HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 04132015 - Internal Ops Cte Min
INTERNAL OPERATIONS
COMMITTEE
April 13, 2015
2:30 P.M.
651 Pine Street, Room 101, Martinez
Supervisor Karen Mitchoff, Chair
Supervisor John Gioia, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. RECEIVE and APPROVE the Record of Action for the March 9, 2015 IOC meeting.
(Julie DiMaggio Enea, IOC Staff)
4. APPROVE the nomination of Peter Dragovich to the Environmental #2 Alternate seat
on the Hazardous Materials Commission to complete the unexpired term ending on
December 31, 2015 and to a new term ending on December 31, 2019. (Michael Kent,
Hazardous Materials Ombudsman)
5. CONDUCT interviews for the Board of Supervisors Appointee 1 and 2 seats on the
Airport Land Use Commission and CONSIDER determining recommendations for
Board of Supervisors consideration. (Jamar Stamps, Conservation and Development
Department)
6. CONDUCT interviews of the candidates for two impartial observers and one evaluator
of the Three-Day Ambulance Service RFP (Request for Proposals) scoring process and
DETERMINE recommendations for consideration by the Board of Supervisors. (Julie
DiMaggio Enea, IOC Staff)
7. CONSIDER approving recommendations from the Fish & Wildlife Committee for
allocation of 2015 Fish and Wildlife Propagation Fund Grant funds for 11 projects
totaling $61,155. (Maureen Parkes, Conservation and Development Department)
8. CONSIDER recommendations within the Economic Development and
Infrastructure/Public Facilities Categories of the Community Development Block
Grant. (Gabriel Lemus, Conservation and Development Department)
9. ACCEPT report on the status of the development of a waste hauler ordinance. (Marilyn
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9. ACCEPT report on the status of the development of a waste hauler ordinance. (Marilyn
Underwood, Environmental Health Director)
10. ACCEPT the triennial review and report from the County Administrator/Clerk of the
Board's Office on 16 of the Board's advisory bodies and APPROVE the
recommendations of staff. (Terry Speiker, Chief Asst. County Administrator)
11.The next meeting is currently scheduled for May 11, 2015.
12.Adjourn
The Internal Operations Committee will provide reasonable accommodations for persons with
disabilities planning to attend Internal Operations 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 Internal Operations Committee less than
96 hours prior to that meeting are available for public inspection at 651 Pine Street, 10th floor,
during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day
prior to the published meeting time.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
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INTERNAL OPERATIONS COMMITTEE 3.
Meeting Date:04/13/2015
Subject:RECORD OF ACTION FOR THE MARCH 9, 2015 IOC MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION
Presenter: Julie DiMaggio Enea, IOC
Staff
Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
County Ordinance requires that each County body keep a record of its meetings. Though the
record need not be verbatim, it must accurately reflect the agenda and the decisions made in the
meeting.
Referral Update:
Attached is the Record of Action for the March 9, 2015 IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the March 9, 2015 IOC meeting.
Fiscal Impact (if any):
None.
Attachments
Record of Action for 3/9/15 Internal Operations Committee Meeting
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INTERNAL OPERATIONS
COMMITTEE
March 9, 2015
2:30 P.M.
651 Pine Street, Room 101, Martinez
Supervisor Karen Mitchoff, Chair
Supervisor John Gioia, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
Present: Karen Mitchoff, Chair; John Gioia, Vice Chair
Staff Present:Julie DiMaggio Enea, Staff
Attendees: Jason Crapo, County Building Official
Kate Bieker, Contra Costa Superior Court
Keith Freitas, Airports Manager
Cynthia Belon, Behavior Health Director
Warren Hayes, Health Services Dept.
Jamar Stamps, DCD
Lindy Lavender, District IV Supervisor's Office
Jill Ray, District II Supervisor's Office
Maurice Gunderson
Charles Kreling
Charles Madison
Candace Pereira
Patricia Mantelli Bristow
Stan Baraghin
Connie Spears
Janet Marshall Wilson
Tom Weber, Aviation Advisory Cte
Tyra Wright. CC Assoc of Realtors
Carla Weston, CC Assoc of Realtors
Nick Solis, CC Assoc of Realtors
Fred Weston, CC Assoc of Realtors
Lauren Rettagliata, Mental Health Commission
Theresa Pasquini, Mental Health Commission
Matt Turville, Del Sol Energy
Robert Rogers, District I Supervisor's Office
Heather Schiffman, CC Assoc of Realtors
Lea Bristol, District IV Supervisor's Office
Sharon Madison
Jonathan Kevles, CA First Program Administrator
Eva Perez, HERO Program
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Steve Padburg, Solar Universe
Brandon Wilkers
Josh Aldrich, Del Sol Energy
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).
No public comment was offered.
a.CONSIDER approving Record of Action for the February 9, 2015 IOC Meeting, as
posted on the County Website.
The Record of Action for the February 9, 2015 Internal Operations Committee
meeting, attached hereto, was approved as published on the County website.
AYE: Chair Karen Mitchoff, Vice Chair John Gioia
Passed
Attachments:
IOC Record of Action for 2/9/15
3.APPROVE nomination of Patricia Mantelli Bristow (Byron) to the County seat on the
Contra Costa Transportation Authority Citizens Advisory Committee to a four-year term
ending on March 31, 2019.
The Committee approved the nomination of Patricia Mantelli Bristow to the County
seat on the Contra Costa Transportation Authority Citizens Advisory Committee to a
four-year term ending on March 31, 2019 and directed staff to forward the
Committee's recommendation to the Board of Supervisors.
AYE: Chair Karen Mitchoff, Vice Chair John Gioia
Passed
Attachments:
DCD Recruitment Material for CCTA CAC
Candidate Application_CCTACAC_Patricia Mantelli Bristow
4.INTERVIEW four candidates and DETERMINE nomination for the At Large #1 seat on
the Aviation Advisory Committee, for a three-year term ending on February 28, 2018.
Candidates Elizabeth Clough and Gary Olsen did not appear for the interview. The
Committee interviewed candidates Maurice Gunderson and Charles Kreling, and
decided to recommend the appointment of Maurice Gunderson to the At Large #1
seat on the Aviation Advisory Committee to a three-year term ending on February
28, 2018, and directed staff to forward its recommendation to the Board of
Supervisors.
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AYE: Chair Karen Mitchoff, Vice Chair John Gioia
Passed
Attachments:
Candidate Application_Elizabeth Clough_AAC
Candidate Application_Maurice Gunderson_AAC
Candidate Application_Charles Kreling_AAC
Resume_Charles Kreling
Candidate Application_Gary Olsen_AAC
5.The potentially significant environmental and economic benefits of PACE financing
suggest the County may want to consider participating in such programs. However,
ongoing efforts by FHFA to discourage mortgage lending on residential properties with
PACE loans requires that the County act prudently in considering the formation and
operation of PACE financing districts.
Should the Board decide to permit PACE financing within the county unincorporated
area, each proposal to form a PACE district should be evaluated by County staff to
ensure the benefits of PACE financing can be made available while also protecting the
interests of the County and the public. Factors such as a PACE program's participation
in the State's Loss Reserve Program, disclosure of potential negative impacts to
participating property owners resulting from federal regulatory action, and agreement to
release the County from liability associated with operation of the program should all be
considered as preferred program elements.
To this end, we recommend that entities interested in forming PACE financing districts
within the unincorporated area of the county submit an application with their proposal to
the Department of Conservation and Development (DCD), which will serve as the
central point of contact for applicants and would work closely with other County
departments, including County Counsel, the County Auditor-Controller and the County
Treasurer Tax-Collector, in the review of applications. Following a satisfactory review
of application materials, staff would proceed to develop contracts with program
providers to operate PACE programs within the county. Such contracts would be
developed in consultation with County Counsel and would include terms requiring that
program providers participate in the State’s PACE Loss Reserve Program, disclose
potential mortgage risk to borrowers resulting from federal regulatory actions, and
indemnify the County from claims that may arise from operation of PACE programs
within the county. Other conditions may also apply based on staff review of application
materials. Following successful negotiation of contracts with PACE providers, staff
would submit such contracts to the Board of Supervisors for consideration.
DCD proposes to collect an initial deposit of $5,000 from each applicant to pay for
County staff time and other costs incurred by the County to review an application. Staff
may seek additional reimbursement of application processing costs from program
providers if such costs exceed the initial $5,000 application fee deposit. Any portion of
the deposit not spent will be returned to the applicant at the conclusion of the application
process.
Jason Crapo presented the staff report and concluded that should the Committee and
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Jason Crapo presented the staff report and concluded that should the Committee and
the Board decide to proceed with PACE, then staff recommends contractual
agreements that include the following risk mitigation provisions: (1) a requirement to
participate in the State's PACE Loss Reserve Program, (2) a requirement that the
program disclose to property owners potential financial risks associated with PACE
financing, and (3) a requirement that the PACE provider indemnify the County for
potential legal claims resulting from the program. Jason noted that the larger PACE
providers already comply with these requirements in other jurisdictions.
Supervisor Gioia commented that the PACE programs are voluntary and one of
many financing options available to consumers, and that it is important to give
residents of the county unincorporated area (est. 50,000-60,000 households) the
same opportunities as other county residents. He noted that San Diego County,
which is reputed to be fiscally conservative, was comfortable with implementing
PACE with California First, HERO, and Fig Tree because there were adequate
consumer disclosures. He added that there have been no draws to date from the
State's loan loss reserve and that the loan loss reserve program incorporates some
underwriting standards. The challenge is to implement a program that ensures that
people get proper information when they are making their choices about financing.
Nick Solis commented that FHFA does 90%+ of mortgage lending and, from a real
estate practitioner's point of view, there are weaknesses in the PACE programs. He
said that none of the risk mitigations under consideration change the fact that a
PACE lien takes senior position on the tax bill (the basis for FHFA's objection). He
said that the FHFA's warnings that the State's PACE loan loss reserve was
inadequate should be taken seriously. He said realtors and lenders "don't know that
they don't know" -- that due to time lapse between approval of a PACE lien and the
appearance of a PACE lien on tax or title documents, lenders aren't always aware of
the existence of a PACE encumbrance when a loan is approved.
Carla Weston commented that PACE is still relatively new and that problems are
only now beginning to emerge in counties that were in the forefront of PACE, such
as Riverside County. She expressed concern over aggressive marketing or "trolling"
to seniors, who may not understand the nuances of PACE financing and may not be
in their homes long enough to recoup any of the costs.
Tyra Wright suggested that homeowners of properties with PACE encumbrances
should be required to sign indicating that the homeowner is aware of the risks
(FHFA) and that proper disclosures will be made to buyers and mortgage lenders.
Jason Crapo clarified for Jonathan Kevles that he is not recommending an
competitive RFP (Request for Proposals) process to implement a County PACE
program in which only one program is selected but, rather, that the County would
receive all applications and evaluate each application on its own merits. He
anticipated having multiple PACE providers operating in the County if the Board
decided to implement PACE.
David McCord of the Sierra Club spoke in favor of PACE. Steve Padburg of Solar
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David McCord of the Sierra Club spoke in favor of PACE. Steve Padburg of Solar
America commented that that homeowners want to match the asset life with the
financing method. He added that PACE was not just about solar panels but other
types of energy and water improvements to reduce energy consumption. His company
has added four staff to meet consumer demand.
Eve Perez commented that HERO has over 90% of all PACE projects, estimated at
27,000 projects valued at $525 million. She stated that of the 2,033 PACE lien
holders who sold or refinanced their properties: 55% of those who sold their
property successfully transferred the PACE lien to the buyer and 85% of refinances
transacted successfully with the PACE lien, despite the FHFA warnings.
Matt Turville commented in favor of PACE and stated that his Brentwood-based
solar energy company that operates statewide has hired 14 new employees to meet
consumer demand.
Supervisor Gioia commented that PACE will eventually become systemized and with
evolution, the County can develop educational materials to inform consumers about
opportunities and risks. Heather Schiffman requested that the County put all
disclosures about FHFA policies and their potential impacts to PACE borrowers on
the County's website to help people understand the risks.
Jason Crapo commented that should PACE continue to prosper, more companies
will enter the market and programs may change over time. Consequently, he
recommended the use of operating contracts that specify the County's requirements
anticipating new entrants into the future market, ensuring the County's
requirements are met as long as a program is operating in the county.
Supervisor Mitchoff directed staff to prepare a plan of implementation for
recommendation to the Board of Supervisors ideally by the end of April (last April
Board meeting is April 21) or as soon as possible thereafter. Staff is to outline a
structure and process modeled on Sonoma County and using the contractual
agreement and risk mitigation measures recommended in the staff report.
AYE: Chair Karen Mitchoff, Vice Chair John Gioia
Passed
Attachments:
Attachment A FHFA Statement
Attachment B Fannie Mae Statement
Attachment C Program Summary
Attachment D Letter to Gov. Brown
Attachment E_FHFA Letter to Santa Clara County Counsel
Attachment F_SolarCity news article 10-8-14
Attachment G EMPower Program
Attachment H_Suspension of Fees for CA PACE Loss Reserve
Attachment I_Public Comment from Renewable Funding_November 2014
Attachment J_Pace Industry Response to IOC Request for PACE Information
Attachment K_CC Assoc of Realtors Response to IOC Request for PACE Information
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Attachment L_Email to Bob Campbell re Pace Loss Reserve
Attachment M_Survey on CA Counties re PACE
Attachment N_San Diego County PACE Implementation
Attachment O_Diablo Solar Svcs Ltr of Support for PACE
6.The IOC review the above information and analysis and request the County to clarify the
following respective roles pertaining to the MHSA budget process:
The Board of Supervisors approves the MHSA Three Year Program and
Expenditure Plan and yearly Plan Updates.
a.
The County Administrator’s Office provides recommendations to the Board of
Supervisors regarding the MHSA Three Year Plan and Updates prepared by the
Health Services Department.
b.
The Mental Health Commission reviews the adopted MHSA Three Year Plan or
Update, and makes recommendations to the Behavioral Health Services Director
for any revisions. The Mental Health Commission also monitors the
implementation of the MHSA Three Year Plan or Update through Program Review
reports and monthly Finance Reports as part of its review and evaluation of the
community’s mental health needs, services facilities, and special problems, and
reports to the Board of Supervisors.
c.
The Consolidated Planning Advisory Workgroup advises the Behavioral Health
Services Director regarding prioritized service needs and strategies to meet these
needs, and assists the County to implement a comprehensive community program
planning process in order to ensure active participation by the community in public
mental health planning and evaluation efforts.
d.
All bodies commissioned by the County to support the above efforts are to abide by
the letter and/or intent of the Brown Act to identify and mitigate any potential
conflict of interest pertaining to recommendations regarding use of public
resources, to include MHSA funds.
e.
Staff framed the issue as "is CPAW functioning effectively or is there a need to have
CPAW function differently?"
Supervisor Mitchoff commented that while CPAW is advisory to the Behavioral
Health Director and not subject to the Brown Act/Better Government Ordinance, she
would like to establish a requirement that CPAW operate in accordance with the
Brown Act/Better Government Ordinance. She noted the criticism about the
membership of CPAW being weighted towards contractors and service providers, but
verified that the actual composition of CPAW is balanced between consumers/family
members and services providers.
Warren Hayes clarified that while one or two CPAW members may happen to be
members of NAMI, no seats are designated specifically for NAMI. He said that the
stakeholders are defined in statute and, based on the stakeholder requirements, 35
seats are currently authorized, of which 22 are currently filled.
Supervisor Mitchoff suggested that the number of seats could be reduced. She asked
staff to provide list and number of stakeholder categories so that the IOC can
determine the appropriate composition of CPAW at a future IOC meeting.
Theresa Pasquini commented that CPAW was originally formed by combining 9
Theresa Pasquini commented that CPAW was originally formed by combining
several other stakeholder groups, which operated more formally than CPAW. The
MHC operates in conformance with the Brown Act/ BGO and has two
representatives on CPAW. There has been some territorialism between the MHC and
CPAW. Some consumer members struggle with the formal process. She said that a
goal in this review should be to minimize redundancy between the MHC and CPAW
so that members would not have to attend so many meetings.
Lauren Rettagliata commented that 35 is too many people on CPAW and she
supports reducing the committee size. She reported that the three-hour meetings are
too long and unfocused.
Sharon Madison commented that the CPAW meetings were open to the public but
said that at the meeting she attended, committee members were disrespectful to the
public when they commented and the paid moderator did not effectively control the
meeting. That experience made her concerned about transparency, effectiveness and
oversight.
Candace Pereira thinks that the changes to CPAW that IOC is contemplating should
adequately address the weaknesses. She commented that some CPAW members serve
on the executive committee and multiple subcommittees, and so the same voice is
being repeated in every venue instead of many stakeholder voices.
Kate Bieker commented that the Superior Court is a stakeholder and would like to
participate in the County's planning and implementation of Laura's Law.
Janet Marshall spoke in support of having CPAW operate under the Brown
Act/BGO. She expressed concern about how consumers receive and process complex
information and provide written public comment, attached hereto. Supervisor
Mitchoff concurred that consumer advocates are needed.
Charles Madison clarified that currently only one member of CPAW is a member of
NAMI. He felt that other counties' models should be considered, with the goal that
all stakeholders should be represented.
Douglas Dunn offered some recommendations on changes to the CPAW structure:
prohibit multiple membership designations per individual, limit the number services
contractors and Behavioral Health staff, break up the current Steering and
Membership Subcommittees to open up the process.
Supervisor Mitchoff requested staff's recommendations for alternate models at a
future IOC meeting. Cynthia Belon indicated that she is open to reconstituting
CPAW and reviewing other models; and that this is an opportune time to make other
kinds of changes to improve how CPAW functions. Supervisor Mitchoff asked
Behavioral Health staff to report back to IOC in 60 days with its findings and
recommendations on how to reconstitute CPAW.
AYE: Chair Karen Mitchoff, Vice Chair John Gioia
Passed
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Attachments:
Board Order Referral_MHSA
Public Comment Submitted at Meeting
Synopsis of CPAW (Consolidated Planning Advisory Workgroup)
7.The next meeting is currently scheduled for April 13, 2015.
8.Adjourn
The Chair adjourned the meeting at 4:10 p.m.
The Internal Operations Committee will provide reasonable accommodations for persons with disabilities planning to attend Internal
Operations 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 Internal Operations Committee less than 96 hours prior to that meeting are available for public inspection at 651 Pine Street,
10th floor, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting time.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
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INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:04/13/2015
Subject:NOMINATION TO THE HAZARDOUS MATERIALS COMMISSION
Submitted For: William Walker, M.D., Health Services Director
Department:Health Services
Referral No.: IOC 13/5
Referral Name: ADVISORY BODY RECRUITMENT
Presenter: Michael Kent, Hazardous Materials
Ombudsman
Contact: Michael Kent (925)
313-6587
Referral History:
The IOC reviews nominations made by the Hazardous Materials Commission for appointments all
Commission seats except the City seats. Seat terms are four years.
Despite several solicitations for nominations, the Environmental #2 Alternate seat has been
vacant since 2010. Nominations for this seat are to come from environmental organizations within
the county.
Referral Update:
Attached is a memo from the Hazardous Materials Ombudsman seeking approval of the
nomination of Peter Dragovich by the Martinez Environmental Group. All supporting documents
are attached for reference.
Because there is less than 25% of the term left and the seat has been so difficult to fill, staff
recommends appointment to complete the remainder of the current term and also to a new
four-year term, the total time being 4 years and 9 months.
Recommendation(s)/Next Step(s):
APPROVE the nomination of Peter Dragovich (Martinez) to the Environmental #2 Alternate seat
on the Hazardous Materials Commission to complete the unexpired term ending on December 31,
2015 and to a new term ending on December 31, 2019.
Fiscal Impact (if any):
None.
Attachments
HazMat Commission Nomination Packet/Candidate Application
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HazMat Commission Press Release
HazMat Commission Recruitment Flyer
HazMat Commission Recruitment Letter
13
14
15
16
17
18
19
20
21
Members: George Smith – Chair, Rick Alcaraz, Scott Anderson, Don Tatzin, Henry Clark, Lara DeLaney,
Frank Gordon, Steven Linsley, Jim Payne, Jimmy Rodgers, Ralph Sattler, Leslie Stewart, Don Bristol
597 Center Avenue, Suite 200, Martinez CA 94553 Phone (925) 313-6712 Fax (925) 313-6721
CONTRA COSTA COUNTY
HAZARDOUS MATERIALS COMMISSION
FOR IMMEDIATE RELEASE CONTACT: Michael Kent
September 23, 2013 PHONE: (925) 313-6587
HAZARDOUS MATERIALS COMMISSION SEEKS APPLICANTS
The Contra Costa County Hazardous Materials Commission is seeking applicants to
fill an Environmental – Alternate seat.
The Commission is a voluntary body appointed by the Board of Supervisors, and makes
policy recommendations to the Board and County staff on issues concerning hazardous
materials and hazardous waste.
The Commission’s 13 members serve four-year terms and include representatives of industry,
labor, civic groups, environmental organizations, environmental engineers, the general public,
and the Mayors Conference.
Applicants for the Environmental - Alternate Seat must:
be nominated by an environmental organization;
have demonstrated knowledge of hazardous materials issues;
live or work in Contra Costa County, and can commit to attending the
monthly Commission and Committee meeting’s, in the event the seat
holder is unavailable;
To obtain an application form, or for further information, contact Michael Kent, Executive Assistant
to the Commission, at (925) 313-6587. Applications may also be obtained from the Clerk of the
Board located at 651 Pine St. 1st Fl., Martinez CA 94553. You may also download an application
from the County’s website:
http://www.contracosta.ca.gov/DocumentView.aspx?DID=6433
Filing Date: Applications must be postmarked by October 4, 2013 and mailed to the Clerk of the
Board.
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Members: George Smith – Chair, Rick Alcaraz, Scott Anderson, Don Tatzin, Henry Clark, Lara DeLaney,
Frank Gordon, Steven Linsley, Jim Payne, Jimmy Rodgers, Ralph Sattler, Leslie Stewart, Don Bristol
597 Center Avenue, Suite 200, Martinez CA 94553 Phone (925) 313-6712 Fax (925) 313-6721
** PLEASE POST or DISTRIBUTE **
CONTRA COSTA COUNTY
HAZARDOUS MATERIALS COMMISSION SEEKS APPLICANTS
DO HAZARDOUS MATERIALS POLICY ISSUES INTEREST YOU?
The Contra Costa County Hazardous Materials Commission is seeking applicants to fill
an Environmental Seat - Alternate.
You may apply if you …
are nominated by an environmental organization; or firm
live or work in Contra Costa County;
have demonstrated knowledge of hazardous materials issues;
can commit to regular attendance at monthly Commission meetings
and a monthly Committee meeting, in the event the seat holder is
unavailable;
The Commission is a voluntary body appointed by the Board of Supervisors, and makes
policy recommendations to the Board and County staff on issues concerning hazardous
materials and hazardous waste.
The Commission’s 13 members serve four-year terms and include representatives of
industry, labor, civic groups, environmental organizations, environmental engineers, the
general public, and the Mayors Conference.
To obtain an application form, or for further information, contact Michael Kent, Executive
Assistant to the Commission, at (925) 313-6587. Applications may also be obtained from
the Clerk of the Board located at 651 Pine Street 1st Floor, Martinez CA 94553.
You may also download an application from the County’s website:
http://www.contracosta.ca.gov/DocumentView.aspx?DID=6433
Filing Date: Applications must be postmarked by October 4, 2013 and mailed to the Clerk
of the Board.
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Members: George Smith – Chair, Rick Alcaraz, Scott Anderson, Don Tatzin, Henry Clark, Lara DeLaney,
Frank Gordon, Steven Linsley, Jim Payne, Jimmy Rodgers, Ralph Sattler, Leslie Stewart, Don Bristol
597 Center Avenue, Suite 200, Martinez CA 94553 Phone (925) 313-6712 Fax (925) 313-6721
CONTRA COSTA COUNTY
HAZARDOUS MATERIALS COMMISSION
September 23, 2013
Dear Colleague:
The Contra Costa Hazardous Materials Commission is seeking applicants to fill an
Environmental Seat - Alternate. Applications must be postmarked by October 4, 2013.
Appointed by the Board of Supervisors to advise them on hazardous materials issues, including
industrial safety, the 13-member Commission is comprised of representatives of industry, labor,
environmental groups, civic groups, the public, engineers/industrial hygienists, and elected
officials. Members serve four-year terms, and must live or work in Contra Costa County.
I hope your organization will take up this rare opportunity and nominate an applicant. The
Commission offers a chance for direct participaton in creating county policy on vital issues of
great public concern.
Enclosed you will find leaflets for posting and or distribution.
The Commission would also like to extend an invitation to any interested party to attend
Commission meetings which are generally held the 4th Thursday of every month at the
County Connection, 2477 Arnold Industrial Way, in Concord. Please check the website for the
next scheduled meeting. http://cchealth.org/hazmat/hmc/
To obtain an application form, or for further information, contact Michael Kent, Executive
Assistant to the Commission, at (925) 313-6587. Applications may also be obtained from the
Clerk of the Board located at 651 Pine Street, 1st Floor, Martinez CA 94553. You may also
download an application from the County’s website:
http://www.contracosta.ca.gov/DocumentView.aspx?DID=6433
Should you have further questions, please do not hesitate to call me. I can be reached directly at
(925) 313-6587.
Sincerely,
Michael Kent
Executive Assistant to the Hazardous Materials Commission
Enclosure
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INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:04/13/2015
Subject:CANDIDATE INTERVIEWS FOR AIRPORT LAND USE
COMMISSION
Submitted For: John Kopchik, Director, Conservation & Development Department
Department:Conservation & Development
Referral No.: IOC 15/5
Referral Name: ADVISORY BODY RECRUITMENT
Presenter: Jamar Stamps Contact: Jamar Stamps (925) 674-7832
Referral History:
The Board of Supervisors created the Airport Land Use Commission (ALUC) in 1970 to promote
the orderly development of compatible land uses around each public airport in the County, in
order to safeguard both the interests of the general public and the welfare of inhabitants in the
areas surrounding the airports. The California Public Utilities Code requires and specifies the
composition of the ALUC, whose membership shall include:
(1) Two representing the cities in the county, appointed by a city selection committee comprised of the
mayors of all the cities within that county, except that if there are any cities contiguous or adjacent to the
qualifying airport, at least one representative shall be appointed therefrom.
(2) Two representing the county, appointed by the board of supervisors.
(3) Two having expertise in aviation, appointed by a selection committee comprised of the managers of all of
the public airports within that county.
(4) One representing the general public, appointed by the other six members of the commission.
The Internal Operations Committee conducts interviews for the two County seats described in item 2, above, and
makes recommendations to the Board of Supervisors for appointment. Seat terms are four years, expiring the first
Monday in May.
Referral Update:
The term of the Appointee #2 seat expired in May 2011. However, Hal Yeager, who has
continued to serve in the Appointee #2 seat, has notified the County that he must resign for
personal reasons and does not wish to be considered for a new term. The term of the Appointee #1
seat expired in May 2012 and prior incumbent Tom Weber has continued to serve in that capacity
until the Board appoints a successor, whose term will expire on May 2, 2016.
The Conservation and Development Department recruited to fill two vacancies. The recruitment
garnered 12 applications. One application was later withdrawn and one was rejected due to
non-eligibility, leaving 10 candidates for consideration. The following candidates were invited to
interview with the IOC today:
Felix Boston (Pleasant Hill)
James Flessner (Danville)25
James Flessner (Danville)
Alexander Golovets (San Pablo)
John Jewell (Discovery Bay)
Charles Kreling (Walnut Creek)
Geoffrey Logan (Walnut Creek)
Ronald Reagan (Brentwood)
Shaun Rice (Lafayette)
Hanspal Ravinderpal (H.R.) Singh (San Ramon)
Thomas Weber (Pleasant Hill), incumbent
Recommendation(s)/Next Step(s):
INTERVIEW candidates for the BOS Appointee 1 seat, to complete the unexpired term ending on
May 2, 2016; and for the BOS Appointee 2 seat, to complete the current term expiring on May 4,
2015 and to a new four-year term expiring on May 6, 2019, on the Airport Land Use Commission
and CONSIDER determining recommendations for Board of Supervisors consideration.
Attachments
Candidate Application_ALUC_Felix Boston
Candidate Application_ALUC_James Flessner
Candidate Application_ALUC_Alexander Golovets
Candidate Application_ALUC_John Jewell
Candidate Application_ALUC_Charles Kreling
Candidate Application_ALUC_Charles Kreling_Resume
Candidate Application_ALUC_Geoffrey Logan
Candidate Application_ALUC_Ronald Reagan
Candidate Application_ALUC_Shaun Rice
Candidate Application_ALUC_H R Singh
Candidate Application_ALUC_Thomas Weber
DCD ALUC Recruitment Announcement
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THIS FORM IS A PUBLIC DOCUMENT
BOARD, COMMITTEE OR COMMISSION NAME AND SEAT TITLE YOU ARE APPLYING FOR:
____________________________________________________ ____________________________________________________
PRINT EXACT NAME OF BOARD, COMMITTEE, OR COMMISSION PRINT EXACT SEAT NAME (if applicable)
5. EDUCATION: Check appropriate box if you possess one of the following:
High School Diploma G.E.D. Certificate California High School Proficiency Certificate
Give Highest Grade or Educational Level Achieved________________________________________________
Names of colleges / universities
attended Course of Study / Major Degree
Awarded Units Completed Degree
Type
Date
Degree
Awarded
Semester Quarter
A)
Yes No
B)
Yes No
C)
Yes No
D) Other schools / training
completed:
Course Studied Hours Completed Certificate Awarded:
Yes No
For Reviewers Use Only:
Accepted Rejected
Contra
Costa
County
Contra Costa County
CLERK OF THE BOARD
651 Pine Street, Rm. 106
Martinez, California 94553-1292
PLEASE TYPE OR PRINT IN INK
(Each Position Requires a Separate Application)
BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION
MAIL OR DELIVER TO:
1. Name:_______________________________________________________________________
(Last Name) (First Name) (Middle Name)
2. Address: _______________________________________________________
(No.) (Street) (Apt.) (City) (State) (Zip Code)
3. Phones: ________________________________________________________
(Home No.) (Work No.) (Cell No.)
