HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03092020 - Internal Ops Agenda Pkt
INTERNAL OPERATIONS
COMMITTEE
March 9, 2020
10:30 A.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 10, 2020 IOC meeting.
(Julie DiMaggio Enea, IOC Staff)
4. INTERVIEW candidates for the At Large #2 seat on the County Planning Commission
and CONSIDER nomination to the Board of Supervisors for appointment to complete
the current term ending on June 30, 2020 and to a new a four-year term beginning July
1, 2020 and ending June 30, 2024. (Julie DiMaggio Enea, IOC Staff)
5. CONSIDER accepting the 2018/19 annual report from the Public Works Director on the
Internal Services Fund and status of the County's Vehicle Fleet. (Carlos Velasquez,
Fleet Services Manager)
6. CONSIDER accepting and approving the 2018-2020 Triennial Review Phase III Report
and recommendations. (Emlyn Struthers, Clerk of the Board's Office)
7. CONSIDER consenting to transfer to the Airports Committee the Board referral of
screening and recommending candidates for appointment to the Airport Land Use
Commission. (Julie DiMaggio Enea, IOC Staff)
8.The April 13, 2020 meeting was canceled. A special meeting is scheduled for April 6,
2020 at 1:00 p.m.
9.Adjourn
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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. 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:03/09/2020
Subject:RECORD OF ACTION FOR THE FEBRUARY 10, 2020 IOC MEETING
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION
Presenter: Julie DiMaggio Enea 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 10, 2020 IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the February 10, 2020 IOC meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT IOC Record of Action 2-10-2020
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INTERNAL OPERATIONS
COMMITTEE
RECORD OF ACTION FOR
February 10, 2020
Supervisor Candace Andersen,Chair
Supervisor Diane Burgis, Vice Chair
Present: Candace Andersen, Chair
Diane Burgis, Vice Chair
Staff Present:Julie DiMaggio Enea, Staff
Attendees:George Smith, HazMat Commission; Sandi Bewley, Auditor-Controller's Office;
Joanne Bohren, Auditor-Controller's Office; Jami Napier, Chief Asst Clerk of the
Board; Emlyn Struthers, Clerk of the Board's Office; Jill Ray, BOS District II
Representative; Mark Goodwin, District III Chief of Staff
1.Introductions
Chair Andersen called the meeting to order at 10:35 a.m. and invited
attendees to introduce themselves. She announced that Vice Chair
Burgis would arrive shortly.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
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 one requested to speak during the public comment period.
3.RECEIVE and APPROVE the Record of Action for the December 9, 2019 IOC
meeting.
The Committee approved the Record of Action for the December 9, 2019
meeting as presented.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
4.RECOMMEND to the Board of Supervisors the appointment of Audrey Comeaux
DRAFT
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4.RECOMMEND to the Board of Supervisors the appointment of Audrey Comeaux
(Richmond) to the General Public seat and reappointment of Tim Bancroft
(Danville) to the Alternate seat on the Hazardous Materials Commission to terms
that will expire on December 31, 2023.
Approved as recommended.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
5.ACCEPT report on the Auditor-Controller's audit activities for 2019 and
APPROVE the proposed schedule of financial audits for 2020.
Sandra Bewley presented the staff report. The Committee accepted the
report and approved the 2020 schedule of audits as presented.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
6.Given the longevity and repetition of these compliance issues, staff recommends
that the Commission be given a hard and fast deadline to address these issues
to the satisfaction of the IOC, with consideration for dissolution of the
Commission as a County advisory body should there be a failure to do so.
The Committee discussed several compliance issues associated with
agenda and minutes posting, meeting location, fund management, annual
reporting to the Board, member application process, and transparency
via the Commission website. The Committee reiterated the need for an
arms length separation between the Friends of the Commission and the
Commission. The current relationship between the two organizations
continues to be unclear.
The Committee directed staff to provide the Commission a list of
corrective actions necessary to come into compliance with the
Commission bylaws and County policy, and to request the Commission
to report to the IOC in 60 days on the status of the compliance issues.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
7.APPROVE the proposed 2020 Committee meeting schedule and work plan, or
provide direction to staff regarding any changes thereto.
Approved as recommended.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
DRAFT
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8.APPROVE the proposed recruitment plan and schedules to fill public member or
At Large seat vacancies on certain Board advisory bodies, commissions and
committees.
Approved as recommended except that the Committee directed staff to
extend the application filing period for the Planning Commission by two
weeks. Chair Andersen offered to propose to the Retirement
Administrator changing the term expiration of one of the County
appointed seats so that only two of the four primary County seats would
expire in the same year.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
9.The next meeting is currently scheduled for March 9, 2020.
10.Adjourn
Chair Andersen adjourned the meeting at 11:55 a.m.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 335-1077, Fax (925) 646-1353
julie.enea@cao.cccounty.usDRAFT
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INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:03/09/2020
Subject:INTERVIEW CANDIDATES FOR THE COUNTY PLANNING
COMMISSION
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: IOC 18/5
Referral Name: Advisory Body Recruitment
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea 925.335.1077
Referral History:
On December 12, 2000, the Board of Supervisors approved a policy on the process for recruiting
applicants for selected advisory bodies of the Board. This policy requires an open recruitment for
all vacancies to At Large seats appointed by the Board. The Board also directed that the IOC
personally conduct interviews of applicants for At Large seats on several boards, committees, and
commissions including the Contra Costa County Planning Commission.
There is a current vacancy in the At Large #2 seat on the Planning Commission. The current term
of office for this seat will expire on June 30, 2020 and the subsequent term will run from July 1,
2020 - June 30, 2024.
The Planning Commission's powers and duties include:
Exercise all powers and duties prescribed by law (statute, ordinance or board order),
including consideration of matters referred to it by the zoning administrator except those
powers and duties specifically reserved or delegated to other divisions of the planning
agency;
Initiate preparation of general plans, specific plans, regulations, programs and legislation to
implement the planning power of the county;
Be generally responsible for advising the legislative body of matters relating to planning,
which, in the opinion of the commission, should be studied;
Be the advisory agency as designated in Title 9 of this code for the purpose of passing on
subdivisions;
Hear and decide all applications or requests for proposed entitlements estimated to generate
one hundred or more peak hour trips unless otherwise provided by this code or board order;
and
Hear and make recommendations regarding proposed development agreements when it is
hearing the related project applications being processed concurrently with the development
agreements.
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Referral Update:
At the direction of the Internal Operations Committee, staff initiated a six-week recruitment by
issuing a press release (attached) on January 10th advertising the vacancies, with an application
deadline of February 7, which was extended through February 21. The recruitment garnered three
applications, attached. All candidates were invited to interview with the IO Committee today.
