HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 03142022 - Internal Ops Agenda Pkt
INTERNAL OPERATIONS
COMMITTEE
March 14, 2022
10:30 A.M.
To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible
via Zoom to all members of the public as permitted by Government Code section 54953(e).
Join from PC, Mac, Linux, iOS or Android:
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Meeting ID: 814-6206-4630
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USA 214 765 0478
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Conference code: 845965
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Supervisor Diane Burgis, Chair
Supervisor Candace Andersen, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be
limited to three minutes).
3. RECEIVE and APPROVE the Record of Action for the February 14, 2022 IOC meeting. (Julie DiMaggio Enea,
IOC Staff)
4. CONSIDER recommending to the Board of Supervisors the reappointment of Victoria Smith and the appointment
of Joe Doser to the Local Enforcement Agency Independent Hearing Panel to terms that will expire on March 31,
2026, and PROVIDE direction to staff on filling the remaining vacant seat. (Julie Enea, County Administrator's
Office)
5. INTERVIEW applicants for the At Large seat of the Los Medanos Health Advisory Committee for an initial term
to commence upon the dissolution of the Los Medanos Community Healthcare District and end on December 31,
2023, and DETERMINE recommendation for Board of Supervisors consideration. (Julie DiMaggio Enea, County
Administrator's Office)
6. RECEIVE report on the Auditor-Controller's audit activities for 2021 and APPROVE the proposed schedule of
financial audits for 2022. (Sandra Bewley, Auditor-Controller's Office)
7. RECEIVE the 2020/21 annual report from the Public Works Director on the Internal Services Fund and status of
the County's Vehicle Fleet. (Joe Yee, Public Works Department)
8. CONSIDER accepting the Phase One Interim Report for the Arts and Culture Prospectus and PROVIDE direction
to staff regarding the potential dissolution of the Arts and Culture Commission and re-organization of an Arts
Council for Contra Costa County. (Lara DeLaney, County Administrator's Office)
9.The next meeting is currently scheduled for April 11, 2022.1
9.The next meeting is currently scheduled for April 11, 2022.
10.Adjourn
The Internal Operations Committee will provide reasonable accommodations for persons with disabilities planning to attend
Internal Operations Committee meetings. Contact the staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Internal Operations Committee less than 96 hours prior to that meeting are available for public
inspection at 1025 Escobar St., 4th Floor, Martinez, 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) 655-2056, Fax (925) 655-2066
julie.enea@cao.cccounty.us
2
INTERNAL OPERATIONS COMMITTEE 3.
Meeting Date:03/14/2022
Subject:RECORD OF ACTION FOR THE FEBRUARY 14, 2022 IOC MEETING
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: RECORD OF ACTION
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925) 655-2056
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 14, 2022 IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the February 14, 2022 IOC meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT IOC Record of Action for 2-14-22
3
INTERNAL OPERATIONS
COMMITTEE
RECORD OF ACTION FOR
February 14, 2022
Supervisor Diane Burgis, Chair
Supervisor Candace Andersen, Vice Chair
Present: Diane Burgis, Chair
Absent: Candace Andersen, Vice Chair
Staff
Present:
Monica Nino, County Administrator; Julie DiMaggio Enea, Staff
Attendees:Lea Castleberry, Jennifer Quallick
1.Introductions
Chair Burgis called the meeting to order at 10:30 a.m. and noted that Vice Chair Andersen would
be absent.
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 the public comment period.
3.RECEIVE and APPROVE the Record of Action for the November 8, 2021 IOC meeting.
Chair Burgis approved the record of action from the November 8, 2021 IOC meeting as presented.
AYE: Chair Diane Burgis
Other: Vice Chair Candace Andersen (ABSENT)
4.RECOMMEND to the Board of Supervisors the appointment of Tim Bancroft to the General Public seat on
the Hazardous Materials Commission to complete the unexpired term ending on December 31, 2023.
Chair Burgis approved the recommendation as presented.
AYE: Chair Diane Burgis
Other: Vice Chair Candace Andersen (ABSENT)
5.APPROVE the proposed 2022 Committee meeting schedule and work plan, or provide direction to staff
regarding any changes thereto.
Chair Burgis asked staff to review the meeting schedule to ensure there were no conflicts with
religious holidays. She agreed to cancel the August meeting and suggested to staff that any
meeting agenda in September be kept to a minimum due to scheduled vacations.
DRAFT
4
AYE: Chair Diane Burgis
Other: Vice Chair Candace Andersen (ABSENT)
6.APPROVE the proposed recruitment plan and schedules to fill public member or At Large seat vacancies
on certain Board advisory bodies, commissions and committees.
Staff advised about the status of the two open recruitments and the challenge in filling technical
seats on the Local Enforcement Agency Independent Hearing Panel, which rarely if ever is
requried to meet.
Chair Burgis asked about the funding and staffing for the Los Medanos Health Advisory Board.
Staff agreed to gather that information and follow-up via email.
Chair Burgis approved the recruitment plan and schedule as presented.
AYE: Chair Diane Burgis
Other: Vice Chair Candace Andersen (ABSENT)
7.The next meeting is currently scheduled for March 14, 2022.
8.Adjourn
Chair Burgis adjourned the meeting at 10:41 a.m.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 655-2056, Fax (925) 655-2066
julie.enea@cao.cccounty.usDRAFT
5
INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:03/14/2022
Subject:NOMINATION TO THE LOCAL ENFORCEMENT AGENCY INDEPENDENT HEARING
PANEL
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 22/5
Referral Name: Advisory Body Recruitment
Presenter: Julie Enea Contact: Julie DiMaggio Enea 925.655.2056
Referral History:
In 1992, the Board of Supervisors, in its capacity as the governing body of the County Local Enforcement Agency, adopted
Resolution No. 92/153, which, among other things, appointed the full Board to serve as the hearing panel, a body that
implements enforcement and permitting activities at local solid waste facilities, pursuant to a statute that was later repealed.
Under current law, hearings regarding the above matters may be conducted by either a hearing officer or by a hearing panel,
which may be either (1) a panel of three members of the LEA governing body or (2) an independent three-member panel
appointed. (Pub. Resources Code, § 44308.) The Panel will hear matters related to solid waste enforcement, permits, and
appeals.
The California Code of Regulations requires the appointment of either an independent hearing panel or hearing officer when in
the jurisdiction of the LEA there exists a publicly owned or operated solid waste facility or disposal site. In Contra Costa
County, the following jurisdictions own solid waste facilities: City of El Cerrito (Registration Tier Permit Transfer Station),
City of Brentwood (Brentwood Transfer Station), City of Martinez (Martinez City Rubbish-closed landfill), City of Richmond
(Naval Fuel Depot Pt. Molate-closed landfill), the City of Antioch (Antioch City Landfill-closed landfill), and the California
Department of Water Resources (Banks Delta Pumping-closed dump site in Byron). For this reason, CalRecycle recommended
that an independent hearing panel be established. CalRecycle also advised that there can be only one LEA hearing panel.
On November 5, 2013, the Board of Supervisors adopted Resolution No. 2013/423, establishing the Contra Costa County
Local Enforcement Agency Independent Hearing Panel. The Board, at that time, decided that it would not appoint one of its
members to the LEA Hearing Panel and subsequently referred to the IOC the recruitment of three County resident nominees,
for BOS consideration, to serve on the panel. As a result of the 2013 recruitment, the Board of Supervisors appointed the first
Independent LEA Hearing Panel, composed by Daryl Young, Larry Sweetser (technical expert), and Ana Cortez. Ana Cortez
was later replaced by Victoria Smith.
The three-year terms of office for all three panel members will expire on March 31, 2022.
Referral Update:
Among the specific duties of the County LEA are the permitting of solid waste facilities. Solid waste facilities include solid
waste transfer or processing stations, composting facilities, transformation facilities and disposal facilities. The permitting
process includes the issuance of solid waste facilities permits as well as the denial, revision, modification, suspension and
revocation of permits. The County LEA also performs regular inspections of solid waste facilities. A solid waste facility is
required to comply with applicable laws and regulations and the terms and conditions of any solid waste facilities permit issued
by the County LEA to the facility. Compliance is usually achieved through inspection reports and compliance schedules.
Where violations are found, the County LEA works with affected parties on corrective measures as long as those parties make
a good faith effort to comply with the requirements.
Public Resources Code section 44308 governs appointments to the Hearing Panel as follows:
6
No more than one member of the Board of Supervisors shall serve on the Hearing Panel.1.
Members of the Hearing Panel shall be selected for their legal, administrative, or technical abilities in areas relating to
solid waste management.
2.
At least one member shall be a technical expert with knowledge of solid waste management methods and technology.3.
At least one member shall be a representative of the public at large.4.
A member shall serve for a term of four years and may not serve more than two consecutive terms.5.
Since its establishment in 2013, the Hearing Panel has met twice in Concord (one hearing, split into two evening sessions).
On February 14, 2022, the IOC approved a recruitment plan and schedule prepared by the County Administrator’s
Office in consultation with Environmental Health, calling for interviews to be held by the Internal Operations
Committee on March 14, 2022. In response to the call for applications, the County received two applications, from
incumbent Victoria Smith, who is eligible to serve a second term, and from retired County Environmental Health
Specialist Joe Doser. Incumbents Daryl Young and Larry Sweetser are not currently eligible for reappointment
because each has just completed two consecutive terms on the panel.
Since the number of well-qualified applicants is fewer than the number of vacancies, staff recommends the direct
appointment of the applicants. The recommended appointment of Joe Doser will satisfy the requirement that at least
one panelist shall be a technical expert in solid waste management and technology.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the reappointment of Victoria Smith and the appointment of Joe Doser to the
Local Enforcement Agency Independent Hearing Panel to terms that will expire on March 31, 2026.