4. Email Address: ________________________________________________
For Office Use Only
Date Received:
For Reviewers Use Only:
Reason:
Education Experience
Incomplete Other
39
THIS FORM IS A PUBLIC DOCUMENT
6. PLEASE FILL OUT THE FOLLOWING SECTION COMPLETELY. List experience that relates to the qualifications needed to
serve on the local appointive body. Begin with your most recent experience. A resume or other supporting documentation
may be attached but it may not be used as a substitute for completing this section.
A) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
B) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
C) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
D) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
40
41
Charles J. Kreling, CMA, CHP
Mobile
Walnut Creek, CA 94598
Accounting/Finance/Audit/Compliance/Information Technology Leader
An experienced compliance and audit professional with a focus on strategy, delivery and
improvement of regulatory compliance and internal controls processes and procedures.
High-value combination of business and information technology disciplines.
Highly effective leader focused on prioritization, implementation and attainment of results via team
development, coaching, and collaboration across diverse organizations.
Specialties: Executive level leadership, strong technical skills in accounting, finance, internal
controls, audit, SOX, compliance, risk management, NAIC Model Audit Rule (MAR), HIPAA
Security, Meaningful Use and Information Technology.
Professional Experience
Independent Consultant 2014 - Present
Audit, Compliance, Finance, SOX, Model Audit Rule, HIPAA, IT, SOC2
Bazell Technologies, Independent – Executive dashboards, Business Planning, IT
Strategy.
Abbyy, Accretive Solutions – HIPAA Security.
Castlight Health, BVOH – SOC2 policies & procedures.
GoodData, Accretive Solutions – HIPAA Security/Privacy risk analysis.
Autodesk, Accretive Solutions – IT SOX, IT Compliance Strategy.
Prothena, Accretive Solutions – IT SOX.
Wells Fargo Bank, Accretive Solutions – Loan Portfolio Compliance.
Kaiser Permanente Information Technology 2012 - 2014
Executive Director, HIPAA Security
Developed and achieved a comprehensive, risk-based strategy for Kaiser’s HIPAA
Security compliance program.
Provided leadership, direction, and oversight for technology-related aspects of the HIPAA
Omnibus Rule.
Led compliance with the HIPAA Security Rule ensuring privacy and security of member
electronic protected health information (ePHI).
Collaborated across diverse organizations including information technology and business
senior leadership, the National Compliance Office, Internal Audit Services, the SOX PMO,
Medical Group leadership, and Finance.
Combined disparate groups into an integrated team of twenty-four professionals while
promoting nine individuals and creating a high performing team.
Kaiser Permanente
2007 - 2012
Executive Director, Sarbanes-Oxley
Provided strategic leadership to the Company through the SOX Project Management
Office (PMO) and facilitation for all key SOX functions: Scoping and Planning, Design,
Documentation, Remediation, Testing and Evaluation.
Led an integrated SOX/NAIC Model Audit Rule (MAR) initiative across all locations and for
all business processes to completion for the first time at Kaiser Permanente. Attained the
goal of no Material Weaknesses set by the SOX Governance Board.
Partnered with Ernst & Young (SOX Advisors), KPMG (External Auditor) and multiple
business leaders to achieve results through collaboration and teamwork across a diverse
and complex organization.
Subject matter expert on SOX, PCAOB and NAIC Model Audit Rule (MAR) internal
controls guidelines for the Company. Authored whitepapers for complex SOX issues.
Created and implemented a comprehensive, automated risk rating model that determined
the testing strategy for the Company. 42
Charles J. Kreling Mobile
Page 2
Developed the methodology for evaluation of control deficiencies for the Company and
presented to senior leadership and the Audit and Compliance Committee.
Communicated and presented regularly to senior leadership the status and issues related
to the project and its outcomes.
Recruited and developed a high performing team.
Kaiser Permanente 2006 - 2007
Director, SOX Information Systems & Processes
Partnered with Senior Leadership (SOX Governance Board, Audit and Compliance
Committee) to create meaningful metrics and reporting for internal controls.
Implemented a national compliance tool (Risk Navigator) enabling tracking, reporting and
measurement of internal controls performance.
Developed and implemented the first integrated executive reporting dashboards for SOX
and other compliance areas.
Hired and led a team of professionals.
Developed and delivered national training materials and education for regional SOX
teams, process leads and key project participants.
Resources Global Professionals 2005 - 2006
Finance / Information Technology Consultant at Kaiser Permanente
Provided leadership and solutions for Sarbanes Oxley (SOX) systems architecture and
applications leading to efficient project management at the Company’s Corporate Program
Offices and Northern California regional headquarters.
Implemented Risk Navigator, an Enterprise Risk Management solution that provides data
storage, reporting and accountability services to the entire enterprise wide SOX project.
Member of key committees creating and deploying SOX project methodologies, plans,
training and directions across the organization.
Bazell Technologies Corporation 2002 - 2005
Chief Financial Officer, Chief Technology Officer
Managed all accounting, financial reporting, administration, human resources and
information technology functions.
Key strategist in company turnaround from annual losses to profitability through process
improvement, cost cutting, and faster, accurate information processing and presentment.
Created and implemented custom software and database applications that improved
productivity of operations and financial activities.
Successfully managed relationships with banking and credit facilities.
Led all finance and accounting activities during acquisition due diligence process.
Past Experience
Independent Consultant – Principal, Finance, Accounting, Information Technology
Telocity - Senior Director Financial Information Systems
AirTouch Communications - Director Financial Information Systems
Pacific Bell - Applications Development Manager / Senior Accounting Manager
Coopers & Lybrand - Senior Associate, EDP Auditor, Consultant
Arthur Andersen & Co. - In-Charge Accountant, EDP Auditor
43
Charles J. Kreling Mobile
Page 3
Education and Certifications
Certified Management Accountant (CMA)
Certified HIPAA Professional (CHP)
B.S. Business Administration, University of California Berkeley, Summa Cum Laude, University
Certificate of Distinction, University Medal Finalist
Professional and Community Affiliations
Institute of Management Accountants, Past Treasurer, Director of Corporate Relations and
Director of Academic Relations
United States Coast Guard Auxiliary, Staff Officer / Instructor, Flotilla 1-9, US Coast Guard Air
Station San Francisco
San Francisco Sheriff’s Air Squadron, Special Deputy, Pilot, Past Commander
Federal Aviation Administration, Licensed Pilot, Advanced/Instrument Ground Instructor
Contra Costa County Merit Board, Chair (similar to a civil service commission)
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CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION & DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: 674-7832 Fax: 674-7258
TO: Members, Board of Supervisors
Members, Municipal Advisory Council
FROM: John Kopchik, Director
By: Jamar Stamps, Senior Planner
DATE: February 12, 2015
SUBJECT: Vacancies on the Contra Costa County Airport Land Use Commission
This is to inform you that there will be two vacancies (effective May 4, 2015) for County
representation on the Contra Costa County Airport Land Use Commission (ALUC). The ALUC
is comprised of 7 members: 2 appointed by the Contra Costa County Board of Supervisors; 2
appointed by the Contra Costa County Mayor’s Conference; 2 appointed by the Contra Costa
County Director of Airports; and 1 At-Large member appointed by the balance of the ALUC.
All ALUC members serve a four-year term in a volunteer capacity.
Relevant information on the function of the ALUC can be found on the ALUC website at
http://www.contracosta.ca.gov/4307/Airport-Land-Use-Commission-ALUC.
A copy of the application is enclosed and can also be found here:
http://www.contracosta.ca.gov/DocumentCenter/View/6433.
In addition, Contra Costa Television (CCTV) will forward a media release to various daily and
weekly newspapers and publications for countywide public advertisement.
Applications will be accepted until Friday, March 13, 2015. Interested candidates can either
apply online, or download the application and fax or mail the completed form to the Clerk of
the Board of Supervisors, Room 106, County Administration Building, 651 Pine Street,
Martinez, CA 94553 (postmarked by Friday, March 13, 2015). Should you have any questions,
please contact Jamar Stamps at (925) 674-7832, or via email at jamar.stamps@dcd.cccounty.us.
Enclosure
cc: Clerk of the Board
CAO
Better Government Ordinance file
J. Cunningham, DCD
A. Bhat, DCD
64
THIS FORM IS A PUBLIC DOCUMENT
BOARD, COMMITTEE OR COMMISSION NAME AND SEAT TITLE YOU ARE APPLYING FOR:
____________________________________________________ ____________________________________________________
PRINT EXACT NAME OF BOARD, COMMITTEE, OR COMMISSION PRINT EXACT SEAT NAME (if applicable)
5. EDUCATION: Check appropriate box if you possess one of the following:
High School Diploma G.E.D. Certificate California High School Proficiency Certificate
Give Highest Grade or Educational Level Achieved________________________________________________
Names of colleges / universities
attended Course of Study / Major Degree
Awarded Units Completed Degree
Type
Date
Degree
Awarded
Semester Quarter
A)
Yes No
B)
Yes No
C)
Yes No
D) Other schools / training
completed:
Course Studied Hours Completed Certificate Awarded:
Yes No
For Reviewers Use Only:
Accepted Rejected
Contra
Costa
County
Contra Costa County
CLERK OF THE BOARD
651 Pine Street, Rm. 106
Martinez, California 94553-1292
PLEASE TYPE OR PRINT IN INK
(Each Position Requires a Separate Application)
BOARDS, COMMITTEES, AND COMMISSIONS APPLICATION
MAIL OR DELIVER TO:
1. Name:_______________________________________________________________________
(Last Name) (First Name) (Middle Name)
2. Address: ____________________________________________________________________
(No.) (Street) (Apt.) (City) (State) (Zip Code)
3. Phones: ____________________________________________________________________
(Home No.) (Work No.) (Cell No.)
4. Email Address: ______________________________________________________________
For Office Use Only
Date Received:
Print Form
65
THIS FORM IS A PUBLIC DOCUMENT
6. PLEASE FILL OUT THE FOLLOWING SECTION COMPLETELY. List experience that relates to the qualifications needed to
serve on the local appointive body. Begin with your most recent experience. A resume or other supporting documentation
may be attached but it may not be used as a substitute for completing this section.
A) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
B) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
C) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
D) Dates (Month, Day, Year)
From To
Total: Yrs. Mos.
Hrs. per week_____ . Volunteer
Title
Duties Performed
Employer’s Name and Address
66
THIS FORM IS A PUBLIC DOCUMENT
7. How did you learn about this vacancy?
CCC Homepage Walk-In Newspaper Advertisement District Supervisor Other _________________________
8. Do you have a Familial or Financial Relationship with a member of the Board of Supervisors? (Please see Board
Resolution no. 2011/55, attached): No ______ Yes______
If Yes, please identify the nature of the relationship: ______________________________________________
9. Do you have any financial relationships with the County such as grants, contracts, or other economic relations?
No ______ Yes______
If Yes, please identify the nature of the relationship: ______________________________________________
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 understand that all information in this application is publically
accessible. I understand and agree that misstatements / omissions of material fact may cause forfeiture of my rights to serve
on a Board, Committee, or Commission in Contra Costa County.
Sign Name: _____________________________________________ Date: __________________________________
Important Information
1. This application is a public document and is subject to the California Public Records Act (CA Gov. Code §6250-6270).
2. Send the completed paper application to the Office of the Clerk of the Board at: 651 Pine Street, Room 106, Martinez, CA 94553.
3. A résumé or other relevant information may be submitted with this application.
4. All members are required to take the following training: 1) The Brown Act, 2) The Better Government Ordinance, and 3) Ethics Training.
5. Members of 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.
6. Advisory body meetings may be held in various locations and some locations may not be accessible by public transportation.
7. Meeting dates and times are subject to change and may occur up to two days per month.
8. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional
commitment of time.
67
THIS FORM IS A PUBLIC DOCUMENT
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for
Special Districts, Agencies and Authorities Governed by the Board Adopted Resolution
no. 2011/55 on 2/08/2011 as follows:
WHEREAS the Board of Supervisors wishes to avoid the reality or appearance of improper influence or favoritism;
IN THE MATTER OF ADOPTING A POLICY MAKING FAMILY MEMBERS OF THE BOARD OF SUPERVISORS INELIGIBLE
FOR APPOINTMENT TO BOARDS, COMMITTEES OR COMMISSIONS FOR WHICH THE BOARD OF SUPERVISORS IS THE
APPOINTING AUTHORITY
NOW, THEREFORE, BE IT RESOLVED THAT the following policy is hereby adopted:
1. Mother, father, son, and daughter;
2. Brother, sister, grandmother, grandfather, grandson, and granddaughter;
I. SCOPE: This policy applies to appointments to any seats on boards, committees or commissions for which the Contra Costa County
Board of Supervisors is the appointing authority.
II. POLICY: A person will not be eligible for appointment if he/she is rela ted to a Board of Supervisors’ Member in any of the following
relationships:
3. Great-grandfather, great-grandmother, aunt, uncle, nephew, niece, great-grandson, and great-granddaughter;
4. First cousin;
5. Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter;
6. Sister-in-law (brother’s spouse or spouse’s sister), brother-in-law (sister’s spouse or spouse’s brother), spouse’s grandmother,
spouse’s grandfather, spouse’s granddaughter, and spouse’s grandson;
7. Registered domestic partner, pursuant to California Family Code section 297.
8. The relatives, as defined in 5 and 6 above, for a registered domestic partner.
9. 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.
68
1
County Administrator’s Office • 651 Pine Street • Martinez, CA 94553 • www.co.contra-costa.ca.us
Media Advisory
FOR IMMEDIATE RELEASE Contact: Jamar Stamps, ALUC Staff
Friday, February 13, 2015 Dept. of Conservation & Development
Community Development Division
Phone: (925) 674-7832
Email: jamar.stamps@dcd.cccounty.us
WOULD YOU LIKE TO SERVE ON THE
CONTRA COSTA COUNTY AIRPORT LAND USE COMMISSION?
CONTRA COSTA COUNTY – The County is seeking individuals who are interested in
serving on Contra Costa County’s Airport Land Use Commission (ALUC). The Commission’s
role and responsibilities are to:
Formulate land use policies that restrict the development of lands to assure
compatibility with planned operations of public use airports;
Review the general plans of local agencies for consistency with the Airport Land Use
Compatibility Plan; and
Review proposed modification to the airport master plans for consistency with the
Airport Land Use Compatibility Plan.
Commission members are expected to attend at least one meeting a month. Regular
meetings of the ALUC are held on the fourth Wednesday of each month at 7:00 p.m. in the
Department of Conservation and Development, Zoning Administrator Room, 30 Muir Road,
Martinez, CA 94553. Background study, occasional filed trips and extra meetings are
sometimes necessary. Members shall serve without compensation. During the term of office,
each member shall reside or work in Contra Costa County.
There are seven members on the ALUC. There are two vacancies for commissioners that
are appointed by the Board of Supervisors. The appointed members are required to comply
with the Fair and Political Practices Commission, Conflict of Interest Code reporting
requirements in State law. The term of office of each member is four years and until the
appointment and qualification of his or her successor.
Contra Costa
County
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2
An application form may be obtained from the Clerk of the Board of Supervisors by calling
(925) 335-1900 or by visiting the County webpage at
http://www.contracosta.ca.gov/DocumentCenter/View/6433. Completed applications should
be returned to the Clerk of the Board of Supervisors, Room 106, County Administration
Building, 651 Pine Street, Martinez, CA 94553 postmarked by Friday, March 13, 2015. For
further information, please call Jamar Stamps, with the Department of Conservation &
Development, Transportation Planning Division, at (925) 674-7832.
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INTERNAL OPERATIONS
COMMITTEE 6.
Meeting Date:04/13/2015
Subject:CANDIDATE INTERVIEWS: IMPARTIAL OBSERVERS AND
EVALUATOR FOR AMBULANCE RFP SCORING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.:
Referral Name: AMBULANCE RFP IMPARTIAL OBSERVER RECRUITMENT
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea 925.335.1077
Referral History:
The Board approved the following process for the selection for the 2 impartial observers of the 3
day RFP scoring.
Advertisements for interested parties will be placed on the County home page, on the Health
Services Department website, in the local newspaper, e-mailed to all known parties who
may have an interest and posted by the Clerk of the Board of Supervisors in the same
manner currently used for vacancies on advisory bodies.
Interested applicants will submit a cover letter explaining their interest and a resume
detailing their qualifications
Applicants must be residents of Contra Costa County
Applicants may not be current or former County employees or employees, board members,
or consultants of any potential bidder
Applicants must be able to commit a minimum of three full days, from June 3-5, 2015
Application period will be open for a minimum of two weeks
The candidates will be selected by the Internal Operations Committee for recommendation to the
Board of Supervisors based on the candidate's ability to meet the above criteria.
Referral Update:
Staff advertised the Observer and Evaluator positions for three weeks and received five
applications. Two applicants, Michelle Voos and David Joslin, were determined to be ineligible
due to their prior employment with either the County or with a potential bidder. The following
three applicants were determined to be eligible for the Observer or Evaluator role and were
invited to be interviewed today:
Janice Howe, San Ramon (Observer)
Nuru Neemuchwalla, Pleasant Hill (Evaluator/Observer)
Stephen F. Smith, Brentwood (Evaluator)
71
Their letters and resumes are attached for reference.
Recommendation(s)/Next Step(s):
CONDUCT interviews of the candidates for two impartial observers and one evaluator of the
Three-Day Ambulance Service RFP (Request for Proposals) scoring process and DETERMINE
recommendations for consideration by the Board of Supervisors.
Fiscal Impact (if any):
None. The positions are uncompensated.
Attachments
Recruitment Announcement
Candidate Letter of Introduction_Resume_Janice L. Howe
Candidate Letter of Introduction_Nuru Neemuchwalla
Candidate Resume_Nuru Neemuchwalla
Candidate Letter of Introduction_Stephen Smith
Candidate Resume_Stephen Smith
72
Contra Costa County
County Administrator’s Office • 651 Pine Street • Martinez, CA 94553 • www.co.contra-costa.ca.us
Media Release
FOR IMMEDIATE RELEASE Contact: Julie DiMaggio Enea
Friday, March 6, 2015 Phone: (925) 335-1077
Email: julie.enea@cao.cccounty.us
WOULD YOU LIKE TO PARTICIPATE IN THE SELECTION OF THE
EMERGENCY AMBULANCE SERVICE PROVIDER FOR
CONTRA COSTA COUNTY?
Contra Costa County Supervisors are seeking one individual to serve as Evaluator and two
individuals to serve as Impartial Observers during the selection of the County's emergency
ambulance service provider. The role of Evaluator is to review the bids submitted by each
potential emergency ambulance service provider, and evaluate and rate the bids in accordance
with the requirements of the County’s Request for Proposals. The role of the Impartial
Observers is to ensure that the process for evaluating competitive bids of ambulance service
providers is conducted fairly by the people involved, and is similar to the impartial observer role
used during the vote counts of county elections.
The evaluation of competitive bids is scheduled from 8:00 a.m. to 5:00 p.m. each day of the
three-day period of June 3-5, 2015. To be eligible to serve as an Evaluator or Impartial
Observer:
You may not be a current or former Contra Costa County employee.
You may not be a current or former employee, board member, or consultant of any
potential bidder.
You must be able to commit your time to the complete three-day evaluation period of
June 3-5, 2015.
Interested candidates are asked to submit a cover letter and resume outlining their qualifications
for consideration. The applications will be reviewed by the County's Internal Operations
Committee, which will forward its recommendations to the Board of Supervisors within 30 days.
Successful applicants will need to meet the criteria above, and demonstrate their level of
knowledge about the County's Emergency Medical Services system.
These are volunteer positions. In the event that no applicants are available who meet the
criteria, the review process will proceed with individuals designated by the County
Administrator's Office.
If you are interested, please send your cover letter and resume to Senior Deputy County
Administrator Julie DiMaggio Enea, 651 Pine Street, 10th Floor, Martinez, CA., 94553 or
julie.enea@cao.cccounty.us. The application deadline is 5:00 p.m. on March 30, 2015.
# # # #
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1
Julie Enea
From:
Sent:Monday, March 16, 2015 5:16 PM
To:Julie Enea
Subject:Application for Observer position for county Ambulance contract RFP
Julie DiMaggio Enea,
Senior Deputy County Administrator March 16, 2015
651 Pine St., 10th Floor
Martinez, CA 94553
Observer Position for Emergency Ambulance Service Provider, June 3 – 5, 2015
I’m applying for one of the volunteer observer positions scheduled to watch the evaluation process for all day
June 3 to 5, 2015 where RFPs for the new ambulance service contract.
I meet the stated criteria for this position:
* I am not and have not been an employee of Contra Costa County.
* I have not and am not currently an employee, board member, or consultant for
any ambulance service contract bidder.
I am committed to attend 8 to 5, June 3 to 5, 2015 to be an observer.
I was once appointed as a representative-at-large for the CCC Council on Aging, but I resigned that
commitment several years ago. That was an unpaid volunteer spot, and I continue to attend the Health Work
Group subcommittee of the ACOA, which I once chaired. My continued interest in the ambulance service
contracts was cultivated by that Work Group over several years. I attend interviews by the consultants for this
RFP, heard presentations from Pat Frost, RN, Dr. Barger, and others, attended Supervisor meetings on the RFP
process, and attended public meetings on this service.
The involvement of civic-minded seniors in the process of overseeing the process of selecting contractors is
critical to the services all county residents will be using, funding, and evaluating. We are the consumers most
likely to use ambulance emergency services. Medical or emergency experts are necessary for this process, but
residents need to participate in order for their needs to be met.
Please review my attached resume to gauge my civic involvement and expertise as pertains to this position for
which I am applying.
Janice L. Howe, RN (ret.), PHN, BSN, BA
San Ramon 94583
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Presently:
Retired Registered Nurse – formerly employed by Kaiser Hayward Hospice Home Care.
Advisory Board, Curriculum, Marketing/ Fund Raising committees for Cal State
University Scholar Olli (Bernard Osher Life Long Learning Institute) – Concord
Board California Walks, pedestrian safety advocacy group, Oakland
Recording Secretary – Alameda Co. – California Alliance of Retired Americans
(CARA)
League of Women Voters – Diablo Valley member (formerly Program Chair)
California Nurses Association (CNA) – Retiree Division member
Delegate to the Alameda County Central labor Council for CARA
Past experience:
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CCC ACOA rep at large – Chair Health Committee; member Planning Com. where
RFPs reviewed for funding from the county for services to seniors
Congressman Jerry McNerney’s Health Care advisory committee
Former recording secretary for CCC Health Care for All chapter
Former treasurer for the Kaiser Hayward employee committee
Former Chair for Region Eleven – CNA Scholarship committee
Former Board Chair for Region Eleven – Alameda County CNA
Former Professional Performance Com. Chair for Hayward Kaiser contract RNs
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Captain Nuru Neemuchwalla
, Pleasant Hill, CA 94523
Res: -
3/27/2014
To,
M/s Julie DiMaggio Enea
Senior Deputy County Administrator
County Administrator’s Office
651 Pine st. Martinez, CA 94553.
Re: Media Release of 3/6/2015 for Evaluator/Impartial Observer for EASP.
I would like to participate for the Volunteer position of Evaluator/Impartial observer
in the selection of the Emergency Ambulance Service Provider for Contra Costa
County.
Your Needs:
You May not be a current or former Contra Costa County employee.
You may not be a current or former employee, board member, or consultant of
any potential bidder.
You must be able to commit your time to the complete three-day evaluation
period of June 3-5, 2015.
My Qualifications:
I clearly meet all the three requirements above. (See resume attached). I am
presently retired from the Shipping Business, and am doing volunteer work for
AARP and the ACOA (Health committee).
I have lived in Pleasant Hill for the last 38 years (since 1977) and have had my
kids go to school in Pleasant Hill and onto college.
Due to my long residency, I have a loyalty to the development and traditions of
this area and hence my participation in the health Committee of the ACOA
(Advisory Council on Aging).
My Career of 18 years in the Merchant Navy terminating as a Captain prepared
me to deal with Maritime laws. Human behavior, Health of the Vessels Crew
and Business of ensuring the profitability of vessel owners.
My Shore-side service of 24 years working for a Corporation involved in
Stevedoring/Terminal operations gave me the experience to negotiate
contracts with labor/Ports/service companies as the General Manager.
My attached resume provides more detail about my background and skills. I will gladly
volunteer my services to either of the positions advertised in your press release.
Sincerely,
SD: N.A.Neemuchwalla
Capt. Nuru Neemuchwalla.
77
Professional Summary
Work History
Education
CAPTAIN NURU NEEMUCHWALLA
Pleasant HIll, CA 94523 • Home: • Cell: •
I graduated from a Merchant Marine Academy Training Ship, " T.S.Dufferin" in 1958. This was equivalent
to a graduate degree in a U.C.
In 1961 Appeared and successfully completed My 2nd Mates License qualifying exam.
In 1963 Appeared and successfully completed my Chief Mates License qualifying license exam.
In 1965 Appeared and successfully completed my Masters License qualifying License exam.
In 1972 I was promoted to Captain and performed those functions till 1976 when I migrated to the USA.
In 1976 arrived in the USA and used my Shipping experience to work on stevedoring of Merchant Ships
and rose to the post of General Manager in Maersk Line LTD. Maersk line is a Danish Corporation and one
of the biggest Container Shipping line in the world.
Trainee to a Marine Captain, 07/1965 to 06/1975
Scindia Steam Navigation Company – Bombay, India
Joined Scindia Steam Navigation ( A Shipping Line engaged in trading all over the world) in 1958 as a
Trainee Cadet, and rose to the position of Captain. In this capacity managed the companies ships with
general cargo and navigated it all over the world as needed.
Superintendent/Terminal manager., 10/1976 to 04/1991
Marine Terminal Corporation – San Francisco, CA
Initially supervised the Safe loading & Unloading of Merchant ships at the Maersk Line Terminal of the
Port of Oakland and ended up being a General Manager at the same facility. In this Capacity operated this
facility from receiving/Delivering containers, as also loading and discharging them from the Maersk Ships.
During my tenure as Terminal Manager we hold the record for the Best container handling productivity,
with the movement of a total of 860 containers in an eight hour period.
Terminal Manager/General Manager, 03/1991 to 01/2001
Maersk Shipping Line – Madison, NJ 82
I was the Terminal Manager in charge of all the operations of the Bay Area and the Maersk Terminal leased
from the port of Oakland. In this position I negotiated with the port of Oakland for the facility and also
supervised all the operations of the terminal and handling of ships Cargo operations. Retired on Jan 2nd
2001.
High School Diploma: 1956
St Andrews High School - Bandra, Bombay, India
Bachelor of Arts: Merchant Marine, 1958
Merchant Marine Academy, T.S.Dufferin. - Bombay - India
Master of Arts: Masters License, 1964
Ministry of Transportation - Bombay - India
78
. . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . .
March 23, 2015
Ms. Julie DiMaggio Enea
Senior Deputy County Administrator
Contra Costa County Administrator’s Office
651 East Pine Street, 10th Floor
Martnez CA 94553
Ms. Enea:
I wish to be considered for the Public opening of Evaluator of the Proposals for
EMS Ambulance service in Contra Costa County. I have been a resident of Contra
Costa County since 1970, living in a variety of areas including the Danville/San
Ramon area, the Orinda Area, the Central County, and, since 2004 in Brentwood in
East County. As shown on the enclosed resume, after a 43-year career with a heavy
finance component, I am now retired and heavily engaged in local and regional
governance, especially with regards to the Fire service.
I have been very active in Fire matters since 2006, beginning with the public
hearings on the CityGate report on the East Contra Costa Fire Protection District. I
was involved as a member of the public in the 2009 Fire and Emergency Medical
Service MSR process at LAFCO, and have attended all the workshops conducted as
an offshoot of that review. I was also involved as a member of the public in the
discussions at the BOS about giving control of the District to a locally appointed
Board of Directors, which culminated in establishment of said Board in February of
2010. I was sworn in as a Director in January of 2013, and currently serve as
Director and Chair of the Board’s Finance Committee. In our current campaign to
educate the Public on our need to pass a Fire Suppression Benefit Assessment for
ECCFPD, I often find myself explaining and defending the role of the Fire Service
in Emergency Medical Services.
Brentwood, CA 94513-6917
Phone:
79
April 6, 2015
Page 2
An important component of Fire and EMS response is the road network they must
use in getting to the scene, especially the Routes of Regional Significance. My
service with the Contra Costa Transportation Authority gives me a thorough
knowledge of roadway and traffic matters and the unique geography of Contra Costa
County.
With specific respect to EMS matters and the Ambulance Contract, I have attended
the various BOS hearings and workshops associated with the Fitch EMS study. I
attended the EMS Ambulance Request For Proposal Development Workshop on
September 17th, 2014—contributing my own comments—and the Mandatory
Proposer’s Conference on March 19th of this year.
With regard to objectivity I, of course, have never been an employee of Contra
Costa County or any potential party to the Contract at any time. Further, while
deeply involved in Fire matters, I do not currently reside in the CONFIRE Service
Area. While Chief Henderson and I are watching developments with great interest,
ECCFPD is not a party to the proceeding.
In conclusion, I feel that my experience since 2006 in Fire and EMS matters, my
local knowledge of most of Contra Costa County, my financial expertise, and my
record of public service uniquely qualify me for this appointment.
Sincerely,
Stephen F. Smith
80
Stephen F. Smith
Brentwood, CA 94513-6917
Summary
Retired Brentwood resident with recent experience in government service, especially in Fire and
EMS matters, seeks position as CCC Ambulance Contract Proposal Evaluator
Relevant Skills
Fire Service Governance and Administration – EMS administration and protocols – Financial
Analysis – Non profit organization, governance, and financial administration – Transportation
planning
Government and Non Profit Experience
January, 2011-present—East Contra Costa Fire Protection District—Director
(Also Chair, Finance Committee)
May, 2015-present—Brentwood Library Foundation—Treasurer, CFO, and Director
April, 2009-present—Cooking With Kids Foundation—Treasurer, CFO, and Director
April, 2009-present—Contra Costa Transportation Authority—Member, Citizens Advisory
Committee (Committee Chair from May, 2013-present)
October, 2006-present—Brentwood Advisory Neighborhood Committee—Member
Professional History
1972-2006—Bank Data Processing—Senior Analyst/Programmer/Software Engineer
Employee of, or staff of Contractor to, Wells Fargo Bank, Bank of
America, Citicorp, Central Bank, Bank of the West. Heavy focus on support of
financial reporting in latter stages of career.
