HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03132017 - Internal Ops Cte Ag Pkt
INTERNAL OPERATIONS
COMMITTEE
March 13, 2017
1:00 P.M.
651 Pine Street, Room 101, Martinez
Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Agenda
Items:
Items may be taken out of order based on the business of the day and preference
of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this
agenda (speakers may be limited to three minutes).
3. RECEIVE and APPROVE the Record of Action for the February 13, 2017 IOC meeting.
(Julie DiMaggio Enea, IOC Staff)
4. CONSIDER Contra Costa Taxpayers' Association nomination of Marjorie Leeds for
appointment to the Business #3 Alternate seat on the Hazardous Materials Commission
to a four-year term ending on December 31, 2020. (Michael Kent, Executive Asst. to the
Hazardous Materials Commission)
5. ACCEPT 2015/16 annual report from the Public Works Director on the Internal Services
Fund for the County's Vehicle Fleet. (Carlos Velasquez, Fleet Services Manager)
6. CONSIDER a draft ordinance to authorize administrative penalties for animal noise
violations and to prohibit the harboring of more than four roosters on private property.
(Captain Jane Andreotti, Deputy Animal Services Director)
7. CONSIDER the Phase II Triennial Advisory Body Review report and recommendations.
(Allison Picard, Chief Assistant County Administrator)
8.The next meeting is currently scheduled for April 10, 2017.
9.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
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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. Staff reports related to items on the agenda are also accessible on
line at www.co.contra-costa.ca.us.
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:03/13/2017
Subject:RECORD OF ACTION FOR THE FEBRUARY 13, 2017 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 February 13, 2017 IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the February 13, 2017 IOC meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT Record of Action for 2-13-2017 IOC Meeting
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INTERNAL OPERATIONS
COMMITTEE
RECORD OF ACTION FOR
February 12, 2017
Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Present: Candace Andersen, Chair
Diane Burgis, Vice Chair
Staff Present:Julie DiMaggio Enea, Staff
Attendees: Tanya Drlik, Health Services Dept.
Jami Napier, Sr Deputy CAO, Clerk of the Board
Elizabeth Verigin, Asst. Auditor-Controller
Joanne Bohren, Chief Auditor
Henrietta Brown, Auditor-Controller's Office
Jonathan Bash, District III Chief of Staff
Allison Picard, Chief Asst CAO
David Gould, County Purchasing Services
Manager
Michael Kent, Health Services Department
1.Introductions
Chair Andersen called the meeting to order at 1:00 p.m. and self-introductions were
made around the room.
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 persons requested to speak during the Public Comment period.
3.CONSIDER future disposition of the seat designated for the Public and Environmental
Health Advisory Board, which was abolished, on the Integrated Pest Management
Advisory Committee.
The Committee directed that the former PEHAB seat on the IPM Advisory Committee be redesignated
for a member of the newly created Sustainability Advisory Committee.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
4.APPROVE Hazardous Materials Commission nominations to appoint the following
DRAFT
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4.APPROVE Hazardous Materials Commission nominations to appoint the following
individuals to the Commission to terms ending on December 31, 2020:
Action Nominee Seat Nominated By
Reappoint Steve
Linsley
Environmental #3 Via open recruitment
Reappoint Leslie
Stewart
League of Women Voters League of Women
Voters
Appoint Rita Xavier League of Women Voters
Alternate
League of Women
Voters
Reappoint Don Bristol Business #3 CC Taxpayers
Association
The Committee unanimously approved the nominations.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
5.ACCEPT report on the Auditor-Controller's audit activities for 2016 and APPROVE the
proposed schedule of financial audits for 2017.
Chief Auditor Joanne Bohren presented the annual report and indicated that 37% of the findings were
repeat findings from the previous year. Asst. Auditor-Controller Elizabeth Verigin advised that the
Auditor's Office will reinstate periodic fiscal management training for the Municipal Advisory
Councils, and strongly recommended a recommitment by Public Works-Purchasing to revive
Procurement Card Training. Purchasing Services Manager David Gould advised that he has
personally conducted one-on-one procurement card training during the last six months and is
researching electronic tools to help monitor card use and identify misuse.
Ms. Bohren explained that her staff spends about one-third of the year exclusively on the
Comprehensive Annual Financial Report but, even so, was able to complete all 2016 scheduled audits.
She also highlighted that 2015 was the 34th straight year that the County has earned the distinction
for excellence in financial reporting.
The Committee accepted the report and audit schedule as presented.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
6.ACCEPT follow-up report and recommendations on the Small Business Enterprise and
Outreach Programs.
The Committee accepted the staff report and directed staff to conduct a broad review
of purchasing policies and programs and return to the IOC in six months with
recommendations for any changes and revised policy and program documents.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
7.APPROVE the proposed plan and schedules for the recruitment to fill three Board of
DRAFT
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7.APPROVE the proposed plan and schedules for the recruitment to fill three Board of
Supervisors seats on the Contra Costa County Employees' Retirement Association Board
of Trustees that will become vacant on July 1, 2017, and two Board of Supervisors seats
on the East Contra Costa Fire Protection District Board of Directors that will become
vacant on February 5, 2018.
The Committee approved the recruitment schedule as proposed.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
8.APPROVE the proposed 2017 Committee meeting schedule and work plan, or provide
direction to staff regarding any changes thereto.
The Committee approved the work plan and meeting schedule as proposed.
AYE: Chair Candace Andersen, Vice Chair Diane Burgis
Passed
9.The next meeting is currently scheduled for March 13, 2017.
10.Adjourn
Chair Andersen adjourned the meeting at 1:37 p.m.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.us
DRAFT
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INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:03/13/2017
Subject:NOMINATIONS TO THE HAZARDOUS MATERIALS COMMISSION
Submitted For: William Walker, M.D., Health Services Director
Department:Health Services
Referral No.: IOC 17/5
Referral Name: Advisory Body Recruitment
Presenter: Julie DiMaggio Enea Contact: Michael Kent (925) 313-6712
Referral History:
In 2013, IOC reviewed Board Resolution Nos. 2011/497 and 2011/498, which stipulate that
applicants for At Large/Non Agency-Specific seats on specified bodies are to be interviewed by a
Board Committee. The IOC made a determination that it would delegate the screening and
nomination of Hazardous Materials Commission candidates to the Commission, for review by the
IOC.
The Hazardous Materials Commission was established in 1986 to advise the Board, County Staff
and the mayor's council members, and staffs of the cities within the County, on issues related to
the development, approval and administration of the County Hazardous Waste Management Plan.
Specifically, the Board charged the Commission with drafting a Hazardous Materials Storage and
Transportation Plan and Ordinance, coordinating the implementation of the Hazardous Materials
Release Response Plan and inventory program, and analyzing and developing recommendations
regarding hazards materials issues with consideration to broad public input, and reporting back to
the Board on Board referrals.
Referral Update:
The term for the Business #3 Alternate seat expired on December 31, 2016, creating a vacancy.