The candidates are as follows:
LaMar Anderson (Concord) - attendance confirmed
Daniel Borsuk (Pittsburg) - attendance confirmed
Ross Hillesheim (Danville) - attendance confirmed
Recommendation(s)/Next Step(s):
INTERVIEW candidates for the At Large #2 seat on the County Planning Commission and
DETERMINE nomination to the Board of Supervisors for appointment to complete the current
term ending on June 30, 2020 and to a new a four-year term beginning July 1, 2020 and ending
June 30, 2024.
Fiscal Impact (if any):
Planning Commissioners receive a County-paid stipend of $50 per meeting, not to exceed $300 a
month, plus mileage reimbursement.
Attachments
Planning Commission Media Release
Richard Clark Resignation
Planning Commission Roster March 2020
Candidate Application_LaMar Anderson_Planning Commission
Candidate Application_Daniel Borsuk_Planning Commission
Candidate Application_Ross Hillesheim_Planning Commission
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Contra Costa County
County Administrator’s Office • 651 Pine Street, 10th Floor • Martinez, CA 94553 • www.contracosta.ca.gov
Media Release
FOR IMMEDIATE RELEASE Contact: Julie DiMaggio Enea
Friday, January 10, 2020 Phone: (925) 335-1077
Email: julie.enea@cao.cccounty.us
WOULD YOU LIKE TO SERVE ON THE COUNTY PLANNING COMMISSION?
The Contra Costa County Board of Supervisors is seeking an individual who is
interested in serving on the County’s Planning Commission. The Commission is
responsible for hearing and deciding applications for proposed projects that generate
more than 100 peak hour trips, and all appeals from decisions of the zoning
administrator. The Commission also may initiate preparation of general plans, specific
plans, regulations, programs, and legislation to implement the land use planning power
of the county; is generally responsible for advising the Board of Supervisors of matters
relating to planning; is the designated advisory agency for the purpose of passing on
subdivisions; and hears and makes recommendations regarding proposed development
agreements.
Meetings of the Planning Commission are generally held on the second and fourth
Wednesdays of each month at 7:00 p.m. in Martinez. Members of the Planning
Commission receive $50 per meeting up to a monthly maximum of $300, plus mileage
expense. The appointment will be for a full four-year term ending June 30, 2024.
Application forms can be obtained from the Clerk of the Board of Supervisors by cal li ng
(925) 335-1900 or by visiting the County webpage at www.contracosta.ca.gov.
Applications should be returned to the Clerk of the Board of Supervisors, Room 106,
County Administration Building, 651 Pine Street, Martinez, CA 94553 no later than
5:00 p.m. on Friday, February 7, 2020. Applications will be reviewed, and invitations
to interview with the Internal Operations Committee of the Board of Supervisors will be
extended to qualified candidates. Interviews will take place during February at the
County Administration Building, 651 Pine Street, Martinez, CA 94553. The appointment
is anticipated to be effective following Board of Supervisors action in March 2020.
# # # #
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Planning Commission Roster ‐ March 2020
Position Name Start date End date City District
At‐Large 1 Bhupen Amin 1‐Jul‐18 30‐Jun‐22 Walnut Creek IV
At‐Large 2 Vacancy 30‐Jun‐20
District I Jeffrey Wright 1‐Jul‐19 30‐Jun‐23 El Cerrito I
District II Rand Swenson 24‐Oct‐17 30‐Jun‐21 Alamo II
District III Bob Mankin 11‐Feb‐20 30‐Jun‐21 Discovery Bay III
District IV Kevin Van Buskirk 1‐Jul‐19 30‐Jun‐23 Pleasant Hill IV
District V Donna Allen 18‐Oct‐16 30‐Jun‐20 Martinez V
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Contra Costa County Boards & Commissions
Appllcatlon Form
REC·EIVED
----------~-,..•.;;_< ------;r-r~-H O ·2019 ···
Profile
Ro ~ s --------A-. y .-t/M ht,~~:--'--
FlrstNama Middle Initial Last Name
H
.jr{e./t'-O ..-
·
Which supervlsorlal district do you llve In? -Z.
Sulla or Apt
----~~-------------~ ······--··-----
None Selected
Education
Select the option that applies to your high school education • h iJ_ L J {,,t "• ( J r..J,, c f<.
None Selected
College/ University A
Name of Collage Attended (/2; ,'v (,f J • 6-t of. (J 1-,J,,
Degree Type / Course of Study / MaJor ~J, J Rt i~ (0 -....,~
1
{;.e.,,.,o "'". c...J
Degree Awarded? \A tJ ----¥-~--··+----·,·------------
(", Yes r No
College/ University B
Name of College Attended Ju "#I F-/Ct,,-,~ '1 r J ~., "/ ,, /-le,,,.,
Degree Type / Course of Study/ Major ~ D
Page 1 of 4
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, .··r~ ; ~ .. ! . ., .
cieg!_ee Awarded? 1 ci
r Yes r No
1 ...• ,.
College/University1 C
Name of College Attended
------------------------------------
Degree Type / Course of Study/ Major
---------------------------···-.. ---
Degree Awarded?
r Yes r No
Other schools / training completed:
Course Studied
Hours Completed
-------------•--·--
Certificate Awarded?
r Yes r: No
Board and Interest
Which Boards would you like to apply for? A [e..~ ;v1A,,C-, {){AtJ,.r':j f,/Yl1•1JJ s:,"
NoneSelected £e,1u/ltt\,.: -o/li---l'-N"'_,fv _ _,., ....... 7 ____ e_~',,/-,V_t:,,,_t__,,l _, __ /rc,,J-~-eorrit/..,. fY}e.,-,~lfl-lh
Seat Name
---------------·-------------· ---
Have you ever attended a meeting of the advisory board for which you are app_l_Y_in_g_?_J+Ll.
r.-Yes r No
If you have attended, how many meetings have you attended? Z,. -(l / ,,.., ~ ~ D II\ /fl'W J J , ii N
Qualifications and Volunteer Experience
Page 2 of 4
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I would llke to be considered for appointment to other advisory boards for which I may be quallfl�.itj . ________ ·-··----
r.Yes r, No
Are you currently or have you ever been appointed to a Contra Costa County advisoryboard, commission, or committee? IV 0
r, Yes r. No
List any volunteer or communlty experience, Including any advisory boards on which you have served. .,,,,,-vL 1 ,,I I . I 1 > /I ,1f Cl/ rr�"'"'} 5L,v<.,, '"' *&,V-()( u-J "' ·p ,;,-
Describe your quallflcatlons for this afutment. (NOTE: you may also lnclud� a copy of yourresumewlth thls appllcatlon) vJJ,,,C.., e� N'h,rd ,.,.,,.A�" ,,;tw
Ross HIHesheiro . Resume EINALdocx
Conflict of Interest and CertHlcatlon
f'�/a,1-.