1970-1972—National Real Estate Exchange—Director of Systems
In charge of all computer functions for entrepreneurial startup company.
1963-1970—University of California, Berkeley—Various Academic Staff Positions
Staff positions in computing in several departments, rising from entry-level to
Associate Specialist, non-teaching equivalent to Assistant Professor.
Education
University of California, Berkeley—Bachelor of Science, 1964
Master of Science, 1966
81
INTERNAL OPERATIONS COMMITTEE 7.
Meeting Date:04/13/2015
Subject:ALLOCATION OF FISH & WILDLIFE PROPAGATION FUNDS
Department:Conservation & Development
Referral No.: IOC 15/6
Referral Name: Allocation of Propagation Funds by the Fish and Wildlife Committee
Presenter: Maureen Parkes, Conservation &
Development Dept
Contact: Maureen Parkes
925.674.7831
Referral History:
On November 22, 2010, the IOC received a status report from Department of Conservation and
Development (DCD) regarding the allocation of propagation funds by the Fish and Wildlife
Committee (FWC). The IOC accepted the report along with the recommended modifications to
improve the grant process in the future. The modifications included (1) updating the FWC
Conflict of Interest Code, which was accomplished, and; (2) having the IOC conduct a
preliminary review of annual FWC grant recommendations prior to Board of Supervisors review,
which is now a standing referral to the IOC.
Referral Update:
Attached is a memo describing the outreach and selection process and criteria, and transmitting
the grant funding recommendations of the County's Fish & Wildlife Committee for 11 projects.
The Fish & Wildlife Committee exercised care in limiting allocations to the direct costs of each
project for activities that protect, conserve, propagate, and preserve fish and wildlife. The grant
matrix at the back of the transmittal shows each project in summary form, including the amount
requested vs. the proposed allocation, the rationale for the FWC's decision, and any limitations on
the use of the funds.
Recommendation(s)/Next Step(s):
APPROVE recommendations from the Fish & Wildlife Committee for the allocation of 2015 Fish
and Wildlife Propagation Fund grant funds for 11 projects totaling $61,155.
Fiscal Impact (if any):
The recommendation will have no impact on the County General Fund. The FWC is proposing to
allocate $ 61,155 of the $80,162 propagation funds available as of January 15, 2015. Fish and
wildlife propagation funds are restricted to costs for the protection, conservation, propagation, and
preservation of fish and wildlife, pursuant to Fish and Game Code section 13100, and are
budgeted in the Fish and Game Fund (110200).
82
Attachments
Fish & Wildlife Cte Recommendations for Propagation Fund Allocation
83
84
FWC Grant Program
The Board has charged the FWC with coordinating a process by which fine money could be appropriately
“expended for the protection, conservation, propagation, and preservation of fish and wildlife” [Fish and
Game Code 13100]. Since 1996, the FWC has implemented a structured process for reviewing funding
requests. The FWC developed a grant application packet (attached), which includes a cover letter to
explain the grant process and funding priorities, an application to solicit relevant information about the
project, and a copy of the expenditure criteria established by California law for the Fish and Wildlife
Propagation Fund.
The FWC continued the third year of expanded outreach to schools with the intent to fund high value,
low-cost public education projects related to the scientific principles of fish and wildlife conservation.
In October 2014, the application packet was sent to the Fish and Wildlife Committee mailing list, the
Contra Costa Watershed Forum mailing list; and the Contra Costa County Office of Education, Contra
Costa College, Diablo Valley College and Los Medanos College for distribution to interested teachers
and programs that would benefit from the grant program. A press release was distributed to local and
regional media outlets regarding the availability of the grant application packet and CCTV publicized it
on the CountyNet Bulletin Board which reaches 350,000+ homes in the County. It was also made
available on the Committee’s website and to anyone who requested a copy.
FWC Grant Review Process in 2015
A total of 15 applications requesting a total of $114,447.66 were received during the application period,
which ended January 5, 2015.
The Fish and Wildlife Committee discussed the funding of the applications at its January, February and
March 2015 meetings. Some applicants came to FWC meetings to talk about their applications during
public comment opportunities. The FWC acknowledged the hard work that went into all of the
applications received and appreciates the commitment of applicants to improving the resources of the
County.
II. Recommendation of Funding on Grants for 2015
At the March 18, 2015 meeting, the FWC recommended funding for eleven (11) proposed projects.
Projects recommended for funding total $61,155.02 and are geographically located across the County.
More details are provided on page six of the attached grant recommendations chart. Six (6) of the
recommendations directly benefit public education of students. (see attached chart for more detailed
information on all of the applications.) The specific FWC recommendations and the vote of the FWC on
these recommendations are listed below. Members in attendance and voting on these items were: Susan
Heckly (District II), Brett Morris (District IV), Daniel Pellegrini (District V), Rhonda Gehlke (At-large),
Kathleen Jennings (At-large), Jeff Skinner (At-large) and Scott Stephan (At-large). Martha Berthelsen
(District I) recused herself from all deliberations at the January and February meetings, citing connections
to two of the applications and did not attend the March meeting.
All recommendations are for full funding of the project as proposed unless noted otherwise.
FWC Recommendations:
1) Appropriate $3,320.00 to SPAWNERS to 1) measure seven different parameters to
investigate the health of creeks, and 2) analyze and summarize the data, and 3) to create
Page 2 of 4 85
outreach materials in order to teach residents about the water quality monitoring results and to
provide tips for improving the creeks' water quality and 4) purchase a new colorimeter. Partial
funding is recommended and not to be used for payment to their fiscal sponsor.
[7 ayes/0 noes]
2) Appropriate $9,625.00 to Mt. View Sanitary District (MVSD) to support 25 additional
Wetlands Field Trips in Contra Costa County, outside of the MVSD service area. The field
trip is a 4-hour, hands-on, outdoor education program that provides instruction on pollution
prevention and water quality, the value of wetland habitats for people and wildlife, and
aquatic animal adaptations. [7 ayes/0 noes]
3) Appropriate $1,645.00 to Mt. View Sanitary District for the purchase of a shed for storage
and data collection for the ongoing Western Pond Turtle study in Moorhen Marsh. [7 ayes/0
noes]
4) Appropriate $950.00 to Worth a Dam to fund a K.EY.S.T.O.N.E. (Kids Explore! - Youth
Science Training on Natural Ecosystems) activity teaching children about beavers, which will
promote the concept of species interdependence; and increases public awareness of working
watersheds and beaver function within them. [7 ayes/0 noes]
5) Appropriate $7,058.27 to the Lindsay Wildlife Museum for the purchase of a kitchen
sterilizer. Partial funding is recommended due to limited grant funds this year, and awarded
funds are to be used only on the kitchen sterilizer. [7 ayes/0 noes]
6) Appropriate $975.00 to the Ruth Bancroft Garden to create and restore wildlife habitat with
native vegetation; and to develop educational tools for children at Ruth Bancroft Garden.
[7 ayes/0 noes]
7) Appropriate $1,010.00 to Friends of Alhambra Creek to purchase native plants and gardening
supplies for maintenance of public gardens on the Alhambra Native Plant Trail and to expand
the John Muir National Historic Site Visitor Center garden and other new gardens. Partial
funding is recommended and may not be used on rain barrels. [7 ayes/0 noes]
8) Appropriate $8,500.00 to The Regents of the University of California to: 1) survey and
monitor native bee populations across diverse natural and constructed landscapes in
Brentwood, which will allow them to identify new host plants that could be used to sustain
rare bee species found in natural areas, measure the diversity and abundance of local wild bee
populations, identify bee-attractive plant types present in natural areas and measure impacts
of fires and urban developments on local wild bee populations, and 2) create educational
materials. Partial funding is recommended and may not be used for indirect or overhead costs.
[7 ayes/0 noes]
9) Appropriate $7,971.75 to the Golden Gate Audubon Society to partially support the purchase
of the materials associated with their award-winning Eco-Richmond Program and its new
initiative, Bird Friendly Schools including the purchase of native plants, nest box building
materials, trash grabbers and observation equipment to be used by 275 3rd-5th grade children
from four schools along the North Richmond Shoreline. [7 ayes/0 noes]
Page 3 of 4 86
10) Appropriate $10,100.00 to Earth Team to continue building on their after-school watershed
internships, which includes: 1) watershed education and stewardship with an emphasis in
raising public awareness of litter pollution and storm water issues, 2) environmental
monitoring and scientific research at Pinole Creek. Partial funding is recommended and not to
be used on staff mileage reimbursement. [7 ayes/0 noes]
11) Appropriate $10,000.00 to East Bay Regional Parks Foundation for funds to serve 40 Contra
Costa County low-income students (grades 4-6) and to subsidize five adult teachers and
chaperones to attend their Campership Program, which encompasses both summer day
camping and an outdoor, residential environmental education camp component. [7 ayes/0
noes]
Further, the FWC also recommended that within a year of grant funding approval, or within one month of
project completion, whichever comes sooner, recipients must submit a final project report which includes
invoices and receipts documenting how funds were spent and the results of the project. Details will be
outlined in the grant award packet provided to all successful applicants. [7 ayes/0 noes]
Please contact Maureen Parkes at 925-674-7831 or Abigail Fateman at 925-674-7820 with any questions.
Attachments:
• Grant application packet for Fish and Wildlife Propagation Funds
• Chart summarizing the applications and recommendations
Page 4 of 4 87
Contra
Costa
County
October 14, 2014
Dear Fish and Wildlife Propagation Fund Grant Applicants:
The Contra Costa County Fish and Wildlife Committee is pleased to announce that completed funding
applications are now being accepted for consideration for the Contra Costa County Fish and Wildlife Propagation
Fund (Fund). All application materials and guidelines are attached. Proposals must be received by 5:00 p.m. on
Monday, January 5, 2015 (a postmark of January 5, 2015, does not satisfy the submission deadline). Proposals may
be emailed or mailed. Any applications that are received after the due date or without a signature will not be
considered. The recommendations of the Fish and Wildlife Committee will be forwarded to the Contra Costa
County Board of Supervisors, which maintains final decision-making authority for expenditures from the Fund.
The Contra Costa County Fish and Wildlife Propagation Fund is entirely supported by fine revenues resulting
from violations of the Fish and Game Code and Title 14 of the California Code of Regulations in Contra Costa
County (County). Projects awarded from the Fund must benefit the fish and wildlife resources of the County and
must meet the requirements of Section 13103 of the Fish and Game Code (attached). All applications that satisfy
the requirements listed in the funding application directions will be considered.
The Fish and Wildlife Committee strongly encourages applications related to:
•improving habitat,
•scientific research, and
In addition, as a continued, additional focus for 2015, the Fish and Wildlife Committee wishes to fund high value,
low-cost public education projects related to the scientific principles of fish and wildlife conservation. The
Committee is interested in funding one or more small projects that will benefit the largest possible number of
students (e.g. curriculum kits or other tools that have a high likelihood of making a significant impact on a broad
audience.)
The Fish and Wildlife Committee generally does not recommend funding for operating costs and overhead, such
as benefits or utilities. If an hourly rate is listed, costs need to be itemized separately (see grant guidelines for more
details).
The Committee expects to recommend awards to several applicants. However, it is possible that a particularly
excellent proposal will be recommended to receive a large portion of the total available funds. During the 2014
grant cycle a total of $140,605.23 was awarded to 16 projects. The awards ranged from $985 to $40,000. Successful
applicants may anticipate receiving notification of funding awards by the late spring or summer of 2015.
The grant award funds will be disbursed on a cost reimbursement basis.* (See next page for exceptions.)
Within a year of grant funding approval, or within one month of project completion, whichever comes sooner,
recipients must submit a final project report which includes invoices and receipts documenting how funds were
spent and the results of the project. Fish and Wildlife Propagation fund grants will be disbursed after receipt and
approval of the final project report. Details will be outlined in the grant packet to all successful applicants.
John Kopchik
Interim Director
Aruna Bhat
Deputy Director
Jason Crapo
Deputy Director
Robert T. Calkins
Interim Deputy Director
Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
Phone: 1-855-323-2626
88
*Exception For Non-Profit Organizations That Can Demonstrate Financial Hardship: Private, non-profit
entities that can demonstrate that providing Fish and Wildlife Propagation grant funding on a cost reimbursement
basis will create a financial hardship and be detrimental to the operation of the program will be eligible to receive
up to ½ of the grant amount after the grant is awarded. The remaining amount of the grant will be disbursed after
the entity has submitted information including invoices and receipts documenting how the initial disbursement was
spent. Within a year of initial notification of the grant funding award (i.e. spring or summer of 2016), or within one
month of project completion, whichever comes sooner, the entity will be required to submit information including
invoices and receipts documenting how the second disbursement was spent, and provide a final project report
documenting the results of the project.
*Exception For Small Projects Under $1,000: Grant funding may be disbursed to private, non-profit entities
prior to the beginning of the project if the award is under $1,000 and the entity has provided documentation that
the project could only be initiated with advance funding. Within a year of grant funding, or within one month of
project completion, whichever comes sooner, recipients must submit a final project report which includes invoices
and receipts documenting how funds were spent and the results of the project.
The Committee appreciates your interest in this opportunity to improve the fish and wildlife resources in Contra
Costa County. Should you have any questions about the Fish and Wildlife Committee or this funding program,
please contact Maureen Parkes at 925-674-7831 or maureen.parkes@dcd.cccounty.us.
Sincerely,
Maureen Parkes
Fish and Wildlife Committee Staff
89
INSTRUCTIONS
What Must Be Included in Your Proposal (not to exceed 3 pages):
1)Signed Application Cover Page (see attached)
2)Description of the project for which funding is requested. Please include an explanation of:
•how this project will benefit the fish and wildlife of Contra Costa County
•how this project meets the requirements of Section 13103 of the Fish & Game Code (attached) which defines the
eligibility requirements for projects requesting funding from the Fish and Wildlife Propagation Fund. Indicate which
letter(s) of the Section 13103 is/are satisfied.
•If your proposal is eligible under Section 13103 (d), (h), (i), or (m), send a copy of your draft proposal a
minimum of 30 days prior to the final deadline to the attention of Scott Wilson, Regional Manager, CA
Department of Fish and Wildlife, 7329 Silverado Trail, Napa, CA 94558, to request a letter of support. (This
letter does not count toward your page limit)
3)Project schedule - The project must be completed within a year from the date you receive notification of funding (by
Spring/Summer 2015).
4)Project budget (itemized). The Fish and Wildlife Committee generally does not recommend funding for operating costs
and overhead. Examples for these may include benefits such as health insurance, and operation costs such as electricity to
run an office. If an hourly rate is listed, overhead costs need to be itemized separately. The Committee generally gives
preferences to funding material expenses (e.g. purchase of equipment).
5)Annual budget for the applying organization (not itemized).
6)Statement describing the applying organization, listing the Board of Directors and officers of the organization, and listing
all affiliated organizations.
7)Statement describing the qualifications of the sponsoring organization and participating individuals for completing the
project.
8)List of individuals responsible for performing project and of individuals responsible for overseeing project.
9)Statement describing the status of permit approvals necessary to perform project (if applicable).
10)Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception
for a small project under $1,000. (This request does not count toward your page limit and is only required if requesting an
exception.)
Format:
•Your proposal packet, including cover sheet and any attachments must not exceed four single-sided pages or two
double-sided pages, 8.5 by 11 inches in size. Please use 11 point font or larger and ½ inch margins or larger on
your pages. If you are including a letter from the CA Department of Fish and Wildlife to demonstrate eligibility
under Section 13103 (d), (h), (i) or (m) of the Fish and Game Code, this will not be counted as part of your page
limit. Otherwise, if you submit more than 3 pages plus required cover sheet, your proposal may be disqualified
without review.
•Do not attach an additional cover letter, brochures, posters, publications, CDs, DVDs, large maps or yellow-sticky
paper (e.g. Post-ItTM).
•Your complete application packet including signature must arrive by 5:00 p.m. on Monday, January 5, 2015
(Pacific Standard Time) to be considered for funding. (Please note: A postmark of January 5, 2015 does not
satisfy the submission deadline. If submitted after the deadline, your proposal will be disqualified).
Your complete application should be:
Emailed: maureen.parkes@dcd.cccounty.us
or
Mailed: Contra Costa County Fish & Wildlife Committee
c/o Contra Costa County Dept. of Conservation and Development
30 Muir Road
Martinez, CA 94553-4601
Attn: Maureen Parkes
If you wish to hand deliver, contact Maureen by email or at 925-674-7831.
Page 1 of 2 90
Final Checklist Before You Submit Your Proposal:
Please note that your proposal will not be considered if you provide more materials than required below:
•Signed Cover page (your proposal will be disqualified if it does not have your original signature on the cover
page).
•3 pages or less on your project description (any extra attachments such as a map and an organization budget will
be counted as one of the three page limit.)
•Letter from the CA Department of Fish and Wildlife only if your project is under Section 13103 (d), (h), (i), or
(m) of the Fish and Game Code. (This is not a part of the page limit listed above).
•Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an
exception for a small project under $1,000. (This is not a part of the page limit listed above and is only required if
requesting an exception).
If you have questions regarding the Contra Costa County Fish and Wildlife Propagation Fund grant process, please
contact Maureen Parkes: maureen.parkes@dcd.cccounty.us / (925) 674-7831.
Page 2 of 2 91
13103. Expenditures from the fish and wildlife propagation fund of any
county may be made only for the following purposes:
(a) Public education relating to the scientific principles of fish and wildlife
conservation, consisting of supervised formal instruction carried out pursuant to a
planned curriculum and aids to education such as literature, audio and video
recordings, training models, and nature study facilities.
(b) Temporary emergency treatment and care of injured or orphaned wildlife.
(c) Temporary treatment and care of wildlife confiscated by the department as evidence.
(d) Breeding, raising, purchasing, or releasing fish or wildlife which are to be released
upon approval of the department pursuant to Sections 6400 and 6401 onto land or
into waters of local, state, or federal agencies or onto land or into waters open to the
public.
(e) Improvement of fish and wildlife habitat, including, but not limited to, construction
of fish screens, weirs, and ladders; drainage or other watershed improvements;
gravel and rock removal or placement; construction of irrigation and water
distribution systems; earthwork and grading; fencing; planting trees and other
vegetation management; and removal of barriers to the migration of fish and
wildlife.
(f) Construction, maintenance, and operation of public hatchery facilities.
(g) Purchase and maintain materials, supplies, or equipment for either the department's
ownership and use or the department's use in the normal performance of the
department's responsibilities.
(h) Predator control actions for the benefit of fish or wildlife following certification in
writing by the department that the proposed actions will significantly benefit a
particular wildlife species.
(i) Scientific fish and wildlife research conducted by institutions of higher learning,
qualified researchers, or governmental agencies, if approved by the department.
(j) Reasonable administrative costs, excluding the costs of audits required by Section
13104, for secretarial service, travel, and postage by the county fish and wildlife
commission when authorized by the county board of supervisors. For purposes of
this subdivision, "reasonable cost" means an amount which does not exceed 3
percent of the average amount received by the fund during the previous three-year
period, or three thousand dollars ($3,000) annually, whichever is greater, excluding
any funds carried over from a previous fiscal year.
(k) Contributions to a secret witness program for the purpose of facilitating enforcement
of this code and regulations adopted pursuant to this code.
(l) Costs incurred by the district attorney or city attorney in investigating and
prosecuting civil and criminal actions for violations of this code, as approved by the
department.
(m) Other expenditures, approved by the department, for the purpose of protecting,
conserving, propagating, and preserving fish and wildlife.
92
Office Use Only: Contra Costa County
2015 Fish and Wildlife Propagation Fund
Application Cover Page
Project title:
Organization/Individual applying:
(Organization type: please check one – government, non-profit, for-profit, other (explain)
Address:
Telephone: Fax:
E-mail:
Name and title of contact person:
One sentence summary of proposal:
Requested grant:
Proposal prepared by (name & title):
Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered):
________________________________________________ Signed on _______________
93
Grant Applications and Fish and Wildlife Committee Recommendations 2015
Page 1 of 6 4/7/2015
Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
A SPAWNERS non-profit Monitoring Water
Quality in the San
Pablo Creek
Watershed
(a) public
education
(e) habitat
improvement
West County $3,652.00 $3,320.00 yA request for funding to:
1) measure seven different
parameters to investigate the health
of creeks, and
2) analyze and summarize the data,
and
3) to create outreach materials in
order to teach residents about the
water quality monitoring results and
to provide tips for improving the
creeks' water quality.
4) purchase a new colorimeter
The project meets the requirements of
Section 13103 (a) public education and (e)
habitat improvement.
Partial funding is recommended and not to
be used for payment to fiscal sponsor.
B Mt. View Sanitary District government Wetlands Field Trip
Program for Contra
Costa County
Schools
(a) public
education
Countywide $9,625.00 $9,625.00 A request for funding to support 25
additional Wetlands Field Trips in
Contra Costa County, outside of the
MVSD service area. The field trip is
a 4-hour, hands-on, outdoor
education program that provides
instruction on pollution prevention
and water quality, the value of
wetland habitats for people and
wildlife, and aquatic animal
adaptations.
The project meets the requirements of
Section 13103 (a) public education, fulfills
educational goals of the Committee and
increases outreach by providing funds to
students outside of the MVSD service
area to attend the field trips.
C Mt. View Sanitary District government Equipment Shed for
Ongoing Moorhen
Marsh Western
Pond Turtle Study
(i) scientific
research
Central County $1,645.00 $1,645.00 A request for funding to purchase a
shed for storage and data collection
for the ongoing Western Pond Turtle
study in Moorhen Marsh.
The project meets the requirements of
Section 13103 (i) scientific research. The
shed will store equipment for the ongoing
research on important wetland dependent
species.
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Grant Applications and Fish and Wildlife Committee Recommendations 2015
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Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
D Worth a Dam non-profit K.E.Y.S.T.O.N.E
(Kids Explore! -
Youth Science
Training on Natural
Ecosystems)
(a) public
education
Central County $950.00 $950.00 A request to fund a K.EY.S.T.O.N.E.
(Kids Explore! - Youth Science
Training on Natural Ecosystems)
activity teaching children about
beavers. The project promotes the
concept of species interdependence;
and increases public awareness of
working watersheds and beaver
function within them.
The project meets the requirements of
Section 13103 (a) public education and
fulfills educational goals of the Committee
by providing funds to educate children with
a fun activiity that will deepen their
awareness of species interdependence.
E The Watershed Project non-profit Waste Matters to
the Ocean
Curriculum
(a) public
education
West County $7,500.00 $0.00 A request for funding to design and
print curriculum materials for "Waste
Matters To The Ocean", a
comprehensive training and
education program for grades 1 - 6
to help schools become zero-waste,
which includes protocols for waste
reduction, reuse, composting and
recycling, as well as education about
the effects of marine debris on
wildlife.
Funding is not recommended due to the
high cost per workbook and limited
resources in the grant fund.
F East Bay Regional Park
District
government Regional Parks
Mobile Education
Outreach
(a) public
education
Countywide $7,558.00 $0.00 A request to fund an additional 520
hours of work time to their
Interpretive Student Aide staff to
provide the following in Contra Costa
County:
• Richmond Shoreline Festival
• 24 Mobile Visitor Center school
programs
• 3 fishing derby presentations
• 8 Mobile Fish Exhibit school
presentations
• 26 program prep days
• 26 aquarium maintenance days
Funding is not recommended due to
concerns about paying employee salaries.
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Grant Applications and Fish and Wildlife Committee Recommendations 2015
Page 3 of 6 4/7/2015
Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
G Lindsay Wildlife Museum non-profit Investing in Wildlife
Rehabilitation
(a) public
education
(b) Temporary
emergency
treatment and
care of injured
or orphaned
wildlife.
Countywide $20,083.91 $7,058.27 A request for funding to purchase:
1) a commercial dishwasher
2) surgical suite to provide safer,
quicker procedures for all of their
animal patients
3) veterinary resources - a
subscription to The Birds of North
America Cornell Ornithology online,
renewed subscription to Veterinary
Information Network and update
some of the text books in their
library.
The project meets meets the requirements
of Section 13103 (b) Temporary
emergency treatment and care of injured
or orphaned wildlife.
Partial funding is recommended due to
limited grant funds this year, and awarded
funds are to be used on Kitchen Sterilizer
(CMA Dishmachine 180UC).
H Ruth Bancroft Garden non-profit Garden Wildlife
Habitat Restoration
(a) public
education
(e) habitat
improvement
Central County $975.00 $975.00 A request for funding to create and
restore wildlife habitat with native
vegetation; and to develop
educational tools for children at Ruth
Bancroft Garden.
The project meets the requirements of
Section 13103 (a) public education and (e)
habitat improvement. The tool kits will give
children an opportunity to learn more
about the garden and native vegetation
will increase the garden's wildlife habitat
value.
I Raptors are the Solution
(RATS)
non-profit Raptors Are The
Solution: Faces of
Rat Poison Public
Outreach
Campaign
(a) public
education
(m) Other
expenditures
for the
purpose of
protecting,
conserving,
propagating,
and preserving
fish and
wildlife
Countywide $11,715.00 $0.00 yA request for funding support to
continue their Faces of Rat Poison
campaign with public transit PSAs
within Contra Costa County.
Funding is not recommended because in
comparison to the other applications
considered, it is not the most efficient use
of funds due to the limited short time
exposure and the high cost of the public
service announcements.
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Grant Applications and Fish and Wildlife Committee Recommendations 2015
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Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
J Friends of Alhambra Creek other Alhambra Native
Plant Trail
(a) public
education
(e) habitat
improvement
Central County $1,350.00 $1,010.00 A request for funds to purchase
native plants and gardening supplies
for maintenance of public gardens on
the Alhambra Native Plant Trail and
to expand the John Muir National
Historic Site Visitor Center garden
and other new gardens.
The project meets the requirements of
Section 13103 (a) public education and (e)
habitat improvement.
Partial funding is recommended and may
not be used on rain barrels because of
their limited effectiveness in this region
and comparison to the benefits of other
proposals considered.
K The Regents of the
University of California
public
university
Bees of Brentwood (a) public
education
(e) habitat
improvement
(i) scientific
research
East County $10,710.00 $8,500.00 A request for funding to:
1) survey and monitor native bee
populations across diverse natural
and constructed landscapes in
Brentwood, which will allow them to
identify new host plants that could be
used to sustain rare bee species
found in natural areas, measure the
diversity and abundance of local wild
bee populations, identify bee-
attractive plant types present in
natural areas and measure impacts
of fires and urban developments on
local wild bee populations.
2) create educational materials
The project meets the requirements of
Section 13103 (a) public education, (e)
habitat improvement and (i) scientific
improvement. The project will develop
high quality native bee habitat in
agricultural areas, survey and monitor
native bee populations in adjacent urban
and natural areas, and provide education,
primarily for local schools.
Partial funding is recommended and not to
be used for indirect or overhead costs.
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Grant Applications and Fish and Wildlife Committee Recommendations 2015
Page 5 of 6 4/7/2015
Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
L Golden Gate Audubon
Society
non-profit Eco-Richmond
Program, Bird-
Friendly Schools
(a) public
education
(e) habitat
improvement
West County $7,971.75 $7,971.75 A request for funds to partially
support the purchase of the
materials associated with their award-
winning Eco-Richmond Program and
its new initiative, Bird Friendly
Schools including the purchase of
native plants, nest box building
materials, trash grabbers and
observation equipment to be used by
275 3rd-5th grade children from four
schools along the North Richmond
Shoreline.
The project meets the requirements of
Section 13103 (a) public education and
(h) habitat improvement fulfilling the
educational goals of the Committee by
providing holistic lessons related to
ecology and stewardship while improving
the habitat.
M Save Mount Diablo non-profit 2015 Marsh Creek -
Morgan Territory
Habitat Restoration
Project
(e) habitat
improvement
East County $10,000.00 $0.00 A request for funds to support the
construction of a water system for
conservation grazing, native habitat
restoration, protection of Curry Creek
by decommissoning a road that is
too close to the creek, and mapping
and tracking of invasive plant
species.
Funding is not recommended due to the
limited amount of grant funds this year and
the benefits of this proposed project are
limited compared to other proposals
considered.
N Earth Team non-profit Sustainable Youth
Watershed
Internships at the
Environmental
Science Academy,
Pinole Valley High
School
(a) public
education
(e) habitat
improvement
(i) scientific
research
West County $10,712.00 $10,100.00 A request for funds to continue
building on their after-school
watershed internships, which
includes:
1) watershed education and
stewardship with an emphasis in
raising public awareness on litter
pollution and storm water issues,
2) environmental monitoring and
scientific research at Pinole Creek
The project meets the requirements of
Section 13103 (a) public education,
(e) habitat improvement and
(i) scientific research. Fulfills the
educational goals of the Committee,
promotes watershed education and
stewardship, with an emphasis in raising
public awareness of litter pollution and
storm water issues.
Partial funding is recommended and not to
be used on staff mileage reimbursement.
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Grant Applications and Fish and Wildlife Committee Recommendations 2015
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Organization Type of Org Project Title Type of Project Location of the
Project
Requested
Funding Amount
Recommended
Funding Amount
Staff Summary of the Request FWC Rationale for Recommendation
O East Bay Regional Parks
Foundation
non-profit Contra Costa
County Youth
Environmental
Education
Camperships
(a) public
education
To be
determined -
East, West or
Central County
$10,000.00 $10,000.00 A request for funds to serve 40
Contra Costa County low-income
grades 4-6 students and subsidies
for five adult teachers and
chaperones to attend their
Campership Program, which
encompasses both summer day
camping and an outdoor, residential
environmental education camp
component.
The project meets the requirements of
Section 13103 (a) public education and
fulfills educational goals of the Committee
by providing funds to provide low-income
students with a fun environmental
education summer outdoor camp program.
