARES system. State legislation already passed will bring
changes to some of our programs which must also be incorporated into our Pathways planning.
Our goal is to build a better, more robust human services system, solidly rooted in a strong and
resilient workforce with exceptional supports for our customers/consumers and local partners.
BECOMING A DATA DRIVEN ORGANIZATION
The demand for data analytics is dramatically increasing. Consumers want fast, accurate, and
comprehensive data at State and local levels and the requirements from State agencies for
sophisticated analysis has increased exponentially in the last year.
EHSD lags far behind other counties and other agencies within the County when it comes to data
analytics. Current systems and databases, including legacy systems mandated by the State, are
not integrated to be able to view data across systems, and EHSD has no single integrated place
to pull together a whole-agency view. EHSD has very limited staff resources dedicated to data
analysis. In order to face the new demand for data, and allow data to drive decisions affecting
customers, EHSD must invest in building a new data culture, including new integrated systems,
agency-wide training, and a well-resourced data analytics team.
EHSD recognized this challenge, and continues to prioritize the department-wide goal of
becoming a data driven organization focused on performance and results-based outcomes and
accountability. Our Data Council has led the development of a menu of data dashboards and
reports to make data more timely and accessible. These reports are posted on our website. New
resources are being introduced, including data tools such as Tableau and Exemplar. Additionally,
Contra Costa County will be one of four counties included in the first wave of CalSAWS
implementation, which will unify California counties in a single benefits-reporting system.
ADDRESSING RACIAL EQUITY, SOCIAL JUSTICE AND IMMIGRANT INCLUSION
Recently, the Department stepped up its inquiry into the equitable delivery of its services.
However, racial and ethnic data is collected inconsistently making it difficult to disaggregate data
to identify disproportionate impacts or compare across programs. For example, race and ethnicity
tend not to be required categories for customers to provide.
Data issues notwithstanding, communities we serve experience fears, obstacles and inequities in
accessing social services. For example, immigrants make up over a quarter of Contra Costa
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County’s population according to a 2017 New American Economy and Zellerbach Family
Foundation report, and this number is believed to be underestimated. Political rhetoric has
produced a chilling effect and fear in immigrant communities that may be causing them to not seek
aid for which they are eligible, and cutting them off from resources they formerly had access to.
Families are afraid to answer U.S. Census questions, and emergency support has not adequately
reached language minority and indigenous language communities due to communication barriers.
As COVID-19 moved many services online, lower income and technology challenged residents
also have additional difficulty accessing services.
Internally, EHSD is highly invested in ensuring the Department is a place where diversity, equity,
and inclusion are fully realized and practiced. In recent months, EHSD formed an Equity &
Inclusion effort led by a core team of staff with representatives from across the Department. Goals
include listening to the input of staff and researching best practices for developing employee
education and learning for equity and inclusion, building connection and community that supports
education and learning, utilizing data to inform and drive actions, and developing a racial equity
action plan that is responsive to input and aligns with the County’s efforts on equity and inclusion.
135
Employment and Human Services
Department
2020 Report on Challenges Met and
Those Ahead
REPORT TO
FAMILY AND HUMAN SERVICES COMMITTEE
OCTOBER 29, 2020
136
INCREASED DEMAND FOR SOCIAL
SERVICES –IMPACTS OF COVID-19
1.RESPONDING & REBUILDING
2.THE CHALLENGES OF REMOTE WORK ON THE
WORKFORCE AND CUSTOMERS/CONSUMERS
3.BECOMING A DATA DRIVEN ORGANIZATION
4.ADDRESSING RACIAL EQUITY, SOCIAL JUSTICE
AND IMMIGRANT INCLUSION
2
137
Increased Demand
3
Source: California Employment Development DepartmentSeptemberNovember December•Unemployment
peaked at 14.5% in
April (from 4% in
March)
•Unemployment
rate remains high
(9% in September)
driving demand
for EHSD services
138
Record-high CalFresh Enrollment
and Benefits Distribution
4
139
RESPONDING & REBUILDING
•#BounceBackContraCosta
•Social Service Rapid Response Team
•Food and Nutrition Task Force
•The Great Plates Program
•EHSD Program Data Dashboard
•CC County COVID-19 Social Services Snapshot
•COVID-19 Emergency Child Care Response