Do you have a Famlllal or Flnanclal Relatlonshlp with a member of the Board of Supervisors? A Ju I V r-Yes r No
_1f_Y_e_s,_p_1ea_s _e_1d_e_n_t1_1y_1_h_e_n_at_u_re_o_f_t_he_re_1a_1_1o _n_sh_l_p_: _N�A�------·--·�--
Do you have any financial relationshlps with the County such as grants, contracts, or other economic relations? ---fV,-.-. �D ____________________ _
r.- Yes <"· No
Page 3 of 4
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Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission In Contra Costa County.
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ROSS ARTHUR HILLESHEIM
Pleasant Hill~-CA 94523
E~EJPENCE .
Ute Developments, LLC, Walnut Creek, CA June 2015-
Present
Ute Developments purchases real property and constructs retail fuel, community markets and multi-family projects
in Northern California. The company has commercial real estate and improvements valued over $15 million and
another $25 million of commercial real estate scheduled to be entitled or constructed by the end of 2019.
President and Founder
• Oversee the firm's acquisition and entitlement of real property. Secure capital financing.
• Nurture government relations.
• Assembled and lead a knowledgeable, driven executive team to collaborate on-si~ selection, land use
issues, and CRE brokerage.
• Collaborate with leadership team to identify best training offerings for team leaders.
• Initiated and oversee corporate responsibility and environmental initiatives.
• Proven record of successful completion of multiple simultaneous projects.
• Obtain land use and zoning approvals for various complex projects.
• Monitor assets performances through financial analysis and market research.
:•• Gained and employ deep knowledge and experience in corporate real estate acquisition, leasing,
disposition, planning and management.
•· Gained and leverage working knowledge of the various disciplines involved in the store development
process, froin site selection and market ana1ysis to store opening.
• Develop insights and incentives that have shaped the company's strategy.
• Created a full database of site identification and devised strategy for team members to implement.
Keylock Inc, Walnut Creek, CA June 2010 -Present
Keylock Inc. operates retail fuel stations with 30 employees and over $22 million of annual revenue. Company
owns Chevron Extra-Mile and Arco AMP M retail gas stations in the San Francisco Bay Area and benefits from a
management team with 25 years of combined retail experience. Keylock is actively seeking additional retail sites.
President and Founder
• Serve as part of the management team. Provide executive leadership with the Chief Operating Officer
and manage the business.
• Assembled a devoted, solution-oriented executive team an<J employee base by inspiring a culture of open
and fair dialogue to collaborate for solutions, which has ensured business success.
• Participate in full range of business development activities. Build and manage client relations on multi-
million-dollar deals.
• Full P&L responsibility for 3 companies within corporate structure.
• Led hiring of COO and Operations team.
• Lead teams ~o focus on people, product and process.
• Set clear goals for profitability.
• Lead team-building and training workshops to build and promote valued based culture.
Euro Pacific . Capital, Los Angeles, CA January 2008 -May 2010
Euro Pacific Capital is a FINRA-sponsored investment group, working in brokerage and capital markets for their
clients on 21 global exchanges.
Analyst, Capital Marken; Group
• Researched global markets and industries related to commodities and foreign exchange.
• Produced detailed expense analysis of business unit activities for European Debt Capital Market Services
operation. Analysis was used to help business units responsible for incurring the costs. Work resulted in
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greater ability to identify cost-drivers and attain cost savings.
• Participated in private placements, equity offerings and debt structuring to major middle market foreign
firms.
• Worked directly with senior business unit managers to problem-solve and formulate innovative solutions to
the challenges faced by our clients.
Marlin and Associates LLC, New York, NY Summer 2004
Marlin and Associates is a specialized investment bank focusing on mergers and acquisitions, growth and business
strategy, and valuations with an emphasis on the information and technology sector.
Summer m Analyst, Mergers and Acquisitions
.•. Researched, investigated and prepared confidential offering documents to clients and potential buyers.
• Work in fast-paced environment providing analytical support to 3 senior bankers.
• Prepared strategy presentations for current clients.
• Worked on pitch books and management presentations for potential clients.
CONTINUING EDUCATION
UC Berkeley Extension...: Math for Management -currently enrolled
Urban Land Institute -Real Estate Entrepreneur Program Member -since 2015
The Analyst Exchange Level One: Financial Statements and Modeling -2008
EDUCATION
John F. Kennedy University, School of Law, Pleasant Hill, CA Juris Doctorate of Law 2014 -2018
Graduated law school from the part-time program, attending classes in the evenings. Graduated in the top 25%.
Advanced Elective Coursework: Tax Law, Administrative Law, Mediation, Real Property, and Moot Court
University of Utah, Salt Lake City, UT 2003 -2007
Bachelor of Science in Economics. Received part-time scholarship from athletic department.
• Select achievements: Completed coursework while working part-time 30 hours per week at Kirton &
McConkie. First in my family's history to go to college. Became only economics student to attain a New
York City investment banking summer internship.
• Advance Coursework included Money and Banking, Industrial Organization~ Investment Analysis,
International ·Economics and Valuation.
EXTRACURRICULAR LEADERSHIP AND ACTIVITIES
Professional Years
• Assistant Coach, Larkey Sharks Children's Swim Club, 2017-Present.
• Completed 4 Ironman triathlons, 4 Escape from Alcatraz triathlons, Boston Marathon, and many other
triathlons around The North.em Hemisphere.
• Elders Quorum President and Ward Mission Leader, LDS Church, 2014-2018.
College Years
• Missionary to·Montana and Wyoming. Served as a Zone Leader, leading 10 missionaries with goals and
service opportunities, 2001-2003.
• Missionary to The Wind River Indian Reservation, 2002.
• President, Pre-Law Society, University of Utah, 2007; Member, 2006-2007.
• Head Stu<tent Manager, University of Utah Men's Basketball Team, 2003.
OTHER INFORMATION
• Travels: England, France, Costa Rica, Canada, Mexico.
• Pre-College Achievement: Eagle Scout Award, Boy Scouts of America, 1999.
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INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:03/09/2020
Subject:RECOMMENDATIONS FOR DISPOSITION OF LOW MILEAGE FLEET
VEHICLES
Submitted For: Brian M. Balbas, Public Works Director/Chief Engineer
Department:Public Works
Referral No.: IOC 20/3
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.
Referral Update:
Attached for the Committee's review is the 2018/19 annual report on the ISF and low-mileage
vehicles, as prepared by the Public Works Department.
Recommendation(s)/Next Step(s):
ACCEPT 2018/19 annual report from the Public Works Director on the Internal Services Fund
and status of the County's Vehicle Fleet.
Fiscal Impact (if any):
Reassigning underutilized vehicles would increase cost efficiency, but the fiscal impact was not
estimated.
Attachments
Public Works FY 2018/19 Fleet Report
Public Works FY 2018/19 Fleet Report Attachments
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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
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
Memo
March 2, 2020
TO: Internal Operations Committee
Supervisor Candace Andersen, District II, Chair
Supervisor Diane Burgis, District III, Vice Chair
FROM: Brian M. Balbas, Public Works Director
SUBJECT: FLEET INTERNAL SERVICE FUND FY 2018-19 REPORT
MESSAGE:
Recommendation
Accept the Internal Service Fund (ISF) Fleet Services report for FY 2018-19.