CONSIDER options for filling the remaining seat and PROVIDE direction to staff:
a. Direct staff to continue to recruit until the vacant seat can be filled, and/or
b. Recommend that the Board appoint a Board of Supervisors member to the vacant seat.
Fiscal Impact (if any):
None.
Attachments
Media Release_LEA Independent Hearing Panel
Application_Victoria Smith_LEA Independent Hearing Panel
Application_Joe Doser_LEA Independent Hearing Panel
7
Contra Costa County
County Administrator’s Office • 1025 Escobar St. • Martinez, CA 94553 • www.contracosta.ca.gov
Media Release
FOR IMMEDIATE RELEASE Contact: Julie DiMaggio Enea
Monday, January 24, 2022 Phone: (925) 655-2056
Email: julie.enea@cao.cccounty.us
Contra Costa County is Seeking Members for the Solid Wa ste
Local Enforcement Agency Independent He arin g Panel
In 2013, the Contra Costa County Board of Supervisors established an
Independent Hearing Panel for the Contra Costa Solid Waste Local
Enforcement Agency (LEA). The three-member panel requires two members of the
public who reside in Contra Costa County and a technical expert with knowledge of
solid waste management, technology, and laws. The Panel will hear matters related
to solid waste enforcement, permits, and appeals.
County residents who have an interest in public policy and solid waste management are
encouraged to apply for this volunteer opportunity. Panelists receive a stipend of $50
on those days on which the panel meets. The County Board of Supervisors will appoint
to fill three vacancies for a four-year term ending on March 31, 2026.
Application forms can be obtained from the Clerk of the Board of Supervisors by calling
(925) 655-2000 or by visiting the County webpage at www.contracosta.ca.gov .
Applications should be returned to the Clerk of the Board of Supervisors, County
Administration Building, 1025 Escobar St., Martinez, CA 94553 no later than 5 p.m. on
Friday, February 18, 2022. Applicants should plan to be available for public interviews
in Martinez on Monday, March 14, 2022.
For more information about the LEA Independent Hearing Panel, contact Tim Kraus,
Contra Costa County Environmental Health, at (925) 608-5549 or
Tim.Kraus@cchealth.org .
.
# # # #
8
Submit Date: Jun 10, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 2
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
UC Berkeley
Degree Type / Course of Study / Major
Political Science
Degree Awarded?
Yes No
College/ University B
Name of College Attended
UC Hastings College of Law
Victoria R Smith
Orinda CA 94563
Victoria R Smith
9
Degree Type / Course of Study / Major
Law
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
CA Dept. of Real Estate
Hours Completed
Licensed CA Broker 2002-present
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Assessment Appeals Board: Submitted
Seat Name
District 2 Alternate
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Victoria R Smith
10
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
I would like to assist the residents of Contra Costa County in ensuring fair property tax valuation using my
skills as a real estate attorney and licensed real estate broker.
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
Mayor, Orinda City Council; Member, Central Contra Costa Solid Waste Authority Board; Contra Costa
County Local Enforcement Agency Independent Hearing Panel – 2018-current; Contra Costa County
Sustainability Commission – 2017 – current. For a full list, please see my attached resume.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Resume attached
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
Victoria R Smith
11
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Victoria R Smith
12
Victoria Smith
Orinda, CA 94563
______________________________________________________________________________________
Education
University of California, Berkeley, CA A.B., 1978
Hastings College of the Law, San Francisco, CA J.D., 1981
______________________________________________________________________________________
Professional Experience - Law Practice
1995 - present - Law Office of Victoria Robinson Smith, Orinda, CA
Practice areas: Represent individuals and businesses in real estate, contracts, business and commercial matters.
1987-1995 - Partner, Alborg & Dictor, Oakland and Walnut Creek, CA
Practice areas: Represented individuals and businesses in real estate, professional negligence defense and
financial services litigation.
______________________________________________________________________________________
Professional Memberships
Licensed California Real Estate Broker (2002 – present)
Contra Costa County Bar Association - Board of Directors and President Women's Section (1997-2003)
Orinda Chamber of Commerce
______________________________________________________________________________________
Public Service
Mayor, City of Orinda (2008, 2010, 2016), City Council Member, City of Orinda--2004–2016
Orinda Infrastructure Committee
Public Works Aesthetic Review Committee
Liaison to the Moraga-Orinda Fire District
Liaison to the East Bay Regional Park District
Liaison to the Friends of the Creeks
Liaison to the Orinda Unified School District
Liaison to the Acalanes Unified High School District
Alternate Member: School Bus Committee Liaison, Southwest Region Planning Committee (CCTA),
Lamorinda Project Management Committee, Lamorinda Fee & Financing Authority
Planning Commissioner, City of Orinda, 2003-2004
Central Contra Costa Solid Waste Authority -2005-2016 Chair
Contra Costa Mayor’s Conference (2014) Board Member/Chair
Contra Costa County Local Enforcement Agency Independent Hearing Panel – 2018-current
Contra Costa County Sustainability Commission – 2017 – current
President, Orinda Senior Village, Inc. and Orinda Senior Housing Foundation – 2017-current
Grants Coordinator, Strive for Change Foundation - 2015–current
Board Member, Contra Costa County Family and Children’s Trust Committee – 2000-2004
Registered Adult Leader, Boy Scouts of America -1992–current
13
Submit Date: Feb 22, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 5
Length of Employment
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
30 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Local Enforcement Agency Independent Hearing Panel: Submitted
Seat Name
Joseph G Doser
Martinez CA 94553
Retired
Joseph G Doser
14
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
1
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
U. of Nevada
Degree Type / Course of Study / Major
B.S./Health Sciences
Degree Awarded?
Yes No
College/ University B
Name of College Attended
San Jose State
Degree Type / Course of Study / Major
Teaching Credential (awarded)
Degree Awarded?
Yes No
College/ University C
Name of College Attended
U.C. Berkeley Extension
Degree Type / Course of Study / Major
Cert. in Hazardous Material Mgt. (awarded)
Joseph G Doser
15
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Emergency Management Specialist
Certificate Awarded for Training?
Yes No
Other Training B
Various CalRecycle trainings
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Registered Environmental Health Specialist
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I was previously employed as the supervisor of a local enforcement agency (LEA) for solid waste and
have a continued interest in matters related to environmental health, including in the area of solid waste
management.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I supervised the County's LEA for solid waste for 7 years. This included providing regulatory oversight of
solid waste facilities and enforcement action when necessary to obtain compliance. I was involved in an
extensive case that went before the LEA IHP. I served on the State's (CalRecycle) Enforcement Advisory
Council for 7 years and was its chair for several years.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Joseph G Doser
16
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Retiree pension.
Joseph G Doser
17
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Joseph G Doser
18
RESUME
Joseph G. Doser, Jr.
Martinez, CA 94553
EDUCATION
• B.S., University of Nevada
Major: Health Science with extensive coursework in chemistry, biology, and mathematics.
• Hazardous Materials Management Certificate, University of California Berkeley Extension
• California Commission on Teacher Credentialing – Vocational Education Credential
• Emergency Management Specialist Certificate – California Specialized Training Institute
EXPERIENCE
Oct. 05 Supervising Environmental Health Specialist
to Feb. 22 Contra Costa Environmental Health
2120 Diamond Blvd., Suite 200
Concord, CA 94520
(925) 608-5500
Provided supervision in the areas of retail food, consumer protection, plan check,
pools/spas/water parks, harmful algal blooms, jails, tattoo/body arts, massage
parlors, solid waste, waste tire, code enforcement, body arts, cannabis, illegal
prescription drug sales, and medical waste. Also provided the lead for the division’s
oncall, disaster/emergency preparedness and response, and customer service
programs. Monitored staff productivity, work quality, and cost recovery. Provided
guidance to staff on complex situations. Developed policies, procedures, and
ordinances to promote program goals. Trained staff. Assigned special projects to
staff (e.g., illegal haulers, code compilation, website development, etc.). Represented
the Division at meetings and public outreach activities, including the statewide solid
waste Enforcement Advisory Council (EAC). Conducted administrative hearings.
Responded to inquiries from the media, elected officials, and the public. Served on
interview panels.
March 92 Senior Environmental Health Specialist
to Oct. 05 Contra Costa Environmental Health
Performed a wide variety of duties in the areas of land use, onsite wastewater
disposal, sewage complaints, small public water systems, water wells, environmental
wells and soil borings, real estate transaction inspections, retail food establishments,
food vehicles, temporary food events, plan check, public swimming pools/spas,
massage parlors, and housing.
19
EXPERIENCE (continued)
Responsibilities included routine inspections; complaint and other investigations;
report writing, ordinance writing, review of proposed legislation; program and
policy development; development of educational handouts and departmental
documents; staff education and training; development and implementation of
HACCP programs; public relations, media relations; food handler training; retail
food plan check.
Served on statewide CCDEH technical advisory committees in retail food, onsite
sewage disposal, and water wells. Participated in State Department of Alcoholic
Beverage Control IMPACT inspections. Participated in government/industry groups,
including CURFFL Review Committee and speaking to industry groups, schools,
service organizations, etc. Provided testimony before elected officials. Debt
collection. Prepared cases for enforcement actions and testified in court and during
depositions. Conducted soil profile examinations and percolation tests. Reviewed
land development projects for planning agency comments. Developed land use and
retail food program libraries. Conducted pollution studies. Conducted meat and
poultry supply/bio-terrorism survey for the State Department of Food and
Agriculture. Interviewed potential hires. Performed supervisory duties when
designated by regular supervisors in their absence. Attended community meetings,
including Municipal Advisory Councils, Neighborhood Councils, and
Crimestoppers.