The nominating agency for the Business #3 Alternate seat is the Contra Costa Taxpayers'
Association, which has nominated Marjorie Leeds for this seat. The term of office would be for
four years ending on December 31, 2020.
Recommendation(s)/Next Step(s):
APPROVE Contra Costa Taxpayers' Association nomination of Marjorie Leeds for appointment
to the Business #3 Alternate seat on the Hazardous Materials Commission to a four-year term
ending on December 31, 2020.
Fiscal Impact (if any):
No fiscal impact.
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No fiscal impact.
Attachments
Candidate Application_Marjorie Leeds_HazMat Comm
CC Taxpayers Assoc Nomination Letter
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9
10
11
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INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:03/13/2017
Subject:RECOMMENDATIONS FOR DISPOSITION OF LOW MILEAGE FLEET
VEHICLES
Submitted For: Julia R. Bueren, Public Works Director/Chief Engineer
Department:Public Works
Referral No.: IOC 17/3
Referral Name: Review of Annual Master Vehicle Replacement List and Disposition of
Low-Use Vehicles
Presenter: Joe Yee, Deputy Public Works Director Contact: Carlos Velasquez 925....
Referral History:
In FY 2008/09, the Board approved the establishment of an Internal Services Fund (ISF) for the
County Fleet, now administered by the Public Works Department. Each year, the Public Works
Department Fleet Services Manager analyzes the fleet and annual vehicle usage, and makes
recommendations to the IOC on the budget year vehicle replacements and on the intra-County
reassignment of underutilized vehicles, in accordance with County policy. The Board requested
the IOC to review annually the Public Works Department report on the fleet and on low-mileage
vehicles.
Last year at the IOC's request, the Fleet Manager updated the County's Clean Air Vehicle Policy
(attached hereto as County Administrative Bulletin 508.5).to also reflect current technology such
as electric and hydrogen fuel cell vehicles, and current funding incentives; and began to segregate
large construction vehicles from regular trucks and sedans in future annual reports to make the
statistical reporting more meaningful.
To provide context for the 15/16 annual report, attached, below are some highlights from the
14/15 annual report:
Only two low-mileage vehicles were identified, as compared to nine in the 13/14 year.
44 hybrid vehicles were purchased.
Fleet Services added a mobile repair van to its array of services to save customer time in
ferrying vehicles, keeping the vehicles in service longer.
Fleet Services continued to install GPS telematic devices in the vehicles to track engine
performance, location, vehicle speed, and idling time. The devices also qualify the vehicles
for the for State's continuous smog testing pilot program, making those vehicles exempt
from the biennial smog testing requirement, which saves the County time and money. For
those vehicles not equipped with telematic devices, Public Works gained the certification to
perform its own smog testing.
75% of the fleet staff are now ASE (Automotive Service Excellence) Blue Seal-certified,
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75% of the fleet staff are now ASE (Automotive Service Excellence) Blue Seal-certified,
which has increased technical competency and employee morale.
Fleet Services leveraged purchasing incentives to lower the County cost for purchasing
hybrid vehicles.
Referral Update:
Attached for the Committee's review is the 2015/16 annual report on the ISF and low-mileage
vehicles, as prepared by the Public Works Department. The report indicates that only one low
mileage vehicle was identified but require further analysis before a decision can be made.
Recommendation(s)/Next Step(s):
ACCEPT 2015/16 annual report from the Public Works Director on the Internal Services Fund for
the County's Vehicle Fleet.
Fiscal Impact (if any):
Reassigning underutilized vehicles would increase cost efficiency, but the fiscal impact was not
estimated.
Attachments
FY 2015-26 Fleet/ISF Report
FY 2015-16 Fleet/ISF Report Attachments A-C
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"Accredited by the American Public Works Association"
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 • FAX: (925) 313-2333
www.cccpublicworks.org
Julia R. Bueren , Director
Deputy Directors
Brian M. Balbas, Chief
Mike Carlson
Stephen Kowalewski
Carrie Ricci
Joe Yee
Memo
March 6, 2017
TO: Internal Operations Committee
Supervisor Candace Andersen, District II, Chair
Supervisor Diane Burgis, District III, Vice-Chair
FROM: Julia R. Bueren, Public Works Director
SUBJECT: FLEET INTERNAL SERVICE FUND FY 2015-16 REPORT
MESSAGE:
Recommendation
Accept the Internal Service Fund (ISF) Fleet Services report for FY 2015-16.
Background
The Fleet Services Division has operated as an Internal Service Fund since 2008 to ensure
stable and long-term vehicle replacement funding.
Fleet Services provides various services to County departments including the acquisition,
preventative maintenance, repair, and disposal of fleet vehicles and equipment. The division
services the County’s fleet of 1653 vehicles/equipment/trailers, of which, 934 vehicles are
included in the ISF program.
ISF Rate Structure
There are three components to recover operational costs for vehicles in the ISF Fleet Services
program which are charged to the departments. They are:
1. A fixed monthly cost to cover insurance, Fleet Services overhead, and vehicle
depreciation / replacement
2. A variable cost based on miles driven to cover maintenance and repair costs
3. Direct costs for fuel
This rate structure enables the ISF to collect monthly payments from customer departments
over the life-cycle of the units to fund operations and enable the systematic replacement of units
at the end of a vehicle’s useful life or when it becomes a cost-effective decision to do so.
The estimated fixed and variable rates are adjusted each year to develop ISF rates as close to
actual costs as possible for each class of vehicle. Accordingly, the FY 2015-16 expenses were
15
Fleet Internal Service Fund FY 2015-16 Report
March 6, 2017
Page 2 of 4
reviewed to develop new rates for FY 2016-17, which went into effect September 1, 2016.
Please refer to Attachment A accompanying this report for the ISF Fleet Rates Schedule.
Fleet Services Goals and Objectives
Continue to provide cost-effective services that meet or exceed our customers’ needs
and expectations by evaluating additional services and new technologies to increase
efficiencies.
Continue to evaluate and recommend for replacement all vehicles and fleet equipment
that are due for replacement based on a predetermined schedule and/or a time when it
is most cost-effective to do so and in accordance with Administrative Bulletin 508.5.
This increases vehicle availability through reduced down time associated with an older
fleet.
Continue to maintain a newer fleet focusing on preventative maintenance thus reducing
repair costs typically associated with an older fleet.
Continue to purchase clean air vehicles whenever feasible and to grow the number of
electric vehicles in the fleet as existing equipment requires replacement. Fleet Services
continues to seek grant funding opportunities to expand the electric vehicle charging
station infrastructure to support County and personal vehicles.
Continue to ensure that all County vehicles are maintained and repaired in a timely,
safe, and cost effective manner in order to provide departments with safe, reliable
vehicles and equipment.
Continue to work with departments to identify vehicles and equipment that are
underutilized in an effort to maximize fleet utilization, identify departmental actual needs,
and reduce fleet costs.
Highlights
In FY 2015-16, 79 new vehicles were purchased, 32% less than FY 2014-2015, and
13% less than were purchased in FY 2013-14.