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 over 1565 vehicles/equipment/trailers, of which, 917 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.
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2018-19 Fleet ISF Report
March 2, 2020
Page 2 of 4
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 2018-19 expenses were
reviewed to develop new rates for FY 2019-20, which went into effect September 1, 2019. 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 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 overall fleet costs.
Highlights
In FY 2018-19, 85 vehicles were purchased, 15% more than FY 2017-18, and 33% more
than were purchased in FY 2016-17. Of this amount, 28 are new additions to the fleet
requested by departments for newly hired staff and new or expanded services.
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
2019, two units were identified that required further analysis for possible reassignment or
replacement, which is the same amount as the previous year.
Fleet Services continues to promote building a “Green Fleet” by purchasing 3 electric and
16 hybrid vehicles as replacement vehicles in FY 2018-19.
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
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2018-19 Fleet ISF Report
March 2, 2020
Page 3 of 4
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 729 vehicles in the County fleet are equipped with
these devices.
545 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
In FY 2018-19, Fleet Services had a staff of 21 Administration and Operations employees. The
Administration section consists of one Fleet Manager, one Fleet Service Supervisor, one Fleet
Equipment Specialist and one Clerk. The Operations section consists of one Lead Fleet
Technician, 2 Equipment Services Workers, 12 Equipment Mechanics and 2 Equipment Service
Writers.
The FY 2018-19 budget of $15,537,246 included: $2,595,929 for salaries; $4,500,300 for vehicle
repairs; $1,998,583 for fuel; and $3,325,000 for the replacement of fleet vehicles and equipment.
The FY 2018-19 actual expenditure total was $13,630,288. In addition, expenditures for the
purchase of ISF equipment was $4,075,379 and $1,085,949 was on order at fiscal year-end.
Included in the FY 2018-19 Total Revenue reported on Attachment B is $831,308 of new revenue
for the purchase of additional vehicles and equipment. The ending ISF Fund Balance for FY
2018-19 was $15,526,281.This increase in fund balance is related to the increased value of
equipment within the ISF.
Equipment
Replacement,
21%
Preventative
Maintenance &
Repairs, 29%
Fuel, 13%
Salaries, 17%
Other
Operations &
Misc, 20%
ISF Fleet Budget
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2018-19 Fleet ISF Report
March 2, 2020
Page 4 of 4
Fleet Services continues to purchase clean air vehicles whenever feasible and plans to grow the
number of electric vehicles in the fleet as existing equipment requires replacement. All diesel
vehicles use renewable fuel and all sedans must have a Partial Zero Emissions Vehicle (PZEV)
rating or greater by the California Air Resources Board.
Fleet Services continues to work to achieve the primary goals and objectives of providing County
departments with vehicles and equipment that are safe, reliable, economically sustainable, and
consistent with departmental needs and requirements at the lowest possible cost. The Division
will continue to monitor vehicle use to optimize new vehicle acquisition and better utilize existing
vehicle assets.
Attachments
A ISF Rates Schedule
B ISF Fund Balance
C ISF Net Assets
\\PW-DATA\grpdata\Admin\Joe\Fleet Management\IOC Annual Fleet Report\IOC Fleet Report FY2018-19\IOC Fleet Report FY2018-
19 Final Version 3-2-2020.docx
Sedans,
44%
Patrol,
20%
Trucks &
Vans, 36%
ISF Fleet by Vehicle Class
Unleaded,
69.13%
Renewable
Diesel,
8.06%
CNG,
2.84%
Hybrid,
17.54%
Electric,
1.89%
ISF Fleet by Fuel Type
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Internal Service Fund - Fleet Services
ISF Fleet Rates Schedule
FY 2018-19
Category Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
Monthly
Rate
Mileage
Charge
ISF-Sedan 349.83$ 0.220$ 372.33$ 0.170$ 375.75$ 0.170$ 378.00$ 0.240$ 0.6% 41.2%
ISF-Cargo Van 434.67 0.306 397.75 0.300 376.17 0.360 334.50 0.330 -11.1% -8.3%
ISF-Passenger Van 356.50 0.262 293.42 0.290 283.17 0.300 327.92 0.450 15.8% 50.0%
ISF-Patrol 576.92 0.635 770.17 0.470 794.50 0.630 794.25 0.580 0.0% -7.9%
ISF-Sports Utility Vehicle 406.67 0.241 373.75 0.230 415.08 0.210 432.67 0.400 4.2% 90.5%
ISF-Truck, Compact 254.25 0.217 238.00 0.380 228.25 0.310 258.50 0.320 13.3% 3.2%
ISF-Truck, Fullsize 496.33 0.254 482.33 0.360 383.67 0.460 356.42 0.460 -7.1% 0.0%
ISF-Truck, Utility 403.08 0.285 540.75 0.590 618.33 0.240 507.92 0.400 -17.9% 66.7%
% ChangeFY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Attachment A
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Internal Service Fund - Fleet Services
Fund Balance
For the Year Ended June 30, 2019
Beginning Fund Balance 13,280,812$ 13,959,235$
Expenses
Salaries & Benefits 2,226,419$ 2,445,419$
Services and Supplies, Other Charges 8,296,506 8,530,710
Depreciation 2,585,310 2,654,159
Total Expenses 13,108,235$ 13,630,288$
Revenues
Charges for services 13,218,453$ 14,670,317$
Transfers In/(Out)119,694 55,203
Sale of Surplus Vehicles 248,703 302,618
Indemnifying Proceeds (Accidents)199,809 169,196
Total Revenue 13,786,658$ 15,197,334$
Change in Fund Balance 678,423$ 1,567,046$
FY Ending Fund Balance 13,959,235$ 15,526,281$
FY 2018-19FY 2017-18
Attachment B
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Internal Service Fund - Fleet Services
Balance Sheet (Fund 150100)
As of June 30, 2019
FY 2017-18 FY 2018-19
Assets
Current Assets:
0010 Cash 5,356,309$ 5,118,562$
0100 Accounts Receivable (2,696) 113
0170 Inventories 370,636 346,974
0180 Due From Other Funds 4,667,007 (1)2,055,023
0250 Prepaid Expense (14,242) (53,201)
Total Current Assets 10,377,014$ 7,467,471$
Noncurrent Assets:
0340 Equipment 24,142,872 25,473,578
0360 Construction In Progress 134,914 1,581,325
0370 Reserve For Depreciation (16,464,226) (17,643,711)
Total Noncurrent Assets 7,813,560$ 9,411,191$
Total Assets 18,190,575$ 16,878,661$
Liabilities
0500 Accounts Payable 616,070$ 749,495$
0540 Due To Other Funds 3,533,644 (1)513,458
0640 Employee Fringe Benefit Pay 81,625 89,427
Total Liabilities 4,231,339$ 1,352,380$
Net Position
Net Capital Assets 7,813,560$ 9,411,191$
6,145,675 6,115,090
Total Net Position 13,959,235$ 15,526,281$
(1)Year-end journal processed by Auditor to adjust depreciation creating an overstatement in
0180 - Due From Other Funds and 0540 - Due to Other Funds. Net effect on Total Net Position is zero.