$114,447.66 $61,155.02
$80,162.39
Subtotals by Region Requested
Funding
Amount
Percentage of
Total Amount
Requested
Recommended
Funding Amount
Percentage of total
Amount
Recommended for
Approval
East $24,043.33 21.0%$11,833.33 19.35%
West $33,169.08 29.0%$24,725.08 40.43%
Central $8,253.34 7.2%$7,913.34 12.94%
Countywide $48,981.91 42.8%$16,683.27 27.28%
TOTAL $114,447.66 100.0%$61,155.02 100.00%
Total Available Funds (as of January 15, 2015)
99
INTERNAL OPERATIONS COMMITTEE 8.
Meeting Date:04/13/2015
Subject:Staff Recommendations for FY 2015/16 & FY 2016/17 CDBG
Infrastructure/Public Facilities and Economic Development Categories
Submitted For: John Kopchik, Director, Conservation & Development Department
Department:Conservation & Development
Referral No.:
Referral Name:
Presenter: Gabriel Lemus Contact: Gabriel Lemus (925) 674-7882
Referral History:
The Finance Committee of the Board of Supervisors reviews the Community Development Block
Grant (CDBG) recommendations under the Economic Development (ED) and
Infrastructure/Public Facilities (IPF) categories. County CDBG staff was informed that the
Finance Committee meeting scheduled for April 6, 2015 was cancelled.
As an alternative, CDBG staff consulted with IOC staff and Finance Committee staff to see if the
IOC could review the CDBG recommendations under the ED and IPF categories. Both IOC and
Finance Committee members agreed that this was an allowable and appropriate alternative.
Referral Update:
On December 15, 2014, the Department of Conservation and Development received CDBG
applications for FY 2015/16. The attached memo, spreadsheets, and staff reports, contain
additional background, summary of staff’s recommendations, and analysis of each application
under the ED and IPF categories.
Recommendation(s)/Next Step(s):
1. APPROVE recommendations for FY 2015/16 and FY 2016/17 Infrastructure/Public Facilities
(IPF) projects as recommended by staff or amended by the Committee.
2. APPROVE recommendations for FY 2015/16 and FY 2016/17 Economic Development (ED)
projects as recommended by staff or amended by the Committee.
3. DIRECT the Department of Conservation and Development to prepare a staff report on the
Committee’s recommendations. The staff report will be submitted together with funding
recommendations for all other CDBG categories for the Board of Supervisors consideration on
May 5, 2015.
Fiscal Impact (if any):
100
Fiscal Impact (if any):
No General Fund impact. CDBG funds are provided to the County on a formula allocation basis
through the U.S. Department of Housing and Urban Development (HUD).
Attachments
Transmittal of CDBG Funding Recommendations
CDBG Economic Development Funding Recommendations
CDBG Economic Development Staff Report
CDBG Infrastructure/Public Facilities Funding Recommendations
CDBG Infrastructure/Public Facilities Staff Report
101
1
CONTRA COSTA COUNTY
DEPARTMENT OF CONSERVATION AND
DEVELOPMENT
30 Muir Road
Martinez, CA 94553
Telephone: (925) 674-7877
MEMORANDUM
DATE: April 13, 2015
TO: Internal Operations Committee
Supervisor Karen Mitchoff, Chair
Supervisor John Gioia, Member
FROM: Bob Calkins, CDBG Program Manager
By: Gabriel Lemus
SUBJECT: Staff Recommendations for FY 2015/16 & FY 2016/17
CDBG Infrastructure/Public Facilities and Economic Development Categories
BACKGROUND
Six applications in the CDBG Economic Development (ED) category and nine applications in the
Infrastructure/Public Facilities (IPF) category were submitted by the December 15, 2014 deadline.
Available Funding: The County’s FY 2015/16 CDBG grant amount is $2,996,848, which
approximately $20,000 more than the County received this year. Over the last two years, the County’s
CDBG entitlement allocation has been relatively flat, with no significant increases or decreases to the
total entitlement allocation.
On November 4, 2014, the Board of Supervisors (Board) adopted new funding guidelines for the
allocation of CDBG funds that require the County’s annual grant be allocated to the following CDBG
eligible categories:
102
2
Category of Use Previous
Guidelines
CDBG Program
New Guidelines
CDBG Program
Available Funding
Affordable Housing 45.1% 45% $1,348,582
Public Services 15% *17% $ 449,527
Economic Development 14% 10% $ 299,685
Infrastructure/Public Facility 3.9% 8% $ 239,748
Contingency 2% N/A N/A
Administration 20% 20% $ 599,370
Total FY 2015/16 CDBG Grant $2,996,848
*As long as the amount does not go over HUD’s statutory cap for Public Services
The new funding guidelines were derived as a result of the FY 2015/2020 Consolidated Plan
participation process, which included a survey of needs completed by many County residents and
representatives of public and private/non-profit agencies. Consultations with various County/City
departments and non-profit agencies also took place as part of the Consolidated Plan participation
process. The survey results and consultations indicated that there was a need to increase the
Infrastructure/Public Facilities category. Many of the infrastructure needs of various communities within
the County are due to the age of the infrastructure and are typically within lower-income communities.
With the demise of Redevelopment, the opportunities for cities to rehabilitate and improve their
infrastructure and public facilities are much more limited. In addition, many non-profit agencies that
serve low-income residents are in need of funding to rehabilitate their facilities to provide much more
efficient and effective services.
The CDBG Consolidated Plan operates under a five-year period. In October 2013, the Board approved
having two separate and distinct funding cycles for the non-housing categories of the CDBG Program to
align with the five-year period of the Consolidated Plan. The first cycle is a two-year funding cycle for
programs/projects in the CDBG public service, economic development, and infrastructure/public
facilities categories. The second cycle is a three-year funding cycle to conclude the final three years of
a five-year Consolidated Plan period.
Infrastructure and Public Facility Category: Nine applications were received by the application
deadline requesting a total of $332,653. Staff recommends six projects to be funded for FY 2015/16
and three projects to be funded for FY 2016/17 at the amounts indicated on Attachment A.
Consequently, there is $23,723 unallocated in the IPF category to fund projects in other categories for
FY 2015/16. Staff recommends allocating all $23,723 to projects in the Public Services category for FY
2015/16. This will ensure that all of the available CDBG funds are allocated to eligible projects carried
out during FY 2015/16.
Although CDBG staff is recommending three projects for FY 2016/17, staff recommends issuing a
Request for Proposal (RFP) later this year for IPF projects to be carried out in FY 2016/17 provided the
County receives CDBG funds in FY 2016/17.
Economic Development Category: Consistent with Board of Supervisor funding guidelines, a total of
$299,304 (10 percent of the County’s grant amount) is available for ED projects. In addition, there is
$5,951 available to be recaptured from completed/closed ED projects. Therefore, a total of $305,636 is
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3
available for eligible ED projects in FY 2015/16. Staff recommends allocating the amounts indicated in
Attachment B to ED projects.
Application Process and Evaluation Criteria: Each applicant was required to submit an application
describing the proposed project, need and target population, steps necessary to carry out the project, and
proposed budget. Applications are reviewed by staff for completeness and eligibility and against criteria
listed below. Applicants are also interviewed by staff to respond to or clarify any issues related to the
application. Below are the general criteria used by staff in evaluating applications:
Intended purpose (outcome) - The quantitative and qualitative goals of the project are achievable,
measurable and result in a desirable outcome.
Consistency with Priorities Established in the Consolidated Plan and County Policy – The project meets
goals and strategies of the Consolidated Plan. Secondarily, the project meets goals of other plans such
as Redevelopment Agency Plans, Capital Improvement Plans, community planning documents, etc.
Eligibility in Respect to Federal Regulation – The proposed use of CDBG funds is consistent with
federal regulations and is determined to be an eligible activity. The project meets one of the following
three national objectives: benefit to very-low and low-income persons, preventing blight, or emergency
need.
Target Population and Demonstrated Need – The project fulfills a well-defined need and has supporting
documentation that the need exists. The proposed project is responsive to the community and the target
population, and shows a relationship between the need and the action to be taken. The target population
or area is clearly defined, the project is accessible and outreach is effective.
Financial Analysis - Total project costs are reasonable, and are adequate to carry out the project through
the specified time period. The budget is well thought out with reasonable assumptions for completing
the project with federal funding. A reasonable relationship exists between the cost of the project and
the expected outcome. Sponsor has the capacity to secure all funds necessary to carry out the project
within normal standards. Volunteer or in-kind services are attainable and realistic. The project cost is
within normal range of similar projects. Projects are required to supply matching funds in order to
maximize the use of CDBG funds. Audits or other financial statements demonstrate success in securing
funds through grant proposals or other fund raising efforts.
Experience and Capacity to Carry out the Project – Components of the project are fully described and
goals and objectives are attainable. The project sponsor has demonstrated the ability to successfully
carry out the proposed project including providing a project manager, construction manager and/or
qualified licensed contractor. The applicant demonstrates that capacity exists to complete the project
and meet all the federal requirements of the CDBG program.
Project Readiness and Timeliness – All components of the project are in place or can be in place within
a specified period of time. Project can be implemented and completed in a timely manner. Particular
attention is given to these criteria due to specific HUD timeliness requirements.
Past Performance - Rate of progress toward completing contractual goals, ability to overcome and avoid
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4
past problems. Inaccurate or incomplete performance reports, unresolved audit findings, delays in or
failure to submit required reports, persistent difficulties with payment request process, failure to correct
significant problems.
Environmental, Historic Preservation, Relocation, and/or Prevailing Wage Issues – Identification of
federal requirements that may be imposed on the project that require specific action to be taken.
Clarity and completeness of application - The application submitted was complete and lacked
inaccuracies and ambiguities.
Public Hearing and Transmittal of Recommendations: The Committee’s recommendations will be
forwarded to the full Board of Supervisors prior to the public hearing that is scheduled for May 5, 2015.
Final recommendations must be forwarded to the Department of Housing and Urban Development by
May 15, 2015 for review to ensure consistency with federal regulation.
Attachments
cc: John Kopchik, Conservation and Development Director
105
Community Development Block Grant
Economic Development Category
FY 2015/16 and 2016/17
ATTACHMENT B
Project Name
Amount
Requested
Amount
Received FY
2014/15
County Staff
Rec. for FY
2015/16 Antioch Concord Pittsburg Richmond WC
15-01-ED Contra Costa Child
Care Council Road to Success
Microenterprise growth
and assistance for 100
FCCH child care
providers.
$70,000 $70,000 $56,000 $15,000 $25,000 $25,000 $10,000 $131,000 $289,651 45%
15-02-ED Open Opportunities,
Inc
Future Build Pre-
Apprenticeship
Training Program
Train 8 pre-apprentices
in solar, energy, and
construction trades.
$9,640 N/A $9,636 $19,280 $4,802 $19,280 $52,998 $349,596 15%
15-03-ED Opportunity Junction Job Training and
Placement Program
Provide 10 participants
with job training,
support services and
job placement.
$100,000 $100,000 $85,000 $100,000 $21,000 $55,000 $261,000 $853,855 31%
15-04-ED
San Pablo Economic
Development
Corporation
SMaRT Program: Social
Media Resource Training for
Small Business & Workforce
Provide 24 participants
with social media
marketing technical
training.
$40,000 N/A $0 $0 $70,985 %
15-05-ED The Stride Center Tech Job Training/Job
Placement Program
Job training and
placement assistance
in IT for 10
participants.
$50,000 $45,000 $40,000 $40,000 $180,000 22%
15-06-ED
West Contra Costa
Business Development
Center, Inc
Strengthening
Neighborhood
Economies
Provide technical
assistance, training,
capital, and incubator
services for 60 clients.
$96,500 $90,000 $65,000 $65,000 $254,000 26%
15-07-ED
Workforce
Development Board of
Contra Costa County
Small Business
Development Center
(SBDC)
Small business training
for 50 clients.$80,000 $61,571 $50,000 $15,000 $30,000 $22,500 $22,500 $30,000 $170,000 $400,000 43%
$446,140 $366,571 $305,636 $149,280 $80,802 $121,780 $22,500 $40,000 $860,502 $2,398,087 36%
Economic Development Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Contra Costa County Amount Requested (Other CDBG Jurisdictions)
CCC Project
No.OutcomeApplicant
106
FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: Contra Costa Child Care Council
PROJECT NAME/NUMBER: Road to Success
15-01-ED
PROJECT SERVICE AREA: Urban County (with emphasis on North
Richmond, San Pablo, Rodeo, Crockett, El Sobrante,
Bay Point, Brentwood and Pacheco)
PROJECT OUTCOME: Provide recruitment, training, and ongoing support
services to 100 low- and moderate-income persons
so they can sustain their licensed family day care
business or receive a childcare license to open and
operate a new licensed family daycare business
(microenterprise).
TOTAL PROJECT COST: $289,651
AMOUNT REQUESTED: $70,000
AMOUNT RECOMMENDED:
FY 2015/16: $56,000
FY 2016/17: $56,000
RECEIVED IN FY 2014/15: $70,000
CONDITIONS OF APPROVAL: The CDBG contract will be a “pay per
accomplishment” contract for FY 2015/16 and FY 2016/17, in which most of the CDBG
funds will be contingent with the Contra Costa Child Care Council’s pe rformance in
meeting their contractual goal.
PROJECT DESCRIPTION/ANALYSIS: The Contra Costa Child Care Council (Council)
has over 30 years of experience developing and improving the quality of family
childcare in the County. The Council’s mission is to provide leadership to promote and
advance quality care and early education.
The Council will provide technical assistance and training opportunities including basic
business skill training in marketing, book-keeping, contracting, and business taxes to
clients who are interested in developing micro-enterprises as a Family Day Care
Provider. Business-specific training including childcare licensing requirements, working
effectively with parents, and childcare curricula is also provided. Post-licensing
107
technical assistance, a minimum of 12 hours, focuses on the business aspects of
operating a family childcare business aimed at sustaining or expanding the micro-
enterprise. Assistance will focus on marketing, record keeping, taxes, child
development training workshops, and on-site visits. This program has received CDBG
funding since FY 1997/98.
Over the many years with CDBG funding, the Council had focused to assist low-income
persons obtain a childcare license to open and operate a new child care business within
their homes. However, with the economic realities still facing the various communities
of the County, the focus of the Council’s program will shift more to the need of
sustaining the existing family childcare businesses that were previously created while
continuing efforts to assist in the development of newly licensed family childcare
businesses. This approach will help protect the childcare business’s investment in their
business start-up costs, work with and adjust to fewer resources, and maximize dollars
to serve more clients in need of economic development and microenterprise assistance.
This shift in focus will have the Council assist 92 existing childcare
businesses/microenterprises and create 8 new licensed childcare
businesses/microenterprises.
To assist in retaining quality providers, the Council will perform the following:
Provide ongoing technical assistance and support to licensed former participants
Conduct four training workshops covering topics such as discipline, complying
with ADA, age-appropriate activities and serving children of different ages
Sponsoring an annual conference incorporating workshops on a wide range of
child development topics
Distribute “tip sheets” on a wide range of health, safety and child development
topics
Specific strategies to help maintain sustainable family childcare microenterprises will
include: 1) assisting childcare businesses to better market their services (business
cards, brochures, flyers, web sites, networking, attending community events); 2)
advising and assisting participants to do market research to make good business
decisions and implement better business practices like competitive pricing and more
flexible hours (expand hours of operation); and, 3) increasing their business practices
and childcare services that are culturally sensitive and offer more quality care and early
education.
The Council will recruit potential participants in the following ways:
Distribute posters in targeted neighborhoods, and seek referrals from community
groups. Outreach will be done in several languages including Spanish and Farsi
Distribute recruitment notices to CalWorks participants through the Employment
and Human Services Department
108
Conduct three Business Start-up workshops each month
Conduct three “Learning Through Play” workshops each month that provide a
basic overview of child growth and development, caring for groups of children
and developmentally-appropriate activities for young children
Perform site visits to potential client’s homes to assess the home’s potential for a
family day care business
The program is eligible, feasible, timely, and consistent with Consolidated Plan goals to
foster micro-enterprise development. The Council has been successful in reaching
quantitative goals to assist clients to open their business as licensed childcare providers
and to provide technical assistance to existing licensed providers.
The amount of CDBG funds available for ED activities is lower for FY 2015/16 than the
current fiscal year; therefore, all currently funded ED programs are having funding
reduced for the next fiscal year.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low- and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Microenterprise and small business assistance [24
CFR 570.201(o)]
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons [24 CFR
570.208(a)(2)(iii)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The program is intended
to provide low- and moderate-income persons with an opportunity to maintain or
start a microenterprise as a licensed in-home childcare provider. Participants in the
program are provided with classes that introduce them to basic business strategies
and skills to establish, maintain, and grow their business.
While the program is available County-wide, the program is targeted to communities
that are both economically depressed and/or have the greatest shortage of childcare
supply, specifically North Richmond, San Pablo, Rodeo/Crockett, El Cerrito, and El
Sobrante in West County; Brentwood and Bay Point in East County, and Pacheco in
Central County. The business of family childcare offers a unique opportunity for
persons to develop their own small businesses in their own homes. A career in
family childcare can allow a person to stay home with their own children and still
earn money to support their families. Furthermore, given the dramatic need for
109
childcare, including affordable childcare, in the County, family childcare is a career
which offers stable employment. According to the 2010 Child Care Portfolio,
published by the California Child Care Resource and Referral Network, the supply of
licensed childcare in Contra Costa County continues to decline by an average of 2%,
with the most dramatic decline in availability being for school-age children. The new
data also documents that 68% of children ages 0-12 have parents in the labor force,
which exceeds the states average of 64%. Contra Costa has also experienced a
dramatic and alarming increase (25%) in the number of children ages 0-5 living in
poverty. As families struggle to make ends meet, childcare costs continue to
consume about 20% (per child) of the wages for a parent earning $42,000 per year.
The average cost of childcare for infants/toddlers (under the age of two) in child care
Centers ranges from $1,200 to $1,600 per month. Additional data shows that
childcare is a great way of providing adequate revenue for childcare business
owners. Target communities including North Richmond, San Pablo, and Bay Point,
also have high levels of unemployment and underemployment. The project has a
secondary benefit in that it increases the availability of childcare for others entering
the workforce in the targeted communities, which is often cited as one of the barriers
to employment.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $56,000 100 $560
Total Program Amount $289,651 216 $1,341
CDBG % of Total Budget 19%
Required Match – 50% $28,000
Amount Secured $144,651
Leverage* $4.79
*Does not include other CDBG funds from other
jurisdictions.
The CDBG funds will be used to pay for staff costs, including taxes/benefits. In addition
to CDBG funds from other jurisdictions, the remainder of the program budget is primarily
funded by the State Department of Education.
6. EXPERIENCE AND CAPACITY: The Council has been providing assistance to
childcare providers and parents since 1976 and first received CDBG funds in FY
1996/97 to deliver services to assist childcare providers to maintain their license.
Since FY 1997/98 the Council has received CDBG funding to implement the “Road
to Success” program and has been successful in meeting and exceeding goals. The
Council has also submitted required reports in a timely manner. The Council’s
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Resource and Referral Counselors have several years of professional experience in
the field of family day care and are well qualified to administer and carry out the
program.
7. PROJECT READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: The Council has demonstrated the ability to complete and
exceed programmatic objectives in past program years. As of the 2nd quarter for
the current fiscal year, the program has assisted 78 Urban County residents open
and/or maintain a family daycare business or maintain their current business. For the
most recent completed fiscal year (2013/2014), the Council fell short of their goal of
assisting 40 new childcare providers, but still provided 151 businesses assistance,
beating their overall assistance goal of 100.
As with all programs that are recommended CDBG funds under the Economic
Development category, CDBG staff is recommending a “pay per accomplishment”
contract with the Council for FY 2015/16 and FY 2016/17, in which most of the
CDBG funds will be contingent on the Council’s performance in meeting their
contractual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None.
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FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: Open Opportunities, Inc.
PROJECT NAME/NUMBER: Future Build Pre-Apprenticeship Training Program
15-02-ED
PROJECT SERVICE AREA: East County
PROJECT OUTCOME: To provide training in the solar, energy, and
construction trades to 8 low-income persons that
leads to economic self-sufficiency through careers in
the construction/labor fields.
TOTAL PROJECT COST: $349,596
AMOUNT REQUESTED: $9,640
AMOUNT RECOMMENDED
FY 2015/16: $9,636
FY 2016/17: $9,636
RECEIVED IN FY 2014/15: N/A
CONDITIONS OF APPROVAL: The CDBG contract will be a “pay per
accomplishment” contract for FY 2015/16 and FY 2016/17 , in which most of the CDBG
funds will be contingent on Open Opportunity’s performance on meeting their
contractual goal.
PROJECT DESCRIPTION/ANALYSIS: Open Opportunities Inc.’s Future Build
Program, started in 2010, is a pre-apprenticeship training program for low-income
unemployed or underemployed individuals motivated to increase their self-sufficiency,
income, and employment options. Classroom instruction and hands-on training is
provided over 16 weeks to two cohorts of around 20 trainees each spring and summer.
The program maintains a hands-on training facility in Pittsburg and classroom
instruction is provided at the Adult Education Center in Pittsburg. The program is
focused on training in the solar, energy, and construction trades with 100 percent of
program graduates being qualified for apprenticeships in County unions. In addition to
the classroom instruction and hands-on training, trainees complete community service
construction projects in public parks and facilities of East County.
Future Build’s curriculum is based on two U.S. Department of Labor-recognized pre-
apprenticeship instruction methods: the Home Builders Institute’s “Pre-Apprenticeship
Certificate Training” (PACT) and the Building Trades Council’s “Multi Craft Core
Curriculum” (MC3). PACT combines work-based learning with vocational and academic
instruction. PACT utilizes a construction project to teach jobsite experience, where
trainees can apply concepts introduced in the classroom. A Skill Achievement Record is
used to track and document student progress through the PACT curriculum. According
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to Future Build, PACT and MC3 provide trainees with a self-gratifying, hands-on method
that increases their likelihood of completing the program, gain the skills needed to enter
the workforce, and maintain a career in construction.
Future Build maintains relationships with local unions that provide additional apprentice-
level training to program graduates. In addition, the program monitors graduates for a
minimum of 120 days after course completion in order to assess their progress in
obtaining and retaining employment in the construction fields or further training. Future
Build staff can provide case management on an as-needed basis to guide their
graduates into stable employment or further specialist training. Additionally, the program
provides a local access point for developers and construction companies looking to fill
entry-level positions, including contractors looking to hire locally for government contract
work.
Open Opportunities proposes to train and place 4 Urban County trainees per cohort per
year into the construction/solar/energy trades for a total of 8 Urban County participants
per year.
There is a strong need for training and placement services in East County. The
program is eligible, feasible, timely, and consistent with the Consolidated Plan goals to
provide job training and economic opportunities to lower-income persons.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low- and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Job training and placement assistance provided by a
Community-Based Development Organization (CBDO) [24 CFR 570.204(a)(2)].
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
being served by the Future Build program is low-income unemployed,
underemployed or displaced workers at least 18 years old from East Contra Costa
County.
According to Future Build, poverty rates are above 10 percent in Antioch, Concord,
and Pittsburg. Further, this past year 26% of Future Build's trainees were ex-
offenders, demonstrating the need for workforce development programs that bring
people out of poverty and the cycles of crime that can accompany poverty. Future
Build works with people that want, “to be re-engaged in the community, including
their families, educational institutions and employment.” Most of Future Build’s
trainees are young men of color but the program encourages female applicants and
any unemployed person seeking to re-enter the workforce.
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According to Open Opportunities, over 76 percent of their graduates enter
employment, at an average wage of $15.68 per hour. 55 percent of Future Build's
graduates are employed in the construction trades and 90 percent of Future Build's
trainees graduate with a PACT issued by the nationally-recognized Home Builder's
Institute.
According to a report issued by the Workforce Development Board and East Bay
Economic Development Alliance, “Construction is highly concentrated in the East
Bay and is likely to grow rapidly as the economy rebounds.” As an example, Future
Build cites the State’s Employment Development Department finding that Contra
Costa's demand for pipe layers is going to grow by 40% in the coming years.
Additionally, the planned expansion of BART further into East County will require a
considerable amount of apprentices, half of whom will need to be East County
residents. Further, the Metropolitan Transportation Commission has called for
increased hiring of workers that are historically underrepresented in the building
trades. The Contra Costa Building and Trades Council also reported that many
unions were having trouble finding people for their apprenticeships. The Future
Build program is designed to train and place graduates directly into
jobs/apprenticeships, satisfying a need for workforce reintegration for the trainees
and the employment needs of construction companies and unions.
In addition to the above, Future Build works with Contra Costa County public and
private agencies that receive AB109 funding to provide rehabilitation services to
offenders who are newly released from correctional facilities. AB109 seeks
alternative options and services within communities that could stabilize these
offenders as they will be closer to home, family and can possibly keep working as
they go through community corrections programs. Future Build provides this
opportunity through job training, soft skills development and job placement. They
have a 90 percent success rate in placing AB109 clients who graduate Future Build
in jobs that pay prevailing wages, within the union trades and the solar and
construction industry.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $9,636 8 $1,205
Total Program Amount $349,596 44 $7,945
CDBG % of Total Budget 3%
Required Match – 10% $964
Amount Secured $285,895
Leverage* $36.26
*Does not include CDBG funds from other
jurisdictions
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The proposed operating budget anticipates grants from a number of foundations and
corporations and $200,000 from the Workforce Development Board . Open
Opportunities is also applying for CDBG funding from Antioch, Concord, and
Pittsburg. The County’s CDBG funds would primarily be used for laborers certificate
training instruction. The amount of CDBG funds available for ED activities is lower
for FY 2015/16 than the current fiscal year; therefore the CDBG program cannot
support new programs at the full level of their request without negatively impacting
the funding levels of other ED programs.
6. EXPERIENCE AND CAPACITY: Open Opportunities’ Future Build Program was
started in 2010 in partnership with the Pittsburg Power Company (PPC), Contra
Costa Workforce Development Board, Pittsburg Adult Education Center, Contra
Costa Building and Construction Trades Council, Morris Carey of “On the House”,
and Northern California Laborers Training. Program staff have been with the project
since its inception and are committed to the program’s mission and goals. The
program administrator has decades of experience in youth programs, community-
building, and counseling.
7. PROJECT READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: This is the first time Open Opportunities Inc. has applied
for CDBG funding. However, the Future Build Program is fully operational and has a
track record of training at least 8 Urban County residents each year. Last year, 38
trainees graduated from the program, including 9 Urban County residents. As with
all programs that are recommended CDBG funds under the “Economic
Development” category, CDBG staff is recommending a “pay per accomplishment”
contract with Open Opportunities for FY 2015/16 and FY 2016/17, in which most of
the CDBG funds will be contingent on Open Opportunity’s performance in meeting
their contractual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None.
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FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: Opportunity Junction
PROJECT NAME/NUMBER: Job Training and Placement Program
15-03-ED
PROJECT SERVICE AREA: Primarily East County
PROJECT OUTCOME: To provide training and job placement assistance to
10 low-income persons that leads to economic self-
sufficiency through careers in the field of information
technology.
TOTAL PROJECT COST: $853,855
AMOUNT REQUESTED: $100,000
AMOUNT RECOMMENDED:
FY 2015/16: $85,000
FY 2016/17: $85,000
RECEIVED IN FY 2014/15: $100,000
CONDITIONS OF APPROVAL: The CDBG contract will be a “pay per
accomplishment” contract for FY 2015/16 and FY 2016/17 , in which most of the CDBG
funds will be contingent on Opportunity Junction’s performance for meeting their
contractual goal.
PROJECT DESCRIPTION/ANALYSIS: Opportunity Junction’s job training and
placement program will expand economic opportunities for 10 low-income persons
through training and career development in the field of information technology.
Opportunity Junction proposes to provide a 12-week program that has two components
– Life Skills and Hard Skills. Life Skills training addresses values, attitudes and change,
family management, communication, diversity and customer service, stress
management, and conflict resolution. Hard Skills training includes keyboarding, word
processing, spreadsheet applications, database design and management, business
writing and math, desktop publishing, and internet design.
After training is complete, participants receive up to four months of paid on-site training
on the Opportunity Junction work floor to gain real world job experience. Once
participants are ready to leave the work floor, they are provided with job placement
assistance. In order to ensure that students acquire on-the-job experience, Opportunity
Junction has established partnership agreements with some local agencies and
companies to create employment opportunities for students. Participants are also
provided case management and retention services to assist them in maintaining
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employment. Follow-up services include mentoring, assistance with transitional issues,
and an alumni club. Participants are tracked and supported for up to 18 months.
There is a strong need for training and placement services in East County. The
program is eligible, feasible, timely, and consistent with the Consolidated Plan goals to
provide job training and economic opportunities to lower-income persons.
The amount of CDBG funds available for ED activities is lower for FY 2015/16 than the
current fiscal year; therefore, all currently funded ED programs are having funding
reduced for the next fiscal year.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low- and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Job training and placement assistance provided by a
Community-Based Development Organization (CBDO) [24 CFR 570.204(a)(2)].
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The program will expand
economic opportunities for 10 low-income persons through job training and career
development in the field of information technology. Persons with barriers to
employment are underemployed or are Welfare to Work clients that have limited
opportunities to secure jobs that pay a livable wage or allow for career development
and advancement. The target population is unemployed or underemployed Urban
County residents in East Contra Costa County. Approximately 21% of families in the
cities of Brentwood and Oakley are not economically self-sufficient. According to the
State’s Economic Development Labor Market Information (EDD LMI), 21.5% of Bay
Point residents are unemployed, along with 17.5% of Pittsburg residents and 12.4%
of Antioch residents. Furthermore, the EDD LMI estimates that from 2008-2018,
there will be more than 25,000 East Bay job openings in administrative occupations
that pay a living wage and yet do not require a 4-year college education.
Opportunity Junction has established relationships with Pittsburg Adult Education
Center and the County Employment and Human Services Department, as well as
community based organizations to reach the target population. In order to attract
participants, Opportunity Junction staff will hold information workshops about the
program at the Opportunity Junction office and at One Stop offices. Additional
outreach will be done at the CalWORKS offices in Antioch and through information
flyers that are sent to various non-profits and governmental referring partners. The
potential for jobs in this area supports the relevance of the training and the
opportunities to secure employment.