Also served as Shop Steward, elected Health Services General Negotiator, and
member of the Joint Labor Health Coalition for Public Employees Local No. 1.
May 99 Instructor
to 05 Martinez Adult Education
Mt. Diablo Adult Education
West Contra Costa Adult Education
Developed a food manager food certification class. Taught food manager
certification classes (ServSafe and NRFSP). Also participated in creating a well-
received food safety video and television show for Mt. Diablo Television.
April 1989 Environmental Health Specialist
to March 92 Sutter County Health Department
1160 Civic Center Blvd., Yuba City, CA
Under general supervision performed a wide variety of duties in the areas of land
use, onsite wastewater disposal, small public water systems, water wells, retail food
establishments, public swimming pools/spas, rabies control, abandoned vehicle
abatement, garbage abatement, substandard housing, real estate transaction
inspections, infectious/medical wastes, and ambulances.
20
EXPERIENCE (continued)
Duties included inspections, complaint and other investigations, report writing,
ordinance writing, program and policy development, development of educational
handouts and program documents, testimony before elected officials, preparing
cases for enforcement actions, conducting soil profile examinations, reviewing
plans, development of a departmental library, and conducting pollution studies.
May 1987 to Assistant Sanitarian
April 1989 Sutter County Health Department
1160 Civic Center Blvd., Yuba City, CA
Similar duties as an Environmental Health Specialist but with a lesser degree of
responsibility and autonomy.
PUBLICATIONS
• Environmental Stealth, by Joseph G. Doser, Jr. and Terry L. Schmidtbauer, California
Journal of Environmental Health, November 1991.
• Development of a Procedure on Closure of Food Facilities for Immediate Health Hazards,
by Joseph G. Doser, Jr. and Terry L. Schmidtbauer, California Journal of Environmental
Health, Winter 1992
• Guidelines for Writing Effective Environmental Health Laws, by Joseph G. Doser, Jr. and
Terry L. Schmidtbauer, California Journal of Environmental Health, Fall 1993
• Education vs. Pseudoeducation in Environmental Health Programs, by Joseph G. Doser, Jr.
and Terry L. Schmidtbauer, California Journal of Environmental Health, Summer 1994
• The Customer is Often Wronged, by Joseph G. Doser, Jr., California Journal of
Environmental Health, Winter 1998
• How Safe are Self-serve Unpackaged Foods? by Joseph G. Doser, Jr., Journal of
Environmental Health, Vol. 61, No. 8/April 1999
TECHNICAL ADVISORY COMMITTIEES
• Bay Area Retail Food - CCDEH
• Septic System – CCDEH
• Water Well – CCDEH
• Enforcement Advisory Council (EAC) – CalRecycle/CCDEH
AWARDS
• California Environmental Health Association, Contributing Author of the Year, 1992.
• City of San Pablo Police Department, Special Recognition, 2004
• Contra Costa Health Services Service Excellence Honor Roll, 2005
21
INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:03/14/2022
Subject:INTERVIEW APPLICANTS FOR LOS MEDANOS HEALTH ADVISORY COMMITTEE AT
LARGE SEAT
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 22/5
Referral Name: Advisory Body Recruitment
Presenter: Julie Enea Contact: Julie DiMaggio Enea 925.655.2056
Referral History:
Per IOC policy, the IOC conducts interviews for At Large seats on the following bodies: Retirement Board, Fire Advisory
Commission, Integrated Pest Management Advisory Committee, Planning Commission, Treasury Oversight Board, Airport
Land Use Commission, Aviation Advisory Committee and the Fish & Wildlife Committee; and delegates the screening and
nomination fill At Large seats on all other eligible bodies to each body or a subcommittee thereof.
In November 2017, the County submitted an application to the Contra Costa Local Agency Formation District (LAFCo) to
dissolve the Los Medanos Community Healthcare District (District). On July 10, 2018, the Board of Supervisors adopted a
resolution amending its original application to LAFCo to include a plan for providing comprehensive health-related services
within the District’s territory. As part of that amended application, the Board adopted Resolution No. 2018/436, which created
the Los Medanos Health Advisory Committee (Advisory Committee). The Board formed the Advisory Committee to identify
health disparities within the District’s borders and to make recommendations related to a grant program to be conducted in the
District’s territory. The Advisory Committee initially consisted of five members and its formation is contingent upon the
dissolution of the District.
On September 12, 2018, LAFCo voted unanimously to dissolve the District in support of the County’s application. As part of
that action, LAFCo imposed certain terms and conditions on the County as successor agency, including expansion of the
Advisory Committee from five to seven members. The Board of Supervisors subsequently adopted Resolution No. 2018/543
(attached) on November 6, 2018 expanding the Advisory Committee and making related adjustments to the terms of office for
those seats. The current composition of the Advisory Committee calls for (1) one At Large seat, to be interviewed by the IOC
and recommended to the full Board for appointment.
In January 2019, Contra Costa County Superior Court Judge Steven Austin issued a temporary stay to prevent the LAFCo from
dismantling the healthcare district before a February 2019 protest hearing. The District Board filed a petition to compel LAFCo
to hold an election over whether the District should dissolve instead of ordering the dissolution without an election. The trial
court granted the District's petition but, in December 2021, the appellate court overturned the trial court's decision and found in
favor of the County and LAFCO .
On April 16, 2021, prior to the appellate court decision, Assemblymember Jim Frazier (D-Fairfield) passed AB 903 through
the Assembly Local Government Committee on a unanimous vote of 8-0 to dissolve the Los Medanos Community Healthcare
District. AB 903 would have dissolved the Los Medanos Community Healthcare District and required the County to be the
successor of all rights and responsibilities of the district. AB 903 would have also required the county to complete a property
tax transfer process to ensure the transfer of the district’s health-related ad valorem property tax revenues to the county in order
to operate the Los Medanos Area Health Plan Grant Program. The December 2021 appellate court decision rendered AB 903
moot.
The District appealed the appellate court decision to the California Supreme Court. On March 9, 2022, the Supreme Court
declined to hear an appeal, effectively dissolving the District.
22
Referral Update:
In anticipation of the dissolution of the District, the County, on January 24, 2022, opened a four-week recruitment to fill the At
Large seat on the Advisory Committee. The County received four applications, however, one applicant was deemed ineligible
due to the requirement that members must reside or work in the District. Applications for the three applicants deemed qualified
are attached.
Recommendation(s)/Next Step(s):
INTERVIEW applicants for the At Large seat of the Los Medanos Health Advisory Committee for an initial term to
commence upon the dissolution of the Los Medanos Community Healthcare District and end on December 31, 2023, and
DETERMINE recommendation for Board of Supervisors consideration:
Frank Jones (Concord, but serves District residents)
Patt Young (Pittsburg, former LMCHD Board of Directors member)
Dennisha Marsh (Pittsburg, former LMCHD Board of Directors member)
Fiscal Impact (if any):
No fiscal impact.
Attachments
BOS Resolution 2018/543 Augmenting Membership of the LMHAC
Media Release_Los Medanos Health Advisory Committee
LMHCD Map
Application_Frank Jones_Los Medanos Health Advisory Cte
Application_Dennisha Marsh_Los Medanos Health Advisory Cte
Application_Patt Young_Los Medanos Health Advisory Cte
23
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
Adopted this Resolution on 11/06/2018 by the following vote:
AYE:
NO:
ABSENT:
ABSTAIN:
RECUSE:
Resolution No. 2018/543
Resolution No. 2018/543 Augmenting the Membership of the Los Medanos Health Advisory Committee
WHEREAS, the Board of Supervisors of the County of Contra Costa (the “County”) has submitted an application to the Contra
Costa Local Agency Formation Commission (“LAFCO”) for the dissolution of the Los Medanos Community Healthcare District
(the “District”) pursuant to the Cortese/Knox/Hertzberg Local Government Reorganization Act of 2000, Division 3, commencing
with Section 56000 of the California Government Code;
WHEREAS, the Board of Supervisors of the County (the “Board of Supervisors”) desires to promote the health and well-being
of the people who live within the boundaries indicated on the map attached as Attachment A and incorporated herein by
reference (the “Subject Territory”);
WHEREAS, contingent upon the dissolution of the District by LAFCO, the Board of Supervisors desires to create a grant
program to provide comprehensive health-related services to residents of the Subject Territory (the “Los Medanos Area Health
Plan Grant Program”);
WHEREAS, on July 10, 2018, the Board of Supervisors adopted Resolution No. 2018/436, which established the Los Medanos
Health Advisory Committee, a five-member advisory committee created to make recommendations to the Board of Supervisors
to enable the development and implementation of the Los Medanos Area Health Plan Grant Program;
WHEREAS, on September 12, 2018, LAFCO voted unanimously to approve the County’s application to dissolve the District,
with the condition that the County increase the number of members on the Los Medanos Health Advisory Committee to seven
members.
WHEREAS, this resolution supercedes Resolution No. 2018/436.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors as follows:
1. Establishment of the Los Medanos Health Advisory Committee.
Contingent upon the dissolution of the District by LAFCO pursuant to the application submitted to LAFCO by the County in
November 2017, as amended, the Los Medanos Health Advisory Committee (the “Committee”) is established.
2. Territorial Area.
The area the Committee will serve is the Subject Territory.