Working Capital
Attachment C
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INTERNAL OPERATIONS COMMITTEE 6.
Meeting Date:03/09/2020
Subject:TRIENNIAL ADVISORY BODY REVIEW - PHASE II REPORT AND
RECOMMENDATIONS
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: IOC 19/7
Referral Name: TRIENNIAL ADVISORY BODY REVIEW
Presenter: Jami Napier (925) 335-1908 Contact: Emlyn Struthers (925) 335-1919
Referral History:
The Board of Supervisors appoints residents to approximately 75 active advisory boards,
commissions, and committees (bodies). These bodies serve numerous governmental functions,
some mandatory and others discretionary. In 2012, the Board of Supervisors adopted a regular,
on-going sunset review process, formalized by Resolution No. 2012/261. Resolution No.
2012/261 was designed to ensure that every three years each advisory body is reviewed for
compliance with a variety of policies.
With the publishing of this Phase 3, Cycle 2 report, the Internal Operations Committee has
conducted two full cycles of review since the review process was installed in 2012. In 2018 and
2019, the Internal Operations Committee reviewed 14 advisory bodies in Phase I and 27 advisory
bodies in Phase II of the review. This year, Internal Operations and the Board of Supervisors will
review 17 bodies in Phase III. The County’s Maddy Book (Boards & Commissions appointments
database) lists 75 bodies, meaning that 17 listed bodies were excluded from this Cycle of the
Triennial Review.
Summary of Cycle 2 Triennial Review Phases
Phase Year Completed Number of Bodies Included
1 2018 14
2 2019 27
3 2020 17
Excluded from Review 17
Total Bodies listed in Maddy
Book 75
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A list of the 17 excluded bodies is below. Most excluded bodies were not reviewed due to full
governing independence from the County, such as the East Bay Regional Park District’s own
Parks Advisory Committee. A rationale is noted if the body is not independent and or is not
explicitly explained in Resolution 2012/261. In those cases, the body was either Ad Hoc
(temporary) body, or was not a true Maddy body. A body that is indicated below as “Not Maddy”
is a body to which the Board of Supervisors does not make appointments but is listed in the
Boards & Commissions Database (Maddy Book) to improve public awareness and access to the
body’s meetings.
Bodies Excluded from Triennial Review Cycle 2 Rationale
1 Ad Hoc Census Committee Ad Hoc
2 Assessment Appeals Board
3 Community Advisory Board (CAB) on Public Safety Realignment Not Maddy
4 Community Corrections Partnership
5 Community Corrections Partnership - Executive Committee
6 Contra Costa County Employees Retirement Association
7 Contra Costa Transportation Authority (CCTA) Citizens Advisory Committee
8 CCTA Bicycle and Pedestrian Advisory Committee
9 County Connection Citizens Advisory Committee
10 Countywide Redevelopment Oversight Board
11 Developmental Disabilities Council Not Maddy
12 East Bay Regional Park District Park Advisory Committee
13 Housing Authority
14 Mosquito & Vector Control District Board of Trustees
15 Regional Measure 3 Independent Oversight Committee
16 Tri-Delta Transit Authority Board of Directors
17 Western Contra Costa Transit Authority Board of Directors
List of Advisory Bodies in Phase III
Seventeen committees are included in Phase III, which was last completed in 2017.
Mandatory Commissions or Committees
Mandatory commissions include those required under state or federal law. Additionally, bodies
that are mandated to exist by a contract with the federal, state, regional government, or bargaining
unit are listed as mandatory, and are denoted with an asterisk. The following eleven advisory
boards, councils, committees, and commissions are considered mandatory, meaning that Contra
Costa County must operate the following bodies:
Alamo-Lafayette Cemetery District Trustees
Byron-Brentwood-Knightsen Union Cemetery District
Fish & Wildlife Committee
Local Enforcement Agency (LEA) Hearing Panel
Managed Care Commission*
Merit Board*
North Richmond Waste and Recovery Mitigation Fee Committee
Public Law Library Board of Trustees
Resource Conservation District
Workforce Development Board
Discretionary Commissions or Committees
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Discretionary commissions are created by the Contra Costa County Board of Supervisors on a
voluntary basis. Many discretionary bodies were created to address community needs and solicit
further resident engagement. Several of the discretionary bodies included in this phase advise the
Board of Supervisors on how to allocate grant funds or fees. Others included in this phase advise
the Supervisors on services, such as fire districts under the purview of the Board of Supervisors.
A total of six (6) discretionary bodies were reviewed in this phase:
Affordable Housing Finance Committee
Contra Costa County Fire Protection District Advisory Commission
Crockett-Carquinez Fire Protection District Fire Advisory Commission
Iron Horse Corridor Management Program Advisory Committee
Keller Canyon Mitigation Fund Review Committee
Treasury Oversight Committee
Referral Update:
Summary of Findings for Phase III
Staff to bodies included in Phase III were asked to complete a survey, reviewed and signed by the
advisory body Chairperson. Staff from the Clerk of the Board reviewed the materials and surveys
submitted by the advisory body staff and chairs. In addition to the survey materials, Clerk of the
Board staff also went online to confirm whether the bodies are posting agendas online and
reviewed the contents of the agendas for compliance with several additional policies. The policies
include information about disability access, access to supplemental materials and materials
submitted after the posting deadline, and opportunities for public comment. The Clerk of the
Board also reviewed the agendas for whether the agenda descriptions were adequate for a
layperson or outsider to understand what would be discussed at the meeting.
Unless highlighted in the Recommendations, no changes to bylaws, membership requirements, or
seat structure are recommended for committees. This report includes a paraphrased description of
advisory bodies in the Phase III review, along with a summary of comments or recommendations
from the Clerk of the Board and the County Administrator’s Office.
Mandatory Bodies
Alamo-Lafayette Cemetery District Trustees
The Cemetery District is a property tax and fee-supported organization that provides burial services;
year-round maintenance; and preservation of interment plots. Interments are restricted to residents and taxpayers of
the cemetery district boundaries and their immediate family members. The District is controlled by the California
State Health & Safety Code §9000. In the prior Cycle of the Triennial Review, District staff report that revenues
received from property taxes and burial sales have been insufficient to cover operational expenses and the District
Board is exploring alternatives to ensure continued financial viability.
Issues Outside the Purview of the Triennial Review
Staff reported one issue outside the purview of the Triennia Review that they would like
additional assistance in resolving. The issue identified is the lack electrical connection needed to
install an automatic entrance gate to the Lafayette Cemetery to prevent theft, dumping, and
vandalism.