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5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $85,000 10 $8,500
Total Program Amount $853,855 40 $21,346
CDBG % of Total Budget 10%
Required Match – 50% $42,500
Amount Secured $144,917
Leverage* $9.04
*Does not include CDBG funds from other
jurisdictions
The proposed operating budget anticipates grants from a number of foundations and
corporations. Opportunity Junction is also applying for CDBG funding from Antioch,
Concord, and Pittsburg. The County’s CDBG funds would primarily be used for rent.
6. EXPERIENCE AND CAPACITY: Opportunity Junction was established in 1999 (as
Opportunities for Technology Information Careers) by a consortium of private
businesses, local government agencies, and community-based organizations and
has placed many Urban County participants into permanent employment paying an
average of $27,000 annually plus benefits. Program staff has been with the
organization for many years and have exhibited exemplary performance in operating
this program for many years.
7. PROJECT READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: Opportunity Junction has demonstrated the ability to
complete and exceed programmatic objectives within the program year. For FY
2013/14 the program placed 16 Urban County residents in jobs, exceeding their
contractual goal. To date, Opportunity Junction has trained and placed seven low-
income Urban County residents in jobs. As with all programs that are recommended
CDBG funds under the Economic Development category, CDBG staff is
recommending a “pay per accomplishment” contract with Opportunity Junction for
FY 2015/16 and FY 2016/17, in which most of the CDBG funds will be contingent on
Opportunity Junction’s performance for meeting their contractual goal. Opportunity
Junction has been timely in submitting all necessary quarterly reports.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None.
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FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: San Pablo Economic Development Corporation
PROJECT NAME/NUMBER: SMaRT: Social Media Resource Training for Small
Business
15-04-ED
PROJECT SERVICE AREA: West County (with emphasis in North Richmond, San
Pablo, Rodeo and Crockett)
PROJECT OUTCOME: To provide technical assistance and support to 24
existing low-income businesses in social media
marketing.
TOTAL PROJECT COST: $73,385
AMOUNT REQUESTED: $40,000
AMOUNT RECOMMENDED:
FY 2015/16: $0
FY 2016/17: $0
RECEIVED IN FY 2014/15: N/A
CONDITIONS OF APPROVAL: N/A
PROJECT DESCRIPTION/ANALYSIS: The San Pablo Economic Development
Corporation’s (SPEDC) Social Media Resource Training for Small Business (SM ART)
program is a ‘micro-enterprise, technical assistance’ program designed to educate
qualified low-income small businesses in social media marketing. The SPEDC will use
SMART to ‘train small businesses to appropriately assess their resources, needs and
feasible projects, while also supplying them with a workforce client capable of
completing the project for them.’
SPEDC believes SMART will provide the knowledge for small businesses to survive in
increasingly competitive markets, using tools that allow them to better market
themselves with the limited resources they have. SMART provides a benefit for two
distinct populations. It provides businesses needing marketing assistance as case
studies for the SPEDC’s workforce development training program, which supplies
participants who are learning skills in information technology. For the purposes of
CDBG funding, SPEDC is applying for funds for the training of small businesses, not the
workforce clients.
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SPEDC is proposing to partner with Lao Family Community Development to provide
case management for the small businesses that would like on-the-job training in social
media marketing after they have completed the initial training.
The amount of CDBG funds available for ED programs is lower for FY 2015/16 than the
current fiscal year; therefore, the CDBG Program cannot support funding new program
at this time without negatively impacting the funding levels of other ED programs.
EVAULATION CRITERIA:
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low-and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Micro-enterprise and small business assistance [24
CFR 570.201(o)].
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons/micro-
enterprise activity [24 CFR 570.208(a)(2)(iii)].
4. TARGET POPULATION AND DEMONSTRATED NEED: SMART will target small
businesses with extremely low-, very low-, low- or moderate-income owners. They
will also focus on targeting businesses (with two or more employees) that currently
do not have the resources to strategically or operationally address their marketing
needs. SMART will focus their outreach primarily in West County, but intends to
have at least 10 percent of program participants come from Central and East
County. In total, SMART proposes to serve 24 Urban County clients.
In West County, it is estimated that one out of five people lack a high school degree.
More alarming is that the unemployment rate in some West County neighborhoods
is at or above 20 percent. SMART will work to facilitate new economic opportunities
for low-income persons through successful small business/microenterprise training
in social media marketing.
The need for small business/microenterprise assistance has been well documented.
Studies have shown that a large percentage of small businesses and
microenterprises fail within the first five years of start-up due to a lack of supportive
services. Recent research identified over 3,000 micro-enterprises in West County.
These businesses play a significant role in the economy and create a significant
number of jobs. Business development is a critical ingredient in attaining financial
security and small business creation is a mechanism for economic mobility,
particularly for minorities, immigrants, and the economically disadvantaged.
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5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $0 24 $N/A
Total Program Amount $73,385 48 $1,528.85
CDBG % of Total Budget 0%
Required Match – 50% $N/A
Amount Secured $33,385
Leverage* $N/A
*Does not include other CDBG funds from other
jurisdictions.
The SMART Program is currently not in operation and is seeking CDBG funds to
start the program. SPEDC has requested $40,000 in CDBG funds, which is over
54% of the program’s total budget. The amount of CDBG funds available for ED
activities is lower for FY2015/16 then the current fiscal year; therefore the CDBG
program cannot support funding brand new programs at this time without negatively
impacting the funding levels of other ED programs even more than they are currently
being impacted.
6. EXPERIENCE AND CAPACITY: The SPEDC has been in operation for five years.
The current Executive Director has managed the SPEDC over the past five years
and has significant experience in public sector administration. The SPEDC has
qualified staff and uses specialized consultants to assist in delivering services.
However, this would be the first year the SMART program would be in operation.
7. PROJECT READINESS AND TIMELINESS: This is a proposed project by the
SPEDC and is currently in the programmatic planning phase.
8. PAST PERFORMANCE: The SMART Program is currently not in operation. This is
the first year the SPEDC has applied for CDBG funds.
9. ENVIRONMENTAL/HISTORICAL PERSERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None
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FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: The Stride Center
PROJECT NAME/NUMBER: Technical Job Training and Job Placement
15-05-ED
PROJECT SERVICE AREA: West County
PROJECT OUTCOME: To provide job training and placement assistance to
10 low-income persons that leads to economic self-
sufficiency through careers in the field of information
technology.
TOTAL PROJECT COST: $180,000
AMOUNT REQUESTED: $50,000
AMOUNT RECOMMENDED:
FY 2015/16: $40,000
FY 2016/17: $40,000
RECEIVED IN FY 2014/15: $45,000
CONDITIONS OF APPROVAL: Stride Center’s CDBG contract will be a “pay per
accomplishment” contract, in which most of the CDBG funds will be contingent with
Stride Center’s performance for meeting its contractual goal.
PROJECT DESCRIPTION/ANALYSIS: Stride Center’s program will expand economic
opportunities for 10 low-income persons through training and career development in the
field of information technology. Stride Center proposes to provide technical job training,
professional and career development skills, and one-on-one job placement assistance
through a four component program: 1) education and credential; 2) equipment; 3)
experience; and 4) placement assistance.
Through the education and credential component students go through three to six
month training sessions that meet three to five days a week to acquire high-quality
technical skills, industry-recognized certifications, and professional, life and career
development skills. Students who do not have computer equipment or cannot afford
computer equipment can acquire (at no cost) the computer equipment needed for
specific training to be carried outside of Stride Center’s classrooms. Students are
trained to refurbish computers that they will eventually use for their training. This
ensures that no participant is denied access to technology because of lack of equipment
or training. The experience component is aimed at creating opportunities for work
experience through two social venture programs for students to engage in paid and
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unpaid internship programs or for graduates to be hired as part-time or full-time staff.
Once students complete the necessary program components they move to the final
placement assistance component. One-on-one job placement assistance is provided to
students to help them find employment that matches their skills.
In order to ensure that students acquire on-the-job experience, Stride Center has
established partnership agreements with some local agencies and companies to create
internship opportunities for students. In addition to the internship agreements, Stride
Center has various hiring partners, such as CBX Technologies, Opportunities Exchange
West, and Sybase, to ensure and secure technical jobs for their graduates.
Furthermore, Stride Center has two social ventures of their own, Relia Tech and ReUse
Tech, that provide technical jobs and internship opportunities for their students and
graduates.
There is a strong need for training and placement services in West County. The
program is eligible, feasible, timely, and consistent with the Consolidated Plan goals to
provide job training and economic opportunities to lower income persons.
The amount of CDBG funds available for ED activities is lower for FY 2015/16 than the
current fiscal year; therefore, all currently funded ED programs are having funding
reduced for the next fiscal year.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low- and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Special Economic Activities: Job training and
placement assistance [24 CFR 570.203(C)].
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: As proposed, the program
will expand economic opportunities for 10 low income persons through job training
and career development in the field of information technology. Stride Center is
located in West Contra Cost County, where it is estimated that one out of five people
lacks a high school degree and unemployment has reached nearly 20 percent.
Persons who have barriers to employment typically are underemployed and have
limited opportunities to secure jobs that pay a livable wage or allow for career
development and advancement. According to the Department of Labor Statistics,
computer support specialist jobs are expected to grow faster than average through
the year 2014 and these jobs are projected to stay as a fast-growing industry in the
economy. Median earnings for this particular field are currently over $40,000.
123
The target population is unemployed or underemployed Urban County residents in
West Contra Costa County. In order to attract participants, Stride Center will
advertise in local newspapers and newsletters, deliver course enrollment materials
to Career Centers in the East Bay, and will provide presentations, information, and
outreach to local non-profits and local high schools. Currently, over 60 percent of all
jobs now require solid, fundamental computer and/or technology skills and yet
professional computer training courses can cost between $2,500 and $10,000 and
these courses do not provide the support services and job placement assistance that
is critical for underserved individuals who are transitioning into the workplace.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $40,000 10 $4,000
Total Program Amount $180,000 10 $18,000
CDBG % of Total Budget 22%
Required Match – 50% $20,000
Amount Secured $41,720
Leverage* $3.5
*Does not include other CDBG funds from other
jurisdictions.
The proposed operating budget anticipates grants from a number of foundations and
corporations. The County’s CDBG funds will partially pay for the program’s staff
costs.
At this time, Stride Center has secured $41,720 for the upcoming program year.
During the last seven years, Stride Center has raised over $300,000 from various
corporations and foundations and fully expects to be successful in securing the
funds needed to operate the program for the upcoming year.
6. EXPERIENCE AND CAPACITY: Stride Center has been operating their technical
training and job placement program for the last 11 years. It has established various
internship agreements and hiring partners with various local agencies and
companies in the information technology industry. Stride Center has its own social
venture programs, Relia Tech and ReUse Tech, which have offered jobs and/or job
experience opportunities to students and graduates of their program.
7. PROJECT READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: During FY 2013/14 Stride Center trained and placed 10
Urban County residents in information technology jobs, meeting their contractual
124
obligation. As of the 2nd quarter of the current fiscal year, Stride Center has placed 4
Urban County residents in jobs, 40 percent of their goal for the year. Stride Center
expects to meet or exceed its goal given the number of clients currently in their
training pipeline.
As with all ED projects, staff is recommending a “pay per accomplishment” contract
with Stride Center for FY 2015/16 and FY 2016/17, in which most of the CDBG
funds will be contingent with Stride Center’s performance for meeting its contractual
goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None.
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FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: West Contra Costa County Business Development
Center
PROJECT NAME/NUMBER: Strengthening Neighborhood Economies
15-06-ED
PROJECT SERVICE AREA: West County (with emphasis in North Richmond, San
Pablo, Rodeo and Crockett)
PROJECT OUTCOME: To provide technical assistance and support to 60
existing businesses or persons wishing to open a
business as a way to create/retain jobs.
TOTAL PROJECT COST: $254,000
AMOUNT REQUESTED: $96,500
AMOUNT RECOMMENDED:
FY 2015/16: $65,000
FY 2016/17: $65,000
RECEIVED IN FY 2014/15: $90,000
CONDITIONS OF APPROVAL: The BDC’s CDBG contract will be a “pay per
accomplishment” contract, in which most of the CDBG funds will be co ntingent with the
BDC’s performance for meeting their contractual goal. Of the $65,000 recommended,
$15,000 is exclusively for the marketing of loan programs that may be available to
clients.
PROJECT DESCRIPTION/ANALYSIS: The West Contra Costa Business Development
Center (BDC) is a nonprofit corporation with a proven track record of successfully
fostering entrepreneurship, particularly within communities striving for economic
revitalization. The BDC’s goal is to help businesses grow, create job opportun ities, and
generate a renewed sense of economic activity in the communities of West Contra
County. The BDC, through its “Strengthening Neighborhood Economies” project,
proposes to provide comprehensive business assistance to 60 existing and prospective
small businesses/micro-enterprises located in West County with emphasis in the North
Richmond, San Pablo, Rodeo and Crockett communities. BDC’s Strengthening
Neighborhood Economies project strives to create vibrant commercial corridors in the
targeted neighborhoods that maximize the community’s distinctive assets and draws in
nearby residents. Specific objectives of the project include:
126
Community Commitment and Participation – engage residents, merchants,
community leaders and other stakeholders in the commercial neighborhood
revitalization process.
Strengthen Existing Businesses – develop relationships and deliver business
assistance services to help merchants achieve key targets, including increased
sales and profitability, expanded customer base and product offering, and/or
improved storefronts.
Business Recruitment – work with various stakeholders to expand a
neighborhood’s business mix, filling vacant storefronts, and creating new job and
business opportunities for area residents.
Create a new destination – define the neighborhood’s distinctive appeal and,
develop and implement a promotional campaign aimed at drawing customers to
the area. Promotional strategies could include regular sales events and larger
special events that draw potential customers from a wider area.
In FY 2012/13, the BDC implemented a new component to their program, the Contra
Costa Capital Access Network (Contra Costa CAN), which connects business owners of
microenterprises/businesses to capital via a low-interest business loan program. The
actual lenders of these loans are other private organizations that provide capital in the
form of low-interest loans to small businesses and microenterprises in the Bay Area.
The BDC provides the necessary marketing and outreach of the loan program on a
County-wide basis to improve awareness of the various loan programs available to
small businesses and microenterprises within Contra Costa County. In order to
increase awareness on a County-wide basis, the BDC has a memorandum of
understanding with the County’s Small Business Development Center (SBDC) to fully
reach central and east County businesses/microenterprises. Marketing and outreach
strategies include but are not limited to: direct mailers to various business entities and
economic development agencies within the County, outreach to the various Chambers
of Commerce in the County, and outreach to the various banks and traditional lending
institutions within the County to develop a referral system. In FY 2013/14, 11
businesses received loans totaling $365,000. For the current year, six businesses have
received loans totaling $66,000, and there are two addition clients in process of
obtaining a loan.
The overall program is eligible, feasible, and timely. The BDC has received CDBG
funds for many years. Of the $65,000 recommended by staff, $15,000 is to be
exclusively for the marketing and outreach of Contra Costa CAN.
The amount of CDBG funds available for ED activities is lower for FY 2015/16 than the
current fiscal year; therefore, all currently funded ED programs are having funding
reduced for the next fiscal year.
127
EVALUATION CRITERIA:
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low-and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Micro-enterprise and small business assistance [24
CFR 570.201(o)]
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons/micro-
enterprise activity [24 CFR 570.208(a)(2)(iii)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The program will help
expand economic opportunities for 60 low-income persons who have started or are
planning to start a business located in West County. In West County, it is estimated
that one out of five people lack a high school degree. More alarming is that the
unemployment rate in some West County neighborhoods is at or above 20 percent.
The BDC will work to facilitate new economic opportunities for low-income persons
through successful small business/microenterprise development and operation.
The need for small business/microenterprise assistance has been well documented.
Studies have shown that a large percentage of small businesses and
microenterprises fail within the first five years of start-up due to a lack of supportive
services. Recent research identified over 3,000 micro-enterprises in West County.
These businesses play a significant role in the economy and create a significant
number of jobs. Business development is a critical ingredient in attaining financial
security and small business creation is a mechanism for economic mobility,
particularly for minorities, immigrants, and the economically disadvantaged.
The project, except for the loan program component, will primarily target existing
businesses and persons wanting to open a business in West County with particular
emphasis on North Richmond, San Pablo, Rodeo, Pinole, Hercules, and Crockett.
The BDC will reach merchants, potential new merchants, residents, and community
leaders through disseminating materials in the community (libraries, community
organizations, schools, and business associations); sending out mailers to target
neighborhoods, press releases to local media, including West County Times, Contra
Costa Marketplace, Chamber of Commerce newsletters, and Spanish Language
media. The loan program component will be provided on a County-wide basis.
128
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $65,000 60 $1,083
Total Program Amount $254,000 150 $1,693
CDBG % of Total Budget 25%
Required Match – 50% $32,500
Amount Secured $0
Leverage* $3.23
*Does not include other CDBG funds from other
jurisdictions.
The County’s CDBG funds will be used for staff costs (including benefits),
consultants, and rent. They currently are working to secure other funding
commitments for FY 2015/16. The BDC has, in the past, been very successful in
securing the funds needed to operate the program and they typically do not request
funding from their corporate and foundation sponsors until the end of May or early
June. Staff expects the BDC to raise the necessary funds for the program.
6. EXPERIENCE AND CAPACITY: The BDC has been in operation since 1995. The
current Executive Director has managed the BDC for over ten years and has
significant experience working with small businesses as well as a background in
non-profit administration. The BDC has qualified staff and uses specialized
consultants to assist in delivering services.
7. PROJECT READINESS AND TIMELINESS: The BDC has been funded with CDBG
funds for over ten years and has the experience and required staff to operate this
program.
8. PAST PERFORMANCE: In FY 2013/14 the BDC provided technical assistance and
support to 60 existing business or persons wishing to open a business, meeting their
contractual goal. As of the 2nd quarter of the current fiscal year, the BDC is slightly
behind pace to meet their contractual goal. However, the BDC fully expects to meet
their goal given the number of businesses in the pipeline who are receiving
assistance.
Staff’s recommendation is for $65,000; however, $15,000 is exclusively for the loan
program marketing component. The remaining $50,000 is for the services that are
primarily to provide technical assistance services to existing West County
microenterprises or prospective microenterprises, which is a reduction of $25,000
from the funded amount of this current fiscal year. The amount of CDBG funds
available for economic development activities is less this fiscal year compared to last
129
fiscal year. Therefore, economic development activities are receiving reduced
amounts of funding compared to previous years. CDBG staff is recommending a
“pay per accomplishment” contract with the BDC for FY 2015/16 and FY 2016/17, in
which most of the CDBG funds will be contingent with the BDC’s performance for
meeting their contractual goal. The BDC has been timely in submitting quarterly
reports and quarterly demands/invoices.
9. ENVIRONMENTAL/HISTORICAL PERSERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None
130
FY 2015/16 & 2016/17 CDBG PROGRAM
ECONOMIC DEVELOPMENT (ED) CATEGORY
APPLICANT: Workforce Development Board
PROJECT NAME/NUMBER: Small Business Development Center
15-07-ED
PROJECT SERVICE AREA: Urban County
PROJECT OUTCOME: Group training and individualized advising to 50 new
or existing businesses run by low- to moderate-
income clients.
TOTAL PROJECT COST: $400,000
AMOUNT REQUESTED: $80,000
AMOUNT RECOMMENDED:
FY 2015/16: $50,000
FY 2016/17: $50,000
RECEIVED IN FY 2014/15: $61,571
CONDITIONS OF APPROVAL: The CDBG contract will be a “pay per
accomplishment” contract for FY 2015/16 and FY 2016/17 , in which most of the CDBG
funds will be contingent with the SBDC’s performance in meeting their contractual goal.
PROJECT DESCRIPTION/ANALYSIS: The Workforce Development Board (WDB) of
Contra Costa County is a 41-member business-led public body responsible for
coordinating workforce development policy in the County. The WDB’s mission is to
promote a workforce development system responding to the needs of the business
community, job seekers, workers, and youth. The Small Business Development Center
(SBDC) facilitates economic development by assisting business owners to start and
expand businesses, create and retain jobs, increase sales and make other economic
impacts. The SBDC will provide in-depth technical assistance to 50 Urban County new
or existing microenterprises by providing assistance through business management
training and consulting. The SBDC is part of a national network of organizations
dedicated to help people start a business and assist existing businesses.
According to SBDC, many persons wanting to start a business lack basic business
knowledge and business skills that can make the difference between success and
failure. SBDC’s training covers topics including executive skill enhancement (goal
setting and time management), strategic planning (including business concept
development or refinement, planning for financing), market research (industry, target
market, trade area, and competition) mission statement development, sales forecast,
marketing plan and strategies, general management, pricing, and financial
131
management. This training will result in the development of a sound business plan,
which is the finished product expected from participants. One-on-one consulting is also
a key service provided to participants. To help participants not feel isolated from the
rest of the business community, SBDC provides the structure for networking, support
and on-going contract with other small business owners. As a business develops and
grows, SBDC provides additional types of information and assistance including
providing access to a team of consultants who provide assistance on a variety of
business topics.
The program is provided at no or low cost to the participant. Ongoing networking and
support is also available during business startup and long-term business operations.
The program is eligible, feasible and timely and consistent with Consolidated Plan goals
to foster micro-enterprise development and small business development. The WDB
provides a valuable service to small businesses in the Urban County. The program has
been successful in reaching quantitative goals for assisting microenterprises and small
businesses.
The amount of CDBG funds available for ED activities is lower for FY 2015/16 than the
current fiscal year; therefore, all currently funded ED programs are having funding
reduced for the next fiscal year.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Economic Development: Reduce the number
of persons below the poverty level, expand economic opportunities for very low- and
low-income residents and increase the viability of neighborhood commercial areas
[CD-5].
2. CDBG ELIGIBLE ACTIVITY: Micro-enterprise and small business assistance [24
CFR 570.201(o)].
3. NATIONAL OBJECTIVE: Benefiting very low- and low-income persons/micro-
enterprise assistance [24 CFR 570.208(a)(2)(iii)] and job creation [24 CFR
570.208(a)(4)(i)].
4. TARGET POPULATION AND DEMONSTRATED NEED: It is the intent of the
SBDC program to expand economic opportunities for low-income persons by
providing training and technical assistance to persons actively working toward
starting a microenterprise or expanding an existing business. The need for small
business/microenterprise assistance has been well documented as studies show
that a large percentage of small businesses fail within the first 3-5 years of startup
due to a lack of supportive services. Recent data from the U.S. Small Business
Administration reports that small businesses have created 60 to 80 percent of the
new jobs annually over the last decade. The Kauffman Foundation’s analysis of this
data indicates that companies less than five years old created nearly two-thirds of
net new jobs and new and young businesses drive economic growth and job
132
creation. According to the a report prepared by the Contra Costa Council and
Contra Costa Economic Partnership, Contra Costa County’s economy is dominated
by small businesses and microenterprises. Smaller firms account for 98.2% of all
businesses and 57.5% of the total jobs. Additionally, the report indicates that self-
employment is the fastest growing segment of the County's economy. Self-
employment grew at an average rate of 3.2% over the past nine years and makes up
about 15% of the county's workforce. The target population will be reached by
advertising, cable TV announcements and flyers to Chambers of Commerce, One
Stop Centers, libraries, schools, and City/County offices. Providing an opportunity to
low-income persons to receive assistance in the development of a small business as
a way to employment is a viable option to attaining economic self-sufficiency.
5. FINANCIAL ANALYSIS:
# Clients
Served
$ Per Client
Served
CDBG Funds Recommended $50,000 50 $1,000
Total Program Amount $400,000 135 $2,962
CDBG % of Total Budget 12.5%
Required Match – 50% $25,000
Amount Secured $120,000
Leverage* $5.66
*Does not include other CDBG funds from other
jurisdictions.
The cities of Antioch, Concord, and Walnut Creek have provided CDBG funds to this
project previously as well. The County’s CDBG funds will be used primarily for staff
costs. Besides other jurisdictions’ CDBG funds, the rest of the program budget will
be funded by other federal funds (non-CDBG) and Workforce Development Board
funds. At this time, WDB has secured approximately $120,000 in program funds for
the upcoming year. Based on this program’s past performance to secure funding,
staff fully expects the program to raise the necessary funding for the upcoming year.
6. EXPERIENCE AND CAPACITY: This is a continuing program. This program has
received CDBG funding since FY 1992/93. The project manager has extensive
experience in programs assisting small businesses. The SBDC has qualified staff
and uses specialized consultants to assist in the delivery of services. The SBDC is
part of a network of organizations dedicated to assist people in starting a business
and assist existing businesses.
7. PROJECT READINESS AND TIMELINESS: This is an ongoing program that is fully
staffed.
8. PAST PERFORMANCE: SBDC has demonstrated the ability to complete
programmatic objectives and meet their contractual goal within the program year.
As of the 2nd quarter of the current fiscal year the SBDC has assisted 26 new or
133
existing businesses, which is above pace to meet their contractual goal of 38. The
SBDC has been timely in submitting quarterly reports.
CDBG staff is recommending a “pay per accomplishment” contract with the SBDC
for FY 2015/16 and FY 2016/17, in which most of the CDBG funds will be contingent
with the SBDC’s performance in meeting their contractual goal.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: None.
134
Community Development Block Grant
Infrastructure/Public Facilities Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name Amount Requested
County Staff
Recommendation for
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Richmond WC
15-01-IPF Ambrose Recreation &
Park District
Renovate Ambrose
Community Center public
restrooms
Renovate the public
restrooms that serve the
auditorium and
multipurpose room.
$50,000 $50,000 n/a $50,000 $73,985 68%
15-02-IPF Anka Behavioral Health,
Inc.
Homeless Multi Service
Centers & Mental Health
Services Act (MHSA)
Homes
Install wheelchair lift at
the Homeless Multi-
Service Center in
Concord.
$9,000 $9,000 n/a $35,400 $7,000 $14,700 $100,000 $4,000 $170,100 $320,500 53%
15-03-IPF Bethel Island Municipal
Improvement District
Bethel Island Municipal
Improvement District
(BIMID) Emergency
Response Trailer
Purchase emergency
response trailer for levee
and other emergencies
on the Island.
$13,600 $0 $13,600 $13,600 $17,000 80%
15-04-IPF Martinez Early Childhood
Center, Inc.
Air Conditioning
Installation
Install more efficient air
conditioning system in
the main building of the
Martinez Early Childhood
Center.
$38,878 $38,878 n/a $38,878 $43,198 90%
15-05-IPF Martinez Early Childhood
Center, Inc.
Roof Replacement/Main
building
Replace the roof of the
main building of the
Martinez Early Childhood
Center
$28,350 $0 $28,350 $28,350 $31,500 90%
15-06-IPF Martinez Early Childhood
Center, Inc.Main Kitchen Renovation
Replace kitchen floor,
cabinets, counters, and
install industrial
dishwasher of the
Martinez Early Childhood
Center
$30,825 $30,000 n/a $30,000 $34,250 88%
CCC Project
No.OutcomeApplicant
Contra Costa County
Infrastructure/Public Facilities Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Amount Requested (Other CDBG Jurisdictions)
135
Community Development Block Grant
Infrastructure/Public Facilities Category
FY 2015/16 and 2016/17
ATTACHMENT A
Project Name Amount Requested
County Staff
Recommendation for
FY 2015/16
County Staff
Recommendation for
FY 2016/17 Antioch Concord Pittsburg Richmond WC
CCC Project
No.OutcomeApplicant
Contra Costa County
Infrastructure/Public Facilities Projects
% Budget
(CDBG)
Total
Budget
Total
CDBG
Amount Requested (Other CDBG Jurisdictions)
15-07-IPF Trinity Center Walnut
Creek
Trinity Center Bathroom
Renovation
Rehabilitate two
bathrooms, including
making them ADA
compliant, of Trinity's
Homeless Day Center
that serves 50-60
homeless clients daily.
$60,000 $40,000 n/a $80,000 $120,000 $150,000 80%
15-08-IPF Ujima Family Recovery
Services
Ujima West
Infrastructure/Public
Facilities Acquisition
Acquisition of site that
houses its West
Outpatient Treatment
Services.
$52,000 $0 $21,875 $131,250 $183,250 $700,000 26%
15-09-IPF
West Contra Costa
Family Justice
Center/Tides Center
Facilities Improvement at
Family Justice Center
Renovate outdoor space
(Peace Plaza), and
replace roof.
$50,000 $50,000 n/a $100,000 $150,000 $168,000 89%
$332,653 $217,878 $63,825 $35,400 $7,000 $14,700 $331,250 $84,000 $805,003 $1,538,433 52%TOTALS
136
FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Ambrose Recreation and Park District
PROJECT NAME/NUMBER: Renovate Restrooms / 15-01-IPF
PROJECT LOCATION: 3105 Willow Pass Road, Bay Point
PROJECT OUTCOME: Renovate the public restrooms primarily used by
people using the Community Center’s auditorium
and multipurpose room including ensuring the
restrooms comply with the Americans with
Disabilities Act (ADA).
TOTAL PROJECT COST: $ 73,985
AMOUNT REQUESTED: $ 50,000
AMOUNT RECOMMENDED: $ 50,000
CONDITIONS OF APPROVAL: 1. NEPA clearance
2. Project completion by December, 2015
3. CDBG funds are only for hard/construction
costs
PROJECT ANALYSIS: Ambrose Recreation and Park District (Ambrose) was formed in
1946 and now provides a variety of recreation, parks, youth and adult programs, senior
nutrition, holiday activities, classes and special events for the Bay Point community. The
Ambrose Community Center (Center), located at 3105 Willow Pass Road, has been in
operation since 1979. As well as serving as Ambrose’s district offices, the Center
currently provides a senior citizen nutrition program; indoor recreational facilities such as a
computer lab, weight room, class rooms, and auditorium with stage; conference rooms;
kitchen and dining room; and is the site for the County’s Service Integration Team offices
including Spark Point. The auditorium and multipurpose room is used for a wide variety of
the recreational, cultural and social activities and is the most utilized space in the Center.
The existing restroom adjacent to the auditorium and multipurpose room is in need of
renovation including installing new flooring, walls, exhaust fans, lights, vanity panels and
fixtures (sinks, toilets, and urinals). In addition, all renovation work will be completed in
compliance with the Americans with Disabilities Act (ADA).