5
140
THE CHALLENGES OF REMOTE
WORK ON THE WORKFORCE AND
CUSTOMERS/CONSUMERS
•Pre-COVID Service Delivery System
•Workers
•“Thought” Workers and “Output” Workers
•Historically high caseloads
•Customers
•Frustrated by long waits and slow response times
•Enjoy online access for applications, emailing, and
interviews
•The Pathways Initiative
6
141
BECOMING A DATA DRIVEN
ORGANIZATION
•Data for record-keeping vs. data for customer
service-driven decision-making
•Data systems are not integrated
•Most reports are done manually and data is not
easily accessible
•Department-wide goal: EHSD Will Become a
Data-Driven Organization for Performance and
Results
7
142
ADDRESSING RACIAL EQUITY,
SOCIAL JUSTICE AND IMMIGRANT
INCLUSION
•Inconsistent collection of race and ethnicity data
•Immigrants estimated to be at least 25% of CCC
Population
•Public Charge and fear to seek help or answer
Census
•EHSD Equity & Inclusion effort
8
143
Continuum of Care Reform
Children & Family Services Bureau
October 29, 2020
Report to Family and Human Services Committee
Kathy Gallagher
Employment and Human Services Director
144
BACKGROUND
The Continuum of Care Reform (CCR) is a product of AB 403, which was passed in October of
2015, and is a comprehensive child welfare reform effort designed to improve outcomes for
youth in foster care. The goal is to ensure that youth in foster care have their day-to-day physical,
mental, and emotional needs met; that they have the greatest chance to grow up in permanent
and supportive homes; and that they have the opportunity to grow into self-sufficient, successful
adults.
EHSD established a collaborative CCR Workgroup overseen by a Steering Committee with
management representatives from Children & Family Services, Behavioral Health (BH)
Department, and Probation Department, as well as parent and youth partners, to implement and
monitor the essential components of CCR, such as Child and Family Team Meetings, use of
congregate care facilities, permanency planning, ongoing CCR training, and data collection. CCR
implementation relies heavily on the expansion of behavioral health services to keep children
placed in the least restrictive settings and Behavioral Health Department is working to meet
those increased demands. Strong partnerships with the Behavioral Health and Probation
departments have supported the collaborative implementation of CCR in Contra Costa County.
CHILD AND FAMILY TEAM
Contra Costa County implemented Child and Family Team (CFT) meetings as of January 1, 2017.
CFT meetings include the child, family, and members of their formal and informal support
network who meet to ensure a collaborative approach to case planning which includes the voice
of both the child and their parent(s).
Although the current statewide case management system does not sufficiently accommodate
CFT tracking, in 2020, CFS developed a specific workgroup to address CFT data. This year, CFS
completed an average of 65 CFT meetings per month, with an average of 25 additional CFTs per
month led by Behavioral Health partners. These meetings include initial CFTs (required within 60
days of detention), ongoing CFTs (due every 6 months or less), and placement preservation CFTs.
In February 2020, a CFT Survey was developed to allow all CFT members and participants the
opportunity to provide feedback to the Department about the meeting they attended. This
survey is available as a hard copy, and online using a link that can be emailed or a QR code that
is printed right on to the survey. (See Appendix A). CFS is utilizing the results of these surveys to
continue to improve the quality of our CFT meetings. Due to the pandemic, CFTs have been
adjusted to allow for virtual participation as well as in-person meetings or a combination, based
on the families‘ preference or needs.
CFT meetings are strengthened and supported by the use of the Child and Adolescent Needs and
Strengths (CANS) Assessment. Since October 2019, Behavioral Health Partners have been
145
completing this assessment for any child who is eligible to Specialty Mental Health Services.
Starting in October 2020, for those children who do not meet initial eligibility for Specialty Mental
Health Services, CFS CANS certified staff will be completing this assessment, which will not only
identify areas to be addressed by the team in the CFT meetings, but will also guide the case plan
for the family and support the effort to put appropriate services in place in a timely manner at
every level of placement.
RESOURCE FAMILY APPROVAL
Contra Costa County implemented Resource Family Approval (RFA) January 1, 2017. RFA shifted
the way that Children and Family Services approves caregivers as it expanded mandatory foster
parent training for relatives and determines permanency approval upfront, allowing additional
options for the caregiver and child should the family fail to reunify.