Staff Comments/Recommendations
Clerk of the Board notes that during the past three-year review period, the Trustees have updated
their website to a newer page. The new page appears to include more information for the public
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their website to a newer page. The new page appears to include more information for the public
and is user-friendly. They publish agendas at least 4 days (96 hours) ahead of meetings, and are
posting online on their own site (https://www.alamolafayettecemetery.org/). Clerk of the Board
recommends some minor changes to the current agendas, to ensure that they include information
about disability access; how the public can access materials provided after publication;
opportunities for public comment; and lastly, consider expanding their agenda descriptions to
make discussion topics and proposed actions more clear to the general public. Beyond these
minor recommendations, no changes are recommended to the Alamo-Lafayette Cemetery District
Trustees.
Byron-Brentwood-Knightsen Cemetery District
The Cemetery District is a property tax and fee-supported organization that provides burial
services, year-round maintenance, and preservation of interment plots. Interments are restricted to
residents and taxpayers of the cemetery district boundaries and their immediate family members.
The District is controlled by the California State Health & Safety Code §9000.
Staff Comments/Recommendations
Clerk of the Board recommends that the Trustees add information to their agenda about how to
request disability access to their meetings. Aside from this recommendation, no changes are
recommended to the Byron-Brentwood-Knightsen Cemetery District Trustees.
Fish and Wildlife Committee
The Fish and Wildlife Committee advises the Board of Supervisors on fish and wildlife issues
and make recommendations for the expenditure of funds from the Fish and Wildlife Propagation
Fund (Fish and Game Code Section 13103). The Fish & Wildlife Committee awards grants to
projects related to public education, habitat improvement, temporary emergency treatment and
care of orphaned wildlife and scientific research. Additionally, the committee may address issues
surrounding the enforcement of fish and game laws and regulations when referred to the
committee by the Board of Supervisors.
Issues Outside the Purview of the Triennial Review
The Fish and Game Code section 13103 G) states that secretarial service, travel and postage for
this function may not exceed three percent of the average received in the fund for the previous
three years or $3000, whichever is greater. Staff noted that the California Fish and Game Code
Section 13103 allowance of $3,000 per year does not cover the cost of staffing the Committee and
managing the grant program. Responsibilities of staffing the Committee include preparation of
agendas, annual reports and work plans, grant administration, soliciting speakers, and organizing
the Fall Forum. Outside governmental agencies cover staff and material expenses above $3,000
per year, which over the last 36-month period amounted to $139,345.65.
Staff Comments/Recommendations
The Fish & Wildlife Committee appears to be operating in-line with their establishing mandate
and no major issues were identified as part of the Triennial Review. However, in order to partially
address the funding issues outside of this review, the Committee may consider reducing meetings
from 12 meetings per year to 6 meetings per year, resulting in reduced staff hours spent on
meeting administration.
Local Enforcement Agency (LEA) Hearing Panel
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In 1992, the Contra Costa County Environmental Health Division of the Contra Costa County
Health Services Department was designated by the Contra Costa County Board of Supervisors
and certified as the Local Enforcement Agency (LEA) for Contra Costa County. The California
Public Resources Code (PRC) requires an LEA to hold hearings (1) before taking certain actions,
(2) in response to challenges to specified actions the LEA has taken, and (3) at the request of
specified persons regarding particular actions taken by the LEA or the alleged failure of the LEA
to act as required by law or regulation. Other hearings are required by the California Code of
Regulations. Either a hearing officer or hearing panel must be appointed to conduct the hearings.
The Board of Supervisors has established the Contra Costa County Local Enforcement Agency
Independent Hearing Panel to perform this function under PRC section 44308, subdivision (a)(2).
Staff Comments/Recommendations
No changes are recommended to the LEA Hearing Panel. During the 36-month review period,
the LEA Hearing Panel has only scheduled one meeting. While the Commission is mandated to
exist and appears to be operating in compliance with County policies, it is worth noting that it is
very rarely called upon to perform its mandated functions.
Managed Care Commission
This committee was established in 1995 with the goal of advising the Health Services Director
and Board of Supervisors regarding health insurance needs for the community and to promote the
Contra Costa Health Plan. The targeted populations within the county are recipients of Medi-Cal,
Medicare, undocumented children and medically indigent persons. While the MCC is not
considered a mandatory body, the County has effectively made it mandatory by entering into a
contract with the State that requires the MCC to exist.
The Commission has 15 regular voting members. Persons who are involved as contractors with
Contra Costa Health Plan (CCHP) and Health Department employees are not allowed to be
members of the Managed Care Commission (MCC).
Current Seat Composition
The Commission is made up of the following membership, consisting of 15 voting members and
several ex-officio, non-voting members:
No less than one (1) Medi-Cal Subscriber, and
One (1) Medicare Subscriber
One (1) Commercial Subscriber
One (1) person sensitive to medically indigent health care need
One (1) physician, non-contracting
One (1) other provider, non-contracting
No less than nine (9) at-large members, non-contracting
The Director of Health Services is an ex-officio, non-voting member
The Chief Executive Officer of CCHP is an ex-officio, non-voting member
The Board of Supervisors function as ex-officio, non-voting members.
Staff Comments/Recommendations
In 2017, the Triennial review of this commission results in a recommendation to add one additional seat for a
Medicare subscriber for a senior or person with disabilities as this is required by the National Committee for
Quality Assurance. Additionally, due to the challenge in finding physicians with sufficient time to serve on
the Commission, it was recommended that this seat designation be broadened to a "medical provider" seat,
which would allow Nurse Practitioners, Physician's Assistants and Optometrists to serve.
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However, no action to update the bylaws has been taken since the prior review conducted in
2017. In the intervening time, the Commission has largely fallen out of compliance with the
County’s appointments process and open meeting policies due in large part to staff turnover.
Many seats have become vacant, and the Commission has found it difficult to meet regularly due
to an inability to attain a quorum. The Managed Care Commission needs to take action to make
appointments and reappointments to its seats, with nearly half of the seats currently unfilled.
With 15 regular voting seats, mostly with specific qualifications, the Contra Costa Health Plan
(CCHP) Chief Executive Officer (CEO) reports that staff has encountered difficulty filling vacant
seats. To address the large number of seats and the specificity of the seat qualifications, the CEO
has reviewed the contractual requirements of the MCC and has recommended a structure that
includes a fewer seats and a variety of alternates.
As the MCC performs many essential functions mandated in various state and federal contracts,
sunsetting it is not a viable option. In order to address the structural issues, the seat composition
must be changed.
Three main options exist with regards to the MCC’s structure:
Maintain the status quo regarding seat composition: Previous rounds of the Triennial
Review have recommended changes, and the current composition is resulting in difficulty
finding qualified individuals to fill the seats.
1.
