HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 09272021 - FHS Agenda Pkt
FAMILY & HUMAN SERVICES
COMMITTEE
September 27, 2021
9:00 A.M.
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Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, 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 July 26, 2021 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. RECOMMEND that the Board of Supervisors:
APPOINT Laura Rodriguez Discretionary Representative 1 West County of the
Local Child Care Planning Council;
APPOINT Hannah Michaelson Community Representative 3 Central/South
County of the Local Child Care Planning Council; and
APPOINT John Moon Public Agency Representative 3 Central/South County of
the Local Child Care Planning Council, as recommended by the County Office of
Education, and
ACCEPT the annual Local Planning Council Activities Report.
B. RECOMMEND that the Board of Supervisors:
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B. RECOMMEND that the Board of Supervisors:
REAPPOINT Carol Carrillo to Seat 4 - Child Abuse Prevention Council seat and
Dr. Allyson Mayo to Seat 5 - Mental Health seat, with terms expiring on
September 30, 2023; and
REAAPOINT by extending the term of Jenny Tsang to At-Large Seat 3 to
September 30, 2023 on the Family and Children's Trust Committee, as
recommended by the Employment and Human Services Department.
C. RECOMMEND that the Board of Supervisors:
APPOINT Audra Carrion to At-Large Seat 1 on the Family and Children's Trust
Committee for a term ending on September 30, 2022, as recommended by the
Employment and Human Services Department.
D. RECOMMEND that the Board of Supervisors:
APPOINT Victor Ortiz to Member-at-Large Seat 2 on the Alcohol and Other
Drugs Advisory Board for a term ending June 30, 2024, as recommended by the
Advisory Board's Executive Committee.
E. RECOMMEND that the Board of Supervisors:
REAPPOINT the following individuals to the identified At-Large seats on the
Contra Costa Advisory Council on Aging (ACOA) with terms expiring on
September 30, 2023, as recommended by the Council Membership Committee
and Council Chair:
At-Large Seat #3: Rhoda Butler;
At-Large Seat #9: Gerald Richards;
At-Large Seat #11: Jagjit Bhambra;
At-Large Seat #14: Dennis Yee;
At-Large Seat #16: Brain O’Toole; and
At-Large Seat #19: Jill Kleiner.
(Anthony Macias, Employment and Human Services Department)
5. CONSIDER accepting the 2021 Second Quarter status report on the Continuum of
Care Plan for the Homeless. (Jaime Jenett, Community Engagement Specialist)
6. CONSIDER accepting a report from the Employment and Human Services Department
on the oversight and activities of the Community Services Bureau. (Aaron
Alarcon-Bowen, Community Services Bureau Director)
7. CONSIDER accepting the report from the Employment and Human Services
Department on the foster care Continuum of Care Reform and the Family First
Prevention Services Act implementation efforts. (Kathy Marsh, Children and Family
Services Bureau Director)
8.The next meeting is currently scheduled for October 25, 2021.
9.Adjourn
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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.
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 3.
Meeting Date:09/27/2021
Subject:RECORD OF ACTION FOR THE PREVIOUS FHS MEETING
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: NA
Presenter: Enid Mendoza Contact: Enid Mendoza, (925)
655-2051
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 July 26, 2021 Family & Human Services
Committee meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the draft Record of Action for the July 26, 2021 Family & Human
Services Committee meeting.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
DRAFT Record of Actions for 7-26-2021 FHS
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D R A F T
FAMILY AND HUMAN SERVICES
COMMITTEE
RECORD OF ACTION FOR
July 26, 2021
Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Present: Candace Andersen, Chair
Diane Burgis, Vice Chair
1.Introductions
Chair Andersen called the meeting to order at 9:00 a.m.
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 members of the public wished to speak during public comment.
3.RECEIVE and APPROVE the draft Record of Action for the June 28, 2021
Family & Human Services Committee meeting.
The Committee approved the Record of Action for the June 28, 2021 Family
and Human Services Committee meeting as presented.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
4.RECOMMEND to the Board of Supervisors the reappointment of Joan D'Onofrio
to the At Large 3 seat on the Arts and Culture Commission with a term ending
June 30, 2025 and the appointment of Naina Shastri to the Alternate seat on the
Arts and Culture Commission with a term ending June 30, 2025, as
recommended by the Arts and Culture Commission.
The Committee approved forwarding the recommended appointments to the
Board of Supervisors as a consent item.
AYE: Chair Candace Andersen
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Vice Chair Diane Burgis
5.RECOMMEND to the Board of Supervisors the appointments of Douglas R.
Lezameta to the Business Seat #5, Lauren D. Johnson to the Business Seat #6,
Steve Older to the Workforce & Labor Seat #4, and Traci Young to the
Workforce & Labor Seat #5 of the Workforce Development Board with terms
expiring June 30, 2025.
The Committee approved forwarding the recommended appointments to the
Board of Supervisors as a consent item.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
6.ENDORSE and SUPPORT the Stand Down on the Delta event for homeless
veterans to be held September 10-13, 2021 at the Contra Costa County
Fairgrounds in Antioch and forward to the Board of Supervisors for their
endorsement and support.
J.R. Wilson, Board Chairman of Stand Down on the Delta, presented on the
upcoming Stand Down on the Delta with a theme of unity and inclusive of a
recognition ceremony for 9/11. Pat Jeremy, Director of the Stand Down on the
Delta, responded to COVID-19 precaution questions by Chair Andersen. The
Committee approved endorsing and supporting the Stand Down on the Delta
and encouraged the Delta Veterans Group to continue their fundraising efforts
to procure additional portable showers as needed for the event.
7.CONSIDER accepting the cumulative evaluation report from the Health Services
Department on the implementation of Laura’s Law – Assisted Outpatient
Treatment (AOT) program during the period July 2019 through June 2020, and
directing the Department to forward these reports annually and directly to the
Board of Supervisors for their information.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
8.ACCEPT the report from the Behavioral Health Division of the Health Services
Department on the MHSSA and school-based behavioral health program
expansion efforts to support the mental health needs of children and
adolescents, and forward to the Board of Supervisor for their information.
The Committee received the report on the Mental Health School Services Act
grant programs as presented by staff. Supervisor Burgis emphasized the
importance of encouraging younger generations to understand there should
not be a stigma on mental health and the benefits of self-care before getting to
a crisis.
The Committee accepted the report as presented to move forward to the Board
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of Supervisors as a consent item.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
9.APPROVE the revised 2021 Committee work plan, or provide direction to staff
regarding any changes thereto.
The Committee accepted the 2021 Family and Human Services Committee
work plan as presented.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
10.The next meeting is currently scheduled for September 27, 2021.
11.Adjourn
The meeting adjourned at 10:28 a.m.
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 4.
Meeting Date:09/27/2021
Subject:CONSIDER recommendations to the Board on the following advisory
body appointments, re-appointments or vacancies
Submitted For: Monica Nino, County Administrator
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 4. A.
Meeting Date:09/27/2021
Subject:Appointments to the Local Planning and Advisory Council for Early
Care and Education (LPC)
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 25
Referral Name: Child Care Planning/Development Council Membership
Presenter: N/A Contact: Dennis Bozanich 925-655-2050
Referral History:
The review of applications for appointments to the Contra Costa Local Planning Council for Child
Care and Development was originally referred to the Family and Human Services Committee by
the Board of Supervisors on April 22, 1997.
The Local Planning and Advisory Council for Early Care and Education (LPC) coordinates
programs and services affecting early child care and education, including recommendations for
the allocation of federal funds to local early child care and education programs.
The LPC consists of 20 members: 4 consumer representatives - a parent or person who receives
or has received child care services in the past 36 months; 4 child care providers - a person who
provides child care services or represents persons who provide child care services; 4 public
agency representatives - a person who represents a city, county, city and county, or local
education agency; 4 community representatives - a person who represents an agency or business
that provides private funding for child care services or who advocates for child care services
through participation in civic or community based organizations; and 4 discretionary appointees -
a person appointed from any of the above four categories or outside of those categories at the
discretion of the appointing agencies.
Terms of appointment are 3 years.
Referral Update:
The County Superintendent of Schools for Contra Costa County has reviewed the applications,
determined that the applicants meet the eligibility requirements and requests that the Committee
recommends appointment to the Board of Supervisors.
Recommendation(s)/Next Step(s):
ACCEPT the annual Local Planning Council Activities Report, and
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ACCEPT the annual Local Planning Council Activities Report, and
RECOMMEND to the Board of Supervisors the appointments to the Local Planning Council of:
Laura Rodriguez Discretionary Representative 1 West County;
Hannah Michaelson Community Representative 3 Central/South County; and
John Moon Public Agency Representative 3 Central/South County, as recommended by the
County Office of Education.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
LPC Annual Activities Report
Appointment Memo - LPC
Applications - Redacted
Other applicants
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M E M O R A N D U M
DATE: July 29, 2021
TO: Family and Human Services Committee
Supervisor Candace Andersen, District II, Chair
Supervisor Diane Burgis, District III, Vice Chair
Contra Costa County Office of Education
Lynn Mackey, Contra Costa County Superintendent of Schools
FROM: Denise Clarke, LPC Coordinator/Manager, Educational Services
SUBJECT: Annual Activities and Key Accomplishments Report for Contra Costa County Local
Planning and Advisory Council for Early Care and Education (LPC)
RECOMMENDATION(S):
1) ACCEPT the activities report and key accomplishments during fiscal year 2020-2021 for the LPC
as they relate to Education Code - Section 8499.3 – 8499.7
REASON/S FOR RECOMMENDATION:
Projects and activities of the Contra Costa LPC align with legislative intent for Local Planning
Councils to serve as a forum to address the child care needs of all families and all child care programs, both
subsidized and non-subsidized in Contra Costa County (Ed code Sections 8499.3 and 8499.5).
BACKGROUND:
The Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC)
was established in April 1998. Required by AB 1542, which was passed in 1993, thirty members of
the LPC were appointed by the County Board of Supervisors and the County Superintendent of
Schools. Childcare consumers and providers, public agency representatives, and community
representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees.
Membership is for a three year term.
On January 7, 2003, membership was decreased from 30 to 25 members, due to the difficulty being
experienced in filling all of the seats. On September 19, 2012 membership was decreased from 25 to
20, due to continued difficulty to fill vacant seats. Official reduction of appointed seats provides
flexibility to ensure quorum is met in order to conduct Council business.
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I. SUMMARY OF ACTIVITIES
New LPC Coordinator – A new LPC Coordinator was hired in January 2021.
Annual Young Children’s Issues Forum – Due to COVID-19 the Annual Young Children’s Forum
was postponed this year. Since this in-person event was not possible, the LPC hosted a virtual Speaker
Series for Educators.
Speaker Series for Early Care Educators – The LPC hosted its first virtual event, a 4-part speaker
series throughout the month of February. The following speakers/topics were included: (1) Self Care
Your Way” with LaWanda Wesley, Ed.D, (2) “Mix it Up! Colors and Textures, Art Galore,” with Benu
Chhabra, owner Benu’s Preschool, (3) Moving Inward: Self Reflection & Self Care in Action with
Valentina Torres, MA, MFT, Jewish Family and Community Services of the East Bay. (4) The series
culminated with an early educator virtual block party and breakout sessions for early educators to meet
and network with others in the ECE field.
Coordinated and Facilitated Quarterly State Funded Program Administrators Network
(SFPAN) meetings held at the CCCOE and facilitated by the LPC Coordinator.
The State Funded Administrators Network (SFPAN) convenes 14 agencies that contract with the
California Department of Education to provide General Child Care Services for children ages 0-12 and
State Preschool services for high need families and children throughout Contra Costa. The SFPAN
includes the county’s Head Start and Early Head Start providers and the CalWORKs child care voucher
program known as the Alternative Payment Program which includes Stage 1, Stage 2 and Stage 3
families.
LPC Coordinator is CCCOE’s administrator for the California State Preschool Program QRIS
Block and the Quality County California QRIS Block Grant Contracts for Contra Costa
County. The LPC is actively involved in the local planning, coordination and implementation of quality
improvement services, professional development and growth activities and incentives, and countywide
efforts to increase public awareness of “quality indicators” through the Contra Costa Quality Matters
program.
II. ACCOMPLISHMENTS
As in previous years, the LPC has offered multiple professional growth and development services and
incentives in Contra Costa County.:
• Professional Development Program (PDP) Services and Incentives: During fiscal year (FY)
2020-2021, the Contra Costa LPC/CCCOE continued the partnership with First 5 Contra Costa
for Professional Development Program funding. This program, previously funded with AB 212
funds has now transitioned and is funded as part of the new Quality Counts California Workforce
Pathways Grant. The following chart summarizes participant data for the 2020-2021 PDP
Program:
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Total Cumulative Number of PDP Participants
Eligible for Stipend
135 Participants
Total numbers of units completed by all
participants
1,179 Units
Total Education Milestones Reached 22 (8 permits, 5 Associate’s Degrees, 9 transfer)
Total number of PD hours completed 688 Professional Development Hours
Total Stipends Issued (both agencies) $183,550
• Permit Applications: Staff continued to assist early childhood educators to apply for new,
renewal and upgrade Child Development Permit applications and to receive Temporary County
Certificates. A total of 116 permit applications were accepted and processed during 2020-2021.