3. Membership.
The Committee will consist of seven (7) members, who are to be selected and appointed by the Board of Supervisors, as follows:
(i) two nominated by the City of Pittsburg; (ii) two nominated by the Bay Point Municipal Advisory Council; (iii) one
nominated by the County’s Public Health Division, (iv) one nominated by the County’s Behavioral Health Division; and (v) one
at-large member, who resides or works within the Subject Territory, nominated by the County’s Internal Operations Committee.
4. Term of Office.
The initial term of office will be two years for the following members:
One member appointed upon the recommendation of the City of Pittsburg.
24
One member appointed upon the recommendation of the City of Pittsburg.
One member appointed upon the recommendation of the Bay Point Municipal Advisory Council.
The member appointed upon the recommendation the County’s Public Health Division.
The member appointed upon the recommendation of the County’s Internal Operations Committee.
The initial term of office will be three years for the following members:
One member appointed upon the recommendation of the City of Pittsburg.
One member appointed upon the recommendation of the Bay Point Municipal Advisory Council.
The member appointed upon the recommendation the County’s Behavioral Health Division.
Following their initial terms, each seat will have a three-year term.
If a vacancy occurs, a replacement will be selected and appointed by the Board of Supervisors upon the nomination of the entity
that nominated the prior holder of the seat. The newly-appointed member will serve the remainder of the term of the prior holder
of the seat.
Upon the expiration of a member’s term, the member is eligible to be reappointed by the Board of Supervisors.
5. Removal from Office.
Each appointed member of the Committee serves at the pleasure of the Board of Supervisors and may be removed, at will, by a
majority vote of the Board of Supervisors.
6. Committee Purpose and Duties.
The Committee will advise the Board of Supervisors on the development and implementation of the Los Medanos Area Health
Plan Grant Program and shall:
Develop an area health plan that identifies the major health disparities that impact residents of the Subject Territory, and
priorities for improving health outcomes. The plan will be presented to the Board of Supervisors for review and will not be
final unless adopted by the Board of Supervisors. The Committee may engage an outside consultant to assist in developing
the plan. The Committee shall submit an updated plan for approval by the Board of Supervisors no less than every five
years.
Solicit proposals from service providers interested in participating the Los Medanos Area Health Plan Grant Program and
capable of addressing the priorities outlined in the adopted plan. Funding for grants will be provided from (i) a special fund
established by the Auditor-Controller, at the direction of the Board of Supervisors, that is used to segregate the property
tax revenue received by the County as a result of the dissolution of the District, and (ii) any other funds made available to
the grant program.
Monitor the efficacy of the programs to which grants are made.
Report to the Board of Supervisors no less than once per year on the execution of the adopted plan, the grants provided
under the grant program, the results achieved through the adopted plan and the grant program, and other matters that relate
to the Committee’s purpose and duties.
7. Quorum and Vote Necessary for Action.
A quorum is a majority vote of the total number of authorized positions on the Committee, not a majority of the total number of
filled positions. The Committee may only take action by a majority vote of the total number of authorized positions, not by a
majority vote of the quorum. (With seven authorized positions, a quorum is four members; four affirmative votes are necessary
for action.)
8. Compensation.
Committee members will serve without compensation of any kind, and the Board of Supervisors will not provide funds for the
payment of Committee meeting stipends.
9. Administrative Support.
Administrative support will be provided to the Committee by the County’s Health Services Department.
10. Committee Funds.
Any funds transferred to or received by the County as a result of the dissolution of the District may only be used for the benefit
of the residents of the Subject Territory.
25
11. Committee Operation and Procedural Rules.
Within the parameters of this Resolution, the Committee may organize itself and operate as it determines but shall hold regular
meetings, at intervals to be established by the Committee, at an established time and place. The Committee may develop bylaws
for the operation of the Committee, but such bylaws must be approved by the Board of Supervisors to be effective. The
Committee meetings are to be conducted in accordance with the provisions of the Brown Act (Government Code sections 54950
et seq.), including the pre-meeting posting of meeting calendar notices, and the County Better Government Ordinance (County
Ordinance Code, Division 25). In addition, the Committee must fully comply with the Board of Supervisors’ policy concerning
conflict of interest and open meetings (Resolution No. 2002/375), and the Board’s policy governing appointments to boards,
committees, and commissions (Resolution No. 2002/377), as applicable.
Contact: Timothy M. Ewell, (925) 335-1036
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown.
ATTESTED: November 6, 2018
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: , Deputy
cc: Hon. Michael R. McGill, Chair-Contra Costa LAFCO, Anna Roth, Health Services Director
26
Contra Costa County
County Administrator’s Office • 1025 Escobar St. • Martinez, CA 94553 • www.contracosta.ca.gov
Media Release
FOR IMMEDIATE RELEASE Contact: Julie DiMaggio Enea
Monday, January 24, 2022 Phone: (925) 655-2056
Email: Julie.enea@cao.cccounty.us
WOULD YOU LIKE TO SERVE ON THE
LOS MEDANOS HEALTH ADVISORY COMMITTEE?
The Los Medanos Health Advisory Committee was established by the Board of Supervisors
in July 2018 as part of plan to dissolve the Los Medanos Community Healthcare District ,
increasing funding available for healthcare programming in the Pittsburg/Bay Point areas.
The Committee has been charged with development of an area health plan to determine
specific health needs of the community, identify priorities to address those needs and
facilitate a request for proposals process to make funding recommendations for health
programs in the community to the Board of Supervisors. The Committee includes
representatives from the local community and medical practitioners, making this a unique
opportunity for collaboration. It is anticipated that the Committee will hold its inaugural
meeting in late Spring 2022.
The County is recruiting volunteers to fill one vacancy in the “At Large” seat. The initial term
of office is two years, ending on December 31, 2023, at which time the term of office will be
three years. The County Board of Supervisors will make the appointment. Residents and
those that work in the territory of the District, which is primarily the Pittsburg/Bay Point area,
are welcome to apply. This is a volunteer appointment - no stipends or reimbursements are
authorized for this Committee.
Application forms can be obtained from the Clerk of the Board of Supervis ors by calling
(925) 655-2000 or by visiting the County webpage at www.contracosta.ca.gov. Applications
should be returned to the Clerk of the Board of Supervisors, County Administration Building,
1025 Escobar St., Martinez, CA 94553 no later than 5 p.m. on Friday, February 18, 2022.
Applicants should plan to be available for public interviews in Martinez on Monday, March
14, 2022.
More information about the Los Medanos Health Advisory C ommittee can be found in the
authorizing resolution, available at
http://64.166.146.245/docs/2018/BOS/20180710_1118/34028_Resolution%202018 -
436%20Final.pdf .
# # # #
27
Contra Costa LAFCO Directory of Local Agencies
August 2017 Page 06‐4
28
Submit Date: Feb 17, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
None Selected
Length of Employment
10 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
36 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Los Medanos Health Advisory Committee: Submitted
Frank E.Jones
concord CA 94520
Sutter Delta Medical Center physical therapist
Frank E. Jones
29
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
CSULB
Degree Type / Course of Study / Major
bachelors of science physical therapy
Degree Awarded?
Yes No
College/ University B
Name of College Attended
DVC
Degree Type / Course of Study / Major
AA
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Frank E. Jones
30
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
California physical therapist license
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I was involved in a similar program, briefly, while working for Los Medanos hospital. We provided
programs to get the community involved in exercise and health programs. My role at the time was
developing group exercise programs on a small scale at local parks and facilities that the community
could attend. I am interested in finding if I can offer some input to developing community health programs
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have been a physical therapist for 36 years for Mt Diablo, John Muir, Los Medanos and Sutter Antioch
hospitals. I have been involved in cardiac and pulmonary rehab, balance and fall prevention, and sports
medicine programs as well as providing treatment programs for geriatric, orthopedic and neuro
populations
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
Frank E. Jones
31
If Yes, please explain:
I still work full time so I am limited during regular working hours
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Frank E. Jones
32
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Frank E. Jones
33
Submit Date: Mar 08, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 1
Length of Employment
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
49 yrd
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Los Medanos Health Advisory Committee: Submitted
Dennisha A Marsh
Pittsburg CA 94565
N/A
Dennisha A Marsh
34
Seat Name
Pittsburg
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
All
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Copping State University
Degree Type / Course of Study / Major
Psychology
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Dennisha A Marsh
35
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am currently a Board of Directors and I want to continue the work I was elected for.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have served on several advisory boards and understand the process also I am a active community
member who listens to the residents
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Dennisha A Marsh
36
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
Racial Justice Taskforce
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
Head Start
List any volunteer or community experience, including any advisory boards on which you
have served.
Community Advisory Commission CDBG Public Safety Commission Youth Advisory Council First 5 Parent
Advisory Board Headstart Parent Advisory Board
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Dennisha A Marsh
37
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Dennisha A Marsh
38
Submit Date: Mar 08, 2022
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 5
Length of Employment
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
14 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Los Medanos Health Advisory Committee: Submitted
Seat Name
Patt Young
Pittsburg CA 94565
Retired
Patt Young
39
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Mills College
Degree Type / Course of Study / Major
English
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Patt Young
40
Upload a Resume
Other Training A
Lactation Educator
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
I served on the LMCHD Board of Directors and have an understanding of the communities in the District,
the health concerns of District residents and the social determinants of health that impact and frame the
poor health outcomes of many District residents. I have established relationships with many of the small
community based organizations that have thru the years depended on LMCHD for funding, guidance and
support to improve the lives and health outcomes for their clients. My work as a health educator and FIMR
coordinator has given me an understanding of the needs of communities at risk for poor health outcomes.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Coordination, training and supervision of Peer Counselors. Community outreach and engaging
disenfranchised communities to participate in activities that create and build social capital. Reviewing and
approving grant applications. Monitoring and reviewing documentation of funding and making sure
grantees fulfill their contractual obligations to the grantor (LMCHD)
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Patt Young
41
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Pittsburg Community Advisory Commission, Board member of First Baptist Head Start Board
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Patt Young
42
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Patt Young
43
Patt Young
, Pittsburg, CA 94565
________________________________________________________
Objective: Part time employment supporting members from
vulnerable populations and communities with the ultimate
goal of improving health outcomes and quality of life.