Fleet continually reviews vehicle usage in an effort to reduce underutilized vehicles
according to Administrative Bulletin 508.5. During the most recent review in February
2016, one unit was identified that required further analysis for possible reclassification or
reassignment which is down from two in the previous year.
Fleet Services continues to promote building a “Green Fleet” by purchasing 51 hybrid
vehicles as replacement vehicles.
Placed into operation 3 new partially grant funded HINO Class 4 195 Hybrid Trucks
which reduce fuel consumption by 30% over a conventionally powered truck. Fleet
Services took advantage of the California Hybrid and Zero-Emission Truck and Bus
16
Fleet Internal Service Fund FY 2015-16 Report
March 6, 2017
Page 3 of 4
Voucher Incentive Project to reduce the overall acquisition cost of the truck by $23,000
per truck.
Fleet Services continues to install telematics GPS devices, where appropriate, to help
improve fleet utilization, identify vehicle locations in the event of an emergency, reduce
costs by identifying and immediately reporting operational issues with the vehicle, and
improve accuracy of mileage meter readings. Department users of vehicles equipped
with the telematics GPS devices also have access to standard reports which they can
use to review incidences of speeding, excessive idling, vehicle utilization, etc. to help
reduce departmental fleet cost. Over 500 vehicles in the County fleet are equipped with
these devices.
429 light vehicles equipped with the telematics GPS device are enrolled in the State
Continuous Smog Testing Pilot Program excluding them from the mandatory biennial
physical smog test which reduces cost and vehicle downtime. The telematics device
continuously monitor emissions performance and will send a notification immediately
when a fault is detected so repairs can be made.
Summary
The Fleet Services Division operates as an Internal Service Fund (ISF), providing services to a
variety of County Departments. As an ISF, Fleet is responsible to fully recover the cost of
providing services and the cost of capital purchases. Key responsibilities of the Division are
vehicle preventative maintenance and repair, fueling, replacement analysis, specification
review, acquisition, new vehicle up-fitting, and preparation of surplus vehicles for disposal.
In FY 2015-16, Fleet Services had a staff of 18 Administration and Operations employees. The
Administration section consists of one Fleet Manager, one Fleet Equipment Specialist and one
Clerk. The Operations section consists of one Lead Fleet Technician, three Equipment Services
Workers, nine Equipment Mechanics, two Equipment Service Writers and one Student Worker.
The FY 2015-16 budget of $13,457,916 included: $2,164,441 for salaries; $4,358,000 for
vehicle repairs; $3,038,600 for fuel; and $2,227,562 for the replacement of fleet vehicles and
equipment. The ending ISF Fund Balance for FY 2015-16 is $12,002,754.
Equipment
Replacement,
16%
Preventative
Maintenance &
Repairs, 32%
Fuel, 23%
Salary, 17%
Other
Operations &
Misc, 12%
ISF Fleet Budget
17
Fleet Internal Service Fund FY 2015-16 Report
March 6, 2017
Page 4 of 4
The ISF fleet has 934 vehicles, comprised of sedans, patrol vehicles, and trucks/vans.
Fleet Services continues to purchase clean air vehicles whenever feasible and plans to grow the
number of electric vehicles in the fleet as existing equipment requires replacement. All diesel
vehicles use renewable fuel and all sedans must have a PZEV rating or greater by the California
Air Resources Board.
Fleet Services continues to work to achieve the primary goals and objectives of providing
County departments with vehicles and equipment that are safe, reliable, economically
sustainable, and consistent with departmental needs and requirements at the lowest possible
cost. The Division will continue to monitor vehicle use to optimize new vehicle acquisition and
better utilize existing vehicle assets.
Attachments
A ISF Rates Schedule
B ISF Fund Balance
C ISF Net Assets
G:\Admin\Joe\Fleet Management\IOC Annual Fleet Report\IOC Fleet Report FY2015-16\IOC Fleet Report FY2015-16 Mar 6 2017
version - Final.docx
Sedans,
42%
Patrol,
20%
Trucks &
Vans, 38%
ISF Fleet by Vehicle Class
Unleded,
64.92%
Renewable
Diesel,
13.92%
CNG,
2.37%
Hybrid,
14.35%
Electric,
2.51%
ISF Fleet by Fuel Type
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Internal Service Fund - Fleet Services
ISF Fleet Rates Schedule
FY 2015-16
Category Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
ISF-Sedan 257.92$ 0.145$ 284.83$ 0.167$ 264.33$ 0.200$ 349.83$ 0.220$ 32.3%10.0%
ISF-Cargo Van 205.92 0.249 239.75 0.290 435.33 0.210 434.67 0.306 -0.2%45.7%
ISF-Passenger Van 201.92 0.191 220.75 0.306 315.33 0.280 356.50 0.262 13.1%-6.4%
ISF-Patrol 454.83 0.393 427.33 0.462 445.00 0.410 576.92 0.635 29.6%54.9%
ISF-Sports Utility Vehicle 311.33 0.294 307.42 0.272 374.50 0.200 406.67 0.241 8.6%20.5%
ISF-Truck, Compact 194.67 0.190 194.33 0.221 223.50 0.290 254.25 0.217 13.8%-25.2%
ISF-Truck, Fullsize 238.25 0.249 233.50 0.388 335.08 0.410 496.33 0.254 48.1%-38.0%
ISF-Truck, Utility 305.25 0.256 381.50 0.329 316.42 0.550 403.08 0.285 27.4%-48.2%
% ChangeFY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17
Attachment A
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Internal Service Fund - Fleet Services
Fund Balance
For the Year Ended June 30, 2016
Beginning Fund Balance 11,233,276$ 11,510,328$
Expenses
Salaries & Benefits 2,202,121 2,164,397
Services and Supplies, Other Charges 6,707,489 6,735,541
Depreciation 1,915,405 2,163,592
Total Expenses 10,825,015$ 11,063,530$
Revenues
Charges for services 9,868,739$ 10,494,462$
Transfers In/(Out)588,791 414,730
Sale of Surplus Vehicles 199,283 261,775
Indemnifying Proceeds (Accidents)445,254 384,989
Total Revenue 11,102,067$ 11,555,956$
Change in Fund Balance 277,052$ 492,426$
FY Ending Fund Balance 11,510,328$ 12,002,754$
FY 2015-16FY 2014-15
Attachment B
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Internal Service Fund - Fleet Services
Balance Sheet (Fund 150100)
As of June 30, 2016
FY 2014-15 FY 2015-16
Assets
Current Assets:
0010 Cash 3,692,800$ 3,014,494$
0100 Accounts Receivable 3,119 59,731
0170 Inventories 331,085 360,839
0180 Due From Other Funds 1,120,686 1,267,490
0250 Prepaid Expense 10,317 (16,908)
Total Current Assets 5,158,007$ 4,685,646$
Noncurrent Assets:
0340 Equipment 19,916,589 21,960,461
0360 Construction In Progress 1,736,583 1,214,291
0370 Reserve For Depreciation (13,793,923) (14,902,463)
Total Noncurrent Assets 7,859,250$ 8,272,290$
Total Assets 13,017,257$ 12,957,935$
Liabilities
0500 Accounts Payable 834,879$ 355,679$
0540 Due To Other Funds 592,431 536,928
0640 Employee Fringe Benefit Pay 79,618 62,573
Total Liabilities 1,506,928$ 955,181$
Net Position
Capital Assets, Net of Debt 7,859,250$ 8,272,290$
3,651,079 3,730,465
Total Net Position 11,510,328$ 12,002,754$
Working Capital (Current
Assets Net Current Liabilities)
Attachment C
21
INTERNAL OPERATIONS COMMITTEE 6.