The project budget is based on an estimate provided by a qualified contractor familiar with
federal prevailing wage rates. The project timeline estimates that the once the project is
approved and a contractor selected, construction will take approximately three weeks to
complete. This project is eligible, feasible, and timely.
137
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
access to public facilities. [CD-7]. .
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Area Benefit [24 CFR 570.208(a)(1)(i)]. – 66%
Low/Moderate Income
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project are families living in Bay Point. The Center is located in
unincorporated Contra Costa County and meets the criteria for “Area Benefit”.
5. FINANCIAL ANALYSIS: Ambrose has requested CDBG funds to cover 68 percent of
the total project budget. The remaining funds required to complete the project will be
provided by Ambrose and meets the minimum 25 percent match requirement. The
project budget is based on an estimate provided by a flooring contractor familiar with
prevailing wages.
6. EXPERIENCE AND CAPACITY: Ambrose staff will have the day to day responsibility
and oversight for this project. Ambrose staff has experience in receiving County CDBG
funds and is familiar with the County’s requirements to comply with federal
procurement and labor standards.
7. PROJECT READINESS AND TIMELINESS: This project has the remaining funding in
place and a feasible timeline for completion. The County must meet federal
requirements for the timely expenditure of funds. Therefore the allocation will be
rescinded and reprogrammed for other timely CDBG eligible projects if Ambrose cannot
meet the conditions of approval listed above.
8. PAST PERFORMANCE: Ambrose has received County CDBG funds in the
Infrastructure/Public Facilities and Public Service categories in the past and has been
timely in the submission of required reports and have met stated goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project will require compliance with federal procurement and labor
standards.
138
FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITY (IPF) CATEGORY
APPLICANT: Anka Behavioral Health, Inc.
PROJECT NAME/NUMBER: Central County Homeless Multi-Service Center
Wheelchair Lift
15-02-IPF
PROJECT LOCATION: 2047 Arnold Industrial Way - Suite A, Concord
PROJECT OUTCOME: Install a wheelchair lift to Anka’s Homeless Multi-
Service Center in Concord to improve accessibility
and allow more space for client services
TOTAL PROJECT COST: $11,000
AMOUNT REQUESTED: $9,000
AMOUNT RECOMMENDED: $9,000
CONDITIONS OF APPROVAL: 1. NEPA Clearance
2. Construction completion by December, 2015
3. CDBG funds are only for hard/construction costs
PROJECT ANALYSIS: Anka Behavioral Health, Inc. (Anka) operates a number of one-
stop centers, known as Homeless Multi-Service Centers, throughout the County to
assist homeless person with a variety of needs. The Homeless Multi-Service Centers
provide various drop-in services to chronically homeless adults experiencing mental
health and substance abuse disorders. Services include on-site access to basic
services such as showers and personal hygiene items, phones and voice mail, mail
services, clothing and laundry, and transportation. Case management, mental health
and/or substance abuse screening and assessments, group counseling, and referrals to
treatment programs are also provided by Anka staff.
Anka’s Central County Homeless Multi-Service Center (Center) is located on 2047
Arnold Industrial Way – Suite A in Concord. It is open Monday through Friday from 8:00
AM to 5:00 PM to provide drop-in services to individuals and families experiencing
homelessness, which may also be experiencing mental health and substance abuse
disorders. Over 7,000 clients are currently served annually at the Homeless Multi-
Service Center. The Center currently has a wheelchair ramp to provide accessibility to
the restrooms within the facility per the Americans with Disabilities Act (ADA); however,
the wheelchair ramp takes up space within the facility that would otherwise be used to
provide client services. The project includes installation of a wheelchair lift that would
provide ADA accessibility to the restrooms and free up space currently occupied by the
wheelchair ramp that would then be used to provide client services.
139
Anka has experience with CDBG funds and has completed similar projects with County
CDBG funds in previous years. The current timeline has the project beginning in
October, 2015 with project completion in December, 2015. The project is eligible,
feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
access to public facilities. [CD-6].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction,
rehabilitation, or installation of public facilities and improvements [24 CFR 570.201
(c)].
3. NATIONAL OBJECTIVE: Presumed beneficiaries/homeless persons [24 CFR
570.208 (a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The wheelchair lift
improvements will enhance ADA accessibility within the Center and free up space to
provide more services to individuals and families who are experiencing
homelessness, and mental health and substance abuse disorders.
5. FINANCIAL ANALYSIS: As proposed, CDBG funding represents 81 percent of the
$11,000 project budget. The remaining $2,000 in funds meets the 10 percent match
requirement and will be provided by Anka.
6. EXPERIENCE AND CAPACITY: Anka has completed similar projects with CDBG
funds and has demonstrated the ability to comply with federal requirements. The
construction work will be planned and supervised by Anka staff.
7. PROJECT READINESS AND TIMELINESS: The application includes a timeline
with the project beginning in October, 2015 and project completion in December,
2015. The County must meet federal requirements for the timely expenditure of
funds. Therefore, the allocation will be rescinded and reprogrammed for other timely
CDBG eligible projects if Anka cannot meet the condition of approval listed above.
8. PAST PERFORMANCE: Anka has received CDBG funds to complete similar
projects in the past. Those projects were completed in compliance with federal
requirements.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING
WAGE ISSUES: All projects are subject to review under the National Environmental
Policy Act and California Environmental Quality Act. No environmental issues are
anticipated on this project. The project will require compliance with federal
procurement and labor standards.
140
FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Bethel Island Municipal Improvement District
(BIMID)
PROJECT NAME/NUMBER: Purchase of Emergency Response Trailer /
15-03-IPF
PROJECT LOCATION: 1200 Taylor Road, Bethel Island
PROJECT OUTCOME: Purchase an emergency response trailer /mini
command center to be used in the case of an
emergency to ensure BIMID staff respond in a
timely and effective manner.
TOTAL PROJECT COST: $ 17,000
AMOUNT REQUESTED: $ 13,600
AMOUNT RECOMMENDED: $ 13,600 (FY 2016/17 Funding)
CONDITIONS OF APPROVAL: 1. NEPA clearance
2. Project completion by December, 2016
3. CDBG funds to be used to purchase trailer – no
materials or equipment
PROJECT ANALYSIS: The Bethel Island Municipal Improvement District (BIMID) was
created by the State Legislature in 1960. BIMID’s powers include not only maintaining the
levee that surrounds and protects Bethel Island, but also allows for many other activities
including the “distribution of water for public and private purposes; parks and playgrounds;
airports and works to provide for drainage.” Because Bethel Island is below sea level, rain
water run-off and levee seepage needs to be consistently pumped over the levees to drain
the island. To accomplish this, BIMID operates and maintains four pumps.
The emergency response trailer would be available to BIMID staff to respond in an efficient
and effective manner to emergencies primarily related to leaks in the levee and other
potential flooding situations. Currently, BIMID stores all of its response equipment
materials in a storage unit that is stationary and is not able to be moved from location to
location on the island. The trailer will also act as a semi-command center in cases of
emergencies.
If funded, this will be the second CDBG funded project that BIMID has undertaken. BIMID
was awarded CDBG funds this year to purchase and install a new pump to help ensure
there is sufficient capacity to pump water out of its canal system to prevent the island from
flooding. The pump purchase and installation project is expected to be completed by June
30, 2015.
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The project budget is based on estimates provided by a supplier of mobile trailers.
Matching funds in the amount of $3,400 or 20 percent of the total cost of the project will be
provided by BIMID. This project is eligible and timely. Because of the limited amount of
funding available, staff recommends that this project be funded in FY 2016/17. BIMID has
stated that receiving the funding in FY 2016/17 is fine.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
access to public facilities. [CD-7].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Area Benefit [24 CFR 570.208 (a)(1)(i)(B)] – 52.9%
Low/Moderate Income (which is above the 41.6% requirement for Contra Costa
County).
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project are the residents of Bethel Island by ensuring that BIMID
staff respond in an effective and efficient manner to emergencies.
5. FINANCIAL ANALYSIS: BIMID has requested CDBG funds to cover 80 percent of the
total project budget. The remaining $3,400 required to complete the project will be
provided by BIMID and meets the 20 percent match requirement for the project. The
project budget is based on an estimate provided by a supplier of mobile trailers.
6. EXPERIENCE AND CAPACITY: Although this will be BIMID’s second CDBG funded
project, CDBG staff is confident that they will ensure the CDBG program requirements
are met including compliance with federal procurement and labor standards .
7. PROJECT READINESS AND TIMELINESS: Because insufficient funds are available
to finance this project in FY 2015/16, staff is recommending funding in FY 2016/17.
BIMID will be required to complete the project by December 2016.
8. PAST PERFORMANCE: See # 6 above.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). This project is located in a
flood zone area but because the pump is not considered a “structure” flood insurance
will not be required to be attained and maintained over the life of the project. No other
environmental issues are anticipated. The project will require compliance with federal
procurement and labor standards.
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FY 2014/15 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Martinez Early Childhood Center (MECC)
PROJECT NAME/NUMBER: Install Air Conditioning Unit / 15-04-IPF
PROJECT LOCATION: 615 Arch Street, Martinez
PROJECT OUTCOME: Replace the existing “swamp cooler” used to cool
the main building with a new energy efficient air
conditioning unit to ensure a safe and comfortable
environment is provided for the children and staff.
TOTAL PROJECT COST: $ 43,198
AMOUNT REQUESTED: $ 38,878
AMOUNT RECOMMENDED: $ 38,878
CONDITIONS OF APPROVAL: 1. NEPA clearance.
2. Project completion by December, 2015
3. CDBG funds are only for hard/construction
costs
PROJECT ANALYSIS: Martinez Early Childhood Center (MECC) is a private, non-profit
agency dedicated to offering subsidized high quality toddler and preschool education and
full time care for children 1 to 5 years old from low income families. In doing so, the
children’s parents can work, look for work, or receive vocational training that will lead to
employment. MECC has been providing services since 1974. Currently, a total of 150
children are provided services; 65 or 76 percent of these children reside in the Urban
County with a majority of the children living in Martinez. The swamp cooler used to cool
the main building in the summer months is old, ineffective and energy inefficient. Replacing
the swamp cooler with a new energy efficient air conditioning unit will ensure the building is
comfortable for the children and staff during hot days and eliminate the need to spend
money to repair the unit on a regular basis.
Staff requested that MECC prioritize the five applications submitted for FY 2015/16
funding. This project was listed #1 in priority. The project budget is based on an estimate
provided by a qualified contractor familiar with federal prevailing wage rates. The project
timeline estimates that the entire project will be completed by December, 2015 if not
sooner. This project is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
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access to public facilities. [CD-7].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Low and Moderate Income Benefit [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The population benefiting
from this project are children and their lower income families being provided subsidized
child care and preschool education at MECC. The project will ensure that t he main
building is energy efficient and provides a safe and comfortable environment for the
children and staff.
5. FINANCIAL ANALYSIS: MECC has requested CDBG funds to cover 90 percent of the
total project budget. The remaining $4,320 required to complete the project will be
provided by MECC and meets the 10 percent match requirement. The project budget
is based on an estimate provided by a contractor familiar with prevailing wages.
6. EXPERIENCE AND CAPACITY: MECC staff will have the day to day responsibility
and oversight for this project. MECC staff has received County CDBG IPF funds in the
past and is very familiar with the County’s requirements to comply with federal
procurement and labor standards.
7. PROJECT READINESS AND TIMELINESS: MECC has the remaining funding
needed to complete the project and proposes a feasible timeline for completion. The
County must meet federal requirements for the timely expenditure of funds. Therefore
the allocation will be rescinded and reprogrammed for other timely CDBG eligible
projects if MECC cannot meet the conditions of approval listed above.
8. PAST PERFORMANCE: MECC has received County CDBG funds in the IPF category
in previous years, has been timely in the submission of required reports, and has met
stated goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project requires compliance with federal procurement and labor
standards.
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FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Martinez Early Childhood Center (MECC)
PROJECT NAME/NUMBER: Install New Roof / 15-05-IPF
PROJECT LOCATION: 615 Arch Street, Martinez
PROJECT OUTCOME: Replace the roof of the main building.
TOTAL PROJECT COST: $ 31,500
AMOUNT REQUESTED: $ 28,350
AMOUNT RECOMMENDED: $ 28,350 (FY 2016/17 Funding)
CONDITIONS OF APPROVAL: 1. NEPA clearance.
2. Project completion by June, 2016
3. CDBG funds are only for hard/construction
costs
PROJECT ANALYSIS: Martinez Early Childhood Center (MECC) is a private, non-profit
agency dedicated to offering subsidized high quality toddler and preschool education and
full time care for children 1 to 5 years old from low income families. In doing so, the
children’s parents can work, look for work, or receive vocational training that will lead to
employment. MECC has been providing services since 1974. Currently, a total of 150
children are provided services; 65 or 76 percent of these children reside in the Urban
County with a majority of the children living in Martinez.
The roof of the main building is over 20 years old and needs to be replaced. By replacing
the old roof, it is expected that MECC will save on energy costs and ensure a safe and
comfortable environment for the children and staff.
Staff requested that MECC prioritize the five applications submitted for FY 2015/16
funding. This project was listed #3 in priority. The project budget is based on an estimate
provided by a qualified roofing contractor familiar with federal prevailing wage rates. T he
project timeline estimates that the entire project will be completed by December, 2015 if
not sooner. This project is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
access to public facilities. [CD-7].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
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or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Low and Moderate Income Benefit [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The population benefiting
from this project are children and their lower income families being provided subsidized
child care and preschool education at MECC. The project will ensure that the main
building is energy efficient and provides a safe and comfortable environment for the
children and staff.
5. FINANCIAL ANALYSIS: MECC has requested CDBG funds to cover 90 percent of the
total project budget. The remaining $3,150 required to complete the project will be
provided by MECC and meets the 10 percent match requirement. The project budget
is based on an estimate provided by a contractor familiar with prevailing wages.
6. EXPERIENCE AND CAPACITY: MECC staff will have the day to day responsibility
and oversight for this project. MECC staff has received County CDBG IPF funds in the
past and is very familiar with the County’s requirements to comply with federal
procurement and labor standards.
7. PROJECT READINESS AND TIMELINESS: MECC has the remaining funding
needed to complete the project and proposes a feasible timeline for completion. The
County must meet federal requirements for the timely expenditure of funds. Therefore
the allocation will be rescinded and reprogrammed for other timely CDBG eligible
projects if MECC cannot meet the conditions of approval listed above.
8. PAST PERFORMANCE: MECC has received County CDBG funds in the IPF category
in previous years, has been timely in the submission of required reports, and has met
stated goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project requires compliance with federal procurement and labor
standards.
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FY 2014/15 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Martinez Early Childhood Center (MECC)
PROJECT NAME/NUMBER: Renovate Kitchen / 15-06-IPF
PROJECT LOCATION: 615 Arch Street, Martinez
PROJECT OUTCOME: Renovate the Kitchen in the Main Building
TOTAL PROJECT COST: $ 34,250
AMOUNT REQUESTED: $ 30,825
AMOUNT RECOMMENDED: $ 30,000
CONDITIONS OF APPROVAL: 1. NEPA clearance.
2. Project completion by June, 2016
3. CDBG funds are only for hard/construction
costs
PROJECT ANALYSIS: Martinez Early Childhood Center (MECC) is a private, non-profit
agency dedicated to offering subsidized high quality toddler and preschool education and
full time care for children 1 to 5 years old from low income families. In doing so, the
children’s parents can work, look for work, or receive vocational training that will lead to
employment. MECC has been providing services since 1974. Currently, a total of 150
children are provided services; 65 or 76 percent of these children reside in the Urban
County with a majority of the children living in Martinez.
MECC wishes to renovate the existing kitchen located in the main building. The kitchen is
used by MECC to prepare snacks, breakfast and lunch for the 75-90 children enrolled in its
child care program. The kitchen cabinets, flooring, and counters are old, chipped and
damaged. The proposed project includes replacing the cabinets, counter tops and
flooring; replacing three windows over the sink area with two new windows; painting the
kitchen, and installing a new industrial dishwasher.
Staff requested that MECC prioritize the five applications submitted for FY 2015/16
funding. This project was listed #2 in priority. The project budget is based on an estimate
provided by a qualified contractor familiar with federal prevailing wage rates. The project
timeline estimates that the entire project will be completed by December, 2015 if not
sooner. This project is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
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access to public facilities. [CD-7].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Low and Moderate Income Benefit [24 CFR
570.208(a)(2)(i)(B)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The population benefiting
from this project are children and their lower income families being provided subsidized
child care and preschool education at MECC. The project will ensure that the kitchen
can be used in a safe and efficient manner, and that all of the children are provided
healthy and nutritious meals and snacks.
5. FINANCIAL ANALYSIS: MECC has requested CDBG funds to cover 90 percent of the
total project budget. The remaining $4,250 required to complete the project will be
provided by MECC and exceeds the 10 percent match requirement. The project
budget is based on an estimate provided by a contractor familiar with prevailing wages.
6. EXPERIENCE AND CAPACITY: MECC staff will have the day to day responsibility
and oversight for this project. MECC staff has received County CDBG IPF funds in the
past and is very familiar with the County’s requirements to comply with federal
procurement and labor standards.
7. PROJECT READINESS AND TIMELINESS: MECC has the remaining funding
needed to complete the project and proposes a feasible timeline for completion. The
County must meet federal requirements for the timely expenditure of funds. Therefore
the allocation will be rescinded and reprogrammed for other timely CDBG eligible
projects if MECC cannot meet the conditions of approval listed above.
8. PAST PERFORMANCE: MECC has received County CDBG funds in the IPF category
in previous years, has been timely in the submission of required reports, and has met
stated goals.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project requires compliance with federal procurement and labor
standards.
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FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Trinity Center Walnut Creek
PROJECT NAME/NUMBER: Rehabilitate two bathrooms at the Homeless Day
Center / 15-07-IPF
PROJECT LOCATION: 1924 Trinity Avenue, Walnut Creek 94596
PROJECT OUTCOME: Rehabilitate two bathrooms, including making
them compliant with the American with Disabilities
Act (ADA) at the Homeless Day serving 50-60
homeless persons daily.
TOTAL PROJECT COST: $150,000
AMOUNT REQUESTED: $60,000
AMOUNT RECOMMENDED: $40,000
CONDITIONS OF APPROVAL: 1. NEPA clearance.
2. Bid process completed by August, 2015.
3. Construction completed by October, 2015.
PROJECT ANALYSIS: The Trinity Center Walnut Creek (Center) provides congregate
meal service, laundry facilities, bathrooms/showers, clothing donations, telephone/mail
access and a safe place for homeless adults to spend the day. They also focus on
referrals to agencies that foster rehousing and supportive housing. The Center served over
500 people in FY 2013/14.
The Center operates out of a long and narrow one-story building next to St. Paul’s
Episcopal Church. There are two bathrooms, each located within separate rooms along a
long hallway. Neither bathroom is accessible for people with disabilities. The bathrooms
also show significant signs of use and dilapidation. Although both bathrooms have
showers, only one is currently usable; this creates congestion on the bathroom with a
working shower. Both bathrooms need to be refurbished to relieve pressure and
congestion for showering and to become accessible.
The project budget is based on an estimate provided by a qualified contractor and
matching funds ($30,000) will be provided by the Center. Although the Center building is
owned by St. Paul’s Episcopal Church next door, they have given permission for this work
to be undertaken. The project timeline has the proposed project commencing shortly after
the start of the new fiscal year and will take around three months to complete. This project
is eligible and timely.
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EVALUATION CRITERIA
1. CONSOLIDATED PLAN PRIORITY: Infrastructure and Accessibility: Maintain quality
public facilities and adequate infrastructure, and ensure access for the mobility-
impaired by addressing physical access barriers to public facilities [CD-6].
2. CDBG ELIGIBLE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation, or
installation of public facilities and improvements [24 CFR 570.201(c)]. The project is
located in Walnut Creek - approximately 50 percent of the individuals served are Urban
County residents.
3. NATIONAL OBJECTIVE: Presumed Beneficiary/Homeless Persons [24 CFR
570.208(a)(2)(i)(A)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project are homeless individuals served by the Center. These
individuals have a need for daily access to facilities that promote good hygiene.
5. FINANCIAL ANALYSIS: The Center has requested County CDBG funds along with
Walnut Creek CDBG funds to cover 80 percent of the total project budget – the Center
will provide a 20 percent match. Walnut Creek has committed $80,000 to the project.
The project budget is based on an estimate provided by a local contractor familiar with
prevailing wages.
6. EXPERIENCE AND CAPACITY: The Center’s Executive Director will have day-to-day
responsibility for this project. There are several staff and multiple volunteers who are
able to continue to provide services during construction. This is the Director’s first time
overseeing this type of project, but it is not overly complex and CDBG staff will provide
ongoing assistance to fulfill CDBG requirements.
7. PROJECT READINESS AND TIMELINESS: The Center is ready to go to bid for this
project and has indicated they believe it could be completed by October 2015.
8. PAST PERFORMANCE: The Center’s activities have been funded with CDBG from
Walnut Creek and ESG from the County for the last two years. This is the first time that
the Center has applied for CDBG funds in the IPF category.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project will require compliance with federal procurement and labor
standards.
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FY 2015/16 & FY 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: Ujima Family Recovery Services (Ujima)
PROJECT NAME/NUMBER: Acquisition of Ujima’s West Outpatient Treatment
Services Building/15-08-IPF
PROJECT LOCATION: 12960 San Pablo Avenue, Richmond
PROJECT OUTCOME: To acquire the building in which Ujima’s West
Outpatient Treatment Services Program is
housed in order to reduce operating costs and
provide higher level of services to more women
and their families.
TOTAL PROJECT COST: $ 350,000
AMOUNT REQUESTED: $ 21,875
AMOUNT RECOMMENDED: $21,875 (FY 2016/17 Funding)
CONDITIONS OF APPROVAL: 1. NEPA Clearance
2. Most current client demographic information
must be submitted to CDBG staff prior to
CDBG contract execution.
3. Must provide CDBG staff with title report and
estimated mortgage closing statement.
4. All other funding for the down payment and
financing for the purchase must be secured
prior to CDBG contract execution.
PROJECT ANALYSIS: Ujima Family Recovery Services is a non-profit organization
dedicated to helping families recover from alcoholism, drug addiction and behavioral health
problems. Since 1986, Ujima has provided services towards stopping substance abuse,
and empowering mothers and their families to develop life skills to lead healthy productive
lives. Ujima primarily serves low-income women and their families. As part of its recovery
services, Ujima operates its West Outpatient Treatment Services Program, a 180-day
outpatient treatment services program for low-income mothers and pregnant women
recovering from alcohol and substance abuse . Ujima’s West Outpatient Treatment
Services Program includes an array of treatment and educational services including:
drug/alcohol treatment; weekly women’s health education workshops; prenatal
care/perinatal support; child care and child development services; and case coordination
with other community-based resources and services to support their long term health and
recovery. The West Outpatient Treatment Services Program serves approximately 70
women and 50 children within a year, of which 75 percent are from the City of Richmond
and 25 percent are from the Urban County. At any one time, 15 women are enrolled at the
West Outpatient Treatment Services Program.
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Ujima is requesting CDBG funds to acquire the building located at 12960 San Pablo
Avenue, Richmond, in which it operates its West Outpatient Treatment Services Program.
According to Ujma, acquisition of the site would reduce operating costs by approximately
50 percent and would allow Ujima to upgrade to intensive day treatment that provides a
higher level of services to their clients and their families. .
The County’s CDBG funds would assist in providing a portion of the down payment to
acquire the site. The total down payment amount is $105,000, or approximately one third
of the total purchase price. Ujima is also requesting $65,625 in CDBG funds from the City
of Richmond for the down payment. The total requested amount of CDBG funds from both
the County and the City of Richmond is $87,500, which makes up 83 percent of the down
payment amount and 25 percent of the total purchase price of $350,000. Ujima is also
requesting the remaining balance of funds for the down payment from The Lesher
Foundation, one of their current funders which has expressed interest in assisting Ujima in
acquiring the site. Ujima will finance the remaining balance of the purchase cost.
At this time, the City of Richmond has not determined their CDBG funding
recommendations and it is uncertain if they will recommend CDBG funds towards this
project for FY 2015/16. Given that the City of Richmond’s CDBG funds are the major
funding source for the down payment (62.5 percent of the total down payment) and the
uncertainty of the CDBG funds from the City of Richmond towards this project, County
CDBG staff is recommending CDBG funds for this project in FY 2016/17. This will allow
Ujima time to secure funding from the City of Richmond or, in the case that the City of
Richmond does not recommend CDBG funds for this project, allows Ujima time to obtain
funds from other sources. It would also provide Ujima the time to provide County staff a
title report for the site and the final estimated mortgage closing statement to purchase the
site. The County’s CDBG funds would be available for this project on July 1, 2016 if all
conditions of approval are met.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: Infrastructure and Accessibility: Maintain quality
public facilities and adequate infrastructure, and ensure access for the mobility-
impaired by addressing physical access barriers to public facilities [CD-6].
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)]. The project is
located in the City of Richmond, but the facility does serve Urban County residents.
The facility’s roster of clients is approximately 25 percent Urban County residents and
approximately 75 percent City of Richmond residents.
3. NATIONAL OBJECTIVE: At least 51% verified low/mod [24 CFR 570.208 (a)(2)(i)(B)]
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project is low-income individuals and their families. Ujima primarily
serves families who meet the federal definition of poverty.
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5. FINANCIAL ANALYSIS: Ujima has requested County CDBG funds to cover 21 percent
of the total down payment amount. The remaining 79 percent for the down payment is
being proposed to be provided by City of Richmond CDBG funds and The Lesher
Foundation. The project budget is $350,000, which is the total purchase price, with
$105,000 being the down payment amount. Ujima will finance the remaining balance
of the purchase cost; however, the financing has not been secured as of yet.
6. EXPERIENCE AND CAPACITY: Ujima’s Administrator will have primary responsibility
for the oversight of this project. She has overseen other CDBG funded renovation
projects at this facility. She is familiar with the County’s requirements to comply with
federal requirements, including procurement and labor standards.
7. PROJECT READINESS AND TIMELINESS: The timeline for this project indicates that
Ujima wants to acquire or start the acquisition process on July 1, 2015; however the
majority of funds for the down payment amount have not been secured and it is
uncertain at this time that they will be secured by July 1, 2015. Therefore, County
CDBG staff is recommending CDBG funds for FY 2016/17 to allow Ujima to secure the
necessary funding for the balance of the down payment amount.
8. PAST PERFORMANCE: Ujima received CDBG funds to complete an HVAC
installation project in FY 2013/14 and to complete an ADA restroom renovation and
exterior painting/siding project in FY 2010/11. Ujima’s staff was responsive and diligent
to ensure that these projects met federal requirements and submitted all necessary
reports in a timely manner.
9. ENVIRONMENTAL/HISTORICPRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated with this project. Given that the project is solely for acquisition,
compliance with federal procurement and labor standards is not necessary.
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FY 2015/16 & 2016/17 CDBG PROGRAM
INFRASTRUCTURE/PUBLIC FACILITIES (IPF) CATEGORY
APPLICANT: West County Family Justice Center
FISCAL SPONSOR: Tides Center
PROJECT NAME/NUMBER: Facility Improvement / 15-09-IPF
PROJECT LOCATION: 246 24th Street, Richmond
PROJECT OUTCOME: Renovate the West County Family Justice Center
building by improving an outdoor open space into
a plaza for clients and staff (Peace Plaza),
installing a new roof, and installing a fence and
other security improvements adjacent to the
parking lot.
TOTAL PROJECT COST: $168,000
AMOUNT REQUESTED: $ 50,000
AMOUNT RECOMMENDED: $ 50,000
CONDITIONS OF APPROVAL: 1. NEPA clearance
2. CDBG funds provided by City of Richmond
2. Project completion by December, 2015
3. CDBG funds are only for hard/construction
costs
PROJECT ANALYSIS: The West Contra Costa Family Justice Center (FJC) started
operating in 2011 at a temporary location in Richmond’s Hilltop Mall serving victims and
survivors of domestic violence, sexual assault, child abuse, elder abuse and human
trafficking. According to the FJC, in Contra Costa County, nearly 10,000 child abuse cases
and 2,000 elder abuse cases are reported annually. In addition, there are over 3,000
domestic violence related arrests per year. Medical studies link long term effects of family
violence and abuse to a number of serious health problems, from diabetes to obesity, to
substance abuse and eating disorders. Abused women experience physical and
emotional problems for many years after abuse ends. Children exposed to family violence
often suffer from a variety of health and mental health conditions including post-traumatic
stress and other psychological issues which can go on untreated for years. Exposure to
violence reshapes the human brain and increases antisocial behavior, substance abuse,
mental illness, and adverse health outcomes in adulthood.
When survivors of interpersonal violence seek help, they are often frustrated by a fractured
social services system. They may have to travel to multiple locations and tell their stories
repeatedly. According to the FJC, national statistics show that victims may have to access
as many as 32 different agencies for assistance. These hurdles can discourage their
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efforts and cause many people to simply stop seeking help. The FJC brings public and
private partners together under one roof to provide comprehensive wrap-around services.
Between August 2013 and July 2014, the FJC coordinated services and referrals for 247
families. The FJC is a unique and effective public-private partnership with integrated
services and extensive community connections.
FJC’s fiscal sponsor (The Tides Center) has entered into a long-term lease with the City of
Richmond to occupy the building on 24th Street in Richmond, and use it as a family justice
center to “provide coordinated services to victims of domestic violence.” The City of
Richmond provided a $2 million bridge loan to finance the majority of the renovation work
to the building but sufficient funding was not available to complete the building/site
improvements proposed in the application for CDBG funds. The primary renovation project
will be completed in April 2015 and the FJC plans to move into is permanent location
shortly thereafter.
The proposed “Peace Plaza” will provide clients and staff with a quiet outdoor space where
they can relax and reflect. In addition, the building’s roof needs to be replaced. Lastly, FJC
wishes to install a new fence and other security improvements in the parking lot serving
the facility.
The project budget is based on an estimate provided by a qualified contractor familiar with
federal prevailing wage rates. The project timeline estimates that the once the project is
approved and a contractor selected, the work will take approximately two months to
complete. This project is eligible, feasible, and timely.