Additionally, 250 individuals received Professional Growth Advising.
• CA Early Care and Educator Workforce Registry (The Registry) – In 2020-2021, the Contra
Costa LPC continued coordinating efforts with other stakeholders to increase participation by
early care educators in joining The Registry. The California Department of Education’s Early
Learning and Care Division has been requiring participants of its quality improvement professional
development activities to register with the Registry since January 2017. A targeted campaign was
created this year to meet the goal of having all Quality Matters California participating sites join the
registry, and overall to increase county-wide utilization. The campaign and technical assistance
provided to ECE providers through the targeted campaign resulted in 100% of Quality Matters
sites meeting this milestone, and an overall increase of 438 new accounts created for ECE
professionals in Contra Costa County this year.
III. PROPOSED WORK PLAN/OBJECTIVES FOR 2021 - 2022
The LPC will continue to oversee the design and implementation of the following projects and priority
activities:
Implement the California Department of Social Services Early Learning and Care Quality
Counts California Workforce Pathways Grant – Allocation of $244,034. This funding will continue
to support teacher incentives and professional development supports through the Professional
Development Program offered in partnership with First 5 Contra Costa.
Participate, support and align funding goals to support countywide efforts to improve the quality of
all Early Care and Education programs through the Quality Matters (QRIS) Project.
Participate in the Subsidized Child Care Pilot Cross-County Evaluation – Legislation enabled the
implementation of individual County Child Care Subsidy Pilot Projects (Pilots) to provide counties
flexibility to address local needs and priorities though solutions such as modifying eligibility criteria,
family fees, reimbursement rates and contract transfers. Contra Costa County is currently one of 12
counties implementing Pilots at various stages. The multi-county evaluation process will be used to
examine what the Pilots are accomplishing statewide, including lessons learned and proposed next steps
to further innovation and continue to expand access to affordable child care.
Plan, Coordinate and Host the Annual Young Children’s Issues Forum – Tentatively in March
2022, pending ability to host in-person events or transitioning to a virtual event.
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M E M O R A N D U M
DATE: August 2, 2021
TO: Contra Costa County Board of Supervisors
Family and Human Services Committee
Supervisor Candace Andersen, District II, Chair
Supervisor Diane Burgis, District III, Vice Chair
Contra Costa County Office of Education
Lynn Mackey, Contra Costa County Superintendent of Schools
FROM: Denise Clarke, LPC Coordinator/Manager, Educational Services
SUBJECT: LPC APPOINTMENTS
Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC)
RECOMMENDATION(S):
1) APPOINT the following new members to the Contra Costa Local Planning and Advisory
Council for Early Care and Education, as recommended by the LPC:
Name Seat Area ________
Laura Rodriguez Discretionary Representative 1 West County
Hannah Michaelson Community Representative 3 Central/South County
John Moon Public Agency Representative 3 Central/South County
REASON/S FOR RECOMMENDATION:
The Contra Costa County Local Planning Council for Child Care and Development (LPC) was
established in April 1998. Required by AB 1542, which was passed in 1993, thirty members of the
LPC were appointed by the County Board of Supervisors and the County Superintendent of
Schools. Childcare consumers and providers, public agency representatives, and community
representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees.
Membership is for a three-year term. On January 7, 2003, membership was decreased from 30 to
25 members, due to the difficulty being experienced in filling all of the seats.
On September 19, 2012 membership was decreased from 25 to 20, due to continued difficulty to fill
vacant seats. Official reduction of appointed seats provides flexibility to ensure quorum is met in
order to conduct Council business.
Membership consists of the following:
• Four consumer representatives - a parent or person who receives or has received child care
services in the past 36 months;
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• Four child care providers - a person who provides child care services or represents persons
who provide child care services;
• Four public agency representatives - a person who represents a city, county, city and county,
or local education agency;
• Four community representatives - a person who represents an agency or business that
provides private funding for child care services or who advocates for child care services
through participation in civic or community based organizations;
• Four discretionary appointees - a person appointed from any of the above four categories or
outside of those categories at the discretion of the appointing agencies.
Appointments to the Contra Costa County Local Planning and Advisory Council for Early Care and
Education (LPC) are subject to the approval of the Board of Supervisors and County Superintendent
of Schools, Lynn Mackey. The Board of Supervisors designated the Family and Human Services
Committee to review and recommend appointments on their behalf.
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Submit Date: Apr 13, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 3
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Tytiana L Demings
Antioch CA 94531
Home:
Tytiana L Demings
24
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Local Planning and Advisory Council for Early Care and Education (LPC): Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Please explain why you would like to serve on this particular board, commitee, or
commission.
I've always been passionate about social issues, educating myself as well as anyone near me, and aside
from being openly opinionated, I remain open minded and driven to help others grow. I want to be
informed and apart of positive changes. Especially for my son.
Qualifications and Volunteer Experience
Tytiana L Demings
25
Upload a Resume
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
If Yes, please identify the nature of the relationship:
Tytiana L Demings
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Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Tytiana L Demings
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Submit Date: Aug 05, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Resident of Supervisorial District:
District 3
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
University of London - QueenMary and Westfield college
Degree Type / Course of Study / Major
Bsc in Economics
Degree Awarded?
Yes No
Joy N Emole
Brentwood CA 94513
Home:
Joy N Emole
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College/ University B
Name of College Attended
Walden University
Degree Type / Course of Study / Major
MBA in Projectc Management
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Walden University
Degree Type / Course of Study / Major
PhD in Management
Degree Awarded?
Yes No
Other Training Completed:
Certificate Awarded for Training?
Yes No
Board and Interest
Which Boards would you like to apply for?
Local Planning and Advisory Council for Early Care and Education (LPC): Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
3
Joy N Emole
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Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am always curious to learn more things, board duties will provide a rewarding intellectual challenge. I
recently completed my PhD in Management program and serving on the board will allow me the chance
to give back in a different capacity. It will enable me to practice my communication and leadership skills.
Also working with professionals from different backgrounds, will give me the chance to hone on my
leadership skills.
Qualifications and Volunteer Experience
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I recently earned my PhD in Management and I believe that I would be an ideal candidate for this position
due to my leadership skills, relevant work experience, academic qualifications and also my personal
abilities. As a highly skilled and successful professional with 15 years of experience driving successful
business operations and enhancing corporate productivity, I possess a wide range of knowledge and
experience that will allow me to contribute toward the success of the County.
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Abuja Food Bank Volunteer Shift Manager, June 2007–2010 • Organize and managed food pantry
operations resulting in a 20% decrease in spending • Train volunteer base on managing the food shelves
• Create, organize and manage shift calendar for over 100 volunteers ACIU Medical Center, Medical
Office Assistant • Worked directly with patients to provide advanced services • Handled multiple patient
loads • Assisted head nurse in organizing work schedules for nursing staff
Conflict of Interest and Certification
Joy N Emole
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Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Joy N Emole
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1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Joy N Emole
32
JOY EMOLE, PH.D.
Brentwood, CA
LEADER IN ACADEMIC RESEARCH AND ADMINISTRATION
Dynamic, innovative and charismatic academic leader and student advocate consistently delivering the
talent required to enhance engagement while ensuring success for all.
Poised to deliver success, leveraging extensive experience, education, and skills to propel attainment of
objectives for your organization. Recognized for excellence with a Ph.D.in the field of Knowledge
Management, Leadership, and organizational development and subject matter expertise in people
management, product oversight, and business development across the globe. Adamant believer in
creating and implementing programs that address the many different learning styles and direct needs of
students while promoting structure to help learners manage information and technology in a constantly
changing global society. Spearhead project management from inception to completion, creating strategic
plans, enhancing risk management, and implementing conflict resolution strategies to ensure success of
project objectives and goals. Passionate research and development professional successful in driving
achievement by combining intellectual, managerial and program management skills. Track record of
partnering with academia and community initiatives to drive creative solutions.
— Areas of Expertise —
Information Technology | Compliance | Management | Project Management | Needs & Performance Analysis
Performance Management | Curriculum Integration | Fiscal Responsibility | Strategic Planning Integration |
Multiple Learning Styles | Program Management | Organization & Collaboration | Learning Outcomes |
Partnership Outcomes Trending & Forecasting | Community Outreach | Writing Expertise Research &
Development | Customer Service Instructional Delivery | Curriculum & Instruction
EDUCATION
PhD, Management (Present)
Walden University, Minneapolis, MN
Master of Philosophy, Management (2019)
Walden University, Minneapolis, MN
MBA, Project Management (2014)
Walden University, Minneapolis, MN
B.Sc., Economics
University of London - Queen Mary and Westfield College
NOTABLE SUCCESSES
Academia
Played a critical role in enhancing and maintaining classroom management by implanting proven-
effective motivational activities and positive reinforcement where students took accountability for
their actions and behavior.
…continued…
33
JOY EMOLE, PH.D. Page 2
Lauded for delivering engaging, memorable, and innovative teaching strategies and resources to
establish learning methods that motivate participation and self-motivation to seek out further
information and critical thinking.
Conceptualized and established innovative learning centers by successfully extending and elevating
the learning process, while also aiding the growth and knowledge of all students,
Held accountability for overseeing undergraduate dissertations while conducting assessments on
student presentations.
Facilitated extensive program development and implementation designed to deliver interactive
teaching sessions followed by intensive evaluation.
Served across a wide array of functions including assisting with program development and student
assessments, as well as creating and executing interactive teaching sessions.
Research/Project Management
Spearheaded all facets of designing and conducting in-depth interviews, while also ensuring
alignment with client’s specifications and objectives.
Worked in tandem with the leadership team and clients to debrief on findings, advising on
strategies for process improvements and business initiatives.
Devised, developed, and implemented best practices regarding project execution and fulfillment of
clients research goals.
Delivered strategic reports and support to client through extensive analysis via NVivo software.
Propelled team collaboration and success with marketing programs involving internal and external
collaboration.
Recognized as SME by supervisors for demonstrating a robust work ethic in completing complex
research projects.
Drove a significant increase in operational efficiency by 37% by instituting cutting-edge strategy to
cross-train employees.
Equipped with a proven ability to resolve complex issues independently and efficiently.
Demonstrated a keen ability to surpass customer expectations on all aspects of customer service,
while also maintaining the company’s goals and mission standards.
Recognized for excellence by supervisor for exceeding performance goals within a fast-paced work
environment.
Devised, developed, and implemented a best-in-class employee training imitative by utilizing
proven-effective educational book reading best practices, subsequently improving the concepts of
the professional team members and workflow.
PROFESSIONAL EXPERIENCE
Walden University School of Management and Technology Graduate Student Researcher | Mentor for
Undergraduate Research Assistants | Teaching Assistant, School of Management, 2015 to
Present
Walden University School of Management and Technology
Research Assistant, September 2019 to March 2020
School of Management, Walden University
34
Research Assistant, September 2018 to November 2018
Undergraduate Research Assistants, School of Management, Walden University
Mentor, September 2018 to November 2018
School of Management, Walden University
Teaching Assistant, June 2017 to August 2017
College of North West – London, United Kingdom
Teaching Assistant, Business Department, September 2012 to November 2012
Bank of the West BNP PARIBAS – Walnut Creek, California
BSA/AML Transaction Monitoring Manager, January 2007 – June 2012
Apple Inc. – Napa, California
Project Manager, May 2000 to December 2006
35
FAMILY AND HUMAN SERVICES COMMITTEE 4. B.
Meeting Date:09/27/2021
Subject:RECOMMEND Appointment to FACT
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Laura Malone Contact: Laura Malone; 8-4943
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for
at-large/countywide seats be reviewed by a Board of Supervisors sub-committee. The Family and
Children’s Trust Committee (FACT), was established in 1982 by the Contra Costa County Board
of Supervisors to make funding recommendations on the allocation of a variety of funds for
prevention and intervention services to reduce child abuse and neglect, provide supportive
services to families and children, and promote a more coordinated, seamless system of services
for families. Funding for FACT supported projects derived from federal and state program
legislation, and donations to the County’s Family and Children’s Trust Fund. Every two years, the
members of the FACT establish a series of County priorities for the use of these funds through
review of existing data and reports and by holding Public Hearings in various areas of the county.
The Committee then develops a competitive bidding process to select non-profit,
community-based agencies that can best provide the services determined to be most important.
Program recommendations are made to the Board of Supervisors which makes the final funding
decisions. The Committee continues to evaluate these funded programs to ensure continued
provision of quality service and achievement of stated goals. Programs currently being supported
include countywide parenting classes, therapeutic day care for emotionally disturbed children,
treatment for families, young children and teens with both substance abuse and child abuse issues,
services for homeless families, and projects to support children whose mothers have been victims
of domestic violence and sexual assault. The FACT has up to fifteen members who are appointed
by the Board and include citizens with expertise in children’s issues, education, law, non-profit
agency management, public health, and program research/evaluation. In addition, the Director of
the Child Abuse Prevention Council sits as ex-officio member of the Committee and participates
in all matters except actually voting on funding recommendations. Terms for all Commission
seats are two years. At-Large and non-District appointed seat vacancies on the FACT have been
assigned for Family and Human Services Committee (F&HS) review since 2003.