City of Pittsburg Community Advisory Commission
Commissioner 03/18-
Present
Board of Directors Los Medanos Community Healthcare District
Board Director and Board Chair 08/17-
Present
More Excellent Way (MEW) 07/12-
09/19
Supervisor/Recruiter/Health Educator
Supervise Lactation Peer Counselors
Provide training and education to Peer Counselors
Community Presentations
Interview and recruit participants for program services
Contra Costa County Health Services 10/07-09/12
Senior Health Education Specialist/Project Coordinator/WIC
Nutrition Assistant /Lactation Educator
Develop and maintain program protocols and procedures for the review of
cases according to State and national Fetal Infant Mortality Review (FIMR)
guidelines
Recruit, orient and support case review team
Schedule, organize, and facilitates bi-monthly case review team meetings
Coordinate activities of project staff including client interviews and medical
record abstractions
Establish systems to obtain individual case data including developing and
negotiating agreements with hospitals and care providers authorizing access
to medical records in order to conduct ongoing FIMR review.
Patt Young 2007
44
Abstract information from various data sources and summarizes the
information for the case review team
Analyze and evaluates FIMR case data and compiles recommendations for
submission to State MCH Branch.
Prepare status reports on progress towards accomplishing objectives for Mid-
Year and Annual reports to the State MCH Branch.
Present and distribute information related to FIMR findings and
recommendations at local meetings of providers and advocacy coalitions.
Provide training and education to local providers and advocacy groups on risk
reduction for FIMR identified contributing factors to fetal and infant death
Establish informational links with the Child Death Review Team, the Childhood
Injury Prevention Coalition, Black Infant Health (BIH) Program and the Sudden
Infant Death Syndrome (SIDS) Program
Develop and facilitate program changes focusing on African American
community for interconception care and education
National FIMR consultant
Provide health education updates and training for home visitors, program
participants and case managers
The Perinatal Council 4/01-10/07
TPC is non-profit agency that works to support families by providing
family advocacy, social support, and health education through a
variety of home visiting programs with the ultimate goal of improving
birth outcomes.
Program Coordinator/Supervisor
Coordinate and supervise the delivery of prenatal outreach and tracking
services through Black Infant Health
Build community awareness regarding problems of poor birth outcomes in the
African-American community;
Develop and implement outreach strategies that inform African American
women and their families of the health resources available to them
Presentations to individuals, agencies and community groups
Develop and implement program activities that will enrich and enhance the
lives of women and their children
Supervise Cal-Learn and Adolescent Family Life programs
Develop health education curriculum promoting STD/HIV awareness and
sexual responsibility targeting pregnant and parenting teens
Review BIH, Cal-Learn and Adolescent Family Life Program activities to ensure
scope of work met
Implement appropriate interventions to support teens completing high school
Provide ongoing review and analysis of agency data to identify community
trends, strengths and areas for improvement
Evaluate and revise program activities based on client data
Kaiser Permanente Health Education 5/99-12/06
The Health Education Department promotes wellness as the most
effective way to keep members and communities healthy. The health
Patt Young 2007
45
education department strives to inspire people, inform their choices
and improve health.
Health Educator
Facilitate Lactation, Childbirth Preparation, STI, and HIV/AIDS classes
Multi-session and one day intensive Childbirth Preparation courses for couples
Healthy Beginnings prenatal classes
Conduct needs assessment and evaluation of program; maintain findings
Provide individual instruction and counseling as necessary
Maintain knowledge of Kaiser and community resources to encourages
utilization of and referral to resources
Classes for Psss Research and STI prevention
University of California Berkeley Survey Research Center 8/96-
9/99
Survey Worker
Cold and scheduled calls to respondents
Conduct Computer Assisted Telephone Interviews (CATI)
Conduct face-to-face interviews
Refusal conversions
Log and distribute incentives when applicable
The Perinatal Network (RPPC) 1/91-3/01
The Regional Perinatal Program of California serves as facilitator in coordinating and
supporting perinatal quality improvement within the Alameda/Contra Costa region
and creates and supports education programs to address the needs of high risk
mothers and infants in the region through needs assessments and dissemination of
information.
State and Program Coordinator/ FIMR Interviewer
Locate women who experienced fetal and infant deaths using vital records,
county social service database, and community based organizations
Conduct in home maternal interview
Provide grief and bereavement support and education
Medical and other referrals as needed
Medical record abstraction
Develop culturally appropriate materials and brochures
Community presentations
Compose case summaries for Case Review Team (CRT) review
Patt Young 2007
46
Create database for FIMR findings
Track CRT findings and recommendations
Community presentations and recruitment for CRT
Develop SIDS risk reduction manual for Alameda County providers
Develop interview tool and provide training for Maternal Interviewers
Participate in CRT and Alameda County Community Action Team (CAT)
Coordinate program activities for California FIMR Support Program, supervise
admin staff
Provide training and technical support to California’s FIMR projects
Coordinate and facilitate two yearly FIMR Coordinator meetings
Aggregate and analyze data from FIMR jurisdictions for training needs and to
identify state trends and possible interventions and campaigns
Compile and disseminate bi-monthly Clearing House publication highlighting
medical and social topics that impact infant morbidity and mortality
Data analysis of FIMR data to identify local community trends for risk
reduction and service design for service providers
Coordinate and facilitate state Health Summits based on FIMR findings and
emerging infant mortality research
Howard Daniel, MD and Berkeley Primary Care Access Clinic 1/86-
5/89 5/89-
1/91
Primary Care clinics with focus on maternal and infant health
CPSP Health Educator
Administer health, nutrition and psychosocial assessments to prenatal
patients
Develop care plan using CPSP guidelines
Provide health education to individuals and groups
STI and HIV counseling
Lactation education
Track birth outcomes for clinic trends
Highland Hospital Clinics
7/83-5/89
Alameda County clinics provide health care and health education services to low
income and uninsured persons.
Lactation Counselor
Provide lactation education classes in clinic setting
Provide lactation education, support and assistance to all inpatient
postpartum women
Home visits and telephone counseling for up to 3 months
Develop, coordinate and supervise Alameda County Breastfeeding Peer
Counseling Project
Patt Young 2007
47
Education
Mills College, Oakland, CA
Bachelor of Arts, Major: English
Technical Skills
Microsoft Word, Excel, Power Point, Publisher, SPSS, data entry, BIH
MIS, Lodestar, literature review, and internet research
Professional/Training
Certified Lactation Educator
Certified to provide HIV/AIDS counseling
National FIMR trainer for Maternal Interviewing and FIMR methodology
Patt Young 2007
48
INTERNAL OPERATIONS COMMITTEE 6.
Meeting Date:03/14/2022
Subject:REPORT FROM THE AUDITOR-CONTROLLER’S OFFICE ON THE SCHEDULE OF FINANCIAL
AUDITS FOR 2022
Submitted For: Robert Campbell, Auditor-Controller
Department:Auditor-Controller
Referral No.: IOC 22/2
Referral Name: Review of the Annual Audit Schedule
Presenter: Sandra Bewley, Supv Auditor/Acctnt Contact: Joanne Bohren 925-335-8610
Referral History:
The Internal Operations Committee was asked by the Board in 2000 to review the process for establishing the annual schedule
of audits, and to establish a mechanism for the Board to have input in the development of the annual audit schedule and request
studies of departments, programs or procedures. The IOC recommended a process that was adopted by the Board on June 27,
2000, which called for the IOC to review the schedule of audits proposed by the Auditor-Controller and the County
Administrator each December. However, due to the preeminent need during December for the Auditor to complete the
Comprehensive Annual Financial Report, the IOC, some years ago, rescheduled consideration of the Auditor’s report to
February of each year.
Referral Update:
Attached is a report from the Auditor-Controller reviewing the department’s audit activities for 2021 and transmitting the
proposed schedule of financial audits for 2022, which are already in progress.
In past years, the Auditor's Office sometimes found a lack of adherence to several of the County's administrative requirements
for cash collection; discharge of delinquent accounts; inventories of materials, supplies and capital assets; and petty cash.
Noncompliance with procurement card policies, contracting policies and procedures, and MAC fiscal procedures have also
been among past findings.
Supervising Accountant-Auditor Sandra Bewley will present the 2022 report.
Recommendation(s)/Next Step(s):
ACCEPT report on the Auditor-Controller's audit activities for 2021 and APPROVE the proposed schedule of financial audits
for 2022.
Fiscal Impact (if any):
There is no fiscal impact related to providing input into the annual audit schedule. The financial auditing process may result in
positive and negative fiscal impacts, depending on the audit findings.
Attachments
Proposed 2022 Internal Audit Plan
49
50
51
52
53
54
55
INTERNAL OPERATIONS COMMITTEE 7.
Meeting Date:03/14/2022
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 25/3
Referral Name: Review of Annual Master Vehicle Replacement List and Disposition of Low-Use Vehicles
Presenter: Joe Yee, Deputy PW Director Contact: Joe Yee, Deputy PW Director 925-313-2104
Referral History:
In FY 2008/09, the Board approved the establishment of an Internal Services Fund (ISF) for the County Fleet, 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 2020/21 annual report on the ISF and low-mileage vehicles, as prepared by the
Public Works Department.