Meeting Date:03/13/2017
Subject:Rooster and Barking Dog Ordinance
Submitted For: Beth Ward, Animal Services Director
Department:Animal Services
Referral No.: IOC 17/11
Referral Name: Rooster and Barking Dog Ordinance
Presenter: Jane Andreotti and Steve Burdo Contact: Beth Ward 925-335-8370
Referral History:
On December 6, 2016, the Board of Supervisors referred to the Internal Operations Committee
development of an ordinance to authorize administrative penalties for barking dogs and other
noisy animals, and to limit the number of roosters on private property in the county
unincorporated areas. After receiving feedback from Contra Costa County residents, the Animal
Services Department found that the current Dog Barking Ordinance was insufficient and needed
to be strengthened. The Animal Services Department also found that the County lacks a Rooster
Ordinance governing the number of roosters a resident could own. After researching ordinances
around the Bay Area and the State, the Animal Services Director found that Orange and Solano
Counties' noise ordinances had the best practices to serve their community needs around noisy
animals.
Referral Update:
Today will be the first discussion of the proposed ordinance update. Attached is a clean copy of
the proposed ordinance update and also a version with tracked changes.
Deputy Animal Services Director, Captain Jane Andreotti, will present the report along with Steve
Burdo, on behalf of Animal Services Director Beth Ward.
Recommendation(s)/Next Step(s):
CONSIDER recommendations of the Animal Services Director to update the current Dog Barking
Ordinance to authorize administrative penalties for animal noise violations and to prohibit the
harboring of more than four roosters on private property, and DETERMINE action to be taken.
Fiscal Impact (if any):
The fiscal impact is yet to be determined.
Attachments
22
Proposed Rooster and Barking Dog Ordinance Update_TRACKED CHANGES
Proposed Rooster and Barking Dog Ordinance Update_CLEAN VERSION
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
INTERNAL OPERATIONS COMMITTEE 7.
Meeting Date:03/13/2017
Subject:Advisory Body Triennial Review - Phase II
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: IOC 17/7
Referral Name: Advisory Body Triennial Review
Presenter: Allison Picard Contact: Jami Napier (925) 335-1908
Referral History:
The Board of Supervisors is the governing authority for a large number of boards, commissions
and committees serving a variety of governmental functions, both mandatory and advisory. The
Board approved Resolutions (2012/497 and 2012/498) which formalized a "triennial sunset
review process" of these bodies so that a third of these bodies are reviewed annually. The Board
approved Phase I of this review on December 5, 2016.
Referral Update:
Attached for consideration are the Phase II report and recommendations prepared by Chief
Assistant County Administrator Allison Picard, who will also present the report.
Recommendation(s)/Next Step(s):
ACCEPT the Phase II Triennial Advisory Body Review report.1.
DIRECT staff to report back by May 2017 with a plan to increase outreach for filling vacant
Board committee and commission seats that includes working with each Board office to
advertise District seat openings with a goal of encouraging diverse representation on these
bodies.
2.
REQUEST the First Five Commission update their by-laws and make a recommendation
regarding the number of designated alternates.
3.
DIRECT the EEO Officer to work with the Advisory Council on Equal Employment
Opportunity to update their by-laws to redefine their mission.
4.
DIRECT staff to report back to the IOC by July 2017 with a more detailed assessment of the
status of Municipal Advisory Councils including by-laws and annual reports, and to provide
refresher training to employees staffing the MACs as well as CSAs on administrative
procedures.
5.
Fiscal Impact (if any):
None.
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Attachments
Phase II Triennial Advisory Body Review - Report and Recommendations
41
County of Contra Costa
OFFICE OF THE COUNTY ADMINISTRATOR
MEMORANDUM
DATE: March 6, 2017
TO: Internal Operations Committee
Supervisor Candace Anderson, Chair
Supervisor Diane Burgis, Vice-Chair
FROM: Allison Picard, Chief Assistant CAO
SUBJECT: Triennial Review – Phase II Report
RECOMMENDATION:
ACCEPT the Triennial Review Phase II Report and the specific recommendations
summarized below:
1) Direct staff to report back by May 2017 with a plan to increase outreach for
filling vacant Board committees and commissions that includes working with
each Board office to advertise openings in their specific District with a goal of
encouraging diverse representation on these bodies.
2) Request the First Five Commission update their by-laws and make a
recommendation regarding the number of designated alternates.
3) Refer to the Board’s Hiring Outreach Oversight Committee an update of the by-
laws for the Advisory Council on Equal Employment Opportunity.
4) Direct staff to report back to the Committee by July 2017 with a more detailed
assessment of the status of Municipal Advisory Councils including by-laws and
annual reports, and to provide refresher training to employees staffing the
MACs as well as CSAs on administrative procedures and fiscal requirements.
OVERVIEW
The Board of Supervisors is the governing authority for a large number of boards,
commissions and committees serving a variety of governmental functions, both mandatory
and advisory. The Board approved Resolutions (2012/497 and 2012/498) which
formalized a "triennial sunset review process" of these bodies so that a third of these
42
County Administrator's Office Contra Costa County
p. 2
bodies are reviewed annually. The Board approved Phase I of this review on December 5,
2016.
Summary Findings for Phase II
All of the bodies reviewed in this period are fulfilling their function and no major changes
are recommended. A number of bodies requested assistance in filling their vacancies and
promoting diversity in these appointments. It is recommended that the Deputy Clerk to
the Board, whose office tracks Board appointments, work with each Board office in
improving outreach when vacancies are identified for this purpose, and report back on
their efforts.
An update of the by-laws for both the First Five Commission (focusing on the number of
Commission alternates appointed) and the Advisory Council on Equal Employment
(redefining their mission) is recommended.
Not all Municipal Advisory Committees are active, and there were inconsistent responses
to the review questionnaire making it difficult to fully assess their effectiveness. The
review also demonstrated that the by-laws for these bodies should be updated to reflect
current Board policy in areas such as conflict of interest, budget and other procedures. For
this reason, it is recommended that staff return to the committee with specific by-law
recommendations as well as provide refresher training to the staff supporting these bodies
on administrative procedures related to making an annual report of activities, tracking
meeting agendas and minutes as well as budget oversight and general record keeping.
Below is a list of bodies included in the Phase II review that are either mandated to exist or
are discretionary to the Board. A more detailed description of each body follows that
describes its purpose, whether the current membership and meeting frequency is
appropriate to carry out its mission, and if any changes to operating policies or by-laws are
recommended by staff.