Reduce membership to eight (8) voting member seats, and include 8 at-large alternate seats,
as recommended by the CCHP CEO. Eight (8) authorized voting seats will result in a
quorum of 5 members. The CCHP team will need to provide recommendations on the
qualifications for the various seats, to ensure that the proposed composition will comply
with their Department of Health Care Services contract.
2.
Consider a modified version of the CCHP CEO’s recommendations, with either 7 or 9
regular voting seats, and several alternate seats. Unless otherwise specified in a contract or
requirement, a 9-member Commission will have a quorum of 5 members, and a 7-member
Commission will have a quorum of 4 members.
3.
Merit Board
The Merit Board is authorized to carry out the duties of the Merit Board under the Merit System Ordinance
(Ordinance No. 80-47), as required in State law. The Merit Board’s jurisdiction is to oversee the merit system and to
hear and decide on matters of unlawful discrimination appeals or complaints, appeals from orders and actions of
dismissal, suspension, demotion or reduction of compensation. They also hear and decide on other issues such as
the application of the layoff regulations.
Staff Comments/Recommendations
The Merit Board appears to be well-administered and to be fulfilling its designated purpose. No changes
are recommended to the Merit Board at this time.
North Richmond Waste and Recovery Mitigation Fee Committee
This committee has existed since 2004 as part of a Bulk Materials Processing Center
Memorandum of Understanding with the City of Richmond to jointly administer mitigation fees
collected from the Bulk Materials Processing Center at the West Contra Costa County Sanitary
Landfill. The Environmental Impact Report for this project determined that this Center would
impact the North Richmond community, and authorized a mitigation fee to defray annual costs
associated with collection and disposal of illegally dumped waste and other related impacts.
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The committee addresses the needs of the community through multiple strategies including
community clean-up events, law and code enforcement activities, community garden projects and
other community-based projects.
Staff Comments/Recommendations
The North Richmond Waste and Recovery Mitigation Fee Committee appears to be
well-administered and operating in-line with its establishing mandate. No changes are
recommended to the Committee at this time.
Public Law Library Board of Trustees
The Law Library's mission is to provide all members of the community access to research materials to aid in
understanding and preserving legal rights at three full-time sites with the assistance of trained staff. The Board of
Trustees governs the Law Library pursuant to the California Business and Professions Code 6300.
Issues Outside the Purview of the Triennial Review
As noted in the last cycle of the Triennial Review, the Public Law Library Board of Trustees reports declining
revenues of county law libraries throughout California. Staff to the Law Library notes that budget cuts may threaten
the future existence of these valuable agencies.
Staff Comments/Recommendations
The Public Law Library Board of Trustees appears to be well-managed and accomplishing its
designated purpose. No changes are recommended at this time.
Resource Conservation District
The mission of the Contra Costa Resource Conservation District (RCD) is to facilitate
conservation and stewardship of the natural resources of Contra Costa County. The RCD reports
that their most impactful programs have included mobilizing hundreds of volunteers for creek
cleanups, which has preventing tons of trash from entering our waterways and flowing
downstream into SF Bay and the ocean. The RCD has built capacity for local watershed and creek
groups such as the Walnut Creek Watershed Council, Alhambra Watershed Council, Carquinez
Watershed Council, and Friends of Pinole Creek. Additionally, they have organized several
community workdays to help eradicate an invasive reed species, Arundo donax. The RCD has
partnered with several ranchers to restore livestock ponds which provide water for ranchers’ cattle
and have the co-benefit of these ponds providing prime habitat for endangered species, California
Red-Legged frog and California Tiger salamander. The RCD works with local ranchers to remove
illegally dumped trash. Locally, the RCD works with a Federal partner (the National Resources
Conservation Service) to implement conservation practices on agricultural and open space lands.
Staff Comments/Recommendations
The Resource Conservation District appears to be well-managed and accomplishing its
designated purpose.
Workforce Development Board
The Workforce Development Board of Contra Costa County is the access point for
employment-related and training services. These services, provided at four different sites, include
developing local plans, identifying providers of services, monitoring system performance, and
helping to develop the labor market information system. Priority is given to populations who have
the greatest challenges to employment, such as low-income individuals, those formerly
incarcerated, current and former foster youth, individuals with disabilities, and English language
learners. Contra Costa County is required to operate an authorized workforce development board
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learners. Contra Costa County is required to operate an authorized workforce development board
in order to received Federal funding for these activities.
Staff Comments/Recommendations
Last cycle, The Workforce Development Board recommended an update to its by-laws to align
with changes to Federal legislation. The revised bylaws were approved by the Board of
Supervisors on July 18, 2017. This review cycle, no changes are recommended to the Workforce
Development Board.
Discretionary Bodies
Affordable Housing Finance Committee
Established in 1995, the AHFC works with the Department of Conservation and Development (DCD) to develop
funding recommendations for the Board of Supervisors consideration regarding the allocation of Community
Development Block Grant (CDBG) and HOME Investment Partnership Act (HOME) funds among eligible
affordable housing programs and projects in the County. The County currently receives an annual allocation of
approximately $6 million in funds for affordable housing development.
Staff Comments/Recommendations
The Affordable Housing Finance Committee appears to be fulfilling its mission and to be
functioning properly. Staff within the Department of Conservation and Development would like
to expand the committee's focus to include Housing Opportunities for Persons with AIDS
(HOPWA) funds, another U.S. Department of Housing and Urban Development program
administered by DCD staff. Based on the recommendation of DCD staff, Clerk of the Board staff
recommends that the AHFC’s establishing documents and bylaws are updated, as needed, to
allow the Committee to review and make recommendations on HOPWA projects. Allowing this
well-administered Committee to expand its purview will prevent the creation of another
duplicative body, while allowing community input on another important related topic.
Contra Costa County Fire Protection District Advisory Commission
The purpose of the Commission is to advise the Fire Chief and Board of Supervisors regarding goals and objectives
of the District, the operations and capital budgets, and declarations of fire apparatus and equipment as surplus; and
provide a liaison with the
community. The Commission also serves as the Appeals Board on weed abatement matters.
Staff Comments/Recommendations
The Contra Costa County Fire Protection District Advisory Commission appears to be fulfilling
its mission and to be functioning properly. No changes are recommended to the Commission at
this time.
Crockett-Carquinez Fire Protection District Advisory Commission
The Crockett-Carquinez Fire Protection District Advisory Commission reviews and advises on annual operations
and capital budgets; reviews Fire District expenditures; advises the Fire Chief on district service matters; and serves
as a liaison between the Board of Supervisors and the community served by the fire district.