Referral Update:
36
The seats recommended for reappointment all expire on September 30, 2021. The FACT
Committee voted to recommend reappointment for all three current members. Ms. Tsang was just
appointed earlier this summer and her seat expires on September 30, 2021 also. FACT Committee
recommends that her appointment be extended for two more years to align with the standard
two-year term.
Recommendation(s)/Next Step(s):
RECOMMEND that the Board of Supervisors:
REAPPOINT Carol Carrillo to Seat 4 - Child Abuse Prevention Council seat and Dr.
Allyson Mayo to Seat 5 - Mental Health seat, with terms expiring on September 30, 2023;
and
REAAPOINT by extending the term of Jenny Tsang to At-Large Seat 3 to September 30,
2023 on the Family and Children's Trust Committee, as recommended by the Employment
and Human Services Department.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Appointment Memo - FACT
Application - Carrillo
Application - Mayo
Application - J Tsang
FACT Roster - September 2021
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
FACT ROSTER August 2021 - DRAFT
Committee Seats (5)
At-Large Members (5)
District Seats (5)
1. First 5 Commission
Exp. 09/30/2022 Lisa R. Johnson
Concord, CA 94520
2. School Representative
Exp. 09/30/2022 Karin Kauzer
Walnut Creek, CA 94595
3. Child Development
Early Childhood
Education/Local Planning
Council
Exp. 09/30/2022 Micaela Mota
Richmond, CA 94804
4. Child Abuse Prevention
Council
Exp. 09/30/2021 Pending Re-Appointment
Carol Carrillo, MSW
Concord, CA 94520
Health
Exp. 09/30/2021 Pending Re-Appointment
Dr. Allyson Mayo
1. Vacant - Pending
Appointment - Carrion
Exp. 09/30/2022
Address
City, CA Zip
Phone:
2. Katie Callahan Cisco
Exp. 09/30/2022
Concord, CA 94521
2. Jenny Tsang
Pending Extension
Exp. 09/30/2021
Lafayette, CA 94549
4. Joseph DeLuca
Pending Vacancy
Exp. 09/30/2021
Lafayette, CA 94549
5. Jennifer Early
Exp. 09/30/2022
Richmond, CA 94804
District I
Exp. 09/30/2021
Supervisor John Gioia
Pending Re-Appointment
Richard Bell
El Cerrito, CA 94530
District II
Exp. 09/30/2021
Supervisor Candace Andersen
Pending Re-Appointment
Mary Flott
Alamo, CA 94507
District III
Exp. 09/30/2022
Supervisor Diane Burgis
Pa’tanisha Davis
Brentwood, CA 94513
District IV
Exp. 09/30/2023
Supervisor Karen Mitchoff
David Leimsieder
Exp. 09/30/2021
Walnut Creek, CA 94596
District V
Exp. 09/30/2023
Supervisor Federal Glover
Ani Pereira-Sekhon
Lafayette, CA 94549
Staff to FACT (2)
Elaine Burres
40 Douglas Drive
Martinez, CA 94553
O: (925) 608-4960
eburres@ehsd.cccounty.us
Laura Malone (temp)
40 Douglas Drive
Martinez, CA 94553
O: (925) 608-4943
malonl@ehsd.cccounty.us
Reception: (925) 608-5000
Draft - Updated August 16, 2021
Blue Highlights represent Appointments or Vacancies Pending Final Approvals in August/September 2021 53
FAMILY AND HUMAN SERVICES COMMITTEE 4. C.
Meeting Date:09/27/2021
Subject:RECOMMEND Appointment to FACT
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Laura Malone Contact: Laura Malone; 8-4943
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was the requirement that applications for
at-large/countywide seats be reviewed by a Board of Supervisors sub-committee. The Family and
Children’s Trust Committee (FACT), was established in 1982 by the Contra Costa County Board
of Supervisors to make funding recommendations on the allocation of a variety of funds for
prevention and intervention services to reduce child abuse and neglect, provide supportive
services to families and children, and promote a more coordinated, seamless system of services
for families. Funding for FACT supported projects derived from federal and state program
legislation, and donations to the County’s Family and Children’s Trust Fund. Every two years, the
members of the FACT establish a series of County priorities for the use of these funds through
review of existing data and reports and by holding Public Hearings in various areas of the county.
The Committee then develops a competitive bidding process to select non-profit,
community-based agencies that can best provide the services determined to be most important.
Program recommendations are made to the Board of Supervisors which makes the final funding
decisions. The Committee continues to evaluate these funded programs to ensure continued
provision of quality service and achievement of stated goals. Programs currently being supported
include countywide parenting classes, therapeutic day care for emotionally disturbed children,
treatment for families, young children and teens with both substance abuse and child abuse issues,
services for homeless families, and projects to support children whose mothers have been victims
of domestic violence and sexual assault. The FACT has up to fifteen members who are appointed
by the Board and include citizens with expertise in children’s issues, education, law, non-profit
agency management, public health, and program research/evaluation. In addition, the Director of
the Child Abuse Prevention Council sits as ex-officio member of the Committee and participates
in all matters except actually voting on funding recommendations. Terms for all Commission
seats are two years. At-Large and non-District appointed seat vacancies on the FACT have been
assigned for Family and Human Services Committee (F&HS) review since 2003.
Referral Update:
54
At-Large Seat 1was declared vacant on July 27, 2021 upon transition of a FACT Committee
member to the vacant District III Seat. The FACT Committee voted on April 5, 2021 to
recommend appointment of Audra Carrion to At-Large Seat 1. Candidates for appointment to the
FACT Committee typically serve a two-year term. The At-Large Seat 1 currently has a term
expiration of September 30, 2022.
Recommendation(s)/Next Step(s):
RECOMMEND that the Board of Supervisors:
APPOINT Audra Carrion to At-Large Seat 1 expiring on September 30, 2022 on the Family
and Children's Trust Committee, as recommended by the Employment and Human Services
Department.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Recommendation Memo and Application - Carrion
FACT Roster - September 2021
55
56
7
58
59
FACT ROSTER August 2021 - DRAFT
Committee Seats (5)
At-Large Members (5)
District Seats (5)
1. First 5 Commission
Exp. 09/30/2022 Lisa R. Johnson
Concord, CA 94520
2. School Representative
Exp. 09/30/2022 Karin Kauzer
Walnut Creek, CA 94595
3. Child Development
Early Childhood
Education/Local Planning
Council
Exp. 09/30/2022 Micaela Mota
Richmond, CA 94804
4. Child Abuse Prevention
Council
Exp. 09/30/2021 Pending Re-Appointment
Carol Carrillo, MSW
Concord, CA 94520
Health
Exp. 09/30/2021 Pending Re-Appointment
Dr. Allyson Mayo
1. Vacant - Pending
Appointment - Carrion
Exp. 09/30/2022
Address
City, CA Zip
Phone:
2. Katie Callahan Cisco
Exp. 09/30/2022
Concord, CA 94521
2. Jenny Tsang
Pending Extension
Exp. 09/30/2021
Lafayette, CA 94549
4. Joseph DeLuca
Pending Vacancy
Exp. 09/30/2021
Lafayette, CA 94549
5. Jennifer Early
Exp. 09/30/2022
Richmond, CA 94804
District I
Exp. 09/30/2021
Supervisor John Gioia
Pending Re-Appointment
Richard Bell
El Cerrito, CA 94530
District II
Exp. 09/30/2021
Supervisor Candace Andersen
Pending Re-Appointment
Mary Flott
Alamo, CA 94507
District III
Exp. 09/30/2022
Supervisor Diane Burgis
Pa’tanisha Davis
Brentwood, CA 94513
District IV
Exp. 09/30/2023
Supervisor Karen Mitchoff
David Leimsieder
Exp. 09/30/2021
Walnut Creek, CA 94596
District V
Exp. 09/30/2023
Supervisor Federal Glover
Ani Pereira-Sekhon
Lafayette, CA 94549
Staff to FACT (2)
Elaine Burres
40 Douglas Drive
Martinez, CA 94553
O: (925) 608-4960
eburres@ehsd.cccounty.us
Laura Malone (temp)
40 Douglas Drive
Martinez, CA 94553
O: (925) 608-4943
malonl@ehsd.cccounty.us
Reception: (925) 608-5000
Draft - Updated August 16, 2021
Blue Highlights represent Appointments or Vacancies Pending Final Approvals in August/September 2021 60
FAMILY AND HUMAN SERVICES COMMITTEE 4. D.
Meeting Date:09/27/2021
Subject:RECOMMEND Appointments to Alcohol and Other Drug Advisory
Board
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: NA
Referral Name: Advisory Board Appointment
Presenter: Fatima Matal Sol Contact: Fatima Matal Sol; 5-3307
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was a requirement that applications for at
large/countywide seats be reviewed by a Board of Supervisors committee. At Large seats on the
Alcohol and Other Drugs Advisory Board are assigned to FHS for review and recommendation to
the Board of Supervisors.
The Alcohol and Other Drugs Advisory Board provides input and recommendations to the Board
of Supervisors and the Health Services Department concerning family and community needs
regarding prevention and treatment of alcohol and drug related problems. The mission of the
Contra Costa County Alcohol and Other Drugs Advisory Board is to assess family and
community needs regarding treatment and prevention of alcohol and drug abuse problems. The
board reports their findings and recommendations to the Contra Costa Health Services
Department, the Board of Supervisors and the communities they serve. The Alcohol and Other
Drugs Advisory Board works in collaboration with the Alcohol and Other Drugs Services of
Contra Costa Health Services. The board provides input and recommendations as they pertain to
alcohol and other drugs prevention, intervention, and treatment services.
Referral Update:
The Alcohol and Other Drugs Advisory Board’s Executive Committee met and are
recommending the reinstatement of Victor Ortiz. Mr. Ortiz's previous term expired on June 30,
2021. Because the term expired, the seat is vacant but Mr. Victor Ortiz, who was the Vice Chair
of the Board at the end of his term in June 2021, has expressed his interest to continue on the
Advisory Board.
Recommendation(s)/Next Step(s):
RECOMMEND that the Board of Supervisors, APPOINT Victor Ortiz to Alcohol and Other
61
RECOMMEND that the Board of Supervisors, APPOINT Victor Ortiz to Alcohol and Other
Drugs Advisory Board Member-at-Large Seat 2 for a term ending June 30, 2024.
Fiscal Impact (if any):
NA
Attachments
Appointment Memo - AODAB
AODAB - Roster
62
CCCAODS will provide reasonable accommodations for persons with disabilities planning to attend the meetings who should contact staff at least
24 hours before the meeting at (925) 335-3307.
The Contra Costa County Alcohol and Other Drugs Advisory Board welcomes and encourages public participation at each meeting. Public comments on the agenda or any
item of interest within the jurisdiction of the Contra Costa County Alcohol and Other Drugs Advisory Board are restricted to a maximum of three minutes per speaker. Topics
not posted on the agenda may be addressed by the general public, however, California Law prohibits a Board or Commission from taking action on matters which are not on
the agenda, unless in specific instances as stated under the Brown Act. Any person wishing to address this Board on matters not posted on the agenda should bring their
request to the attention of the Chair, Vice Chair or Staff of the Board. Thank you. For more information, contact Fatima Matal Sol (925) 335-3307.
“The mission of the Contra Costa County Alcohol and Other Drugs Advisory Board is to assess family and community needs regarding prevention and treatment of
alcohol and other drug-related problems. Resultant findings and recommendations are forwarded to the Health Services Department and the Board of Supervisors. The
Board also serves as an advocate for these findings and recommendations to the communities that we serve.”
Date: September 8, 2021
To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Fatima Matal Sol, Staff contact for the Alcohol and Other Drugs Advisory Board
RE: Alcohol and Other Drugs Advisory Board – At Large Member Reinstatement
The Alcohol and Other Drugs Advisory Board (AODAB), in its continued efforts to maintain full
membership that represents the diversity in our community and county, hereby makes the
following recommendation to re instate a Board member whose seat expired on June 30,
2021. Because the term expired the seat is vacant but Mr. Victor Ortiz who is also the Vice
Chair of the Board has expressed his interest to continue on the Board.
NOMINEE SEAT TERM EXPIRATION
Victor Ortiz Member-at-Large Seat 2 6/30/2024
Three years
Mr. Ortiz has been serving on the AODAB for over two years, since his appointment he has
contributed with his leadership and facilitation skills. As indicated above, he is currently the
Vice-Chair and would like to be considered for reinstatement. He is a resident of the City of
Walnut Creek. Should you have any questions, please contact me at:
Phone: 925-335-3307
Email: Fatima.MatalSol@hsd.cccounty.us
Thank you in advance for your kind consideration in this matter.