A) Mandated Boards, Commissions, or Committees:
1. Contra Costa In-Home Supportive Services (IHSS) Public Authority Advisory
Committee
2. Contra Costa County Planning Commission
3. First 5 Children and Families Commission
4. Local Planning and Advisory Council for Early Care and Education
5. Contra Costa Mental Health Commission
B) Discretionary Boards, Commission, or Committees
1. Advisory Council on Equal Employment Opportunity
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2. Family & Children's Trust Committee
3. Contra Costa Council on Homelessness
4. Municipal Advisory Committees (MACs):
Alamo
Bay Point
Bethel Island
Byron
Contra Costa Centre
Diablo
El Sobrante
Kensington
Knightsen (Town)
North Richmond
Pacheco
Rodeo
County Service Areas (CSAs):
County Service Area P-2A; Blackhawk – Public Protection services
County Service Area P-2B; Alamo – Public Protection services
County Service Area P-5; Round Hill – Public Protection Services
County Service Area P-6; countywide unincorporated excluding Kensington –
Extended police protection services
County Service Area R-10; Rodeo – Recreation services
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A. MANDATED BOARDS, COMMISSIONS OR COMMITTEES
A-1: Contra Costa In-Home Supportive Services Public Authority
Advisory Committee
Target Population: In Home Supportive Services recipients and care providers
Background
The In Home Supportive Services (IHSS) Program is outlined in the California Welfare and
Institutions Code and provides essential support services to elderly, blind and/or disabled
persons who lack full independence, and who require support services to assist them with
daily activities.
The Contra Costa County Board of Supervisors is the Board of Directors for the Contra
Costa In-Home Support Services Public Authority. The committee reports that no
significant changes have occurred in its mandate since the committee was established.
The committee provides a forum for discussion among care-givers, persons served by IHSS
programs, and community advocates to discuss issues relevant to in home supportive
services. The committee's policies and procedures indicate the committee also participates
in 'making final decisions regarding removal of providers or consumers from the [IHSS]
Registry.'
The committee receives updates from the County's Employment and Human Services
Department concerning items such as training activities available for IHSS care providers
and consumers, budget and legislative changes or advocacy issues affecting the State IHSS
program and its constituencies, and anti-fraud and quality assurance initiatives.
The committee's current focus, in addition to its usual activities, is to increase its
membership. The advisory committee reports that of 11 authorized seats members, the
committee has averaged approximately 7 filled seats despite marketing efforts.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the committee has met regularly pursuant to the California Brown
Act and County Better Government Ordinance, and has worked consistently toward its
identified objectives. The committee does not recommend any changes to its bylaws,
membership requirements, or seat structure.
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An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
The committee is currently staffed by the Employment and Human Services department.
The committee's level of activity is appropriate for the advisory body's scope and
legislative mandate.
Whether there is a need to clarify the policies and procedures under which the
advisory body operates.
The committee appears to be operating effectively according to written policies and
procedures that were approved in 2010.
Department Staff Liaison and Department Head recommendations
The IHSS Advisory Committee is mandated under the State Welfare and Institutions Code
12301.6. No changes are recommended by staff.
CAO Recommendation
No changes are needed to the In Home Supportive Services Advisory Committee. The
committee is mandated, and is consistent with the Board of Supervisor's election to serve
as the governing body of IHSS.
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A-2: Contra Costa County Planning Commission
Target Population: The Planning Commission reviews planning activities that occur in
unincorporated areas of Contra Costa County
Background
The Planning Commission is an example of an independent, decision-making public entity
that is mandated by the State of California to perform certain local duties for the citizens of
Contra Costa County. Because the Planning Commission is authorized under State law to
make "administrative decisions" on relevant subject matter that are independent from the
decisions of the Board of Supervisors, it is often referred to as an "independent"
commission.
The Planning Commission is responsible for planning matters prescribed by law within the
unincorporated area of Contra Costa County and hears all appeals from the Zoning
Administrator. The Commission consists of 7 members appointed by the Board of
Supervisors with one from each Supervisorial District and two appointed by the Board as a
whole.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the committee has met regularly pursuant to the California Brown
Act and County Better Government Ordinance, and has performed substantial public
hearing duties as described in the California Government Code and the County Ordinance
Code. The Planning Commission does not recommend any changes to its membership or
seat structure.
An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
The Planning Commission is currently staffed by the Department of Conservation and
Development (DCD). The Planning Commission is funded by annual appropriations in
DCD's budget as approved by the Board of Supervisors.
Whether there is a need to clarify the policies and procedures under which the
Planning Commission (or agency) operates.
The Planning Commission appears to be acting effectively with no request for clarification
of policy or procedures.
Department Staff Liaison and Department Head recommendations
Staff has no recommendations regarding the Commission.
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CAO Recommendation
The Planning Commission is a mandated body and no changes are recommended by staff.
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A3. First 5 Children and Families Commission
Target Population: Children ages 0 to 5 years old and their families in Contra Costa
County
Background
The First 5 Commission was established pursuant to the California Constitution following
approval by the voters of Proposition 10 in November 1998. Proposition 10 set aside State
tobacco tax revenues received to fund local child care services, early education and child
development programs, and family support services that are coordinated and managed by
local "First 5 Commissions."
Under Proposition 10 and its enabling legislation, the First Five commissions are
independent local bodies. They are independent local agencies, separate from County
government. First 5 Commissioners (board members) are appointed by the Board of
Supervisors. The structure and functions of the Commission are determined by Health and
Safety Code 130140.1. One Member of the Family and Children's Commission is required
to be the Chair of the Board of Supervisors or another Board member designated by the
Chair. The County Health Officer is also required to be a member of the Commission.
The Commission’s recent activities have included work to establish a Quality Rating and
Improvement System (QRIS) to assess the quality of service provided by more than 100
public and private providers of early learning services to low-income/high-need children;
promoting early developmental screening of all children and assisting parents to locate
appropriate resources for early childhood development as needed; and continuing
development of "First Five" centers which serve over 2000 families with young children
each year.
The Commission's current focus is the implementation of a new Strategic Plan for 2016-20,
and taking an increasing role in advocacy for organizational change, policies that support
young children and their families, and sustainable funding.
Discussion
The First Five Commission agendas and minutes that were submitted for the last three
years are in good order. The minutes reflect that the Commission has met regularly
pursuant to the California Brown Act and County Better Government Ordinance, and has
worked consistently toward implementing the Strategic Plan that is currently in effect.
An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
The Commission has its own staff subject to the discretion of the First 5 Commission as the
executive board for the agency. The Commission's costs are funded by the State.
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Whether there is a need to clarify the policies and procedures under which the
advisory body operates.
No changes recommended.
Department Staff Liaison and Department Head recommendations
The Commission's membership consists of nine Commissioners and nine Alternate
Commissioners, making it the largest county First Five Commission in the State. The
Executive Director recommends reducing the number of alternates from 9 to perhaps 2 or
3 at large members. He recommends reviewing this with the Commission and bringing a
recommendation back to the Board of Supervisors for consideration.