Staff Comments/Recommendations
The Crockett-Carquinez Fire Protection District Advisory Commission does not have assistance from a full-time,
permanent county staff person to support the administrative functions of the Commission. Consequently, the
agendas are not being posted online, and numerous administrative issues are documented. Additionally, role
confusion seems to exist, with some personnel and members uncertain about the purely advisory functions of the
Commission, versus the decision-making authority of the Board of Directors (composed of the Contra Costa
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Commission, versus the decision-making authority of the Board of Directors (composed of the Contra Costa
County Board of Supervisors). The Crockett-Carquinez Fire Protection District Advisory Commission has not filed
an Annual Report with the Board of Supervisors during the timeframe examined for this Triennial Review. To
rectify these issues, three main options exist:
1.Do not change staffing levels, but current staff must agree to rectify issues and commit to online posting
of agendas at least 96 hours ahead of meetings. As a volunteer fire department, current staff does not
appear to have the capacity to take on these functions. If this option is selected, Clerk of the Board staff
recommends sending a memo instructing Crockett-Carquinez Fire Protection District members and staff
on immediate changes need to become compliant with County policies.
2.Consider assigning administrative support functions to a full-time, permanent county staff person to
assist with administrative responsibilities, such as online posting, retaining minutes, and tracking member
training. However, the fiscal impact of the staffing, and logistics of which department is able to absorb
this responsibility, is unknown.
3.Consider abolishing the Commission. Sunsetting the Commission would mean that a formal forum for
community input about fires services no longer exists.
Iron Horse Corridor Management Program Advisory Committee
Established to provide citizen input for a management program for the Iron Horse Corridor. In
October of 2000 the Board expanded the Advisory Committee's role to include continued
implementation and monitoring of certain elements of the Management Program. The Committee
meets only quarterly and accomplishes its interjurisdictional advisory duties on this schedule.
Staff Comments/Recommendations
The Iron Horse Corridor Management Program Advisory Committee appears to be well-administered and to be
fulfilling its designated purpose. No changes are recommended for this Committee.
Keller Canyon Mitigation Fund Review Committee
The Keller Canyon Landfill Mitigation Fund process was established in August 1992, and the Board of Supervisors
revised the funding process in May 2011. The Board of Supervisors designated that these funds be used to mitigate
effects of the landfill site by funding community-based organizations and County Departments for programs in the
following areas: youth services, code enforcement, community beautification, public safety, and community
services. This Committee makes annual funding recommendations to the Board of Supervisors.
Staff Comments/Recommendations
The Keller Canyon Mitigation Fund Review Committee appears to be well-administered and to
be fulfilling its designated purpose. No changes are recommended to the Keller Canyon
Mitigation Fund Review Committee at this time.
Treasury Oversight Committee
The Board established this committee on November 6, 1995 and was initially mandated
under the Government Code, although the requirement was suspended by the State in 2004.
The Treasury Oversight Committee allows local agencies, including school and special
districts, as well as the public, to participate in reviewing the policies that guide the
investment of public funds that are invested by the County Treasurer. The committee
monitors the County's investment pool and policy and confirms that the annual audit is
conducted to ensure compliance with Government Code 27130-27137. The Treasurer has
recommended the committee continue to exist to allow the public to participate in the review
of policies that guide the investment of public funds under the authority granted annually by
the Board of Supervisors.
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Staff Comments/Recommendations
The Treasury Oversight Committee (TOC) appears to be well-administered and to be
fulfilling its designated purpose. No changes are recommended to the TOC at this time.
Recommendation(s)/Next Step(s):
ACCEPT the 2018-2020 Triennial Review Phase III Report and specific recommendations
summarized below:
DIRECT the County Administrator to continue implementation with the third cycle of the
triennial review process and relate actions.
1.
DIRECT the Managed Care Commission (MCC) to coordinate with the County
Administrator’s Office to make related corrective actions related to its membership
composition and appointments.
DIRECT the MCC to update its bylaws to reduce its number of seats and to alter its
membership composition in accordance with its contractual requirements with the
State;
i.
DIRECT the MCC to forward its membership recommendations to the Family &
Human Services Committee in order to review nominations to the MCC’s newly
established seats.
ii.
2.
DETERMINE the best course of action to address the Crockett-Carquinez Fire Protection
District Advisory Fire Commission’s lack of compliance with county policies related to
posting of agendas and meeting transparency.
3.
CONSIDER referring minor, targeted suggestions about agenda language and disclosures to
the following independent boards and commissions:
Alamo-Lafayette Cemetery Districti.
Byron-Brentwood Knightsen Cemetery Districtii.
Resource Conservation Districtiii.
4.
DIRECT Department of Conservation and Development staff to update the establishing documents and
bylaws of the Affordable Housing Finance Committee so that the Committee may include Housing
Opportunities for Persons with AIDS (HOPWA) funds within their advisory jurisdiction, to become
operational pending County Counsel review and approval by the Board of Supervisors
5.
CONSIDER further review of advisory bodies without assigned permanent staff and DETERMINE whether
to create a policy to abolish unstaffed advisory bodies with serious compliance issues that have been
identified during Cycle 2 of the Triennial Review, including the Commission for Women and the
Crockett-Carquinez Fire Protection District Advisory Fire Commission.
6.
DETERMINE whether to refer any additional issues outside the scope of the Triennial Review to other Board
committees for action.
7.
Alamo-Lafayette Cemetery District Trusteesi.
Fish & Wildlife Committeeii.
Public Law Libraryiii.
Discussion and approval.1.
Fiscal Impact (if any):
None.
Attachments
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No file(s) attached.42
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INTERNAL OPERATIONS
COMMITTEE 7.
Meeting Date:03/09/2020
Subject:TRANSFER REFERRAL TO CONDUCT AIRPORT LAND USE
COMMISSION INTERVIEWS TO THE BOARD'S AIRPORTS
COMMITTEE
Submitted For: David Twa, County Administrator
Department:County Administrator
Referral No.: IOC 20/5
Referral Name: Advisory Body Recruitment
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925)
335-1077
Referral History:
On December 12, 2000, the Board of Supervisors approved a policy on the process for recruiting
applicants for selected advisory bodies of the Board. This policy requires an open recruitment for
all vacancies to At Large seats appointed by the Board. The Board also directed that the IOC
personally conduct interviews of applicants for At Large seats on several boards, committees, and
commissions including the Airport Land Use Commission.
Referral Update:
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.
Seat terms are four years, expiring the first Monday in May. The term of the Appointee #1 seat
occupied by Tom Weber will expire on May 4, 2020.
The Internal Operations Committee has historically conducted, at the Board of Supervisors
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direction, interviews for the two County seats described in item 2, above, and has made
recommendations to the Board for appointment.
On August 1, 2017, the IOC transferred responsibility for screening candidates for At Large seats
on the Aviation Advisory Committee to the Airports Committee, which has direct oversight of
airport issues within the county. Today's recommendation is consistent with the 2017 action of the
IOC.
Recommendation(s)/Next Step(s):
CONSENT to transfer to the Airports Committee the Board referral of screening and
recommending candidates for appointment to the Airport Land Use Commission.
Attachments
No file(s) attached.
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