The RFA unit receives an average of 22 applications per month (over the past 18 months), and
oversees the ongoing training and well-being of the Resource Family Homes. Effective of
01/1/2020, Contra Costa County has voluntarily increased the number of required pre-approval
training hours from 12 to 18 hours, offered twice per month. Contra Costa County’s training
requirements now exceed the state mandates in an effort to provide our resource families best
practices and resource information that supports their growth and development into successful
resource homes. RFA staff participate in placement-related and matching meetings to assist in
finding the best fit for each child with an appropriate resource family to meet their specific needs.
RFA staff have made significant progress in reducing the backlog of pending applications over the
past year and a half despite the numerous continuous changes CDSS has made in the RFA
requirements. Approximately half of the current pending applications are within the approval
timeline of less than 90 days.
0
50
100
150
200
250
Pending RFA apps
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CDSS has completed three annual Resource Family Approval Reviews in Contra Costa County,
each of which was very positive and notably acknowledged the success of Contra Costa’s
Resource Family Approval program with limited staffing resources in comparison to surrounding
counties. The State funding allocation for RFA staff is less than what is needed and is a
continuation of the underfunding for the Foster Home Licensing program.
Utilizing the Resource Family Approval program, CFS has focused on recruiting and retaining
quality relative and non-relative resource families. Although CFS utilizes relative notification and
family finding, it is important to note that relative placement numbers may also be impacted by
the Court and attorneys who have a strong voice in relative or non-related extended family
member placements.
CONGREGATE CARE
CCR is designed to promote home based care, and guides the transition away from the traditional
use of long-term group home care by transforming existing group home care into short term,
residential therapeutic programs (STRTP) for youth who are not ready to live with families in
home-based care. Youth placed in an STRTP have access to expanded behavioral and mental
health services and support and are assessed regularly for their potential to step down into a
lower level of care. Children & Family Services has devoted significant time and energy to ensure
that we are utilizing home based family care as often as it is appropriate. However, CFS
acknowledges that many children have experienced significant trauma and abuse and have
behaviors and conditions that require a higher, more restrictive level of care.
Despite the high level of services STRTPs are designed to provide, there is still a lack of placement
options for the very high level youth whose needs exceed STRTP capabilities. Several youth in
Contra Costa County have been denied placement by every STRTP with an available bed in the
state. CFS is then tasked with finding a safe place for these high risk, high needs youth, often
with little notice. The specialized placements we typically resort to for these youth are costly and
often require county only funds as they do not meet eligibility for Title IV-E Foster Care payment,
despite the fact that they are often our only remaining option. The lack of placement options for
high needs youth also creates a significant barrier to our ability to support their individual needs
and long term planning.
CCR was originally presented to counties as a cost-saving initiative, as youth would not be
remaining in high cost group homes for extended periods of time. Unfortunately, the state has
not acknowledged that many youth who do not require STRTP level placements, also do not want
to live in a family home setting, nor do we have an abundance of family homes who are interested
or comfortable taking teens stepping down from high level facilities. Despite our best efforts,
our renewed focus on extensive family finding, and child specific recruitment efforts, we have
not seen those cost-savings, nor have there been additional funds allocated to account for the
challenges that counties are experiencing.
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An additional, related challenge regarding the STRTP model is the sustainability of these facilities.
In the past two years, we are aware of 2 large scale organizations (that also have Foster Family
Agencies and other youth housing programs) who have decided to close the STRTP portion of
their organization, one citing the challenges of 90% of their residents having highly acute needs.
The county has concerns about the ability of these facilities to adequately serve the needs of our
most vulnerable youth when there are only the highest level youth residing in their facility.
Despite these challenges, CFS has consistently been stepping down youth when safe and
appropriate. In order to support the youth who are able to step down into lower levels of care
after being served by an STRTP, CFS has implemented training (both formal and informal) for staff
to support transition planning and preparing for successful transitions into home based family
care. Transition plans include ensuring supportive services are available and in place prior to a
child changing placements and encouraging caregivers and youth to build their support networks.
CFS also meets regularly with providers, including STRTPs, Foster Family Agencies, and the few
remaining Group Homes to encourage their collaboration in the transition planning processes for
our youth, and to provide support as needed with CCR related changes.
As of 08/2018, CCC had 94 youth in Group Home and STRTP Placements. Over the course of 2
years, as of 08/2020, that number has been reduced to 53 youth in Group Home and STRTP
placements. The youth who are in STRTP placements continue to have regular needs
assessments completed monthly by the providers and are reviewed frequently by CFS staff for
appropriateness of placement and possible transition to a lower level of care.