CAO Recommendation
This Commission is mandated and therefore must continue to exist. Staff concurs with the
recommendation to review the number of Commission alternates.
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A4. Local Planning and Advisory Council for Early Care and Education
Target Population: Community agencies and stakeholders working to support low
income children and families, public agencies, educational institutions and other
community stakeholders that provide services to families and young children
Background
The Local Planning and Advisory Council for Early Care and Education (LPC) was
established to administer Federal funds provided by the California Department of
Education (through the Federal Child Care and Development Block Grant Program) for
local child care planning activities, and, in particular, to identify local priorities among
geographic areas for the development of increased or enhanced child care, early childhood
education, child development, and family support services. The County Superintendent of
Schools and the Board of Supervisors serve as the governing and appointing bodies of the
Council.
Education Code Section 8499.3 further describes the mandates of the Council which
include in part:
Conduct an assessment of child care needs no less than every 5 years;
Prepare comprehensive countywide plans to mobilize public and private resources;
Conduct local forums to encourage public input; and
Foster local partnerships with public and private entities performing related
services
The LPC recent activities have included, in addition to its regular meetings and program
planning activities, the annual Young Children's Forum; a professional development
program for child care providers and early childhood educators; and review and discussion
of plans for new child care facilities in the County.
The LPC current focus is to continue to identify child care priorities in Contra Costa County
in order to allocate Federal child care grant funds, as required by its mandate. The planning
and advisory council is focused heavily on training early childhood educators and
improving programs in early childhood education and child development.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the LPC has met regularly pursuant to the California Brown Act
and County Better Government Ordinance, and has worked consistently toward its
identified objectives to coordinate local child care resources pursuant to the Federal Child
Care and Development Block Grant Program.
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Whether the advisory body's focus and membership is consistent with its purpose.
Whether the meeting frequency is appropriate for the advisory body's workload.
The LPC does not recommend any changes to its bylaws, membership requirements, or
seat structure. The LPC has recently revised its bylaws to create subcommittees to increase
effectiveness. The information provided by staff reflects an active and collaborative LPC
that works closely with other planning agencies and advisory committees in the County on
a continuous basis.
An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
The LPC is funded by Federal funds provided through the State Department of Education.
Whether there is a need to clarify the policies and procedures under which the
advisory body operates.
The LPC was organized to identify local funding priorities for Federal funds to provide or
expand child care services, especially to under-served areas or populations. This federal
mandate gives clear direction to Council activities, which are also subject to State and
Federal oversight. Therefore no changes appear to be necessary in the LPC operating
procedures.
The Council has expressed concern about difficulty it has experienced filling its vacant
seats. Membership on the Council has been reduced from 30 seats that were designated at
inception in 1991, to 25 seats in 2003, and then to 20 seats in 2012. Nonetheless, the
Council reports that it struggles to identify potential members and fill vacancies. The
Council has asked for more support from the Board of Supervisors, "to identify and
recommend individuals" for appointment.
CAO Recommendation
The LPC is required by law for the allocation of Federal child care funds under the Block
Grant program. No changes are recommended for this mandated body.
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A5. Mental Health Commission
Target Population: Severely and persistently mentally ill individuals and their family
members in Contra Costa County
Background:
The Mental Health Commission is mandated in the California Welfare and Institutions Code,
Section 5604, which requires the establishment of a "local mental health services board."
Under State law, one member of the "local mental health board" shall be a Member of the
Board of Supervisors.
The purpose of the Mental Health Commission is to review and evaluate the community's
mental health needs, services, facilities, and special problems; to review any County
agreements entered into pursuant to Section 5650 of the Welfare and Institutions Code; to
advise the governing body and local mental health director as to any aspect of the local
mental health program; to submit an annual report to the Board of Supervisors; review and
make recommendations regarding the appointment of a local director of mental health
services; review the County's performance outcome data and communicate its findings to
the State Mental Health Commission; and assess the impact of the realignment of services
from the State to the County on services delivered to clients and the local community.
The committees' recent activities have included ongoing mental health services planning
and coordination as specified in State law. The Mental Health Commission's four
subcommittees are: Executive Committee; Criminal Justice Committee; Mental Health
Services Act/Finance Committee; and Quality of Care Committee. The Mental Health
Commission was recently involved in the implementation of "Laura's Law" in Contra Costa
County, and continues to advocate for more housing with embedded treatment for the
seriously mentally ill, additional services for children as well as those individuals who are
incarcerated or on probation.
The committee's current focus is mental health services planning and coordination as
specified in State law. The Chair and Vice Chair of the Mental Health Commission meet at
least monthly with the Director of Behavioral Health of the Health Services Department.
Discussion
The agendas and minutes submitted for the last three years are in good order. The minutes
reflect that the committee has met regularly pursuant to the California Brown Act and
County Better Government Ordinance, and has created detailed minutes of its extensive
strategic planning and community engagement activities.
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An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost
The committee is currently staffed by the Health Services Department which develops and
distributes materials, organizes meetings, plans agendas, etc.
Whether there is a need to clarify the policies and procedures under which the
advisory body operates
The Mental Health Commission is a well-organized and fully operational local mental
health board, and includes a Member of the Board of Supervisors who participates in its
programs and services.
CAO Recommendation
No changes are recommended to this mandated body.
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Discretionary Boards, Commissions, or Committees
B1. Advisory Council on Equal Employment Opportunity
Target Population: County employees hired, promoted or terminated to ensure the goal of
equal opportunity and a workforce that is reflective of the community
Background
The purpose of the committee, as originally established, was to review County workforce
characteristics (statistics) to identify disparities in representation among groups, based on
County demographics, and to expand outreach which is further described in the County's
"Affirmative Action Plan." This originally was the result of a court order to ensure that the
County diligently worked toward having a workforce that is reflective of its community.
That court order has since been vacated. However, it is recommended that the Council still
exist for this important purpose.
The committee's current focus continues to be the review of workforce demographic
statistics, and meeting with departments and outside organizations to increase outreach
for employment to groups that are under-represented in the County workforce. However,
the Advisory Council has requested clarification of its current mission and priorities due to
the termination of the consent decree under which it was originally established.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the committee has met regularly pursuant to the California Brown
Act and County Better Government Ordinance.
An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost
The committee is currently staffed by the EEO Officer through the Risk Management
Division of the County Administrator's Office.
Whether there is a need to clarify the policies and procedures under which the
advisory body operates
No changes to policies or procedures are recommended.
Department Staff Liaison and Department Head recommendations
The EEO Officer recommends that the Advisory Council's by-laws be updated to reflect a
renewed mission and direct its future activities and goals.
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CAO Recommendation
The by-laws were last modified in 1992 and an update is appropriate.
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B2. Family and Children's Trust Committee (FACT)
Target Population: Prevention and Treatment of child abuse and neglect for children and
families in Contra Costa County
Background
The Family and Children's Trust Committee (FACT) was established in 1985 to make
funding recommendations on the allocation of specific funds for the prevention and
treatment of child abuse and neglect, and to provide supportive services for families and
children.