Contra Costa County Alcohol and Other Drugs Advisory Board
1220 Morello Avenue, Suite 101
Martinez, CA 94553
(925) 335–3307; fax (925) 335–3318
District I
Antwon Cloird
District 2
Guita Bahramipour
District 3
Vacant
District 4
Vacant
District 5
Logan Campbell
At - Large Member
Jonathan Ciampi
Vacant
Talia Moore
Rhiannon Shires
Evelyn Howard
Dylan Johnston
At - Large Alternate
Ashley Ganem
Robert Frey
Candace Cowing
63
Contra Costa County Alcohol and Other Drugs Advisory Board
1220 Morello Avenue, Suite 101
Martinez, CA 94553
925-335-3307
Jayme Shipe W: 925-335-3306 Jayme.Shipe@cchealth.org
Phone Number Email Address Appt Expires
DISTRICT I – MEMBERS John Gioia, Supervisor 11780 San Pablo Ave. #D, El Cerrito 94530 W: (510) 374-3231 F: (510)374-3429
Antwon Cloird 2012 6-30-22
DISTRICT II – MEMBERS Candace Andersen, Supervisor 309 Diablo Road, Danville, 94526 W: (925) 957-8860 F: (925) 820-3787
Guita Bahramipour 2011 6-30-23
DISTRICT III – MEMBERS Diane Burgis, Supervisor 3361 Walnut Boulevard Suite 140, Brentwood, CA, 94513 W: ( 925) 252-4500 F: (925) 240-7261
Vacant
DISTRICT IV – MEMBERS Karen Mitchoff, Supervisor 2151 Salvio Street, Suite R, Concord, CA 94520 W: (925) 521-7100 F: (925) 646-5202
Vacant
DISTRICT V – MEMBERS Federal Glover, Supervisor 315 -E. Leland Ave., Pittsburg 94565 W: (925) 427-8138 F: (925) 427-8142
Logan Campbell 2019 6-30-22
AT LARGE MEMBERS (Internal Operations Committee)
Jonathan Ciampi (I) 2018 6-30-23
Talia Moore (III) 2018 6-30-22
Rhiannon Shires, Psy.D (IV) 2021 6-30-23
Evelyn Howard (V) 2020 6-30-23
Dylan Johnston (VI) 2021 6-30-24
AT LARGE ALTERNATE MEMBERS (Internal Operations Committee)
Ashley Ganem (R)
2021 6-30-24
Candace Cowing
2021 6-30-24
Robert Frey
2021 6-30-24
ALCOHOL AND OTHER DRUGS SERVICES ADMINISTRATIVE STAFF
Fatima Matal Sol
W: 925-335-3307 Fatima.MatalSol@cchealth.org
64
FAMILY AND HUMAN SERVICES
COMMITTEE 4. E.
Meeting Date:09/27/2021
Subject:Appointment to the Advisory Council on Aging
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: Anthony Macias Contact: Anthony Macias,
925.602.4175
Referral History:
On December 6, 2011 the Board of Supervisors adopted Resolution No. 2011/497 adopting policy
governing appointments to boards, committees, and commissions that are advisory to the Board of
Supervisors. Included in this resolution was a requirement that applications for
at-large/countywide seats be reviewed by a Board of Supervisors committee. The Advisory
Council on Aging provides a means for county-wide planning, cooperation and coordination for
individuals and groups interested in improving and developing services and opportunities for the
older residents of this County. The Council provides leadership and advocacy on behalf of older
persons and serves as a channel of communication and information on aging.
The Advisory Council on Aging (ACOA) consists of 40 members serving 2 year staggered terms,
each ending on September 30. The Council consists of representatives of the target population and
the general public, including older low-income and military persons; at least one-half of the
membership must be made up of actual consumers of services under the Area Plan. The Council
includes: 19 representatives recommended from each Local Committee on Aging, 1
representative from the Nutrition Project Council, 1 Retired Senior Volunteer Program, and 19
Members at-Large.
The Area Agency on Aging, the ACOA Membership Committee and the Clerk of the Board,
using CCTV, recruit for these seats. The Contra Costa County EHSD website contains dedicated
web content where interested members of the public are encouraged to apply. The website
provides access to the Board of Supervisors official application with instructions on whom to
contact for ACOA related inquiries, including application procedure.
Referral Update:
The Contra Costa Area Agency on Aging (AAA) recommends the the following individuals for
65
The Contra Costa Area Agency on Aging (AAA) recommends the the following individuals for
reappointment to At-Large Seats assigned to the Contra Costa Advisory Council on Aging
(ACOA) with terms expiring on September 30, 2023:
At-Large Seat #3: Rhoda Butler;
At-Large Seat #9: Gerald Richards;
At-Large Seat #11: Jagjit Bhambra;
At-Large Seat #14: Dennis Yee;
At-Large Seat #16: Brain O’Toole; and
At-Large Seat #19: Jill Kleiner.
Recommendation(s)/Next Step(s):
RECOMMEND that the Board of Supervisors, REAPPOINT the following individuals to
At-Large Seats assigned to the Contra Costa Advisory Council on Aging (ACOA) with terms
expiring on September 30, 2023:
At-Large Seat #3: Rhoda Butler;
At-Large Seat #9: Gerald Richards;
At-Large Seat #11: Jagjit Bhambra;
At-Large Seat #14: Dennis Yee;
At-Large Seat #16: Brain O’Toole; and
At-Large Seat #19: Jill Kleiner.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Reappointment Memo - ACOA
Application - Butler
Application - Richards
Application - Bhambra
Application - Yee
Application - O'Toole
Application - Kleiner
66
1 of 1
Kathy Gallagher, Director
40 Douglas Dr., Martinez, CA 94553 Phone: (925) 313-1579 Fax: (925) 313-1575 www.cccounty.us/ehsd.
MEMORANDUM
DATE: 09/21/2021
TO: Family and Human Services Committee
CC: Tracy Murray, Director Aging and Adult Services
FROM: Anthony Macias, Area Agency on Aging Senior Staff Assistant
SUBJECT: Advisory Council on Aging – Appointment Requested
The Contra Costa Area Agency on Aging (AAA) recommends the following six individuals for reappointment
to At-Large Seats assigned to the Contra Costa Advisory Council on Aging (ACOA) with terms expiring on
September 30, 2023:
At-Large Seat #3: Rhoda Butler
At-Large Seat #9: Gerald Richards
At-Large Seat #11: Jagjit Bhambra
At-Large Seat #14: Dennis Yee
At-Large Seat #16: Brain O’Toole
At-Large Seat #19: Jill Kleiner
Recruitment is handled by both the Area Agency on Aging, the ACOA Membership Committee and the Clerk
of the Board using CCTV. The Contra Costa County Employment and Human Services Department website
contains dedicated web content where interested members of the public are encouraged to apply. The website
provides access to the Board of Supervisors official application with instructions on whom to contact for
ACOA related inquiries, including application procedure.
Members of the ACOA Membership Committee interviewed all Membership At-Large (MAL) applicants
recommended for reappointment. The Membership Committee and the Council’s current President, James
Donnelly, recommends the reappointment of the above list of MAL members who are interested in serving an
additional term. Please find copies of the members’ applications provided as separate attachments.
Thank You
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81
FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:09/27/2021
Subject:Quarterly Status on Continuum of Care Plan for the Homeless
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: FHS #5
Referral Name: Continuum of Care Plan/Healthcare for the Homeless
Presenter: Jaime Jenett, Community Engagement
Specialist
Contact: Jaime Jenett (925)
464-0152
Referral History:
The Family and Human Services Committee received a report on the homeless continuum of care
in November 2020. The Committee requested quarterly updates on the status of efforts.
Health, Housing and Homeless Services Division staffs the Council on Homelessness, which
functions as both an advisory board to the Board of Supervisors and the governing board of the
Contra Costa County Homeless Continuum of Care.
The Council is submitting a 2021 quarterly report with updates on the homeless Continuum of
Care and work of the Council on Homelessness, as well as recommendations for the Board of
Supervisors from the Council on Homelessness Advisory Body.
Referral Update:
Please see the attached Homeless Continuum of Care Quarterly Report for Q2 2021.
Recommendation(s)/Next Step(s):
ACCEPT this report from the Health Services Department
Attachments
2021 Q2 Report for Homeless Continuum of Care
Presentation - Q2 Report from CoH
82
STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS
Contra Costa County Homeless System of Care Quarterly Report for
Quarter 2 of 2021 (April-June)
LETTER FROM THE CHAIR
Dear Contra Costa County Board of Supervisors,
The homeless Continuum of Care (CoC) and Council on Homelessness (COH) had a productive
second quarter of 2021 and are excited to share in our efforts with you. The CoC and COH
continue to balance the impacts of the COVID-19 pandemic and the need for available services
in our community. The Health, Housing, and Homeless Services (H3) Division of the Health
Services Department has done an excellent job keeping the COH abreast of their efforts and the
funding steams and opportunities available to providers in our County. This includes ongoing
conversations about the U.S. Department of Housing and Urban Development’s 2021 CoC
Notice of Funding Opportunity, federal vouchers, and forthcoming state funds for homeless
services. We are grateful to H3 staff and the CoC for their commitment to improving our system
and to serving individuals experiencing homelessness in Contra Costa County. The COH has also
continued to take an active role in planning and policy development via our various
committees, which include oversight, policy and an ad hoc committee currently planning
Homeless Awareness Month.
This report contains important data about the CoC and the people we serve. It also includes
recommendations put forward by the COH. I hope you will give these recommendations careful
consideration as you begin your conversations and deliberations around the disbursement of
Measure X funds. This is a rare opportunity for our county to enact meaningful change and to
potentially increase the availability of permanent supportive housing in Contra Costa County –
something the COH has long advocated for.
The COH is excited for the opportunity to share information with you on the work happening in
the Contra Costa CoC. I ask you to please review and consider the material and
recommendations provided in this report.
Thank you for your time and support. We are thankful for your partnership and commitment to
the homeless system’s opportunities, progress, and challenges.
Sincerely,
Lindy Lavender, Chair of the Council on Homelessness
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INTRODUCTION
The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the
County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The
Council provides advice and input to the Board of Supervisors on the operations of homeless
services, program operations, and program development efforts in Contra Costa County. The
Contra Costa Council on Homelessness is the governing body for the Contra Costa County
Continuum of Care (CoC).
The Contra Costa CoC is comprised of multiple partners, including service providers, members
of the faith community, local business, private and public funders, community members,
education system and law enforcement, and others who are working collaboratively to end
homelessness. The COH and COC are supported by Contra Costa Health Services Health,
Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and
collaborative applicant, CoC Lead Agency and Homeless Management Information System
(HMIS database) Lead Agency.
The purpose of this report is to share information about the CoC and COH activities with the
Contra Costa County Board of Supervisors and to provide recommendations from the COH to
the County Board of Supervisors on long range planning and policy formulation that would
support the county homeless CoC. This report includes information on system data, funding and
policy activities, and CoC initiatives. All information will reflect activities and data for the prior
quarter.
This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC
partners.
SYSTEM DATA
Appendix A includes a data analysis depicting the inflow and outflow of clients in the system,
current utilizers of the system, and recidivism (rates of individuals returning to homelessness).
The graphics and content in that analysis depict data for the second quarter of 2021 (April, May
and June).
SYSTEM FUNDING
This quarter the CoC continued to evaluate the system of care and pursue funding
opportunities to address the gaps in Contra Costa’s homeless system.
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Mainstream Vouchers: Contra Costa received 100 Mainstream Vouchers (for people
experiencing homelessness) from the Housing Authority of the County of Contra Costa. In
August 2020, the COH approved a prioritization process to focus on COVID-19
Project Roomkey residents and as of May, there were 35 households with vouchers and a goal
to have leases completed by the end of June.
Emergency Housing Vouchers (EHV)- The American Rescue Plan (ARP) of 2021 appropriated $5
billion for New Emergency Housing Vouchers (Tenant Based Rental Assistance). Contra Costa
received 201 vouchers. The Council on Homelessness is in the process of planning out the EHV
related processes and programs needed to distribute the vouchers.
HUD CoC NOFA- In Quarter 2 of 2021, the CoC continued annual preparations to compete for
the CoC’s largest source of renewable (sustainable) funding from the US Department of Housing
& Urban Development – the HUD CoC Notice of Funding Availability (NOFA). This competition
brings in more than 80% of the CoC’s funding and is the primary source of funding for the
County’s permanent supportive housing stock. This funding application was released in mid-
August and the funding process will continue through Q3.
POLICY
The CoC works closely with H3 and local stakeholders and system partners to track homeless
and affordable housing policy that may impact the CoC, its clients, funding or current and
future operations. The CoH and CoC, with support from H3, tracked the state budget and
United States Department of Housing and Urban Development (HUD) for upcoming funding and
funding policy strategies related to homelessness.
In June, the Council submitted a letter to the Measure X committee in support of:
1. Capacity building innovations such as seed funding for land trusts;
2. Ensuring funding specific to homelessness prevention and permanent housing for
people experiencing homelessness;
3. Making recommendations that promote permanent housing and prioritize permanent
supportive housing (PSH) opportunities; and
4. Prioritizing ongoing funding for affordable housing options, including permanent and
permanent supportive housing, to address the inequities produced by systemic and
institutional biases and racism.
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SYSTEM INITI ATIVES
The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement
that are designed to improve services to clients and achieve various system goals.