Recommendation(s)/Next Step(s):
RECEIVE the 2020/21 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
2020/21 Fleet Internal Service Fund and Underutilized Vehicle Report
56
57
58
59
60
61
62
63
INTERNAL OPERATIONS COMMITTEE 8.
Meeting Date:03/14/2022
Subject:Reorganization of the Contra Costa County Arts and Culture Commission
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.:
Referral Name:
Presenter: Lara DeLaney, Sr. Deputy County Administrator Contact: Lara DeLaney (925) 655-2057
Referral History:
The Arts and Culture Commission of Contra Costa County (AC5) was establishedin 1994 to advise the Board of Supervisors in
matters and issues relevant to Arts and Culture; to advance the arts in a way that promotes communication, education,
appreciation and collaboration throughout Contra Costa County; to preserve, celebrate, and share the arts and culture of the
many diverse ethnic groups who live in Contra Costa County; to create partnerships with business and government; and to
increase communications and understanding between all citizens through art. Most importantly, the mission of the Commission
is to promote arts and culture as a vital element in the quality of life for all citizens of Contra Costa County.
The Arts and Culture Commission is composed of nine regularly appointed members (one representative from each of the five
supervisorial districts and four at-large representatives) and one alternate. Appointments are for a four-year period with terms
expiring on June 30 of alternating odd-numbered years. The Commission also includes two non-voting Youth Advisors.
In 2019, the Arts and Culture Commission completed a Cultural Planning Prospectus with the recommendation to develop a
set of policy recommendations through collaborations and community partners for countywide cultural development. Calls for
racial equity and social justice, particularly heightened during the pandemic, highlighted the need for AC5 to “recalibrate” its
focus, shifting to a “community action plan highlighting the value of art by creating an updated Arts & Culture Prospectus for
Contra Costa County that identifies a district art project.”
On March 22, 2021, the Family and Human Services Committee received a presentation on the Arts and Culture Commission’s
recommendation to create the updated Arts & Culture Prospectus for Contra Costa County, which will act as a precursor
to a cultural plan. The AC5 proposed to identify community stakeholders, hire a consulting firm to facilitate two workshops,
and present an updated Arts & Culture Prospectus that identifies district art projects to the Board of Supervisors. The overall
guiding principles for the Prospectus were to increase engagement, outreach and community awareness, highlight art resources,
and conduct a community arts evaluation that identifies district art projects in need. The FHS Committee expressed support for
the development of an updated Prospectus and recommended a presentation to the Board of Supervisors.
On May 18, 2021, the Board of Supervisors received a presentation on the County Arts and Culture Commission, including the
proposal for development of an updated Arts & Culture Prospectus for Contra Costa County that identifies district art projects.
Referral Update:
Status on Arts and Culture Commission Operations
Since September 2021, several AC5 Commissioners and the Managing Director have submitted letters of resignations:
September 27, 2021, former Chair Ben Miyaji (District II) resigned.
September 27, 2021, District III Commissioner Grant Taylor resigned.
September 28, 2021, District IV Commissioner Elizabeth Wood resigned.
January 3, 2022, Chair Silvia Ledezma (District I) resigned.
January 4, 2022, Commissioner Joan D’Onofrio (At-large 3) resigned.
64
January 4, 2022, Commissioner Joan D’Onofrio (At-large 3) resigned.
January 4, 2022, Managing Director Jenny Balisle resigned.
February 4, 2022, Commissioner Joe Arandia (District V) resigned.
In addition, Senior Deputy County Administrator Dennis Bozanich, who used to provide oversight to the AC5, resigned from
the County Administrator’s Office effective December 29, 2021.
AC5 Commissioner Dawn Lopshire was appointed to the District IV seat on January 11, 2022.
Attachment 1 is a current membership roster for the Arts and Culture Commission.
Despite the above-mentioned resignations, the following Arts and Culture Commission programs will be continued through
June 30, 2022, with support from contractors and the County Administrator’s Office:
Poetry Out Loud
Poetry Out Loud is a national arts education program that encourages the study of poetry by offering free educational materials
and a dynamic recitation competition for high school students across the country. All Contra Costa County High School
students, grades 9-12, are invited to enter Poetry Out Loud. School winners advance to the County competition, then the State
competition, and ultimately to the National Finals.
ABOUTFACE
Veterans and their family members are provided with a series of free self-portrait painting classes under the ABOUTFACE
program for the purpose of addressing the needs of veterans and improving their lives through art programming. It is based on
the belief that individuals have the capacity to heal themselves.
Art Passage
Art Passages is a changing exhibition program at the County Administration Building (1025 Escobar Street, 1st floor,
Martinez) highlighting the Arts and Culture Commission of Contra Costa County’s signature programs and initiatives.
Exhibitions showcase artists, arts organizations, and diverse creative expressions representative of Contra Costa County.
Youth Advisor
The AC5 includes two non-voting Youth Advisor members. Each Youth Advisor will be a high school or college student. Each
Youth Advisor will be interviewed and recommended by the Commission for appointment by the Board of Supervisors for a
one-year term. Youth Advisors will perform individual Commission-approved service projects during their respective terms.
The Youth Advisors will be expected to attend all Commission meetings and other Commission activities as needed.
Impact Project
With the California Arts Council’s grant funding, the County will develop and implement an Impact Project. Conversations are
currently underway to confirm project concept. The purpose of the CAC grant is to highlight systemic/structural racism,
education, poverty, cultural/social justice, or environmental sustainability in response to COVID-19.
Jump StArts
With support from the CAC Jump StArts planning grant, the County will develop the concept for an art project to serve
justice-involved youth at Juvenile Hall. Community workshops and public presentations will identify a strategy, actions, and a
timeline for the implementation of an art project for the County’s justice-involved youth.
A copy of the FY 21-22 Work Plan for the Arts and Culture Commission is included as Attachment 2 to provide more
information regarding the programs provided by the Commission.
In addition to the previously mentioned organizational changes, an annual Measure X investment of $250,000 was approved by
the Board of Supervisors on November 16, 2021 to support the following arts and culture programs for the County.
$100,000 Support Staff:
Supplement existing funding for a full-time Managing Director and part-time communication and marketing support.
$100,000 District Public Art Program: 65
$100,000 District Public Art Program:
District Public Art Program: Contra Costa County’s first public art program following Bay Area Counties ($20,000 each
District investment).
Addresses District public art requests through an application process for artists and art organizations.
$50,000 New Programs:
Youth Advisor in each District: Expand equity and opportunity to every District.
Arts Connection: Connect artists and art organizations for quarterly meetings for advocacy, opportunities, and data
collection.
AIRS (Artist-in-Residency in the School) pilot program: Place teaching artists in CCC schools to work with students to
create art projects.
The FY 21-22 Adjusted Budget for the Arts and Culture Commission is $152,430. As of December 31, 2021, the Arts and
Culture Commission’s total expenditures for FY 21-22 was approximately $40,000. CAO staff anticipates that the Commission
expenditures will include another $60,000 by 6/30/2022, bringing the total expenditures in FY21-22 to be approximately
$100,000. This estimate is based on ongoing expenditures by contractors, program related supplies, and other IT costs to
continue the budgeted art signature programs through the end of the fiscal year. At the end of FY 21-22, staff expect that AC5
will have a total fund balance of approximately $50,000 primarily due to Managing Director resignation, consultant contract
savings, and under-utilization of the Impact Projects grant funds.
Phase One Interim Report for the Arts and Culture Prospectus
In August 2021, the County executed a $30,000 contract with Barbara Goldstein from Art Builds Community (ABC)
consulting team to develop an updated Arts and Culture Prospectus for Contra Costa County which will act as a “community
action plan and identify art projects that are specific to the unique needs of the supervisorial districts.” The scope of work
included project initiation and research, community outreach and engagement, and the creation and presentation of the
Prospectus.
Between August 2021 and December 2021, the ABC consulting team interviewed available AC5 Commissioners (Y’Anad
Burrell, Joan D’Onofrio, Sylvia Ledezma, Ben Miyaji, Elizabeth Wood, and Naina Shastri), the Managing Director, and staff
from several County departments (County Administrator’s Office, Elections Division, Department of Conservation and
Department) and the County Office of Education, and created a cultural asset map that shows the locations of arts facilities and
activities in the County. In addition, the consulting team planned to conduct extensive public engagement including pop-up
events, focus groups, and other equity-centric outreach. However, since the Arts and Culture Commission was not able to meet
between October 2021 and January 2022, multiple Commissioners and staff resigned within a short period of time,
collaboration with a Subcommittee was not possible, along with other logistical challenges presented by the pandemic (not able
to host in person pop-up events, focus groups, community workshops due to concerns regarding COVID), the consulting team
was not able to conduct the community outreach and engagement activities as planned.
In January 2022, ABC submitted its Phase One Interim Report for the Prospectus to the County Administrator’s Office. The
Interim Report is included as Attachment 3 to this board order. In the Executive Summary of the Interim Report, the consulting
team stated that “While the Commission supported the development of this prospectus, Commissioner dissent, along with
resignations of Commissioners and staff, have left the consulting team without the guidance it needs to proceed.” The Report
also examines the structure of the Commission and provides examples in Appendixes 4 and 5 of how other counties in the Bay
Area and other parts of the United States have structured their arts support agencies as public-private partnerships. In the Bay
Area, Santa Clara County, Marin County, Santa Cruz County, and Napa County all have nonprofit agencies designated
as Arts Councils for their counties.
Based on the research conducted to date, the ABC consulting team suggests the following next steps for the County:
Determine which County officer will lead the rethinking of the County’s art support.