FACT reports its current role as providing supplemental funding for programs and agencies
that support child abuse prevention, intervention and treatment as well as related family
services, based on a bi-annual needs analysis.
FACT currently issues a flyer that is sent with annual property tax bills to inform property
owners of FACT and to request donations. The contributions are allocated to the Ann Adler
Family and Children's Trust Fund.
The committee reports that no significant changes have occurred in its mandate since the
committee was established.
The committees' recent activities have included a bi-annual needs survey of agencies and
families (or guardians), issuing Request for Proposals for distribution of available funds,
monitoring contracts, and performing site visits to contracted agencies or providers.
The committee's current focus has included discussion of possible new fund-raising
activities in addition to the statutory funds received to support of program expansion and
public awareness of the committee and its services.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the committee has met regularly pursuant to the California Brown
Act and County Better Government Ordinance, and has worked consistently toward its
identified objectives.
Whether the advisory body's focus and membership is consistent with its purpose.
Whether the meeting frequency is appropriate for the advisory body's workload.
Staff does not recommend any changes to the committee membership requirements or
meeting schedule.
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An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
FACT is currently staffed by the Employment and Human Services Department. The
Committee has requested that additional dedicated EHSD staff be assigned to assist with
the mission of the Committee. However, the cost for increased administrative costs would
be deducted from funding direct services to the community. Therefore the department
recommends no change in dedicated staffing.
The Committee reported:
● FACT has annual revenues of approximately $615,000 annually comprised of
$50,000 from the Ann Adler Family and Children's Trust Fund; $200,000 from the
County's Children's Trust Fund (from a portion of birth certificate fees); $25,000
from the California Kids' Plate Fund (from license plate fees paid to the State);
$300,000 from the Child Abuse Prevention Intervention and Treatment Program
(CAPIT), a State-funded program; and $40,000 from the Community Based Child
Abuse Prevention Program (CBCAP), a State-funded program.
● FACT has discussed increasing "innovation" in the provision of child abuse
prevention and family support services by awarding "innovation funding awards…
to smaller agencies that serve unique populations or that provide novel education
and intervention approaches…"
Whether there is a need to clarify the policies and procedures under which the
advisory body operates.
The committee does not recommend any changes to its bylaws or policies.
Department Staff Liaison and Department Head recommendations
Staff made no recommendations for any changes to this committee.
CAO Recommendation
No changes are recommended to this committee.
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B3. Contra Costa Council on Homelessness
Target Population: People who are homeless or at risk of homelessness
Background
The "Continuum of Care" is a Federal program enacted in 1997 which distributes Federal
Funds through the U.S. Department of Housing and Urban Development (HUD) to local
and/or regional planning agencies that serve as fiscal agents. These planning agencies then
contract with non-profit agencies to provide services and programs to serve the homeless,
or to prevent homelessness.
The "Continuum of Care Advisory Board" was established by the Board of Supervisors by
Board Order on May 20, 1997 based on recommendations from the Director of Public
Health, to assist the Health Services Department to monitor the County's Homeless Plan
and assist in the establishment of annual priorities based on the Homeless Plan.
After the Advisory Committee was created in 1997, it was renamed and restructured based
on program revisions. In 2004 the Board approved "Ending Homelessness in Ten Years," a
county-wide plan for the communities of Contra Costa. In 2008, the Board approved the
merger of the Homeless Continuum of Care Advisory Board with the Homeless Inter-
jurisdictional Interdepartmental Work Group (the initial group responsible for overseeing
the implementation of the 10-year plan). It is now called the Contra Costa Inter-
Jurisdictional Council on Homelessness (IJCH). A Consumer Board was also created to
provide valuable information to the Council on the effectiveness of programs and the gaps
in services.
In June 2013 the IJCH bylaws were amended to revise the committee seat structure and
make other necessary changes. The bylaws also added a requirement that the IJCH
appointed members a complete financial disclosure form pursuant to a Conflict of Interest
Code adopted by the Council. In 2016 the IJCH bylaws were revised to rename the
Interjurisdictional Council on Homelessness as the "Contra Costa Council on
Homelessness".
The purpose of the Contra Costa Council on Homelessness, as stated in the bylaws
approved in 2016, is to act as the planning body that coordinates the community's policy,
strategies, and activities toward preventing and ending homelessness. The revised bylaws
now specify the role of the Council on Homelessness as follows:
(1) to be the governing body for the Contra Costa Continuum of Care;
(2) to provide advice and input on the operations of homeless services, program
operations, and program development efforts;
(3) to establish the local process for applying, reviewing and prioritizing project
applications for funding in HUD Homeless Assistance Grant Competitions, including the
Continuum of Care program and the Emergency Solutions Grant Program;
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(4) to review, update and approve the Council on Homelessness Governance Charter at
least annually; and
(5) to provide a forum for the Continuum of Care to communicate about the
implementation of strategies to prevent and end homelessness.
The Council on Homelessness has been most active recently in updating the County's
strategic planning process to prevent and end homelessness. In 2014, the Health Services
Department submitted a Strategic Plan update entitled, "Forging Ahead Towards
Preventing and Ending Homelessness."
The committee's current focus is on implementation of the updated Strategic Plan. In the
past three years, the committee has participated in the development of a Coordinated Entry
System and provided recommendations on funding priorities resulting in the award of over
$11 million in Continuum of Care program funds to Contra Costa homeless providers.
Discussion
The agendas and minutes that were submitted for the last three years are in good order.
The minutes reflect that the Council on Homelessness has met regularly pursuant to the
California Brown Act and County Better Government Ordinance, and has been actively
engaged in planning and coordinating a wide range of homeless services with input from
stakeholders and the community.
Whether the advisory body's focus and membership is consistent with its purpose.
Whether the meeting frequency is appropriate for the advisory body's workload.
Staff does not recommend any changes to the committee membership requirements or
meeting schedule.
An evaluation of the amount and type of support provided by the County for its
appropriateness, consistency and cost.
The committee is currently staffed by the Health Services Department.
Whether there is a need to clarify the policies and procedures under which the
advisory body operates.
Staff does not recommend any further changes to its bylaws, membership requirements or
seat structure at this time. However, there may be future changes to the by-laws to reflect
that Federal Health Resources and Services Administration (HRSA) regulations no longer
require the Council on Homelessness to provide oversight to health care for the homeless.
A subcommittee of the Council on Homelessness will be convened to discuss these
potential changes and bring any necessary by-law changes to the Board for approval.
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Department Staff Liaison and Department Head recommendations
The Director of Health, Housing and Homeless Services recommends that the advisory
committee continue to exist. The committee is a significant asset to the community and not
only is an advisory body to the Board of Supervisors but also provides important feedback
and input for the Homeless Program staff.
CAO Recommendation
It is recommended that the Council on Homelessness continue in its current form.