Equity - C4 Innovations is working with the CoC to provide expert equity technical assistance to
produce a racial equity assessment; support client engagement strategies; and support the
identification, correction and planning of further equity improvements for the system and
agencies providing service in the CoC. A four-part training series on Racial Equity for H3, CoC
leadership, providers and partners will be completed in Q3.
Meetings, Trainings, and Events – The CoC hosted three (3) COH meetings for Councilmembers
to meet to conduct the business of the CoC Board; three (3) provider meetings; four (4)
trainings including Motivational Interviewing, Housing First for Affordable Housing Developers
and Property Managers, Housing First 2.0 and Case Management; and 11 other events including
three (3) CoC NOFA Scoring Tools Community Meetings, three (3) COH Policy Committee
meetings, one (1) Oversight Committee meeting, three (3) HMIS Policy Committee Meetings,
and a CoC Learning Hub focused on Behavioral Health Resources for People Experiencing
Homelessness. The recordings, minutes and materials for trainings and meetings can be found
on the H3 website1 and on the County agenda center2, and a calendar of upcoming meetings
and events can be found on the H3 website.
COVID-19 UPDATE
The CoC has continued to support providers, staff, and consumers during the COVID-19
pandemic providing guidance, COVID-19 testing, vaccines, and implementing a strategy to
transition individuals in Project Roomkey into permanent housing. The system of care is
continuing to reopen programs and sites in accordance with health orders and guidance
provided by Contra Costa Health Services.
1 https://cchealth.org/h3/coc/partners.php#Training
2 https://www.contracosta.ca.gov/agendacenter
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East County Interim Housing Program (ECIHP)
The Motel 6 in Pittsburg, purchased with state of California Homekey funds awarded to the
county, was remodeled and opened as the East County Interim Housing Program (ECHIP), with
Bay Area Community Services (BACS) contracted as the service provider. The site has 170
rooms (non-congregate), a 24/7 Residential Counselor team, Care Coordinators, Employment
Coordinators, benefits linkages and advocacy, on-site mental health services and community-
based Housing Locators.
Project Roomkey
At the end of Q2, two of the four Project Roomkey hotels closed and hotel residents were
offered either housing or shelter placement. One hundred participants were identified,
approved for vouchers and supported in completing their voucher applications. In addition, H3
contracted with Bay Area Community Services (BACS) to implement a Rapid Rehousing Program
to provide move in assistance and rental assistance to people to assist with exits to permanent
housing from the hotels.
TESTING AND VACCINATION
In the second quarter of 2021, among people who meet the HUD definition of homelessness:
• 3,856 new COVID-19 tests were administered to a total of 1,960 people
• 43 individuals received positive tests for COVID-19
• 2,463 vaccines administered
Additional data related to COVID-19 and those experiencing homelessness can be found on the
data dashboard.3
RECOMMENDATIONS
In conclusion, the second quarter shed more light on the CoC’s pandemic response and the
growing need and evidence for Permanent Supportive Housing (PSH). The data, funding, policy
and system initiatives sections included in this report provide information to see this need for
3 https://www.coronavirus.cchealth.org/homeless
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6
PSH. Below are a few recommendations from the COH to the BOS that will help to support the
CoC in addressing these needs.
1. Support a Housing Trust Fund
Resources and attention should be devoted to the development of a Housing Trust
Fund. The housing trust fund is a flexible legal vehicle or entity that can hold and administer
funding for large scale projects such as land acquisition, capital costs, operational subsidies
for providers and underfunded homeless services, as well as serving as a mechanism for
holding land for future development. (A land trust is limited to holding property and is not
as flexible as a housing trust for this purpose.) One of the primary benefits of the Housing
Trust Fund is that this fund will allow Contra Costa County to become eligible for additional
state, federal, and private funding directed specifically at communities with these legal
vehicles or entities. In the past two years there have been more than four opportunities to
apply for federal and state grant funding that could have contributed hundreds of
thousands of dollars to this fund, some of which are renewable, for flexible purposes
identified by the community. This is a critical piece of infrastructure that is not far out of
reach and could provide significant resources for affordable housing preservation and
production. (Please note: This is fund distinct from the Housing Security Fund currently in
place that is designed to quickly deliver financial assistance such as direct rental
assistance payments through local service providers to rapidly stabilize and house
households experiencing homelessness.)
2. Support Leveraging State Funding
It is also important that the Board and community continue to prioritize and support
securing additional funding from the State via programs like the multi-family housing
program (MHP) and the Tax Credit Program to supplement and leverage affordable housing
resources for low, very low, and extremely low-income persons experiencing homelessness.
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APPENDIX A
CONTRA COSTA COUNTY HEALTH, HOUSING, AND
HOMELESSNESS DATA SUMMARY
Description of the data:
• What: Program Utilization, Outcomes, and Consumer Demographics
Summary
• Who: Contra Costa Continuum of Care (CoC) consumers
• When: April 1, 2021 – June 30, 2021 (Quarter 2)
• Why: Presentation to the Board of Supervisors
This summary includes high-level analyses of CoC consumers during the second quarter of
2021, focusing on the following four indicators, including race and ethnicity demographics
for each measure:
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Main Findings
• 5,010 consumers (3,816 households) utilized the homelessness system of care
during Q2 (Prevention and Diversion, Literally Homeless, and Permanent Housing
programs 4).
o The majority of consumers were White (42%), followed closely by
Black/African American/African (39%); 20% were Hispanic/Latin(o)(a)(x). 68%
of all households accessed a Literally Homeless program.
• More consumers exited the system of care in Q2 than entered. There were no
significant differences in the proportion of in-flow and out-flow by race or ethnicity.
o 16% of total consumers served were categorized as “in-flow” or “new to the
system” (n=813). Black/African American/African consumers made up the
largest group (41% of in-flow), followed by White (35%); 24% were
Hispanic/Latin(o)(a)(x). 73% of households new to the system of care
accessed a Literally Homeless program during Q2.
o 30% of all consumers served were categorized as “out-flow” or exited the
system of care (n=1,524). 40% of households exiting the system exited to a
Permanent destination.
• Black/African American/African consumers returned to homelessness at a higher
rate than any other racial group of consumers (43%).
Current System Utilizers
5,010 total unique consumers (making up 3,816 households) had an active enrollment
in a CoC program during Quarter 2. This included all project types providing services
within Contra Costa County’s Homelessness CoC (Prevention and Diversion, Literally
Homeless programs, and Permanent Housing programs5). Program type utilization for
households, or the number of Heads of Households (HoH), is presented in Table 1.
4 The Coordinated Entry project type is not included in this quarter’s summary. Please see the Methods
section for more details.
5 A detailed description of each program type category is provided in the Methods section of this
summary.
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Table 1. Household System Utilization by Program Type Category
Of the total 3,813 households served in this quarter, 2,602 households (68%) accessed a
Literally Homeless program, 933 households (25%) were enrolled in a Permanent Housing
program, and 281 households (7%) utilized a Prevention and Diversion program.
The racial distribution across unique consumers and households is presented in Table
2. The ethnic distribution across unique consumers is presented below in Table 3.
Table 2. Race Breakdown by Unique Consumers and Households
Program Type
Category
Number of HoH’s % of Households
Prevention and Diversion 281 7%
Literally Homeless 2,602 68%
Permanent Housing 933 25%
Total (unduplicated) 3,816 100%
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Table 3. Ethnicity Breakdown by Unique Consumers and Households
System Inflow
813 unique consumers (making up 538 households), or 16% of all active consumers,
enrolled into the system of care for the first time ever during Quarter 2 of 2021. This
includes new enrollments into a program within the Prevention and Diversion, Literally
Homeless, or Permanent Housing program type categories. The breakdown of program
utilization by category is shown in Table 4. The racial distribution across new unique
consumers is presented below in Table 5, and the ethnic distribution across new
consumers is presented in Table 6.
Table 4: Household Inflow by Program Type
Of the 538 new households entering the system in Quarter 2, 101 (19%) entered a
Prevention and Diversion program, 395 (73%) entered a Literally Homeless program,
and 42 (8%) entered a Permanent Housing program.
Program Type
Category
Number of HoH’s % of Households
Prevention and Diversion 101 19%
Literally Homeless 395 73%
Permanent Housing 42 8%
Total (unduplicated) 538 100%
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Table 5: Race Breakdown of Consumers New to System of Care
Table 6: Ethnicity Breakdown of Consumers New to System of Care
System Outflow
1,542 unique consumers (1,033 households), or 31% of consumers active during
Quarter 2, exited the system of care to any destination and did not reenroll into another
program by the end of the reporting period. The exit destinations of consumers leaving
the system of care, according to their final exit, are shown in Table 7. Exit destination
categories include Temporary (emergency shelter, hospital, jail, staying with friends or
family temporarily), Permanent (rental unit, moving into own unit, staying with friends or
family permanently, nursing home), Unsheltered Destination (last destination recorded
was a place not meant for habitation), and Other (consumer deceased or destination
unknown).
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Table 7: Exit Destinations of Consumers Leaving the System of Care
616 consumers (297 households), or 40% of all system leavers, exited to a Permanent
exit destination in Quarter 2. 43% exited to an Other/Unknown destination, 14% to a
Temporary destination, and 3% to an Unsheltered exit destination. The racial
distribution across exiting unique consumers and households is presented below in
Table 8, and the ethnic distribution across exiting unique consumers and households is
presented below in Table 9.
Table 8: Race Breakdown of Consumers Exiting the System of Care
Exit Destination
Category
Number of
Households
Number of
HoH’s
% of Consumers
Temporary 205 157 14%
Permanent 616 297 40%
Unsheltered 43 43 3%
Other/Unknown
destination
660 536 43%
Total (unduplicated) 1,524 1,033 100%
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Table 9: Ethnicity Breakdown of Consumers Exiting the System of Care
Recidivism
28 unique consumers (24 households) returned literally homeless to the system of care
in Quarter 2 of 2021. A return as literally homeless included anyone who enrolled into a
non-permanent housing program within 365 days or less from their last exit to a
permanent destination. The racial distribution across unique consumers returning to the
system of care is presented below in Table 10. The ethnic distribution across unique
consumers returning to the system of care is presented below in Table 11.
Table 10: Race Breakdown of Consumers Returning to System of Care
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Table 11: Ethnicity Breakdown of Consumers Returning to System of Care
In-flow and Out-flow by Race/Ethnicity
Summarizing the Quarter 2 findings presented above, the system of care was
comprised of 5,010 unique consumers, 813 consumers were new to the system, 1,524
consumers left the system, and 28 consumers returned within a year from an exit to a
stably housed destination (Figure 1).
Figure 1: Overview of System Utilization (unique consumers)
There are differences by race and ethnicity for system utilizers, in-flow, out-flow, and
returns to the homelessness system of care, as shown in Figure 2.
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Figure 2: System Utilization by Race & Ethnicity
*Due to the low number of total consumers returning to the sysem (n=28), the
percentage of the American Indian, Alaska Native, or Indigenous population returning to
the system (n=7) appears to be disproportionately high compared to the total number of
system utilizers of this race (n=324). It is important to consider this context when making
policy decisions or conclusions from this data.
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Methods & Definitions
Data Quality & Analysis
• Please be advised that the reporting algorithms used to pull this data have changed
since Quarter 1, and we therefore do not recommend drawing conclusions between
the two quarters at this time. As the report methodology is further refined and
solidified, trend analyses will be included in the report body. Further, the HMIS is a
live and shared database; numbers are potentially subject to minor fluctuations at
any given time, should the report be rerun for the same time period. This could be
due to retroactive data entry or data clean-up work.
Head of Household (HoH)
• The Head of Household (HoH) is one member of a household to whom all other
household members can be associated. A household can be a single individual or a
group of persons who apply together to a continuum project for assistance and who
live together in one dwelling unit, or, for persons who are not housed, who would live
together in one dwelling unit if they were housed. For the purpose of this report, the
demographic data of the HoH represents the entire household.
Race Definitions (as defined by the Dept of Housing and Urban Development)
• American Indian, Alaska Native, or Indigenous: A person having origins to any of the
indigenous peoples of North and South America, including Central America.
• Asian or Asian American: A person having origins of Asian descent, including but not
limited to Chinese, Indian, Japanese, Korean, Pakistani, Vietnamese, or another
representative nation/region.
• Black, African American, or African: A person having origins to any of the Black
racial groups of Africa, including Afro-Caribbean.
• Native Hawaiian or Pacific Islander: A person having origins in any of the indigenous
peoples of Hawaii, Guam, Samoa, or another Pacific Island.
• Multi-Racial: A person who identifies as more than one race.
• White: A person having origins in any of the original peoples of Europe, the Middle
East or North Africa.
Ethnicity
• Hispanic/Latin(a)(o)(x): A person of Central American, Latin American, or South
American origin, separate from race.