STRTP/Group
Home
6%
Relative/NREFM
Family Home
20%
Community
Family Home
40%
Supervised
Independent
Living
7%
Regional Center
2%
Voluntary
Guardian Home
17%
Transitional Housing
8%
PLACEMENTS
AS OF 9/2/20
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SYSTEM OF CARE
Since the passing of AB 403 and the initial implementation of CCR, the state has passed additional
legislation that both supports and sustains the principles of CCR. Counties are now mandated to
establish a System of Care Memorandum of Understanding detailing how county agencies will
work together to serve children and families who have been involved in the child welfare system.
An oversight workgroup has been established that includes CFS, Probation, Behavioral Health,
Regional Center and the County School Superintendent, who have all been extremely cooperative
in this process thus far. Smaller, specialized workgroups are developing different sections of the
MOU, which is due to the state on 12/31/20. CFS has embraced a lead role in this project, which
will solidify and strengthen the collaborations across the above mentioned departments.
FAMILY URGENT RESPONSE SYSTEM (FURS)
The state is establishing a statewide hotline for foster and former foster youth and caregivers
who need immediate assistance. State hotline calls will be delegated to the Family Urgent
Response System (FURS) program of the county in which the child resides when an in-person
response is deemed necessary. This new legislation also requires a collaborative effort as
Children & Family Services is working with Behavioral Health and Probation to ensure we have
the appropriate Mobile Response system in place to respond to these calls. Behavioral Health
currently has a contract for our existing Mobile Response Team, which we will be expanding and
enhancing in order to meet the regulations in the FURS legislation. FURS requires 24/7 in-person
response teams to be available to respond to warm transfers from the state hotline. FURS also
requires that foster youth and probation youth placed by other counties into Contra Costa County
must also be served timely by this program. As of 09/2020, there are approximately 430 youth
from other counties living in Contra Costa County.
The state hotline will be in place as of 03/01/2021 and Contra Costa County has done some
background research and foundational work on our county plan, which is due to the state by
01/15/2021. We have also begun conversations with our existing Mobile Response provider
about the expansion of the program. The main goal of the FURS program is to continue to offer
in home services to our children and families that support and can help stabilize home based
placements.
CONCLUSION
The Continuum of Care Reform draws together a series of existing and new reforms to our Child
Welfare Services program designed out of an understanding that children who must live apart
from their biological/adoptive parents do best when they are cared for in committed, nurturing
family homes. AB 403, alongside the newer legislation, provides the statutory and policy
framework to ensure services and supports provided to the child and his or her family are tailored
toward the ultimate goal of maintaining a stable, permanent family.
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This report from EHSD serves to inform FHS Committee on CCR progress and challenges and to
acknowledge and express appreciation for the continued support from Contra Costa County
Board of Supervisors.
APPENDICES
A. CFT Survey
B. October 2020 CCR Dashboard Excerpt
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APPENDIX A
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APPENDIX B
CONTINUUM OF CARE REFORM DASHBOARD EXCERPT –SEPTEMBER 2020
Successfully Stepped Down to Lower Level of Care
During August 2020
From STRTP 2
From Group Home 0
Total Children Stepped Down 2
New Placements into Group Home 1
New Placements into STRTP 2
Resource Homes Activity
August 31, 2020
Type
Applications
pending as of end
of Last Month
Applications
Currently Pending
Approval
New
Applications
New Approved
Apps
Apps Withdrawn/
Denied
RFA – Community 66 64 9 3 4
RFA –
Relative/NREFM 63 53 12 4 11
Total 129 120 21 7 15
STRTP Placements
August 31, 2020
End of Last Mo Current Placements
In County STRTP 24 22
Out-Of-County STRTP 26 27
Total 50 49
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Other County Children/Youth – Placed in Contra Costa
Point in Time September 5, 2020 In Home Non Foster Care Court Specified Home Group Hm or STRTP Small Family Home FFA Comm FFA Rel/NREFM Fam Home Comm Fam Home Rel/NREFM SILP Guardian Total Alameda 11 2 9 2 42 45 27 10 148
San Francisco 10 1 54 13 19 4 101
Solano 5 1 16 1 3 4 30
Sacramento 2 7 1 2 1 1 4 18
San Mateo 2 8 2 4 16
Log Angeles 2 1 9 2 14
Marin 2 8 1 2 13
Santa Clara 1 2 5 2 10
San Joaquin 1 2 1 1 1 3 1 10
All Other Counties 7 14 14 2 11 1 49
Total 38 3 0 33 6 147 2 67 81 32 0 409
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Continuum of Care Reform
Children & Family Services Bureau
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CCR is a comprehensive child welfare reform that supports children,
youth and families across placement settings in achieving permanency.