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B4. Municipal Advisory Councils
Alamo
Bay Point
Bethel Island
Byron
Contra Costa Centre
Diablo
El Sobrante
Kensington
Knightsen (Town)
North Richmond
Pacheco
Rodeo
Background
The Board of Supervisors is authorized under the California Government Code 31010 to
create Municipal Advisory Councils (MACs) to represent the interest of residents of defined
unincorporated areas of the County in order to improve the coordination and provision of
County services and benefits to specific areas. MACs are designed to be flexible and to be
structured by the Board of Supervisors and local residents to best fit the needs of the local
residents living in the unincorporated area. MAC’s have no fiscal or administrative
authority and therefore seek to accomplish its goals through county government. These
advisory bodies are staffed by the Board of Supervisors office in which they are located.
MACs face two ways: towards the County offering views of the community to staff and the
Board; and toward the community, supplying information about County proposals and a
place where individuals can air opinions on community problems and perhaps receive
assistance and guidance. MACs hold public meetings, survey community opinion and speak
for the community to the Board of Supervisors.
The most common subject of activity is land use planning but may also include parks and
recreation, lighting and landscaping, land use and code enforcement, public safety,
transportation or other infrastructure. For land use purposes, MACs provide a vehicle for
local residents to comment on variances, subdivisions and certain other discretionary land
use permits before those permits are decided upon by the County Zoning Administrator or
Planning Commission.
Discussion
New establishing Resolutions were approved by the Board of Supervisors for each
Municipal Advisory Council on August 4, 2009. Together, these resolutions updated and
synchronized the different establishing resolutions that had been previously approved for
each of the Municipal Advisory Councils. On April 16, 2016 the Board approved amending
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the by-laws of all MACs to delete any reference to Conflict of Interest Codes as it was
determined that they are not legally required to have this provision or file annual financial
disclosure statements (Form 700). However MAC members are still required to follow
Resolution 2002/376 which is a policy for Board appointees concerning conflicts of
interest and open meetings which states: “All Board Appointees should conduct the public
business as to avoid even any appearance of conflict of interest”.
Currently, the following language is included in MAC 2009 Resolutions regarding County
financial support:
“a. Until such a time that the Board of Supervisors determines there is sufficient budgetary
capacity, the Board shall provide no ongoing professional or clerical staff support to the
Council or funds to pay for any of the Council’s operating costs.”
The Board of Supervisors subsequently approved the allocation of $3,000 annually to each
Municipal Advisory Council. The MAC Resolutions should be amended to reflect this
change.
Some of the MACs are very active and meet regularly and provided reports on their
activities. Others have been dormant with no meetings called. It is recommended that for
those MACs not meeting regularly that staff discuss with each Board office if the Council
still needs to formally exist, if a modification of the meeting schedule might be appropriate
(e.g. quarterly instead of monthly) or if other administrative support is necessary.
Refresher training should be also be provided to the staff supporting the Councils
regarding making an annual report to the Board of Supervisors, the Brown Act, tracking
meetings, budget expenses, etc.
CAO Staff Recommendation
The authorizing Resolutions should be updated to reflect current Board policy and
operational procedures. Additionally, it is recommended that staff work with each Board
office to discuss the activities of each MAC and provide refresher training to support staff
on administrative procedures. CAO and Auditor staff has already begun meeting to update
the training provided to all advisory bodies which will include the specific fiscal
requirements for MACs.
County Service Areas (CSAs)
CSA P-2A: Blackhawk– Public Protection services
CSA P-2B: Alamo – Public Protection services
CSA P-5: Round Hill – Public Protection Services
CSA P-6: Countywide unincorporated excluding Kensington –
Extended police protection services
CSA R-10: Rodeo – Recreation services
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Background
County Service Areas (CSAs) are special districts within the County that provide specific
extended benefits or services to residents within the defined area. CSAs are a funding
mechanism to provide specific services such as water, transit, streetlight, or parks and
recreation services through a tax assessment of the residents authorized via a special
election. The County Board of Supervisors acts as the governing board for these dependent
special districts with Public Works providing staff support when applicable. When
appropriate, Supervisorial Districts may request comment or input from MACs on how to
spend CSA funds.
County Ordinance Section 1012 and County Service Area Law (Government Code Section
24210.3) outline the authority and requirements for CSA formation and operation.
Depending on the CSA’s revenue and formation (e.g. assessment versus ad valorem tax
revenue), Public Works presents an annual report to the Board of Supervisors for
confirmation so the annual assessment can be placed on the tax roll. Below is a summary
of each CSA included in this review period:
CSA P-2A Citizens Advisory Committee
The Board established CSA P-2 on November 18, 1969 (Res. No. 69/765) to advise the
Board on the needs of the Alamo/Danville community for extended police services. On July
24, 1984, the Board established Zone A of CSA P-2 (Res. No. 84/440) encompassing the
Blackhawk area and authorized the formation of a Citizens Advisory committee for Zone A.
The Committee’s membership comprises seven (7) members for two-year terms ending
December 31st.
Alamo Police Services Advisory Committee
The Board established Zone B of CSA P-2 on September 10, 1985 (Res. No. 85/537) for
purposes of providing for the implementation and administration of additional extended
police services in the Alamo area and authorized the formation of a Citizens Advisory
committee for Zone B. The CSA P-2 Citizens Advisory Committee at the time was
reconstituted and appointed as the Zone B Citizens Advisory Committee. The Committee
has since been renamed the Alamo Police Services Advisory Committee. The Committee’s
current membership comprises nine (9) members for two-year terms ending December
31st.
CSA P-5 Citizens Advisory Committee
The Board established CSA P-5 on April 18, 1972 (Res. No. 72/257) for the purpose of
financing police services in the Round Hill area of Alamo. The Board appointed the first five
members to the Citizens Advisory Committee on February 13, 1973. The Committee’s
current membership comprises nine (9) members and two (2) alternates for two-year
terms ending December 31st.
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CSA P-6 Discovery Bay Zones Citizens Advisory Committee
The Board established CSA P-6 in 1983 for purposes of providing extended police
protection services for most of the unincorporated areas within the County. On June 23,
2009 (item C.124), the Board authorized the formation of a P-6 Citizens Advisory
Committee for Zones 500, 501, 502, 503 and 504 within the Discovery Bay area. The
Committee’s membership comprises five (5) members who reside within the P-6 Discovery
Bay Zones 500-504, with no more than two appointees residing within any one Zone.
Appointees serve two-year terms ending December 31st.
CSA R-10: Rodeo
This CSA was formed in 1987 for the purpose of recreation services through the operation
of the Lefty Gomez Community Center and its baseball fields. It serves approximately 7.37
square miles and the Citizens Advisory Committee meets regularly. Administrative
oversight is provided by staff from the Board of Supervisors District V office.
Discussion
The Citizens Advisory Committees’ focus and membership continue to be consistent with
their intended purpose. At this time, staff recommends maintaining the Committees,
including their membership requirements and seat structure as they currently stand in
order to continue advising the Board of Supervisors on the police or recreation services
needs of these communities.
CAO Recommendation
Similar to the MACs, it is recommended that refresher training be provided to the staff
supporting these bodies on administrative procedures.
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