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Program Type Categories
• The Program Type Categories included in this report are Prevention and Diversion,
Literally Homeless, and Permanent Housing. Coordinated Entry has been excluded
from this analysis due to pending system wide decisions around inclusion/exclusion
criteria, as well as data completion concerns. The system utilization numbers in this
report will be noticeably lower compared to Quarter 1, which did include Coordinated
Entry data.
o Prevention and Diversion:
An enrollment into a Homeless Prevention program.
o Literally Homeless:
An enrollment in Emergency Shelter, Transitional Housing, or Street
Outreach project.
An enrollment in a Services Only project with no move-in date
recorded, and with a housing status not equal to “stably housed”.
o Permanent Housing:
An enrollment in Rapid Re-Housing or Permanent Housing.
An enrollment in Street Outreach or Services Only project while stably
housed, according to the housing status question.
Exit Destination Categories
• The specific exit destinations that fall under each category are listed below:
o Temporary:
Emergency shelter, including hotel or motel paid for with emergency
shelter voucher, or RHY-funded Host Home shelter, Hospital or other
residential non-psychiatric medical facility, Host Home (non-crisis),
Hotel or motel paid for without emergency shelter voucher, Moved from
one HOPWA funded project to HOPWA TH, Jail, prison or juvenile
detention facility, Psychiatric hospital or other psychiatric facility,
Staying or living with family, temporary tenure (e.g. room, apartment or
house), Staying or living with friends, temporary tenure (e.g. room,
apartment or house), Transitional housing for homeless persons
(including homeless youth), Safe Haven, Residential project or halfway
house with no homeless criteria, Substance abuse treatment facility or
detox center.
o Permanent:
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Long-term care facility or nursing home, Rental by client in a public
housing unit, Rental by client, no ongoing housing subsidy, Rental by
client, with GPD TIP housing subsidy, Owned by client, no ongoing
housing subsidy, Owned by client, with ongoing housing subsidy,
Moved from one HOPWA funded project to HOPWA PH, Rental by
client, with HCV voucher (tenant or project based), Rental by client,
with other ongoing housing subsidy, Rental by client, with RRH or
equivalent subsidy, Rental by client, with VASH housing subsidy,
Permanent housing (other than RRH) for formerly homeless persons,
Staying or living with friends, permanent tenure, Foster care home or
foster care group home, Staying or living with family, permanent
tenure.
o Unsheltered:
Place not meant for habitation (e.g., a vehicle, an abandoned building,
bus/train/subway station/airport or anywhere outside).
o Other/Unknown:
Client doesn't know, Client refused, Data not collected, Deceased,
Other, or No exit interview completed.
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APPENDIX B
Commonly Used Acronyms and Terms
Acronym Definition
APR Annual Performance Report (for HUD homeless programs)
BOS Board of Supervisors (Contra Costa County)
BCSH California Business Consumer, Services and Housing Agency
CARE Coordinated Assessment and Resource
CCACS/CCYCS Contra Costa Adult Continuum of Service/ Contra Costa Youth Continuum of Services
(H3 programs)
CDBG,
CDBG-CV
Community Development Block Grant (federal and state programs) and the federal
Community Development Block Grant CARES Act coronavirus allocation.
CESH California Emergency Solutions and Housing program (state funding)
COH Council on Homelessness
Continuum
of Care (CoC)
Continuum of Care approach to assistance to the homeless. Federal grant program
promoting and funding permanent solutions to homelessness.
Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban
development under CDBG.
CES/CE Coordinated Entry
CNWS Concord Naval Weapons Station
CORE Coordinated Outreach Referral, Engagement program
COVID-19 Coronavirus
DCD Contra Costa Department of Conservation and Development
DOC Department Operations Center
CDSS California Department of Social Services
EHSD (Contra Costa County) Employment and Human Services Division
EOC Emergency Operations Center
ESG and ESG-
CV
Emergency Solutions Grant (federal and state program) and the federal Emergency
Solutions Grant CARES Act coronavirus allocation.
FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants)
HCD Housing and Community Development (State office)
HCFC Housing Coordinating and Financing Council (state governing board under BCSH)
HEAP Homeless Emergency Aid Program (state funding)
HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009
HHAP Homeless Housing and Assistance Program (state funding);
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HMIS Homeless Management Information System
HOME Home Investment Partnerships (CPD program)
Homekey California funding to support development of interim and permanent housing
HUD U.S. Department of Housing and Urban Development (federal)
MHSA Mental Health Services Act
NOFA Notice of Funding Availability
PHA Public Housing Authority
Project
Roomkey
COVID-related State funding program to support decongregating homeless shelters
using hotels/motels.
PSH Permanent Supportive Housing
PUI Persons Under Investigation
RFP/RFQ/LOI Request for Proposal/Request for Qualifications/Letter of Intent related to funding
opportunities
RRH Rapid Rehousing
SAMHSA Substance Abuse & Mental Health Services Administration
SRO Single-Room Occupancy housing units
SSDI Social Security Disability Income
SSI Supplemental Security Income
TA Technical Assistance
TAY Transition Age Youth (usually ages 16-24)
VA Veterans Affairs (U.S. Department of)
VASH Veterans Affairs Supportive Housing
VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool
Contra Costa County COVID-19 Resources:
Please see below for additional resources on COVID-19.
Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard
Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-
dashboard
Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates
Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-home
102
QUARTER 2 REPORT FROM THE COUNCIL ON HOMELESSNESS
September 27, 2021
103
SYSTEM DATA
104
MAIN FINDINGS FROM Q2
5,010
people
served
68%
accessed
programs
for Literally
Homeless
42%
39%
20%
WHITE BLACK/AFRICAN AMERICAN HISPANIC/LATIN(O)(A)(X)
Demographics of population served in Q2
105
INFLOW VERSUS OUTFLOW
16%
30%
INFLOW OUTFLOW
Percentage of total consumers served in Q2
106
MAIN FINDINGS FROM Q2: INFLOW
73% of inflow
accessed
programs for
Literally
Homeless
41%
35%
24%
WHITE BLACK/AFRICAN AMERICAN HISPANIC/LATIN(O)(A)(X)
Demographics of Inflow population in Q2
107
MAIN FINDINGS FROM Q2: OUTFLOW
40% of households exiting the system went to a permanent
destination versus back to the streets.
Black/African American/African consumers returned to
homelessness at a higher rate than any other racial group of
consumers (43%).
108
SYSTEM FUNDING
Mainstream Vouchers
Emergency Housing Vouchers
HUD CoC NOFA
109
POLICY
Tracking Local, State and Federal Policy
•Housing Trust Fund
•Homeless Specific Funding
•Promote permanent housing, especially PSH
•Addressing inequities with funding priorities
Measure X letter
110
SYSTEM INITIATIVES
Equity Initiative
•Racial Equity
assessment
•Training Series
Meetings, Trainings
and Events
•COH meetings
•Trainings
•CoC Learning Hub
111
COVID-19 UPDATES
ECHIP Project
Roomkey
Testing and
Vaccination
112
RECOMMENDATIONS
•Flexible
•Creates opportunity for additional funding sources
Support a Housing Trust Fund
•Focus on low, very low, and extremely low-income
Support Leveraging State Funds
113
CONTACT
Jaime Jenett, Staff to the Council on Homelessness
Jaime.jenett@cchealth.org
925-464-0152
114
FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:09/27/2021
Subject:Community Services Bureau/Head Start Oversight
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: FHS #78
Referral Name: Community Services Bureau/Head Start Oversight
Presenter: Aaron Alarcon-Bowen, Community Services
Bureau Director
Contact: Aaron Alarcon (925)
681-6300
Referral History:
Oversight of the Community Services Bureau and Head Start programs was originally referred to
the Family and Human Services Committee on March 1, 2005. Since that time the program has
provided the Committee with annual updates on the programs and services provided. The last
report was received by the FHS Committee on October 22, 2018.
Referral Update:
Please see the attached report from the Employment and Human Services Department
Community Services Bureau regarding its program accomplishments, special initiatives and
anticipated challenges. This memo will highlight key COVID-19 response activities, and topics
and challenges that continue as areas of focus in the year to come.
Recommendation(s)/Next Step(s):
ACCEPT the annual report from the Employment and Human Services Department on the
oversight and activities of the Community Services Bureau.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Annual Report - Community Services Bureau
Presentation - CSB Update
115
CSB Report to FHS for 9.27.21 Page 1
40 Douglas Drive, Martinez, CA 94553 • (925) 608 5000 • Fax (925) 608-9748 • www.ehsd.org
To: Family and Human Services Committee Members
Monica Nino, County Administrator Date: September 27, 2021
From: Kathy Gallagher, EHSD Director
Aaron Alarcon-Bowen, Community Services Bureau Director
Subject: FHS Referral #78 Community Services Bureau/Head Start Oversight with Staffing Report
I. Overview:
Please accept this annual update for the Employment and Human Services Department,
Community Services Bureau (CSB). This memo will highlight key COVID-19 response
activities, and topics and challenges that continue as areas of focus in the year to come.
II. COVID-19 Response Key Highlights:
• CSB, the Head Start Delegate Agency and several childcare partners, have been
providing modified childcare services since re-opening for the 2020-21 program year
in September, with limited in-class capacity and strict infection control measures in
accordance with federal, state and local guidelines specific to this pandemic.
However, the surge in cases in the community over the past several months has
resulted in the need to close nineteen classroom cohorts since July, fourteen of which
occurred in August. Per the recent Office of Head Start guidance, we will “ramp up”
in-class services in a gradual manner now through the month of December. By
January 2022, CSB and partner classrooms will be at full in-class capacity and will
resume the majority of in-person comprehensive services at a pre-pandemic level in
all classrooms.
M E M O R A N D U M
Kathy Gallagher, Director
116
CSB Report to FHS for 9.27.21 Page 2
• New COVID-19 CARES Act funding to the Bureau totaling $4,402,517
• These funds are being used in a variety of ways as stipulated by the funding guidance.
Community Services Block Grant (CSBG) funds are allocated to CSBG contractors by
the Economic Opportunity Council and are currently used to support the community
with housing (rental assistance, legal assistance, and emergency/transitional
housing), mental health services, food security, and water debt relief. These funds
are being used in a variety of ways where stipulated by the specific funder. Head Start
and Early Head Start funds are used to support facility modifications, purchase of PPEs
and cleaning supplies, conduct specialized cleaning, and purchase of materials,
supplies and equipment used for distance-learning and on-site services. CAPP funds
support childcare services for essential workers. Low-income Home Energy
Assistance (LiHEAP) funds were used to expand services, with priority to those
impacted by unemployment and Vulnerable Populations defined as elderly
individuals, disabled individuals or children age five and under. LiHEAP assisted a total
of 1,820 clients under the CARES Act. LiHEAP will continue to promptly and efficiently
provide relief on a first-come, first-served basis to eligible households impacted by
the pandemic under ARPA funds.
Despite some children having in-class services, all services to families have remained
virtual this year due to the pandemic. All Comprehensive Services Assistant Managers
now have their own Zoom accounts to be able to work with families virtually. This has
greatly aided families in connecting with staff since most of our families are working
and they can join a meeting during their lunch hours or breaks. We will continue to
117
CSB Report to FHS for 9.27.21 Page 3
offer virtual connection after we reconvene for those families who have schedules
that do not permit face-to-face interaction. Face-to-face is best but having this option
is an excellent tool.
• At the beginning of the pandemic in 2020, CSB quickly established a Family Hotline for
families to call when they needed assistance. As the year progressed, however, text
messaging, emailing, and social media replaced this tool and it became obsolete as
parents could contact us immediately. Use of technology has been maximized by
greater use of Facebook and conducting monthly parent meetings and Policy Council
meetings via Zoom. We are awaiting word on whether the Governor will extend the
emergency order for the Brown Act and continue to allow virtual meetings beyond
September but we are prepared to start in person meetings if required.
• To support enrolled families the Comprehensive Services Team re-tooled their
approach and developed new strategies and resources to meet families’ needs based
on data collected from a newly established Family Resources Hotline and from survey
responses. The Family Support Hotline showed the highest needs were in rental
assistance, food resources and diapers.
Diapers Food
Access
Financial
Assistance Childcare Health/
Insurance Other
Series1 25 20 9 2 0 9
0
5
10
15
20
25
30
Number of FamiliesAxis Title
Family Needs
118
CSB Report to FHS for 9.27.21 Page 4
The survey showed that families were unaware that schools were offering free
breakfast and lunch to all children and their siblings.
• In response, a weekly “grab & go” distribution of diapers, wipes and formula was
implemented along with a resource blast on text messaging, emailing, and Facebook
of school-based and community food distribution sites. Phone call follow up was
made to ensure the families were getting their needs met, averaging 245 calls per day.
Use of technology has been maximized by greater use of CLOUDS IVR (Interactive
Voice Response System) and SMS, Facebook and conducting monthly parent
meetings and Policy Council meetings via Zoom. A survey on communication
preferences revealed that phone calls were the first preference followed by Facebook.
The survey also revealed that 72% of parents were not aware of the CSB YouTube
Channel that has abundance content for distance learning, healthy cooking, and story
time. By virtue of the survey, they are now better informed.