EVALUATION CRITERIA
1. CONSOLIDATION PLAN PRIORITY: The proposed project is consistent with the
County’s Consolidated Plan to maintain quality public facilities and adequate
infrastructure, and ensure access for the mobility-impaired by addressing physical
access to public facilities. [CD-7]. .
2. CDBG ELIGIBILE ACTIVITY: Acquisition, construction, reconstruction, rehabilitation,
or installation of public facilities and improvements [24 CFR 570.201(c)].
3. NATIONAL OBJECTIVE: Low and Moderate Income Benefit [24 CFR
570.208(a)(2)(i)(A)].
4. TARGET POPULATION AND DEMONSTRATED NEED: The target population
benefiting from this project are victims and survivors of domestic violence, sexual
assault, child abuse, elder abuse and human trafficking.
5. FINANCIAL ANALYSIS: FJC has requested CDBG funds from the County ($50,000)
and the City of Richmond ($100,000) to cover 90 percent of the total project budget.
The remaining funds required to complete the project will be provided by FJC and
meets the minimum 10 percent match requirement. At this time, it is unclear how
much, if any, Richmond will provide towards this project. If Richmond CDBG funds are
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not provided, the County’s funds could help finance the Peace Plaza improvements.
The project budget is based on an estimate provided by a flooring contractor familiar
with prevailing wages.
6. EXPERIENCE AND CAPACITY: FJC staff will have the day to day responsibility and
oversight for this project. FJC staff has experience in receiving County CDBG funds
and is familiar with the County’s requirements to comply with federal procurement and
labor standards.
7. PROJECT READINESS AND TIMELINESS: This project has the remaining funding in
place and a feasible timeline for completion. The County must meet federal
requirements for the timely expenditure of funds. Therefore the allocation will be
rescinded and reprogrammed for other timely CDBG eligible projects if FJC cannot
meet the conditions of approval listed above.
8. PAST PERFORMANCE: While the FJC and Tides have not received County CDBG
funds in the Infrastructure/Public Facilities and Public Service categories in the past,
staff at both agencies have worked with CDBG funded projects in other capacities and
are very familiar with the CDBG program requirements and regulations.
9. ENVIRONMENTAL/HISTORIC PRESERVATION/RELOCATION/PREVAILING WAGE
ISSUES: All projects are subject to review under the National Environmental Policy Act
(NEPA) and California Environmental Quality Act (CEQA). No environmental issues
are anticipated. The project will require compliance with federal procurement and labor
standards.
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INTERNAL OPERATIONS COMMITTEE 9.
Meeting Date:04/13/2015
Subject:WASTE HAULER ORDINANCE
Submitted For: William Walker, M.D., Health Services Director
Department:Health Services
Referral No.: IOC 15/8
Referral Name: Waste Hauler Ordinance
Presenter: Marilyn Underwood Contact: Marilyn Underwood (925) 692-2521
Referral History:
On May 8, 2012, the Board of Supervisors referred to the Internal Operations Committee a review
of the Waster Hauler Ordinance in order to address a number of problems with illegal haulers
including:
complaints that illegal haulers have been hired by private parties to remove refuse, and some of these
companies have subsequently dumped the collected material along roadways and on vacant lots.
incidents in which the Sheriff's Department found refuse haulers with improperly secured loads, which pose
a hazard to motorists if items fall onto roadways.
haulers that have been found transporting the collected materials to illegal transfer stations that have not
undergone the required zoning, environmental, and permitting review, and pose significant threats to public
health and the environment.
haulers that have been found collecting residential or commercial garbage in violation of local franchise
agreements.
haulers that are not posting the bond required by Contra Costa County Ordinance Section 418-2.006. This
bond is intended to ensure compliance with applicable laws. It is questionable if illegal haulers carry liability
insurance, and they may not be in compliance with tax or labor laws.
The Internal Operations Committee held several discussions on this matter over the last two years,
during which substantial work and progress were noted. The IOC requested Environmental
Health staff to work with the County Counsel to develop a final draft ordinance for circulation to
stakeholders for comment, and then for consideration by the IOC.
In September 2015, Environmental Health asked to suspend work on the waste hauler ordinance
so that priority could be given to the updating of Environmental Health fees. Ordinance No.
2014-12, which authorizes the collection of a plan review fee for plan review and inspection of
food facilities and swimming pools, was adopted by the Board of Supervisors on December 2,
2015, allowing work to resume on the waste hauler ordinance.
In a December 2014 status report to the IOC, Environmental Health staff reported that they had
met with County Counsel and DCD Solid Waste/Recycling staff to discuss issues raised by the
proposed waste hauler ordinance, including the interplay between the proposal and existing
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agreements with franchise waste haulers. Each franchise agreement is unique and must be
examined to determine the extent to which it might conflict with the County's proposal. This
examination, which may necessitate meetings with the franchisees and the waste authorities to
clarify and resolve any such conflicts, must be completed before staff can recommend a draft
ordinance for Committee consideration.
Referral Update:
Attached is an update from Environmental Health on the status of the examination of the
County's franchise agreements for conflicts with the proposal to further regulate waste hauling
with a new ordinance.
Recommendation(s)/Next Step(s):
ACCEPT report on the status of the development of a waste hauler ordinance.
Fiscal Impact (if any):
None.
Attachments
Status Update from Environmental Health Div on Development of a Waste Hauler Ordinance
158
159
INTERNAL OPERATIONS COMMITTEE 10.
Meeting Date:04/13/2015
Subject:TRIENNIAL REVIEW OF BOARD ADVISORY BODIES - PHASE I
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: IOC 15/13
Referral Name: Triennial Review Report
Presenter: Terry Speiker, Chief Assistant CAO Contact: Vicky Mead 925-335-1907
Referral History:
The Board of Supervisors has asked a number of county residents, members of businesses located
in the county and/or county staff to serve on appointed bodies that provide advice to the Board on
matters of county or other governmental business. Members provide a resident’s, business or
county staff perspective on a wide variety of policy issues or programs that the BOS oversees.
Their efforts can directly affect the quality of life in Contra Costa County and they provide
countless hours in this public service.
Appointees begin their official advisory body involvement through BOS action and serve for a
specified term. Each body has an enabling charge and bylaws, which spell out structure, work
processes and the expectations of members. Although bodies do not have the authority to hire
employees, most bodies have been assigned county or contracted staff to assist the Chair, Vice
Chair and the members with conducting the business of each body and providing regular reports,
recommendations and advice to the BOS or other units of government. The business of each body
is public and governed by all the applicable state and local laws about transparency and
availability of the body’s records to the members of the public. Some bodies are required to adopt
a conflict of interest code, although the Fair Political Practices Commission asked us in 2014 that
we review all bodies with these code requirements to see if they are legally necessary, according
to State Law. Bodies are expected to file an annual work plan with the BOS and a list of goals and
priorities that will guide their work for that year. They also are asked to submit an annual report
that summarizes their accomplishments and activities.
Periodically the BOS evaluates and examines the advisory bodies to determine if any changes are
needed in the structure, composition, Board charge, enabling mandate, assignments or the inner
workings of the bodies. Some of these reviews have led to changes in bylaws, membership
requirements, structure, enabling charges, assignments/duties or sun-setting of the body.
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Beginning in 2010 and concluding in 2011/2012, the BOS conducted an extensive review of
advisory body policies, makeup and structures and passed Resolution Nos. 2011/497 and
2011/498, which revised and restated the Board’s governing principles for the bodies. The
Resolutions dealt with all bodies, whether created by the BOS as discretionary or those that the
BOS is mandated to create by state or federal rules, laws or regulations. The Resolutions directed
the CAO/COB’s Office to institute a method to conduct a rotating triennial review of each body
and to report on the results of that review and any resulting staff recommendations to the BOS,
through the IOC, on a regular basis.
The Resolutions laid out the questions and issues on which the Supervisors wanted the report to
be based and directed that the information be requested from and submitted by each advisory
body once every three years. Board members were particularly interested information concerning
whether or not advisory bodies should continue in their existing forms or structures or if their
duties, or membership should be changed. They also asked for staff comments on the possibility
to sunset committees or to merge bodies together for more efficiencies, greater productivity or
better service to the public.
This memo and the attached reporting documents is the first of these triennial reviews. In addition
to self-reported information submitted by the bodies that were reviewed, it also contains staff
comments or recommendations that came about as a result of the materials that were submitted.
The mandatory or discretionary nature of each body is also indicated.
Referral Update:
Staff recommendations or summary comments about individual bodies are presented for BOS
consideration in the remainder of this memo. Additional Triennial Review information and
specifics about individual bodies can be found in the complete report, which is attached.
Bay Area Library Information System Advisory Council (BALIS): notification has been
received from the County Librarian that this Advisory Body has been sun-set by its enabling
body (the State of CA). Because of this change, it can be deleted from the BOS list of
Advisory Bodies to whom the BOS makes an appointment. (Was a mandatory body)
Contra Costa County Advisory Council on Aging: Based on the Triennial Review materials
submitted, there might be “mission creep” in the work activities described, into both
program and policy areas, rather than the body remaining in strictly an advisory role to the
BOS and the Area Agency on Aging, for plan development (see the Advisory Council on
Aging section of attached report for specific examples). This body's requirement of filing a
Form 700 should be reviewed by County Counsel. (Mandatory body)
Countywide Bicycle and Pedestrian Advisory Committee of Contra Costa Transportation
(Joint Powers) Authority (CCTA)and Countywide Bicycle Advisory Committee of Contra
Costa County: these two bodies are presented together because there can be confusion about
their differing obligations. The first committee, which is a mandatory body, is a component
of the regional CCTA transportation planning efforts; there is no need for change in their
work or structure. The second body, which is a BOS discretionary body, meets informally,
usually once per year, according to information received from the Department of
Conservation and Development (DCD) staff. It does not have written policies; it also has
several members whose terms have expired. Its primary purpose appears to be the review of
revenue allocations and comment on whether or not bicycle and pedestrian projects are
included in projects funded by the CA Department of Mass Transportation. Supervisors
might want to ask DCD to review all aspects of the body’s work and bring 161
might want to ask DCD to review all aspects of the body’s work and bring
recommendations to the BOS for restructuring the membership, charge and structure or
recommend incorporating the work of this body into other duties of the department or other
advisory bodies.
Economic Opportunity Council: The only change that staff recommends the BOS consider is
to ask County Counsel to review the necessity for the members to continue to file the
Statement of Economic Interest. (Mandatory body)
Hazardous Materials Commission: No changes appear to be necessary at this time.
(Mandatory body)
Agricultural Task Force Commission: In the 12 months in 2012/13, immediately prior to this
Triennial Review survey, materials that were submitted indicate that the body did not
convene and that it did not have current bylaws. The BOS may want to ask the newly
appointed department head to review the charge, work and structure of this body and bring
recommendations for any changes, including sunset or merger with other advisory bodies,
back to the IOC for Supervisorial consideration and direction. (BOS discretionary body)
Contra Costa County Alcohol and Other Drugs Advisory Board: When originally created,
this body was mandated by State law; that mandate was repealed in 1993. The only issue that
has arisen from review of the body’s submitted materials is the extensive amount of county
staff time that appears to be necessary to support the subcommittee work undertaken by this
body. (Was originally a mandatory body; now is a BOS discretionary body)
Arts and Culture Commission of Contra Costa County: This BOS advisory body is the only
entity allocated funds ($15,000) within the county’s budget to help carry out its activities.
The body has developed a regional and State-wide reputation and focus to promote the arts;
advisory work with the BOS was less well documented in the materials submitted by the
body. The BOS may wish to ask the Senior CAO Deputy assigned to work with this body
explore with the group’s members whether or not the entity should reconsider/redefine its
focus as an advisory body to the Board or explore spinning off as a non-profit organization.
(BOS discretionary body)
Aviation Advisory Committee: Staff recommends that the functions of this body in relation
to the County’s policy-making Airport Land Use Committee and the BOS Airports
Committee be considered for further review by all the appropriate BOS policy-making
bodies to determine if advisory functions continue to be necessary at this time. If a
determination is made to continue the body, the necessity of filing the Form 700 should be
reviewed by County Counsel. (BOS discretionary body)
Contra Costa County Commission for Women : This body’s major activities, as described in
the Triennial Review materials, are to regularly host and participate in local, regional and
national seminars and outreach activities on women’s issues. The advisory role to the BOS
was less clearly outlined or articulated in the materials submitted. The body reports having
difficulty meeting quorum requirements for meetings; this situation might be occurring
because the membership of appointees is quite large. CAO staff suggests the BOS consider
asking the body to work with the CAO Senior Deputy assigned to the body to review and
update both their current work plan to provide advice to Board on the issues of women and
girls in Contra Costa County, and the body’s structure, bylaws and membership
requirements so an advisory body meeting quorum can more easily be met. (BOS
discretionary body)
Emergency Medical Care Committee: This body is under the purview of the Health Services
Department. Although the current activities and scope of the committee appear to exceed the
original purposes for which the body was developed, no recommendations are made for a
change in structure at this time. However, the Supervisors may wish to incorporate some of
162
this entity’s work activities into an appropriate BOS Committee or expand the advisory
body’s official charge. (BOS discretionary body)
Historical Landmarks Advisory Committee: Based on the report materials submitted, the
functions of this advisory committee have primarily been to assist the Department of
Conservation and Development (DCD) to identify historical sites within the County and
affect registration as landmarks. The body’s report indicates that it met 6 times over the 36
months prior to when the triennial review was submitted. It is possible that a local
non-profit Historical Society would be willing to continue to provide advice to both DCD
and the Board without continuation of this BOS advisory body. (BOS discretionary body)
Integrated Pest Management Advisory Committee: Based on the materials submitted by the
body, their activities appear to have focused a significant amount of effort on evaluating
internal operations of the County departments with whom it interacts. There are no specific
changes suggested by staff at this time unless the BOS would ask them to undertake any
changes/modifications to their annual work plan and activities. (BOS discretionary body)
Library Commission: This body has enabling legislation, passed in collaboration with the
Mayors’ Conference, which continues in effect until the end of 2016. Staff recommends that
the triennial review of this body be postponed until the 2015-2016 review cycle to coincide
with this 2016 date and to enable the current County Librarian (who was not yet on board
when this review process was conducted) to participate in the review of the body. This delay
would also give the Librarian an opportunity to work with the body to submit a current
annual report and work plan to the BOS. (BOS discretionary body)
Public and Environmental Health Advisory Board: This body is another entity under the
purview of the Health Department, with staff duties also assigned to this department. The
body did not submit Triennial Review materials. However, the department did report that
the body has stopped meeting for an indefinite period. There is also is no staff support
available at this time. The IOC/BOS should consider requesting that the Health Department
submit a status update on the body, including any necessity to maintain the body for funding
purposes. (BOS discretionary body)
Recommendation(s)/Next Step(s):
The IOC is asked to provide direction regarding any of the findings and recommendations to
the staff report.
Staff to return to the Committee with answers to any questions or issues that were raised in
this first Triennial Review.
Staff to complete the next set of advisory body reviews for IOC/BOS, based on
Supervisorial input and direction from the first set of reviews.
Staff to continue to work with and train the advisory body members, as well as the County
or contract staff assigned to the bodies, in the Triennial Review process and the other
materials (annual reports and annual work plan) that bodies should be regularly filing with
the BOS.
Fiscal Impact (if any):
There is no immediate fiscal impact of the review. However, the advisory body members, who
volunteer many hours of their time to assist the Board of Supervisors in considering issues of
county government that affect the residents and businesses of Contra Costa, provide a valuable
service that has not been quantified or calculated in financial terms.
Attachments 163
Attachments
CAO TRIENNIAL ADVISORY BODY REVIEW - PHASE I REPORT AND RECOMMENDATIONS
164
County of Contra Costa
OFFICE OF THE COUNTY ADMINISTRATOR
MEMORANDUM
DATE: APRIL 8, 2015
TO: INTERNAL OPERATIONS COMMITTEE
KAREN MITCHOFF, District IV Supervisor, Chair
JOHN GIOIA, District I Supervisor, Vice Chair
FROM: THERESA SPEIKER, Chief Assistant County Administrator
SUBJECT: TRIENNIAL ADVISORY BODY REVIEW – PHASE I OF III
______________________________________________________________________________
I. Referral History of the Triennial Review of County Advisory Bodies
Reviews of the County's citizen's advisory bodies, also called committees, commissions or
boards, were conducted beginning in 2005 and continuing through 2011/12.
The purpose of these periodic reviews was to provide the Board of Supervisors (BOS) with the
opportunity and structure to comprehensively examine and evaluate the work of the County's
advisory bodies/committees, commissions or boards on a regular basis.i Outcomes from the
reviews guided the BOS to make various policy changes, procedural, structural or program
recommendations for some bodies, and sun-setting or consolidation of others.
The Board of Supervisors formally approved a review process for advisory bodies in Board
Order OA.6 adopted March 6, 2007.
The BOS Order of March 6, 2007 cited Resolution No. 2002/377, as the Board's enabling
legislation for its advisory bodies. The prior enabling legislation in Res. 2002/377 was
superseded in its entirety in 2011, when the BOS conducted an extensive review of its advisory
body policies, and thereupon adopted Resolution 2011/497 which revised and restated the
Board's governing principles for citizens' advisory bodies.
Resolution 2011/497 (and its companion legislation Res. 2011/498 -- which addressed and
similarly affected independent and special districts rather than the BOS discretionary
committees) contained specific language directing the formalization of a Triennial sunset
review process for committees, boards, and commissions. The 2011 resolutions are available
electronically, through a link from the "front page" of the County’s web site in the advisory
body database. (This database is also referred to as the Maddy Book".)
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The recently amended and re-enacted Resolutions governing these bodies now provide:
"IV. FORMATION AND DISSOLUTION OF ADVISORY BODIES
A. The Board of Supervisors may form an advisory body for the purpose of rendering
advice or recommendations to the Board on issues of importance. The Board of
Supervisors may dissolve an advisory body at the Board’s discretion, consistent with
conditions imposed by law. Commencing [after] July 1, 2012, each advisory body shall
be reviewed at least once every three years pursuant to a procedure established by the
Board.
B. When the Board creates an advisory body, the Board may determine whether or not
the body should adopt a conflict of interest code.
V. RESPONSIBILITIES OF ADVISORY BODIES.
A. Each advisory body:
1. Shall operate within its mandate as defined in the Board Order, Resolution, or
Ordinance creating the body and any applicable law, and may establish specifically
defined objectives consistent with its mandate.
2. Shall elect a chairperson and notify the Clerk of the Board of said selection;
3. Shall establish regularly scheduled meeting times and inform the Clerk of the
Board of such schedule;
4. Subject to limitations resulting from statutory requirements, may adopt a set of
operating rules (bylaws) addressing attendance requirements for continuing
membership, the election of officers, and the establishment of subcommittees
composed solely of current members of the advisory body. Should the advisory
body adopt operating rules (bylaws) that address other topics, these rules shall not
be operative until they have been approved by the Board of Supervisors.
5. Shall keep necessary records including agendas and records of action.
6. Shall comply with by the Ralph M. Brown Act (Gov. Code, §§ 54950, et. Seq.) and
County’s Better Government Ordinance (County Ordinance Code Division 25.)
7. Shall comply with the Board’s policy against conflict of interest.
8. Shall submit an Annual Report to the Board on its activities, accomplishments,
membership attendance, required training/certification (if any), and proposed work
plan or objectives for the following year, in December. (The form for the Annual
Report is found in the Advisory Body Handbook.)
VI. This Resolution and Resolution 2011/498 supersede Resolution 2002/377 in its
entirety."
***
As quoted above, the new Resolutions included a provision to establish a process and
procedures to review each advisory body every three years, and all advisory bodies over a three
year period. This statement of intent in Resolutions 2011/497 and 2011/498 was enacted
through Resolution 2012/261 (C.138, 6/26/2012) entitled, “Establishing a Triennial Review
Process for the Evaluation of Certain County Boards, Committees, and Commissions."
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II. Referral Update
This report contains the results of the first cycle of advisory body Triennial Reviews under the
formal process contained in Resolution 2012/261.
Recent Criteria for evaluation of Advisory Committees, Boards, and Commissions
Criteria for the last comprehensive BOS advisory body review, conducted in 2009, were:
Purpose: "Whether the advisory body's focus and membership is consistent with its
purpose."
Workload: "Whether the meeting frequency is appropriate for the advisory body's
workload."
Support: "An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost."
Policies and
Procedures: "Whether there is a need to clarify the policies and procedures under which the
advisory body operates."
CAO staff continued to factor in the BOS criteria from 2009 when reviewing the selected
advisory bodies that have been included in this first Triennial Review.
The Triennial Review Resolution itself (Resolution 2012/261) provides the following specific
guidance about the content of the review:
Paragraph 4 (c) This report shall include:
i. An evaluation of the body’s level of involvement in County programs relative to the duties
and responsibilities defined in their establishing authority;
ii. Actions accomplished or completed on issues assigned to the body by the Board of
Supervisors, and/or status of goals set by the body;
iii. The justification for continuance (if recommended), with appropriate goals and timetables
for the term of continuance;
iv. Citation of the appropriate government codes mandating the body and its activities (where
applicable).
v. A recommendation from the staff of the body (where applicable) regarding revisions and
statement of body’s effectiveness.
vi. A recommendation from the Department Head regarding continuance or deletion of body.
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III. Discussion of Mandatory and Discretionary Committees and Evaluation of Selected
Committees
Distinction between Mandatory and Discretionary Committees
The Triennial Sunset Review Resolution (No. 2012/261) provides that [it] shall apply "to all
bodies which are formed by the Board of Supervisors by federal or state mandate, County
Ordinance, Joint Powers Agreement, Regulatory Code, Board Order, or Board Resolution."
These distinctions refer to the legal basis on which the committees are established and
therefore affect the source and scope of authority of each committee.1
Accordingly, some bodies which have been reviewed are "discretionary" bodies, defined as
those which are established pursuant only to the Board of Supervisors' discretion and authority
as the local government governing board. Other bodies are in contrast mandated for creation
pursuant to State or Federal law; therefore these committees are not "discretionary" by the
Board of Supervisors because they are created to comply with State or Federal mandates.
The mandatory and discretionary advisory bodies included in this review are discussed in
separate sections which follow.2
TABLE 1:
ADVISORY COMMITTEES INCLUDED IN TRIENNIAL REVIEW
A. Mandated Boards, Commission, or Committees
1. Bay Area Library Information System Advisory Council (BALIS)
2. Contra Costa County Advisory Council on Aging
3. Countywide Bicycle and Pedestrian Advisory Committee of the Contra Costa
Transportation Authority (also included in this Triennial Review is a review of the
1 The Board of Supervisors has authority to govern its "discretionary" advisory bodies
autonomously, but does not have the same level of authority over boards or commissions that
are established by State or Federal law, or "mandate." The Board of Supervisors also does not
govern Joint Powers Authorities, most Special Districts, and other independent jurisdictions.
2 The County's current Administrative Bulletin (AB No. 124) provides for a review every
three years of the advisory bodies that are established based on the authority and solely at the
discretion of the Board of Supervisors ("discretionary" advisory committees) -- but not of
mandatory or independent boards commissions or committees.
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discretionary advisory body, the Countywide Bicycle Advisory Committee of
Contra Costa County)
4. Economic Opportunity Council
5. Hazardous Materials Commission
B. Discretionary Advisory Committees
1. Agricultural Task Force Committee
2. Contra Costa County Alcohol and Other Drugs Advisory Board
3. Arts and Culture Commission of Contra Costa County
4. Aviation Advisory Committee
5. Contra Costa Commission for Women
6. Health Services Department sponsored committees:
Emergency Medical Care Committee
Public and Environmental Health Advisory Board
7. Historical Landmarks Advisory Committee
8. Integrated Pest Management Advisory Committee
9. Library Commission
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Part A: Triennial Review Materials for Mandated Committees
A. Mandated Boards, Commission, or Committees
1. Bay Area Library Information System Advisory Council (BALIS)
2. Contra Costa County Advisory Council on Aging
3. Countywide Bicycle and Pedestrian Advisory Committee of the Contra Costa
Transportation Authority (also included in this review category, with the
commentary section on the mandated body, is a review of the Countywide
Advisory Committee of Contra Costa County, a discretionary advisory body)
4. Economic Opportunity Council
5. Hazardous Materials Commission
A1. Bay Area Library Information System Advisory Council (BALIS)
(a) The target population specified by the Committee is (was) the Administrative Council of
Library Directors from Bay Area public libraries.
(b) Background:
The County's participation in the Bay Area Library Information System Council was approved
by Board Order of March 13, 1979, pursuant to the California Library Services Act of 1977.
The County Administrator's Office was recently notified by the County Librarian that this
Advisory Council has ceased to exist, informing the County that no further appointments
would be required by the Board of Supervisors.
(c) CAO Staff Comment: See the background information provided by the County Librarian.
(d) CAO Staff Recommendation
Delete the Advisory Council from the current list of boards, committees and commissions as
recommended by the Library Director.
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A2. Contra Costa County Advisory Council on Aging
(a) The target population specified by the Committee is:
Contra Costa residents 60 years of age and older.
(b) Background
Aging services are funded and provided pursuant to the U.S. Older Americans
Act and California Welfare and Institutions Code (WIC). The WIC Section 9400
specifically describes the role of "Area Agencies on Aging and Advisory
Councils" in providing an extensive scope of services to the older population.
Section 9400(c) provides:
“Each area Agency on Aging3 shall maintain a professional staff that is
supplemented by volunteers, governed by a board of directors or elected
officials, and whose activities are reviewed by an advisory council consisting
primarily of older individuals from the community."
In the submitted Triennial Review materials, the Committee describes its function as:
[to] provide a means for Countywide planning, cooperation and coordination for individuals
and groups interested in improving and developing services and opportunities for 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 issues.
(c) CAO Staff Comment
The Council on Aging's work includes a wide range of aging related services or programs in
addition to reviewing the Area Plan on Aging. These efforts have included outreach
activities and presentations directly to the community, such as programs on driver safety,
housing resources and transportation services.
Over time the role of the Council on Aging appears to have expanded to include an
administrative oversight and policy analysis function that could blur the distinction between
the Area Agency on Aging (the County departments as governed by the Board of
Supervisors/ Area Agency on Aging) and the Advisory Council on Aging.
As an example, the Triennial Review materials submitted show that the Advisory Council's
President/Chairperson is referred to as the "Chief Executive Officer" whose duties include:
"directs and approves Council work done by staff";- "at the request of the Area Agency on
3 The Area Agency on Agency is the local planning agency -- whose Board is comprised of
the Board of Supervisors -- for receipt and allocation of Federal and State funds for aging-related
services and programs.
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Aging staff, provides narrative sections for Area Plans; "presides at Area Agency on Aging
annual public hearing;" and, "Along with the Director of Aging and Adult Services, is the
liaison for the County Board of Supervisors."
These statements may appear to describe the Area Agency and the Advisory Council on
Aging as separate policy-making bodies that are operating jointly, when in fact the Council is
expected to perform only in an advisory capacity to the Area Agency on Aging.
In addition, the mission and activities of the Council have expanded to include a variety of
policy and program subcommittees, in addition to its Planning Committee, which are not
specifically related to Area Plan review. The work of the Planning Committee is "to work
with AAA staff to develop the Area Plan." Separate subcommittees have included "Bylaws",
"Publicity", "Housing Work Group", "Health Work Group," "Transportation Work Group"
and Legislative Advocacy Work Group. The legislative work group is charged to develop
action plans for proposed and potential legislation and submit recommendations to the
Advisory Council on Aging "for their approval." One accomplishment cited was the work "to
review the County's contract to provide emergency transportation services… [and]efforts to
maintain a working relationship with the American Medical Response Regional Manager
and the County's own EMS Administrator." Such activities may not be strictly advisory to
the Board of Supervisors/Area Agency on Aging.
(d) CAO Staff Recommendation
It may be appropriate for CAO staff to review the current relationship between the Aging
and Adult Services professional managers/staff and the Advisory Council on Aging, and to
clarify, if necessary, the respective roles of County staff, the Board of Supervisors, and the
Advisory Council on Aging in developing, reviewing, and implementing the Area Plan (for
allocating Federal funds) and conducting related programs.
This review would ensure that any policy or program recommendations, and related public
advocacy activities that are undertaken by the Contra Costa Advisory Council on Aging,
would remain consistent with the Council's function as an advisory body, and would
emphasize that the role of the Advisory Council is to "review and advise" rather than to
"plan and direct."
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A3. Countywide Bicycle and Pedestrian Advisory Committee
of the Contra Costa Transportation Authority (a Joint Powers Authority)
The Contra Costa Transportation Authority (CCTA) is a separate governmental entity from the
County. The CCTA operates as Contra Costa’s principal transportation planning agency and
Congestion Management Agency for purposes of receiving and allocating certain planning funds.
and
Countywide Bicycle Advisory Committee of Contra Costa County
"To provide input to the County and the cities of the County on bicycle projects for
Transportation Development Act (TDA) funds to construct bicycle/pedestrian projects
and to provide advice to cities and the County on bicycle planning matters.
(b) Background
Only the first of these committees, the CCTA Countywide Bicycle and Pedestrian Advisory
Committee, was originally selected for inclusion in the current review. However, both
bodies have been included for purposes of clarity because the similarity in the names of the
distinct committees sometimes leads to confusion about the individual bodies and their
work.
The CCTA's citizen’s advisory committee is widely acknowledged as a component of the
regional transportation planning efforts that are coordinated and managed by the CCTA. It is
included in the mandated category of the BOS bodies.
The Countywide Bicycle Advisory Committee is a BOS discretionary body. It meets annually,
according to the Department of Conservation and Development, to recommend whether or
not to fund identified bicycle and pedestrian projects with Transportation Development Act
(TDA) funds. (The California Department of Mass Transportation oversees the public hearing
procedures used to identify unmet transit need in connection with TDA allocations.)
The Countywide Bicycle Advisory Committee indicates that it does not currently have written
polices and meets only informally to review specific revenue allocation issues related to
Transportation Development Act funds. The body’s Triennial Review materials also indicated
that "there are currently several members whose appointment has expired."