Dissolve the Arts and Culture Commission and create an interim strategy to oversee existing programs.
Re-budget the remaining FY 2021-22 AC5 funds to commission the development of a 10-year Arts and Cultural Plan for
Contra Costa County that includes broad public outreach and proposes a different Arts and Culture Commission
structure.
There are some important factors to consider when reviewing this Interim Report. First, creating a prospectus or plan requires
having an active and engaged client, which was not available to the consultants during the time they developed this report. For
example, the public outreach component of the work was dependent upon having a functioning Commission subcommittee, or,
preferably, a broader steering or advisory committee that could confer with the consultants and help guide outreach.66
preferably, a broader steering or advisory committee that could confer with the consultants and help guide outreach.
Apparently, the AC5 culture prospectus ad hoc committee ceased functioning after one meeting due to Commissioner
resignations, and there is currently no Commission leadership for the prospectus nor staff to assist in forming a broader
subcommittee.
Regarding the section of the Interim Report that analyzed facilities and institutions in each Supervisorial District, this section
of the report was a cultural asset survey and not intended to reflect arts activities in each district. In an ideal planning situation,
focus groups would be conducted along with public activities in each district. The cultural asset survey would serve as a
starting point to identifying additional places where arts activities are occurring and other institutions that were not discovered.
Finally, conferring with a broader range of County departments to assess opportunities for integrating the arts into other County
activities is necessary and important. However, besides the few county departments mentioned above, no interviews with
representatives from other county departments which might benefit from arts and culture programs were made available to the
consultants.
When the Interim Report was submitted, the Art Builds Community consultants expressed that developing a cultural plan or
even completing work on a prospectus for a plan is both premature and infeasible at this time.
At the February 14, 2022 meeting of AC5 attended by Commissioners Beverly Kumar, Dawn Lopshire, Y’Anad Burrell,
Lanita Mims and Alternate Naina Shastri, ABC made a presentation to the Commission regarding the Interim Report and the
consulting team’s suggestions summarized above and received input from commissioners. AC5 Commissioners stated that they
do not want the Commission to dissolve, rather they would like to discover what the issues have been and figure out how to
resolve them. Commissioners stated that the Commission has a long history of supporting arts and culture in the county, and it
would be unfortunate to dissolve the work that has been going on for many years after a 90-day observation in the middle of a
pandemic. Commissioners do not want the County to dismantle the work they have done and request that the County consider
“rebooting” the Commission so that they can carry the important work forward.
Upon further discussion with the Art Builds Community consulting team following the February 14, 2022 Arts and Culture
Commission meeting, staff would like to provide the following options for the Internal Operations Committee’s review and
consideration:
Option #1 :
Dissolve the Arts and Culture Commission and establish a Public-Private Partnership Arts Council for Contra Costa County to
oversee the administration of County art funds and programs. This option provides the County the opportunity to leverage
existing arts expertise and resources within a nonprofit organization; allows the organization/Council to act as the State-Local
Partnership (SLP) for Contra Costa County to compete for future California Arts Council grants; allows the Council to
fundraise from other businesses/individuals/foundations; provides the Council with the authority to administer County arts
funds and pull together various funding sources to maximize resources and efficiency.
Steps in this transition process would include:
Issue a Request for Proposals to select a nonprofit organization to be the designated Public-Private Partnership Arts
Council for the County and coordinate the provision of arts and cultural programs and services countywide.
The organization appoints a Manager to develop a plan to launch the Arts Council.
County establishes a budget to support; funding administered by the Public-Private Partnership Arts Council to support
cultural and arts activities across the county.
A nonprofit organization acting as the Arts Council for the County will include a Board of Directors and supporting
staff within their organization to administer arts programs, write grant proposals, regrant arts funds to other
community-based organizations and individual artists, work with school districts for arts education, and seek
cooperation with municipalities.
The Arts Council will serve as a connector, investor, advocate and leader for the arts and culture in Contra Costa County
and be supported by a number of people and organizations including state and local government, school districts, private
and public foundations, businesses and community members.
Dissolve AC5.
Option #2 :
Keep the current Arts and Culture Commission configuration as an advisory body to the Board of Supervisors and move
forward with the following actions:
fill Commission vacancies;
assign the Commission to a County department other than County Administration;
recruit and appoint a new contractor as full-time Managing Director;
67
update Commission bylaws (Attachment 4) to better define the roles of commissioners, Managing Director, and County
staff in the administration of County arts funds and programs;
train Commissioners and new Managing Director on advisory body functions.
Recommendation(s)/Next Step(s):
ACCEPT Phase One Interim Report for the Arts and Culture Prospectus and PROVIDE direction to staff regarding the
potential dissolution of the Arts and Culture Commission and re-organization of an Arts Council for Contra Costa County.
Fiscal Impact (if any):
The potential dissolution of the Arts and Culture Commission will impact the expenditure of the estimated FY 2021-22 Fund
Balance of $50,000 and the Measure X allocation of $250,000. Fund administration for existing art programs through June 30,
2022 will be supported by the County Administrator’s Office.
Attachments
Attachment 1_Arts and Culture Commission Roster
Attachment 2_AC5 FY 21-22 Work Plan
Attachment 3_Interim Report_CCC_ArtsandCulturalProspectus_REV_02.10.22
Attachment 4_AC5 Bylaws
68
Seat Commissioner Name Term start: Term end:
District I VACANT 6/30/25
District II Beverly Kumar 7/1/19 6/30/23
District III VACANT 6/30/23
District IV Dawn Lopshire 1/12/22 6/30/23
District V VACANT 6/30/25
At-Large 1 Y'Anad Burrell 2/12/13 6/30/23
At-Large 2 VACANT 6/30/23
At-Large 3 VACANT 6/30/25
At-Large 4 Lanita Mims 11/6/18 6/30/25
Alternate Naina Shastri 8/11/21 6/30/25
Youth Advisor #1 Carolyn Considine 2/2/21 6/30/22
Youth Advisor #2 VACANT
Arts and Culture Commission Membership Roster
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Arts and Culture Commission of Contra Costa County 1025 Escobar Street, 4
th Floor, Martinez, CA 94553
(925) 646-2278 staff@ac5.cccounty.us www.ac5.org
FY 21-22 Work Plan
The Arts and Commission of Contra Costa County is determined to deliver signature programs, initiatives,
and grant opportunities as we adjust to the pandemic. For July 2021- July 2022, the FY21-22 Work Plan
prioritizes the following grants, programs, and initiatives:
1.Measure X
2.Arts and Culture Prospectus of Contra Costa County (Venture Capital Rebudget and Arts and
Cultural Organizations General Operating Relief CAC grant)
3.Impact Projects (CAC grant)
4.Jump StArts (CAC grant)
5. ABOUTFACE
6. Poetry Out Loud
7. Youth Advisor
8. Art Passages
Executive Summary:
● The FY21-22 Work Plan features two estimates with charts: timelines and budget.
●Measure X and Arts and Culture Prospectus of Contra Costa County will be top FY21-22 priority
in securing staff, stabilizing programs, and new initiatives.
● The pandemic and funding will determine the final outcome of grants, programs, and initiatives.
Mission:The Arts and Culture Commission of Contra Costa County is dedicated to advancing the arts in
a way that promotes communication, education, appreciation and collaboration throughout Contra Costa
County so that we may grow creatively as a community that preserves and celebrates our diverse cultural
expression.
Guiding Principles
1. Increase Engagement:We envision our signature programs and initiatives identify the needs of the
diverse and vibrant population from each Contra Costa County district.
2. Increase Outreach:Our signature programs and initiatives utilize new and innovative artistic practices
to tap into the diversity of our cultures.
3. Increase Community Awareness:Our signature programs and initiatives enhance the Arts and
Culture Commission’s visibility as art advocates and highlight the importance of a better understanding of
all communities.
4. Increase Community Awareness of County Arts Resources:Residents will be made aware of the
cultural resources that the Arts and Culture Commission provides through announcements, social media,
and public awareness along with partnerships with art museums, centers, and organizations.
5. Conduct a Community Evaluation:The arts encourage a healthy environment in which communities
become participants in the process. The goal is to engage in strategic discourse to hear the needs of the
community and provide the support necessary to embrace the creative process. Intersectionality is the
awareness of our differences and seeking to achieve a common purpose.
70
Descriptions
1.Measure X:Measure X is a new Contra Costa County sales tax in which a resident board will be
making spending recommendations to the Board of Supervisors. Contra Costa County has the
3rd largest population in the Bay Area with the lowest arts budget. On July 28th, the Arts and
Culture Commission presented a $625,000 ask to secure staff and signature programs (examples
below) including transformational ideas such as District Public Art Program ,Youth Advisor in
each District,Arts Connection,Community Art Fund,AIRS (Artist-in-Residency in the School)
pilot program,and Build Structures.
2.Arts and Culture Prospectus of Contra Costa County (Venture Capital Rebudget and Arts
and Cultural Organizations General Operating Relief CAC grant):Calls for racial equity and
social justice in a time of a historical pandemic, highlight the need to recalibrate our focus.
Requests for district art projects along with Contra County County government and organization
collaborations have increased. In order to succeed, uplift, and meet the needs of all communities,
we must garner sustained policy support through example. Our new request shifts to a
community action plan highlighting the value of art by creating an updated Arts & Culture
Prospectus for Contra Costa County that identifies a district art project.
3.Impact Projects (CAC grant):With California Arts Council support, the Arts and Culture
Commission of Contra Costa County seeks an Impact Projects grant for an Utility Box Art
Program. Artists partner with local organizations to create a design highlighting
systemic/structural racism, education, poverty, cultural/social justice, or environmental
sustainability in response to COVID-19.