CCR focuses on:
CONTINUUM OF CARE REFORM
Increased engagement
with children, youth
and families
Increased capacity for
home-based family
care
Limited use of
congregate care
Changes in rates,
training, accreditation,
mental health services
and accountability &
performance.155
Child & Family Team Meetings
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Child Family Team Meetings
CFS is completing on average 65 CFT meetings per month this year.
BH staff complete an additional average of 25 CFTs per month for foster
youth in receipt of specialty mental health services.
Since March 2020, CFT meetings have been held virtually, utilizing
online platforms
In February 2020, CFS implemented a CFT Evaluation that can be done
either on paper (hard copies) or online using a link or a QR code
Child Adolescent Strengths and Needs (CANS) Assessments are linked
with the CFTs effective 10/2020.
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Focus on Home-Based Care
Group
Home/
STRTP
FFA / ITFC/TFC
home
Resource Family
Home
Children requiring
highly intensive 24-
hour supervision and
treatment. STRTPs
will be designed to
quickly transition
children back to their
own or another
permanent family.
Focused on
permanency
planning at all
placement
levels.
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STRTP/Group
Home
6%
Relative/NREFM
Family Home
20%
Community
Family Home
40%
Supervised
Independent
Living
7%
Regional Center
2%
Voluntary
Guardian Home
17%
Transitional Housing
8%
PLACEMENTS
09/2020
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Resource Family Approval
Effective 01/2020, expanded pre-approval training from 12-18
hours
•Offered twice per month
Consistent flow of applicants, average of 22 per month*
Reduction of backlog of pending applications by 40%*
Expanded supportive services available to home-based
placement types
•WRAP
•Caregiver Coaching * over the past 18 months (April 2019 –Sept 2020)160
Ongoing Challenges:
•Youth whose needs exceed
STRTP level
•Process of conversion to
STRTP, high costs and
sustainability of the model
•Adequate services being
provided in a home with all
high needs youth
•Rejections and 14 day
notices from STRTPs
•AWOLs and exposure to
COVID-19
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Current CCR Focus Areas
•Upfront (TDM) identification of relatives/NREFMs,
ensuring relative information travels with the case
Increase Appropriate
Relative Placements
•Use Needs and Strengths assessment to
guide the CFT and feed the case plan
Implement CANS for all
cases and increase CFTs
•Build and utilize child/family’s natural support
system
•Beyond placement, building long term connections
Child Specific
Recruitment
•System of Care
•Family Urgent Response System (FURS)New Legislation
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New Legislation
System of Care
The over-arching goal is
to better serve youth
who have experienced
severe trauma by
ensuring the services
available to them are
coordinated, trauma-
informed, and timely.
Foster
Youth
Child
Welfare
Probation
Behavioral
Health
County
Office of
Education
Regional
Center
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24/7 Statewide
Hotline for Foster
(and Former Foster)
Youth and Caregivers
If in-person response
is required, the state
hotline will complete
warm handoff to
County FURS
County FURS Mobile
Response team will
provide in person
response within 1-3 hrs
(or 24 hrs for non urgent
situations)
New Legislation
Family Urgent Response System (FURS)
FURS builds upon the CCR and the System of Care development, in
order to provide current and former foster youth and their caregivers
with immediate, trauma-informed support when they need it.
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Prevent placement disruptions and preserve the relationship
between the child or youth and their caregiver;
Prevent the need for a 911 call or law enforcement involvement and
avoid the criminalization of traumatized youth;
Prevent psychiatric hospitalization and placement into congregate
care; and
Promote healing as a family.
Notable Financial Impact: Contra Costa FURS teams will need to respond to not only CCC
dependents, but every foster child placed in our county, which currently adds 409 youth to
our existing 804 active foster youth. This does not account for former foster youth from
CCC and other counties who are residing in CCC.
FURS is intended to:
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CCR moving forward…
•CFS, in collaboration with both partner agencies and community
based providers, continues to work towards meeting the needs of
children and families to set them up for success in home-based care
whenever possible, with permanent connections to support them
long after they leave our system.
•We are committed to adapting to the evolving needs of our
population, and seeking the best possible outcomes for youth in our
care.
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