(c) CAO Staff Comments and Recommendations
1. Continue to appoint a County representative to the Countywide Bicycle and Pedestrian
Advisory Committee of the Contra Costa Transportation Authority;
and,
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2. Consider updating the Board's direction and oversight of the Contra Costa County
Bicycle Advisory Committee.
If seen as desirable by the Supervisors, this recommendation could be accomplished by the
BOS deliberating whether or not to expand the role or alter the structure of the Bicycle
Advisory Committee. If the charge to the committee were changed or expanded or the
structure altered, the Bicycle Advisory Committee could be asked to provide a broader range
of advisory input to the Board of Supervisors on such issues as bicycle and pedestrian related
accessibility and safety, as well as continuing its current duty of providing resource allocation
advice.
A4. Economic Opportunity Council
(a) The target population specified by the Committee is:
"Low income population of Contra Costa County"
(b) Background:
The Economic Opportunity Council was originally established on January 16, 1965, by
Board Resolution 3671, pursuant to the United States Economic Opportunity Act of
1964 (often cited as 'the war on poverty.') The current bylaws of the Economic
Opportunity Council (EOC) report the legal authority and scope of responsibilities of this
body as follows:
"As set forth in the Economic Opportunity Act of 1964, as amended, the Community
Services Block Grant Act of 1981 and the Coats Human Services Reauthorization Act of
1998, as amended, and by the actions of the Contra Costa County Board of Supervisors,
the responsibilities of the EOC are:
A. To make recommendations to the Board of Supervisors for EOC membership;
B. To hold public hearings as scheduled to make recommendations to the Board of
Supervisors for the Community Action Plan of the Community Services Bureau (CSB).
[CSB is a division of the Employment and Human Services Department (EHSD).]
The EOC sponsors a Community Action public hearing each Spring to receive public
input on services that are needed in the community.
C. To participate in subcontractor Request for Proposal/Request for Information process as
directed by program guidance;
D. To conduct at least one site monitoring to the subcontractors;
E. To submit an Annual Report to the Board of Supervisors on its accomplishments,
membership attendance, required training/certification, proposed work plan or
objectives.
F. To view fiscal and programmatic reports submitted by staff and the performance of
Community Services Block Grant (CSBG) contractors and the Weatherization program
services.
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G. To receive and review budget, minutes, and other reports or materials prepared by
staff."
The EOC work plan for 2013 included an explicit goal to "increase community involvemen t
and information sharing in the areas of interest identified in the Community Action Plan,
which are: violence awareness, unemployment, safety, housing, and access to health care."
Staff of the County's Community Services Bureau provides direct "technical and
administrative program management support" to the EOC, according to the current bylaws.
(c) CAO Staff Comment
The EOC appears to be a successful and well-functioning Advisory Council, mandated under
Federal law for the administration of Federal economic development programs. The EOC
provides important public input during the County's consideration of proposals for Federal
funds to assist low income communities. The EOC appears to have a well-established and
productive relationship with the Community Services Bureau (CSB) of the Employment and
Human Services Department (EHSD). EOC serves as an important intermediary and
facilitator for reviewing, implementing, and evaluating community service projects that are
funded by Federal block grant funds and administered by EHSD.
The EOC current bylaws direct that members of the EOC are required to file Statement of
Economic Interest forms (Form 700) under the provisions of California's fair political
practices act. According to information received in 2014 from the Fair Political Practices
Commission (FPPC), such financial disclosure is not needed for an advisory body performing
non policy-making functions. Therefore this provision could be referred to County Counsel
for review and amended, if necessary, based on a determination of whether the EOC
members fall within the State’s legal requirements for filing.
(d) CAO Staff Recommendation
Continue the Economic Opportunity Council with its present form and charge.
A5. Hazardous Materials Commission
(a) The target population specified by the Committee is:
"General public, Elected Officials of the County and Cities"
(b) Background
The Hazardous Materials Commission was originally created by Board Order in 1986, in
response to State legislation (California Health and Safety Code Sec. 25135 et. seq.) which
required counties to develop hazardous waste management plans related to the
transportation and storage of hazardous materials. Contra Costa County has fully developed
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and implemented the Hazardous Waste Management Plan that was mandated under H&S
Code 25135 in 1986.
California Health & Safety Code 25135.2 provided for an advisory committee to assist in
the development and implementation of the State-mandated hazardous materials plan.4
The Board Order which established the Commission on 10/14/1986 included a mandate
that was specifically related to the development of a transportation and response plan for
hazardous materials as required by Health and Safety Code 25135. In the ensuing years, the
Commission has developed a role within County government as a significant forum for
ongoing issues related to the administration of the County's hazardous waste management
plan, including evaluation of specific incidents.
The Commission's bylaws provide that, in addition to the duties imposed by State law,
the Commission would,
"oversee the management coordination of all aspects of the storage or transportation of
hazardous materials and the generation, storage, transportation, treatment, and
disposal of hazardous waste;"
and,
"Report and make recommendations on such further matters concerning hazardous
materials and wastes as are referred to the Commission by the Board of Supervisors."
(c) CAO Staff Comment
The Hazardous Materials Commission has played an active role, since its inception in 1986,
in the development and oversight of the County's Hazardous Waste Plan, and currently
provides an active forum for public discussion. However, since the plan was initially
developed, the Hazardous Materials Commission's official role in the management of
hazardous waste programs by the County has become less focused than at inception, when
its role was mandated by the State Legislature.
4 H&S Code Sec. 25135.2: (a) Each county shall establish an advisory committee of at least
seven members to assist the county in the preparation and administration of the county
hazardous waste management plan…
(b) The advisory committee shall do all of the following:
(1) Advise the county staff, the board of supervisors of the county, and the staff, mayors, and
council members of the cities within the county, on issues related to the development,
approval, and administration of the county hazardous waste management plan.
(2) Hold informal public meetings and workshops to provide the public with information, and
to receive comments, during the preparation of the county hazardous waste management plan.
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The County will continue to realize maximum benefit from the Hazardous Materials
Commission through ongoing and active collaboration between the Commission and the
Health Services Department's Hazardous Materials Division. The Commission's dual focus
should continue to be to (1) apply its unique perspectives and technical expertise to specific
problems or issues identified for resolution by the Hazardous Materials Division, or the
Board of Supervisors, and in addition, consistent with its role as an advisory body, (2)
provide a regular public forum for discussion of public concerns.
The Hazardous Materials Commission's bylaws were last amended and approved by the BOS
in June, 2000. The bylaws issued in 2000 include Conflict of Interest provisions that should
be reviewed and updated, if necessary, by County Counsel. The Hazardous Materials
Commission expressly solicits the perspectives of its business, industrial, and commercial
members as representatives of their industries.
(d) CAO Staff Recommendations
Continue the Hazardous Materials Commission in its present form/structure.
Consider reviewing the body’s annual work plan in relation to mandates in the
applicable CA Health and Safety Codes.
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Part B: Discretionary Committees --
(Created by the Board of Supervisors)
B. Discretionary Advisory Committees
1. Agricultural Task Force Committee
2. Contra Costa County Alcohol and Other Drugs Advisory Board
3. Arts and Culture Commission of Contra Costa County
4. Aviation Advisory Committee
5. Contra Costa Commission for Women
6. Health Services Department sponsored committees:
Emergency Medical Care Committee
Public and Environmental Health Advisory Board
7. Historical Landmarks Advisory Committee
8. Integrated Pest Management Advisory Committee
B1. Agricultural Task Force Committee
(a) The target population specified by the Committee is:
"Growers ranchers and other agricultural interested parties."
(b) Background
The Agricultural Task Force Committee in its current form was established June 20, 2000 by
Board Order.
In the Triennial Review materials submitted, the Committee describes its function as:
“Advisory to the Board of Supervisors on agricultural related issues in regard
to zoning, land mitigation and other agricultural related issues… brought
forth by the Board of Supervisors or agricultural interests.”
(c) CAO Staff Comment
In the 12 months immediately preceding this Triennial Review survey, the committee
reports that it did not convene to meet and that it does not have current bylaws. (According
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to the County's Advisory Body Handbook, all advisory bodies should adopt bylaws and
update them as needed).
(d) CAO Staff Recommendation
In view of the recent department head appointment, this might be the perfect opportunity
to refresh and update the BOS charge to and expectations for this committee. Revisiting
the Committee’s charge could help focus the annual work plan and activities on those
agricultural-related policy issues in Contra Costa County on which the BOS searches for
advice. Attention also needs to be given to developing a regular meeting schedule, annual
work plan or mission statement, and publically posting committee agendas and meeting
notices, unless the BOS wishes to consider sun-setting this committee or merging it with
another body.
B2. Contra Costa County Alcohol and Other Drugs Advisory Board
(a) The target population specified by the Committee is:
"Families, individuals, and communities in Contra Costa County affected by alcohol and
other drug-related problems."
(b) Background
The Board of Supervisors established the Alcohol and Other Drugs Advisory Board of
Contra Costa County in 1992 in response to State legislation (Health and Safety Code 11809
and 11964 (k)] that mandated the establishment of Drug Abuse Advisory Boards and Alcohol
Advisory Boards by counties.
State Mandate Repealed
This legislative mandate was repealed when the Legislature approved Senate Bill 627 on
March 2, 1993, which, as reported in Legislative Counsel's Digest issued by the
Legislature, "Permit[s] a county to eliminate or consolidate any health advisory boards
that are required by state law or regulation, or in any existing contract with the [State]."
Consequently, the State mandate for the County to create health advisory boards was
abolished under SB 627 in 1993.
The Alcohol and Other Drugs Advisory Board's amended status (to a discretionary rather
than State-mandated committee) was formally acknowledged by Board Order approved
(Item I.O.-1) June 28, 1993. Since that time, the Alcohol and Other Drugs Advisory
Board has operated as a discretionary advisory body of the Board of Supervisors, and has
continued to conduct outreach and education on behalf of its constituencies, who are
individuals and groups seeking to access, deliver or improve the County's drug and
alcohol related services and programs.
Current Mission and Focus
In its Triennial Review materials, the committee described its current mission as follows
and being "approved by the Board of Supervisors on 8/28/2012
To assess family and community needs regarding prevention and treatment
for alcohol and other drug related problems. Resultant findings and
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recommendations are forwarded to the Health Services Department and the
Board of Supervisors. The [Advisory] Board [sic] also serves as an advocate
for these findings and recommendations to the communities that we serve.”
The Advisory Council's recent programs, services, and activities to achieve its mission have
included community awards programs for "People Who Make a Difference," panel and
educational presentations on topics such as proposals for marijuana legalization,
prescription drug abuse prevention, coping with stigma and recovery, and services for
persons 55 and older. The Committee reports a wide variety of services and programs to
increase visibility, raise awareness, provide support and education, and generally advocate
on behalf of drug and alcohol programs.
The Contra Costa Alcohol and Other Drugs Advisory Council indicated that it holds an annual
strategic planning session and prepares a related work plan. The body’s 2013 Annual Report
listed identified goals and priorities that included: (1) Understand Alcohol and Other Drug
Related Services for "55 +"; (2) Reduce Youth Use and Access for Alcohol, Marijuana and
Other Drugs; (3) Increase Awareness of Prescription Drug Abuse and (4) Assess AOD Related
Reentry Resources and Needs. In addition, it highlighted a number of community programs
and events that focused attention on alcohol and other drug issues, prevention strategies,
community needs, and treatment services.
(c) CAO Staff Comment
The Alcohol and Other Drugs Advisory Council produces numerous information pieces on
and preforming extensive advocacy activities about alcohol and other drug programs,
especially as they relate to individual health, community well-being, and the accessibility
and quality of services.
(d) CAO Staff Recommendation
While the mission of the body is in keeping with the BOS mandate to the group and the
review indicates that much good advocacy work is being done, it might be appropriate for
the BOS to ask the body to re-evaluate the highly formal structure of the Advisory Council.
The Council’s current structure and work load is very labor intensive on the County staff
assigned to attend the meetings, prepare and deliver reports, agendas, meeting packages,
and detailed minutes.
The BOS may want to consider asking the body to devise and implement ways to continue
to perform outreach and advocacy activities and its educational missions, as described in
the Triennial Review materials submitted, on a less formal and more cost effective basis,
perhaps by producing more limited meeting materials and less detailed minutes, and/or by
reducing the number of sub-committees.
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B3. Arts and Culture Commission (AC5)
(a) The target population specified by the Committee is:
Residents of Contra Costa County
(b) Background
The Arts and Culture Commission of Contra Costa County (AC5) was created by the Board of
Supervisors on December 13, 1994 with the following purpose:
“…to advise the Board of Supervisors in matters and issues relevant to the art and culture of
the County, advance the arts in a way that promotes communication, education,
appreciation, and collaboration throughout the County.”
(c) CAO Staff Comment
The Triennial Review materials reflect that AC5 views itself as having a regional and national
focus in addition to its specific efforts in Contra Costa County:
“AC5 continually works to advocate for the arts by communicating with regional, state
and federal arts organizations. The California Arts Council, California Arts Advocates, and
Americans for the Arts are just a few of the many groups we are involved with.”
In its Review materials, the Commission appears to be describing many of the
characteristics of a non-profit organization and in fact, has created a separate non-profit
entity. This body’s work is focused on providing self-directed programs and activities,
including presentations before the BOS and regularly rotating art displays in the County’s
main administration building. The body has participated in soliciting grant funds received
from the State, in addition to the receipt of a small $15,000 budgeted item from the
County; these funds are used to support the work of the body.
However, their Triennial Review materials are less clear in describing how their activities
and work efforts relate to an advisory role for the BOS.
(d) CAO Staff Recommendation
The Senior Deputy who is the primary contact for the Commission in the CAO’s Office was
asked to assist in providing a recommendation to the BOS. The Deputy can see two possible
paths for the body; either;
Refresh/redo their structure, membership, work plan and BOS charge to direct their
focus and work efforts on providing arts-related advice to the Board; or
Work with the members of the body to consider whether or not the time is appropriate
for the body to spin off as a non-profit arts organization, and assist with that process if
a decision would be made to sunset the body as advisory to the BOS.
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B4. Aviation Advisory Committee
(a) The target population specified by the Committee is:
"Residents of Contra Costa County, with particular focus on residents in close proximity to
airports; businesses of Contra Costa County, with particular focus on those businesses on
airport property; and pilots using our airports, with particular emphasis on pilots with
aircraft based at our airport."
(b) Background
In the Triennial Review materials, submitted by the Committee, it describes its functions
as:
● Oversight and guidance of Airport financials;
● Noise monitoring and abatement;
● Oversight and guidance of development opportunities.
The Aviation Advisory Committee was established by the Board of Supervisors February 15,
1977 by Board Order; language amended by Board Order (Item I.O.-11) on December 15,
1987. Its members include District appointees of the Board of Supervisors, local citizens
serving "at large," and members who are nominated by Diablo Valley College, City of
Pleasant Hill, and City of Clayton; and a seat for a representative of the Airport Land Use
Commission.
According to the current bylaws, its mission is,
“To provide advice and recommendations to the Board of Supervisors on the aviation issues
related to the economic viability and security of airports in Contra Costa County. The
Committee may initiate discussions, observations, or investigations, in order to make its
recommendations to the Board. The Committee may hear comments on airport and
aviation matters from the public or other agencies for consideration and possible
recommendations to the Board of Supervisors or their designees. The Aviation Advisory
Committee shall cooperate with local, state, and national aviation interests for the safe and
orderly operation of airports. The Aviation Advisory Committee shall advance and promote
the interests of aviation and protect the general welfare of the people living and working
near the airport and the County in general. In conjunction with all of the above, the Aviation
Advisory Committee shall provide a forum for the Director of Airports regarding policy
matters at and around the airports.”
The Committee describes its impact as, "creating a process" for each of these areas, and in
particular ensuring appropriate land use around the airport and working to reduce noise.
(c) CAO Staff Comment
The Triennial Review materials that were submitted reflect an active committee that is
engaged in a wide range of administrative, managerial and procedural issues associated
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with Airport day-to-day operations and business, and also reflect the Airport's multi-faceted
relationships with its various constituencies. The managerial and administrative focus that
was described may be somewhat reflective of the body’s staff person, listed as Keith Freitas,
Director of Airports.
Given its self-assessment, it may be more appropriate to consider defining this committee
as a body that works with/at the direction of and in support of the Airports Committee of
the Board of Supervisor, rather than as a BOS advisory body.
The most recent bylaws were approved by Board Order C.30 on September 14, 2010, in
which changes were made to membership, attendance requirements, officers, and
scheduled meetings. The bylaws amendments "strengthened the conflict of interest
language" according to the 9/14/2010 Board Order. However, in light of direction the CAO’s
Office received in 2014 from the California's Fair Political Practices Commission about the
application of conflict of interest requirements (including financial disclosure forms) to
County advisory bodies, asking County Counsel to review whether the Aviation Advisory
Committee is required to have conflict of interest provisions in its bylaws and whether its
members are required to file Form 700.
In view of the time that has passed since the Aviation Advisory Committee was originally
created, in might be appropriate based on the Triennial Review materials submitted, to ask
the Director of Airports or the Aviation Advisory Committee itself to review the specific
advisory role and work plan for the Board of Supervisors.
(d) CAO Staff Recommendations
1. Formally review the Aviation Advisory Committee's functions in relationship to the
County's airport policy making committees and re-evaluate the role of the Advisory
Committee in relation the policy setting bodies.
2. County Counsel should be asked to review whether the Aviation Advisory Committee,
as an advisory committee, is required to have conflict of interest provisions in its bylaws and
whether its members are required to file Form 700.
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B5. Contra Costa County Commission for Women
(a) The target population specified by the Committee is:
"women and girls."
(b) Background
Established as a discretionary advisory body in 1984 by the Board of Supervisors, the
Women's Advisory Committee members also created and incorporated a stand-alone non-
profit organization with the California Secretary of State in 1993.5
When originally constituted as the Women's Advisory Committee, its mandate was "to
identify major economic, educational, and social concerns of women in Contra Costa
County, and to reach and inform all women on a variety of issues."
The name of the Women's Advisory Committee was changed to "Contra Costa Commission
for Women" by Board Order on June 15, 1999.
(c) CAO Staff Comment
The Commission for Women was authorized in 1999 to have 26 seats. After it creation as
an advisory body to the BOS, the members of the committee also created and incorporated
a separate non-profit organization, with no direction to perform identified advisory duties
for the Board of Supervisors. There has been confusion over the years about the distinction
or the connection between the two entities.
The most recent bylaws for the advisory body, approved by the Board of Supervisors (March
15, 2011), were submitted under the name of "Contra Costa Commission for Women" and
provide that "CCCW shall have a minimum of fifteen (15) members and not more than (25)
members."
The advisory body bylaws provide, "the presence of fifty-one (51%) of the current
membership at a regular meeting of the CCCW constitutes a quorum”.
In the Commission's triennial review materials, its Board-appointed members (of which
there are 11 currently approved) are reported to have attended meetings only sporadically.
Eleven appointments by the BOS and eleven resignations (an equal number) were reported
for the preceding 36-month Triennial Review period. Nonetheless, the commission reports
that it has held 34 meetings over the 36 month reporting period, attended by at least 13
members.
5 The name of the non-profit corporation currently registered with the Secretary of State is
"Friends of the Contra Costa Commission for Women." There is not a Contra Costa Commission
for Women registered as a California non-profit.
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The recent and current activities of the "Contra Costa Women's Commission" as described
in the Triennial Review Materials reflect a focus on State, regional, and national policy
trends, and do not specifically relate to the operations of County government. Although the
Commission holds a variety of important and timely seminars and outreach events, its
review materials do not show as clearly its meetings focused on the body’s role as an
advisor to the Board of Supervisors.
The Commission for Women reports establishing an effective presence as a non-profit
organization even while its roles and responsibilities as an advisory body to the Board of
Supervisors are less clear in the materials submitted.
(d) CAO Staff Recommendation
Consider asking the body to review its annual work plan and meeting agendas to be
more in alignment to the roles and responsibilities of an advisory body to the Board of
Supervisors.
Consider restructuring the body’s charge from the BOS to include adopting a revised
mandate; clarify the relationship of the Commission for Women +-to the non-profit
Friends of the Contra Costa Commission for Women; and insure that the Commission, as
an advisory body, satisfies all current public meeting requirements including the
County's standard definition of a required quorum.
B6. Health Services Department sponsored committees:
Emergency Medical Care Committee -- Public and Environmental Health Advisory Board
Emergency Medical Care Committee
(a) The target population specified by the Committee is: "Residents and visitors."
(b) Background
In the Triennial Review materials submitted, the Committee describes its function as:
"To assure the availability of an effective and efficient emergency medical services system
that provides consistent, high-quality emergency medical services to all people in Contra
Costa County."
(c) CAO Staff Comment
From the review materials submitted, this body appears to be an active and well-regarded
advisory committee and is providing important services in coordinating the County's
emergency medical care programs and services.
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The current activities and scope of this Committee appear to exceed, however, the
purposes of the body as originally described in Health and Safety Code Section [1797.270 -
1797.276].6
(d) CAO Staff Recommendation
Continue this committee as currently structured, but consider transferring some of the
body’s currant activities and work to the formal policy-making and oversight activities
regarding emergency medical services that are conducted by the Board of Supervisors.
Public and Environmental Health Advisory Board
(a) The target population specified by the Committee is: none specified/no materials
(b) Background
The Public and Environmental Health Advisory Board was established in 1986 with the
following goals:
1. Anticipate emerging health needs and initiate prevention programs.
2. Focus public health interventions in communities with greatest needs.
3. Balance available resources with growing needs; and
4. Advocate for increased County action to improve community health.
(c) CAO Staff Comment
No Triennial review materials were received for this Advisory Board. The Health Services
Department reported that the Committee had stopped meeting and been outing on hiatus
6 California Health and Safety Code Section 1797.274: " The emergency medical care committee
shall, at least annually, review the operations of each of the following: (a) Ambulance services
operating within the county. (b) Emergency medical care offered within the county, including
programs for training large numbers of people in cardiopulmonary resuscitation and lifesaving
first aid techniques. (c) First aid practices in the county.
California Health and Safety Code Section 1797.276: "Every emergency medical care committee
shall, at least annually, report to the authority, and the local EMS agency its observations and
recommendations relative to its review of the ambulance services, emergency medical care,
and first aid practices, and programs for training people in cardiopulmonary resuscitation and
lifesaving first aid techniques, and public participation in such programs in that county. The
emergency medical care committee shall submit its observations and recommendations to the
county board or boards of supervisors which it serves and shall act in an advisory capacity to
the county board or boards of supervisors which it serves, and to the local EMS agency, on all
matters relating to emergency medical services as directed by the board of supervisors."
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for an indefinite period; there is currently no contract or county staff person assigned to the
body.
(d) CAO Staff Recommendation
Request additional information from the Heath Services Department and reschedule PEHAB
for additional review.
B7. Historical Landmarks Advisory Committee
(a) The target population specified by the Committee is:
"Target populations served include owners and prospective purchasers of designated
historic properties, owners and prospective purchasers of properties that may qualify for
historic designation, neighbors and others affected by historic or landmark designations,
local historic societies, local public/private agencies, local elected governments and staff."
(b) Background
In the Triennial review materials submitted, the Committee describes its function as:
"The Historical Landmarks Advisory Committee was created for the following purpose:
(1) Review and evaluate applications for the designation and registration of any
historical building, landmark or historical site;
(2) Recommend to the Board of Supervisors historical buildings, landmarks, and sites for
placement on the Historical Resources Inventory (HRI);
(3) Monitor the HRI in addition to previously registered historical resources in the
County, and recommend to the Board of Supervisors those historical sites that
should be registered as County historical landmarks and are qualified for historical
markers; and,
(4) Review applications and verify the historical evidence submitted by the applicant."
(c) CAO Staff Comment
The functions of the Committee appear to primarily involve assisting the Department of
Conservation and Development (DCD) to identify historic sites and to affect their formal
registration as historical landmarks. No information was provided concerning the extent of
this effort recently, or recent results. In the Triennial Review materials submitted, the
advisory committee reported that it held six meetings over the previous 36-month period.
(d) CAO Staff Recommendation
The BOS might wish to discuss and reconsider the need for an existing non-profit
organization, the Contra Costa County Historical Society, to serve formally as a separately-
constituted advisory body to the Board of Supervisors (the HLAC's membership includes a
seat for one County staff representative from DCD). Perhaps the Historical Society could be
asked to continue to provide advisory functions to DCD as needed and/or to the Board of
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Supervisors without being designated by the Board of Supervisors as an advisory
committee. DCD could itself perform functions that are administrative in nature, such as
reviewing applications.
B8. Integrated Pest Management Advisory Committee
(a) The target population specified by the Committee is:
"County Staff and the citizens of Contra Costa County
(b) Background
In the Triennial Review materials submitted, the Committee describes its function as:
“A. Protect and enhance public health, County resources and the environment;
B. Minimize risks and maximize benefits to the general public, staff and the environment
as a result of pest control activities conducted by County staff and contractors;
C. Promote a coordinated County-wide effort to implement Integrated Pest Management
[IPM] in the County in a manner that is consistent with the Board-Adopted IPM Policy;
D. Serve as a resource to help Department Heads and the Board of Supervisors review and
improve pest management programs and the processes for making pest management
decisions;
E. Make policy recommendations upon assessment of current pest issues and evaluation
of possible IPM solutions; and,
F. Provide a forum for communication and information exchange among members [sic] in
an effort in an effort to identify, encourage and stimulate the use of best or promising
pest management practices.”
(c) CAO Staff Comment
The BOS created the Integrated Pest Management Advisory Committee in 2009 based on
the work of an earlier, less formal task force. Over the last several years the Advisory
Committee has prepared a significant amount of research, analysis, data, and programmatic
materials related to the County's integrated pest management program including input into
the development of a 2012 Administrative Bulletin that created a formal County IPM policy.
The Advisory Committee appears to have gradually undertaken more of a partnership role
with County departments (Agriculture and Public Works), whom the Advisory Committee
regards as its stakeholders. The IPM Committee appears to have focused a great deal of its
work on evaluating the internal operations of these County departments, rather than
providing advisory input to the Board of Supervisors on policy initiatives, or program
alternatives for integrated pest management.7
7 The Board of Supervisors has the legal authority to direct and evaluate the operation of
County departments; however, an advisory body that is appointed by the Board of Supervisors
does not share such authority. The Board of Supervisors does not delegate its executive and
administrative oversight functions to citizens' advisory bodies. Because these committees are
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For instance, it was reported in the Triennial Review materials, that the advisory
committee's work groups are structured to address "IPM Decision Making" and "IPM
Program Transparency," which appear to be issues of operational concern, in addition to
focusing on pest management issues (such as control of ground squirrels).
The IPM Committee appears to be focusing narrowly on the operating procedures adopted
by County staff and contractors as opposed to be focusing on providing the BOS with advice
about the issues in the body’s purview.
(d) CAO Staff Recommendation
Continue in its present form, with the addition:
In order to more effectively advise the Board of Supervisors on the complex range of
technical, community relations, and internal operating issues that are related to the
integrated pest management program, the Integrated Pest Management Advisory
Committee could begin publicizing its advisory findings and concerns by submitting
written reports, or 'briefing papers', to both the CAO and the BOS on a regular basis.
B7. Library Commission
(a) The target population specified by the Library Commission
(b) Background
The Library Commission was created in 1991 by the Board of Supervisors, "with the
agreement of the Contra Costa Mayors' Conference (refer to Board Order C.21 of 5/24/2011
for background and history.) Over the past 25 years the Library Commission has been re-
authorized by the Board of Supervisors on a periodic basis. The Board of Supervisors and
each of17 municipalities approve nominations to seats on the Library Commission, as listed
in Board Order 2.2 of March 12, 1991. The Library Commission was last re-authorized by the
Contra Costa Board of Supervisors (B.O. C.21, May 24, 2011) to remain active through 2016.
Although communications from the Library Director in recent years have transmitted an
Annual Report from the Library Commission, reports on matters of an advisory nature from
the Library Commission itself to the BOS appear to not have been submitted or found in
BOS records.
advisory only, they do not direct or supervise County departments or managers, and must
report their findings and recommendations directly to the Board of Supervisors.
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In background information in support of the recent BOS re-authorization, the purpose of
the Library Commission was described as follows (although the specific source of this
mandate is not available):
"To serve in an advisory capacity to the Board of Supervisors and the County Librarian;
"to provide a community linkage to the County Library;
"to establish a forum for the community to express its views regarding goals and
operations of the County Library;
"to assist the Board of Supervisors and the County Librarian to provide library
services based on assessed public needs; and,
"to develop and recommend proposals to the Board of Supervisors and the County
Librarian for the betterment of the County Library including, but not limited to, such
efforts as insuring a stable and adequate funding level for the libraries in the County.
(c) CAO Staff Comments
The County Library has recently been in transition to a new Library Director/Department
Head, and neither the previous Librarian nor the commission members participated in this
Triennial Review process by submitting the requested review materials.
(d) CAO Staff Recommendation
The CAO staff recommends that the Internal Operations Committee continue (postpone)
its review of the Library Commission until the Triennial Review cycle in FY 2015-16.
During this interval, the Library Commission and the new County Librarian can develop and
complete Triennial Review materials and bring forward any organizational initiatives or
problems affecting its goals or performance. These materials, to be reviewed in March -
April 2016, could assist the Board of Supervisors and Contra Costa Mayors' Conference to
assess the Library Commission's program and performance prior to the expiration of its
current authorization period (through June 30, 2016).
In addition, staff suggests the BOS request submission of the annual report and current
work plan from the Library Commission and that submission of these materials be provided
annually by the body to the BOS.
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CONCLUSION
The County Administrator and Clerk of the Board's office will continue to emphasize the new
advisory body policies and procedures including the Triennial Review procedure at the annual
advisory body training meetings, so that all advisory bodies will more clearly understand the
current reporting requirements. The training will clarify that all advisory committees must
prepare (1) annual work plans, (2) Annual Reports to the Board of Supervisors, and (3) triennial
review documents, as directed every three years.
NEXT STEPS
1. APPROVE the recommendations contained in this report (for the committees that have
been reviewed under the current triennial review cycle).
2. DIRECT the County Administrator to continue implementation with cycles two and three
of the triennial review process for the remaining advisory bodies.
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