• Like all other County buildings, CSB’s offices and centers have been equipped with
distance markers, postings and front desk barriers where necessary. Childcare centers
have additional precautions in place due to the increased risk involved in congregate
care including Covid-19 certified air purifying systems in each classroom. In alignment
with federal, state and local guidance, these precautions include health-screening
checks for all staff and children upon arrival, strict maintenance of small stable cohorts
of staff and children that do not co-mingle with other cohorts, and additional PPEs
such as smocks and face shields for teaching staff.
119
CSB Report to FHS for 9.27.21 Page 5
• A major focus for the federal Office of Head Start is staff wellness. In the spring a team
of five CSB staff virtually attended 6-day Trauma-Informed Care Institute hosted by
the UCLA Anderson School of Management and sponsored by the Office of Head Start.
This training event focused on strategies to promote resilience and wellness for Head
Start staff through a trauma-informed lens. The goals for this training were to:
~ Obtain an overview of professional quality of life
~ Gain an understanding of compassion satisfaction
~ Understand the concept of compassion fatigue, and how the following relate
to compassion fatigue:
Chronic Stress
Burnout
Secondary Traumatic Stress
~ Reflect on compassion satisfaction and compassion fatigue as it relates to your
life
As a result of this training, CSB developed a Trauma-Informed Care (TIC) plan that
includes many of the strategies we learned, and we included wellness supplies and
activities in to our Head Start Grants.
III. Ongoing Challenges:
• Teaching staffing shortage: CSB continues to hover at a 10% shortage in our
teaching positions, primarily in positions working with infants and toddlers in the
Associate Teacher classification, as well as Teacher Assistant Trainees. The key
reasons for the shortage are listed below:
~ The COVID-19 pandemic resulted in a loss of teaching staff as teaching staff
retired or decided to leave the field due to its vulnerability or left to care for
family members.
~ Low teacher salary: This is an issue in our County as it is nation-wide.
~ High cost of living in the Bay Area. Many of our staff struggle to make ends
meet.
~ Staff migration: Our greatest staffing shortage is in West County. Staff are
moving out of the county or farther east.
~ Transitional Kindergarten and other subsidized programs in the area.
~ Nation-wide shortage: programs throughout the state/ nation are
experiencing teaching staff shortages.
120
CSB Report to FHS for 9.27.21 Page 6
IV. Staffing Issues – Successful Outcome:
• In March 2020 Human Resources completed the Salary Study requested by this
committee. Eight classifications were recommended for varying levels of salary
increases to bring wages up to livable and competitive levels: Teacher Assistant
Trainee, Child Nutrition Food Service Transporter, Community Services Building
Services Worker, Associate Teacher, Infant-Toddler (IT) Associate Teacher, and
Child Nutrition Worker I, II and III. The salary increases have been implemented
for all classifications.
• CSB has embarked on a recruitment campaign for teaching staff by involving our
teaching staff and Executive Director, Aaron, in recruitment videos that have
been widely shared on social media platforms and with community and partner
agencies. We have seen a slight increase in applicants for various teaching
classifications.
• CSB is in the process of implementing the recommended increases and has
secured Quality Improvement (QI) funds from Office of Head Start to support
salary increases.
V. Moving Forward:
• Replacing CSB’s central kitchen: We have secured a space at 303 41st Street in
Richmond. The building will require a seismic retrofit before the kitchen is
constructed. The construction drawings for the project started in August 2020
and include structural work such as a new roof diaphragm, wall supports
and new openings for the entry points. In addition, this make-ready phase
PROGRAMS QUALITY
IMPROVEMENT (QI)
EHS-CCP $104,540
Head Start $359,366
Early Head Start $113,826
Total QI Funding $577,732
First Baptist Head Start $ (47,181)
QI Funding available $530,551
Total Budget for Teacher Salary Increase $ 651,633
Shortage covered by Base Grant $ (121,082)
121
CSB Report to FHS for 9.27.21 Page 7
includes a fire sprinkler system, and in-floor utility work. Construction is expected
to begin in November 2021 and will start with demolition of the existing interior.
Concurrently, the kitchen build-out construction drawings are underway. The
project’s tenant improvement phase includes new interior walls, new plumbing,
gas and electrical utilities, remodel of an interior ramp, new HVAC equipment,
and new exterior ADA ramps and parking. We project the kitchen construction to
start in May 2022 and includes kitchen appliances, office/cubicles spaces and
bathroom upgrades.
• Continued Investment in Our Staff:
~ Growing our own through our work experience and ECE apprenticeship
programs in partnership with Contra Costa County community colleges and
other community-based agencies
~ Staff wellness at the forefront of our efforts continues to strengthen quality
in the provision of our services for staff and community; our biggest initiatives
include: continuing to embed Trauma-Informed Systems in all facets of our
agency both in policy and practice; Reflective Supervision as a primary tool to
strengthen and deepen various work relationships to support our Trauma-
informed efforts in creating a more healing environment for each other and
our families; and continuing to keep our diverse wellness efforts in place that
include (but not limited to): wellness ambassadors assigned to each
unit/center to lead wellness efforts and address needs unique to their
respective areas; continuing to build/develop break areas conducive to staff
wellness, and sharing and utilizing resources that support the well-being of
staff.
~ Recruitment of new teaching staff that includes a robust and comprehensive
digital marketing campaign utilizing state-of-the-art technology and highly
targeted recruitment efforts. CSB is working on a proposal to EHSD and the
CAO to issue retention bonuses to current teaching staff, and sign-in bonuses
to new teaching staff.
• State review year: We received a Contract Monitoring Review and Error Rate
Review by California Department of Education (CDE) on April 2021, held over
from 2019-2020 due to the pandemic. The Contract Monitoring Review and Error
Rate Review consisted of family data file review, classroom observations,
attendance records, child portfolios, inventory records, site licensure, staff
122
CSB Report to FHS for 9.27.21 Page 8
qualifications and staff development program. CSB met all areas from the
Contract Monitoring Review and Error Rate Review.
• We continue to be the largest high quality childcare provider in the county.
123
EMPLOYMENT AND HUMAN
SERVICES DEPARTMENT -
COMMUNITY SERVICES BUREAU
A PRESENTATION TO THE
FAMILY AND HUMAN
SERVICES
COMMITTEE
Presented by:
Aaron Alarcon-Bowen
Director of Community
Services124
•Providing modified childcare services since re-opening for the 2020-21 program
year in September with limited in-class capacity and strict infection control
measures in accordance with federal, state and local guidelines specific to this
pandemic. However, the surge in cases in the community over the past several
months has resulted in the need to close nineteen classrooms cohorts since July,
fourteen of which occurred in August
•Per the recent Office of Head Start guidance, we will “ramp up” in-class services in
a gradual manner now through the month of December.
•By January 2022, CSB and partner classrooms will be at full in-class capacity and
will resume the majority of in-person comprehensive services
2
COVID-19 Response Key Highlights
125
Funding totaling $4,405,517 are being used in a variety of ways as
stipulated by the following guidance.
$2,302,066
•Head Start and Early Head Start funds are used to support facility modifications, purchase of PPEs and cleaning
supplies, conduct specialized cleaning, and purchase of materials, supplies and equipment used for distance -learning
and on-site services.
•CAPP funds supported childcare services for essential workers.
•Low-income Home Energy Assistance (LIHEAP) funds were used to expand services, with priority to those impacted by
unemployment and Vulnerable Populations defined as elderly individuals, disabled individuals or children age five and
under.
•LIHEAP assisted a total of 1,820 clients under the CARES Act. LIHEAP will continue to promptly and efficiently provide
relief on a first-come, first-served basis to eligible households impacted by the pandemic under ARPA funds.
$1,124,079 $914,176 $579,065
3
New COVID-19 CARES Act Funding
CRRSA
126
Family Support Resources
•CSB quickly established a Family Hotline for families to call
when they needed assistance; however, it was replaced
with text messaging, emailing, and social media so that
parents could contact us immediately.
•Technology has been maximized by greater use of
Facebook and conducting monthly parent meetings and
Policy Council meetings via Zoom.
•A weekly “grab & go” distribution of diapers, wipes and
formula was implemented along with a resource blast on
text messaging, emailing, and Facebook of school-based
and community food distribution sites. Phone call follow
up was made to ensure the families were getting their
needs met, averaging 245 calls per day.
127
Family Resources Survey Results
5
To support enrolled families, the Comprehensive Services Team re-tooled their approach and developed new strategies
and resources to meet families’ needs based on data collected from a newly established Family Resources Hotline and
from survey responses. The Family Support Hotline showed the highest needs were in rental assistance, food resources
and diapers.
The survey also revealed that 72% of parents were not aware of the CSB YouTube Channel that has abundance
content for distance learning, healthy cooking, and story time. By virtue of survey, they are now better informed. 128
Staff Wellness
Five CSB staff virtually attended 6-day Trauma-Informed Care Institute
hosted by the UCLA Anderson School of Management and sponsored by the
Office of Head Start. This training event focused on strategies to promote
resilience and wellness for Head Start staff through a trauma-informed lens.
The goals for this training were to:
•Obtain an overview of professional quality of life
•Gain an understanding of compassion satisfaction
•Understand the concept of compassion fatigue, and how the
following relate to compassion fatigue:
o Chronic Stress
o Burnout
o Secondary Traumatic Stress
•Reflect on compassion satisfaction and compassion fatigue as it
relates to your life
6
As a result of this training, CSB developed a Trauma-Informed Care (TIC) plan that includes many of the strategies we
learned and we wrote wellness supplies and activities in to our Head Start Grants.
129
TEACHING STAFFING STORAGE:
•A 10% SHORTAGE IN OUR TEACHING POSITIONS, PRIMARILY IN POSITIONS WORKING
WITH INFANTS AND TODDLERS IN THE ASSOCIATE TEACHER CLASSIFICATION, AS WELL AS
TEACHER ASSISTANT TRAINEES FRO THE FOLLOWING REASONS:
•The COVID-19 pandemic resulted in a loss of teaching staff as teaching staff retired or
decided to leave the field due to its vulnerability or left to care for family members.
•Low teacher salary: This is an issue in our County as it is nation-wide.
•High cost of living in the Bay Area. Many of our staff struggle to make ends meet.
•Staff migration: Our greatest staffing shortage is in West County. Staff are moving out
of the county or farther east.
•Transitional Kindergarten and other subsidized programs in the area.
•Nation-wide shortage: programs throughout the state/ nation are experiencing
teaching staff shortages.
Ongoing Challenges
130
CSB has embarked on
a recruitment
campaign for
teaching staff.
Quality
Improvement
Implementing the
recommended increases
and has secured Quality
Improvement (QI) funds
from Office of Head Start
to support salary
increases.
Eight classifications were
recommended for varying
levels of salary increases to
bring wages up to livable and
competitive levels. Salary
increases have been
implemented for all
classifications.
Salary Increase
8
Staffing Issues –Successful Outcome
Recruitment
131
9
Staffing Issues –Successful Outcome
Quality Improvement (QI) Funds from the Office of Head Start:
PROGRAMS QUALITY
IMPROVEMENT (QI)
EHS-CCP $104,540
Head Start $359,366
Early Head Start $113,826
Total QI Funding $577,732
First Baptist Head Start $ (47,181)
QI Funding available $530,551
Total Budget for Teacher Salary Increase $ 651,633
Shortage covered by Base Grant $ (121,082)
132
10
Moving Forward
•Facility secured at 303 41st Street in
Richmond.
•August 2020 construction started
and included structural work
•November 2021 will start with
demolition of the existing interior.
•May 2022 Kitchen construction to
start and will include kitchen
appliances, office/cubicles spaces
and bathroom upgrades.
Replacing
CSB’s
Central
Kitchen
Continued
Investment
In Our Staff
•Growing Our Own through work
experience and ECE apprenticeship
programs
•Staff Wellness efforts to continue to
strengthen quality in the provision of
our services for staff and community
•Recruitment of new teaching Staff
which includes a robust and
comprehensive digital marketing
campaign utilizing state of the art
technology and highly targeted
recruitment efforts
•Received a Contract Monitoring
Review and Error Rate Review by
California Department of
Education (CDE) on April 2021,
held over from 2019-2020 due to
pandemic.
•CSB met all areas from the
Contract Monitoring Review and
Error Rate Review.
State
Review
Year
133
11
QUESTIONS ?
134
THANK YOU!
12135
FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:09/27/2021
Subject:Annual Report on Challenges for EHSD - Continuum of Care Reform
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 44
Referral Name: Challenges for EHSD - Continuum of Care Reform
Presenter: Kathy Marsh, Children and Family Services
Bureau Director
Contact: Kathy Marsh,
8-4815
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 the Family First Prevention Services Act efforts to improve services to dependent
children and youth.
Recommendation(s)/Next Step(s):
ACCEPT the report from the Employment and Human Services Department on the foster care
Continuum of Care Reform and the Family First Prevention Services Act implementation efforts.
Fiscal Impact (if any):
There is no fiscal impact, the report is informational.
136
Attachments
Report - Continuum Care and FFPSA
Presentation - CCR and FFPSA Report
137
1
40 Douglas Drive, Martinez, CA 94553 • (925) 608-5000 • Fax (925) 313-9748 • www.ehsd.org
To: Family and Human Services’ Committee Members
Monica Nino, County Administrator
Date: September 27, 2021
From: Kathy Gallagher, Director, Employment and Human Services
Kathy Marsh, Director, Children and Family Services
Subject: Continuum of Care Reform and Family First Prevention Services Act Report
FFPSA PART I
FFPSA aims to prevent children and youth from entering foster care by allowing
federal reimbursement for services to parents and families of children who are
assessed to be at imminent risk of foster care entry. Existing Title IV-E funds are
to be re-purposed for these efforts which may include Mental Health services,
Substance Abuse services, and/or In-home Parenting Skills Training for families
of children who are candidates (at imminent risk) for foster care.
California’s plan to (that is still pending Federal government approval) includes
several categories of potential candidates for these services. Children must be
at imminent risk for foster care entry AND:
• Receiving Voluntary or Court-ordered Family Maintenance
• Probation youth subject to a petition under WIC 602
• Guardianship or adoption at risk of disruption
• Indian children
• Substantiated or inconclusive disposition and no case opened
• Have siblings in foster care
• Homeless and runaway youth (e.g., if due to mental health, substance abuse
to preserve family)
• Substance-exposed newborns
• Trafficked children (CSEC)
• Exposed to DV (services for non-abusing caretaker)
• Caretakers experience substance use disorder (services for parents’
treatment and parenting education)
M E M O R A N D U M
Kathy Gallagher, Director
138
2
Parenting and pregnant youth in foster care are also candidates for services.
California counties will have three pathways to services: Community, Agency, or
Tribal. In a Community Pathway, anyone may refer to a contracted Community
Based Organization, i.e., “Lead Agency,” which will assess candidates, formulate
a prevention plan, refer for services, monitor safety and risk of children, keep and
monitor data, etc., under the administrative oversight of CFS. The Agency
Pathway will be available for families who already have some involvement with
CFS, i.e., in Family Maintenance, families referred to Differential Response,
pregnant and parenting foster youth. The Tribal Pathway ensures that tribes are
involved in addressing the needs of Indian children. Prevention services provided
in any of the pathways must be classified as one of the ten Well-Supported
Evidence Based Practices in the Title IV-E Federal Prevention Services
Clearinghouse.
Contra Costa County CFS is working with our existing Differential Response
providers to determine if we can expand and better utilize the services they
already have in place to meet the new FFPSA requirements.
FFPSA PART IV
The goal of FFPSA Part IV is to prevent foster child/youth placements into
congregate care. Federal law states that after two weeks in a congregate care
facility, there will be no federal reimbursement for these placements, unless it
meets one of four exceptions:
• Qualified Residential Treatment Program (QRTP)
• Specialized setting for pregnant or parenting foster youth
• Supervised independent living for foster youth over 18
• Program for Commercially Sexually Exploited Children
Each QRTP must have a trauma-informed treatment model, nursing and clinical
staff onsite, integrate family members in the child’s treatment, and provide 6
months of aftercare services after discharge. In addition, in order to receive
federal funding, QRTP placements must be reviewed and approved by the
juvenile court.
139
3
Counties are still awaiting planning and implementation guidance from the state
on the anticipated new service and case plan requirements, new court hearing
requirements, and new CFT requirements. CFS leadership has initiated Part I
and Part IV workgroups, are participating in regular state webinars and meetings
to ensure we have the most current information and guidance.
FISCAL IMPACT
FFPSA raises significant fiscal questions as there is a one-time transition grant
to be used at least 50% for prevention planning, however beyond that, counties
will need to rely on existing funding. Title IV-E funds may need to be re-directed
and counties will have to continue serving current children and families while
also establishing new prevention services.
The cost of funding high-level placements if the courts do not approve QRTPs
is also a concern. Ideally, our existing Short Term Residential Therapeutic
Programs will be able to transform into QRTPs, however, many of them have
struggled to meet STRTP requirements, and will now have to readjust to even
more stringent QRTP regulations. CFS is hopeful that once the Federal
government approves California’s plan, the State will issue additional guidance.
STRTPs/QRTP CHALLENGES
Both FFPSA and CCR are designed to limit the traditional use of long-term
group home care by transforming existing group home care into short term
treatment programs for youth who are not ready to live in home-based care.
STRTPs (short term residential therapeutic programs) under CCR will now
need to adapt to meet the additional requirements of QRTPs (qualified
residential treatment programs). By design, youth in QRTPs 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, 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 QRTP/STRTPs are designed to provide,
there are very few such facilities 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.
140
4
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.
As of 08/2021, the number of Contra Costa County dependent youth in STRTP
placements has been reduced to 39. The average age of youth in an STRTP
is 14 years. Notably, of the 39 youth, there are 6 youth ages 8-10. The
average length of placement for the youth currently in STRTPs is 280 days.
Although STRTPs/QRTPs are designed to be short term programs, our
experience with these programs over the past few years has proven that many
youth have needs that cannot be sufficiently addressed within 3-6 months. It
simply takes longer to stabilize youth and prepare them for placement in home
based foster care or ultimately, return home.
There are several notable factors that routinely come into play when we are
trying to find appropriate placement and services for our youth. In addition to
youth with increasing mental health needs, we also serve many youth being
discharged from Psychiatric Emergency who were there on a 5150 hold,
numerous substance affected youth, and commerical sexual exploited children
(CSEC). Each of these factors add a significant complicating factor to
placement decisions. Not unique to Contra Costa County, these are statewide
issues that are compounded by the reduction in congregate care beds from
3,000 to 900 statewide.
Youth in Psychiatric Emergency who were there on a 5150 hold are often
discharged to CFS once they no longer present an immediate danger to
themselves or others. However, this is often before they are stable, which
presents a huge challenge in locating a place where the youth can stabilize.
These youth would benefit greatly from a crisis stabilization unit where they
could receive follow up care after a visit to PES, be assessed for appropriate
medication, and stabilize prior to entering placement. It’s possible, and
hopeful, that with FFPSA, we may be able to put services in place for these at
risk youth and families to prevent it from getting to this point, and will look to
meet the needs of this population when planning prevention services.
We also currently do not have the capacity or the appropriate facilities to
address and treat youth with substance abuse who need that addressed
concurrently with their trauma or other mental health diagnosis, or for youth
who are involved in Commercial Sexual Exploitation and need that specialized
support and safety within their placement.
141
5
As an agency we strive to be able to serve our youth better by making
appropriate treatment more accessible and available, but these special needs
are not even being met by the STRTP/QRTP level facilities, causing this again
to fall on the county placing agency to try to piecemeal a way to meet the
child’s needs.
Despite these challenges, CFS has consistently been stepping down youth
when safe and appropriate with a collaborative transition plan that includes
ensuring supportive services are available and in place prior to a child
changing placements and encouraging caregivers and youth to build their
support networks.
CONCLUSION
FFPSA, building upon of the implementation of CCR, is designed to ensure
that children and youth in foster care or at risk of entering foster care, and their
families, receive the services they need to achieve federal and state child
welfare goals of safety, permanency, well-being; and to allow children and
youth to thrive in safe, permanent living situations that meet their social,
emotional, cultural, and behavioral needs.
STRTP/Group
Home
5%
Relative/NREFM
Family Home
24%
Community
Family Home
32%
Supervised
Independent
Living
12%
Regional Center
1%
Voluntary
Guardian Home
17%
Transitional Housing
9%
PLACEMENTS
08/2021
142
6
This report from EHSD serves to inform FHS Committee on CCR progress and
the upcoming FFPSA changes and challenges and to acknowledge and
express appreciation for the continued support from Contra Costa County
Board of Supervisors.
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7
APPENDICES
A. August 2021 CCR Dashboard Excerpt
APPENDIX A
CONTINUUM OF CARE REFORM DASHBOARD EXCERPT – JUNE 2021
Step Downs/Step Ups in July 2021
Children Stepped Down from STRTP 6
3 to RFH (1 relative)
1 home to parent
1 to Transitional Housing
New Placements into STRTP 5
1 from AWOL
2 Initials (1 from 5150)
1 failed step down to RFH
1 from RFH
STRTP Placements
July 2021
End of Last Mo Current Placements
In County STRTP 20 20
Out-Of-County STRTP 23 19
Total 43 39
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8
Other County Children/Youth – Placed in Contra Costa
Point in Time August 2, 2021 In Home Non Foster Care STRTP Group Hm/Reg Small Family Hm FFA Comm FFA Rel/NREF Fam Home Comm Fam Home Rel/NREF SILP Guardian Total Alameda 19 1 13 5 2 44 34 29 18 165
San
Francisco 9 1 1 63 1 7 12 9 103
Solano 3 17 4 10 2 36
San Joaquin 1 2 1 1 2 8 5 20
Sacramento 7 1 5 1 1 1 3 19
Los Angeles 1 1 1 8 11
Santa Clara 1 6 1 2 1 11
San Mateo 1 1 3 1 2 2 10
Napa 1 6 1 8
Riverside 2 2 2 6
Stanislaus 2 1 2 1 6
All Other
Counties 8 5 3 10 3 29
Total 42 2 29 11 7 158 3 51 77 44 0 424
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Continuum of Care Reform and
Family First Prevention Services Act
Children & Family Services Bureau
09/27/2021
146
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.147
Family First Prevention Services
Act (FFPSA)
Title IV-E funding for time-limited (12 months)
prevention services to provide services for children
and youth who at risk of entering foster care
Provide comprehensive prevention and early
intervention services that will reduce entries or re-
entries into foster care.
148
New and Renewed
Goals
Prevent children from entering foster care by providing
mental health services, substance abuse treatment, and
in-home parenting skill training for families.
Improve well-being of children already in foster care by
reducing placements of children in group care.
CCR FFPSA
149
FFPSA Part I –Prevention
States receive funding to provide services for children who
are candidates for foster care or are pregnant/parenting
foster youth and the parents or kin caregivers of the children.
Services available for federal reimbursement
•Mental health
•Substance abuse prevention and treatment
•In-home parenting skill-based
150
Part I -Potential Candidates
Receiving Voluntary or
Court-Ordered Family
Maintenance services
Probation youth
subject to a
petition under
WIC 602
Guardianship or
adoption at risk of
disruption
Indian children
After ER investigation,
substantiated or
inconclusive disposition
and no case opened
Have siblings in
foster care
Homeless and
runaway youth (if
due MH or SA
issues in family)
Substance
exposed
newborns
Trafficked children
Exposed to DV
(services for non-
abusing caretaker)
Caretakers have
substance use
disorder
Potential Candidates are children in these categories (above) AND at
imminent risk of foster care entry.151
Three Pathways to Prevention
Community
Agency
Tribal
Anyone can refer a family to a
Community Based Organization
who will work with the family.
For families who already have some
involvement with CFS (voluntary
case, etc)
For Indian children at risk of entering
the Child Welfare System.
152
Part IV –Ensuring Necessity of Placements
that are not Foster Family Homes
After 2 weeks, no federal reimbursement for group
home placements, unless the child is in:
•A Qualified Residential Treatment Program
•A setting that specializes in providing prenatal, post-partum, or
parenting services for youth
•Supervised independent living for youth over 18
•CSEC youth
Results in new case plan requirements, new court
hearing requirements, and requirement for CFTs
153
Part IV –QRTP Components
A trauma-informed treatment model that treats children with
emotional or behavioral disorders
Registered or licensed nursing staff and clinical staff onsite
Outreach to child’s family members
Integration of family members into child’s treatment process
Discharge planning and family-based care and supports for 6 months
after child leaves (possibly high fidelity wraparound)
154
CCC Placements
08/2021
155
Part IV –Qualified Individual
Assess and document child’s need for QRTP placement,
including barriers to family based placement
Work with the family and permanency team
Identify treatment needs and goals
156
Part IV -Court Involvement
Within 60 days of QRTP placement, the
juvenile court will review and
approve/disapprove the placement.
If the placement is not approved, the
county has 30 days to move the child to
an approved placement and would no
longer be eligible to federal funds 30
days after the determination was made.
157
Ongoing STRTP/QRTP Challenges
Youth whose needs exceed STRTP/QRTP
level
•5150’s
•Substance Abuse Treatment needs
•CSEC involvement
High costs and sustainability of the
STRTP/QRTP model
158
Fiscal Impact
One Time Transition Grant funding available
•to plan prevention activities (at least 50%), build or expand Evidence
Based Practices, plan Part IV requirements, evaluate Evidence Based
Practices, other Title IV-B activities (PSSF)
Existing Title IV-E funds may need to be redirected to meet the
requirements of FFPSA while still meeting the needs of the current families
being served.
Cost of high level placements is a concern, in instances where:
•Court does not approve QRTP placement
•STRTP does not meet QRTP regulations
•Child is not admitted to any of the QRTP facilities (needs exceed the level of services
provided)159
California’s Vision
•To transform from a child protection and foster care system for
children who have been harmed to a child well-being system that
prevents child maltreatment.
•To build a child abuse prevention system that increases equitable
approaches and addressing disparities faced by Black, Native
American, Latino, and LGBTQ families and youth.
•We are committed to adapting to the evolving needs of our
population, and seeking the best possible outcomes for
youth in our care.
160