4.Jump StArts (CAC grant):With support from the California Arts Council, the Arts and Culture
Commission of Contra Costa County will develop an art project in partnership with Juvenile Hall
and the Office of Reentry & Justice to serve justice-involved youth. Two community workshops
and public presentation will identify a strategy, actions, and timeline.
5.ABOUTFACE:In 2015, the California Arts Council, the Arts and Culture Commission, and the
Physical Medicine & Rehabilitation Service at Veterans Affairs Health Care developed
ABOUTFACE for the purpose of addressing the needs of veterans and improving their lives
through art programming. It is based on the belief that individuals have the capacity to heal
themselves.
6.Poetry Out Loud:Poetry Out Loud is a national arts education program that encourages the
study of poetry by offering free educational materials and a dynamic recitation competition for
high school students across the country. This program helps students master public speaking
skills, build self-confidence, and learn about literary history and contemporary life. Poetry Out
Loud provides free curriculum materials—all available online—including a poetry anthology, a
comprehensive teacher’s guide, videos of student performances, lesson plans, and promotional
and media resources. All Contra Costa County High School students, grades 9-12, are invited to
enter Poetry Out Loud. School winners advance to the County competition each February, then
the State competition in March, and ultimately to the National Finals. Every Contra Costa County
high school (public, private, parochial, independent, alternative, continuation, court, charter and
home schools), non-profit organizations, and libraries are encouraged to participate. Students
don’t enter the POL competition directly, but through their high schools or a school POL liaison
such as a teacher, librarian, school staff, or organization member.
7.Youth Advisor:
The Commission will also include two non-voting Youth Advisor members. Each Youth Advisor
will be a high school or college student. Each Youth Advisor will be interviewed and
recommended by the Commission for appointment by the Board of Supervisors for a one-year
term. Each Youth Advisor will perform a Commission-approved service project during their
71
respective term. The Youth Advisors will be expected to attend all Commission meetings and
other Commission activities as needed.
8.Art Passages:
Art Passages is a changing exhibition program at the new County Administration Building (1025
Escobar Street, Martinez) highlighting the Arts and Culture Commission of Contra Costa County’s
signature programs and initiatives. Exhibitions showcase artists, arts organizations, and diverse
creative expressions representative of Contra Costa County.
Timeline
Program July 21 Aug. 21 Sept. 21 Oct. 21 Nov. 21 Dec. 21 Jan. 22 Feb. 22 March 22 April 22 May 22 June 22 Notes:
Measure X Measure X
Presentation
Community Advocacy
and Letters
Measure X Board
Recommendation to
Board of Supervisors
Board of
Supervisors,
Community
Advocacy, and
Implementation
Timeline Draft
Implementation
Timeline
TBA TBA TBA TBA TBA TBA TBA
Arts and Culture
Prospectus
Research and identify
cultural stakeholders.
ACP Subcommittee
and Managing Director
create a database.
Confirm workshop
stakeholders.
Work with Art Builds
Community by
providing
information and
data.
Art Builds
Community holds
interviews and
plans public
workshops.
Art Builds
Community attends
Commissionmeeting
and shares updates.
Work with Art
Builds
Community by
providing
information and
data.
Art Builds
Community
attends
Commissionmeetin
g and shares
updates.
Board of
Supervisors
presentation and
approval of Arts &
Culture Prospectus
for Contra Costa
County and District
Art Project funding
through June 2022
TBA TBA TBA TBA
Impact Projects Artists and
Organizations check
in, timeline, and
information meeting.
Artists collaborate
with partner
organizations for
design through
February 2022
Design
workshops.
Artists submit final
designs.
Artists
assigned
utility box
assignments.
Utility
boxes
prepared
for artists.
Artists
start
painting
utility
boxes.
July:Water repellent
sealer/varnish and
anti-graffiti coating
application on Utility
Boxes.Aug.:Artist and
Community Organization
Virtual Reception and
Town Hall.Oct.:Contra
Costa County Board of
Supervisors Artist and
Community Organization
Recognition.
Jump StArts Outreach to
participating youth,
artists, community
leaders, partners,
advocates, and
commissioners. Set
workshop dates
and locations
(virtual or onsite).
JUMP StArts
workshop #1
and #2
Workshops draft
summary
Workshops
summary and
Board of
Supervisors
presentation.
JUMP
StArts art
project
and/or
program
draft.
July:JUMP StArts art
project and/or program
final proposal.Aug.:JUMP
StArts art project and/or
program public
presentation.Sept.:JUMP
StArts art project and/or
program securing
partners, funding, and
creating a timeline for
implementation.
ABOUTFACE Oct.-Dec.:
Preparation,
timeline
coordination,
lesson plans, and
workshop format.
Dec.-April:
Website and
social media.
Jan.-Feb.:
Communication,
Veteran outreach,
marketing, and
organization
presentations.
Workshop #1
supplies order, prep
and delivery.
Workshop #1
(3 Saturdays).
Workshop #2
supplies order,
prep and
delivery.
Workshop
#2 (3
Saturdays)
.
Participan
t surveys.
May-July:
ABOUTFA
CE
exhibition
.
Poetry Out Loud Oct.-Nov.:
Preparation,
timeline
coordination, and
program/screening
format. Website
and social media.
Dec.-Jan.:
Schools and
organizations
offer POL to
students. POL
student coaching
outreach.
Friends of AC5
funding requests
and prizes
coordination.
Jan.-Feb.:POL
coaching sessions
available upon
request.
Completion of High
School
competitions and
judging (scoring
and tabulations).
Paperwork
finalized and
deadline for
County
competition.
Schools opt-in and
CAC POL sent the
final participation
list. Graphics,
script created for
Arts and Culture
Commission
virtual
county-level
screening and
award ceremony.
Website and social
media.
Arts and Culture
Commission virtual
county-level
screening and
award ceremony.
Awards
coordination and
delivery. POL
coaching sessions
for State
competition
available upon
request. Website
and social media.
State Finals
and Board of
Supervisors
presentation,
paperwork,
and delivery of
certificates.
Website and
social media.
National
Finals.
Youth Advisor Feb.-June 22: Carolyn
Considine appointed
first Youth Advisor.
Commissioner Beverly
Kumar is her mentor.
June-Aug.: Youth
Advisor application
marketing, process
(online creation) and
coordination.
Sept.-Oct.: Youth
Advisor open-call
and application
reviews (including
ad-hoc interview
subcommittee)
Oct.-Nov.: Youth
Advisor selection,
mentor
identification, and
training.
Fall 21-22: New
Youth Advisor
appointment period
including project
coordination.
March 22-June
22: Youth
Advisor
marketing and
application
coordination
process.
Art Passages ABOUTFACE till Dec. 3,
2021
Art of the
African Diaspora
Dec. 14, 2021 -
Feb. 28, 2022.
Cesar Chavez
exhibit March
14, 2022 -
June 13, 2022
Marsh
Creek
exhibit July
1, 2022 -
Sept, 30,
2022.
72
Timelines
1.Measure X Timeline:
Activity Period: July 2021-June 2022
Date Task & Activities
July 2021 Measure X Presentation
August 2021 Community Advocacy and Letters
September 2021 Measure X Board Recommendation to Board of Supervisors
September-October 2021 Board of Supervisors, Community Advocacy, and Implementation Timeline Draft
November 2021 Implementation Timeline
November-December 2021 TBA
January 2022-June 2022 TBA
2.Arts and Culture Prospectus of Contra Costa County Timeline:
Activity Period: July 2021-June 2022
Date Task & Activities
July-August 2021 Research and identify cultural stakeholders. ACP Subcommittee and Managing Director create a
database.
August 2021 Confirm workshop stakeholders.
September 2021 Work with Art Builds Community by providing information and data.
September-October 2021 Art Builds Community holds interviews and plans public workshops.
November 2021 Art Builds Community attends Commission meeting and shares updates.
November-December 2021 Work with Art Builds Community by providing information and data.
January 2022-June 2022 Art Builds Community attends January Commission meeting. Board of Supervisors presentation
and approval of Arts & Culture Prospectus for Contra Costa County and District Art Project funding.
73
3. Impact Projects CAC Grant Timeline:
Grant Activity Period: November 1, 2021-October 31, 2022
Date Task & Activities
November 2021 Confirm Contra Costa County utility box locations.
November 2021 Artists and Organizations check in, timeline, and information meeting.
December 2021 Design workshops.
November 2021-February
2022
Artists collaborate with partner organizations for design.
February 2022 Artists submit final designs.
March 2022 Artists assigned utility box assignments.
May 2022 Utility boxes prepared for artists.
June 2022 Artists start painting utility boxes.
July 2022 Water repellent sealer/varnish and anti-graffiti coating application on Utility Boxes.
August 2022 Artist and Community Organization Virtual Reception and Town Hall.
October 2022 Contra Costa County Board of Supervisors Artist and Community Organization Recognition.
*Reference:https://arts.ca.gov/grant_program/impact-projects/
4. Jump StArts CAC Grant Timeline:Grant Activity Period: Oct. 2021–Sept. 2022
Date Task & Activities
October 2021 Outreach to participating youth, artists, community leaders, partners, advocates, and commissioners.
October 2021 Set workshop dates and locations (virtual or onsite).
December 2021 JUMP StArts workshop #1 and #2
February 2022 Workshops draft summary
March 2022 Workshops summary and Board of Supervisors presentation.
May 2022 JUMP StArts art project and/or program draft.
July 2022 JUMP StArts art project and/or program final proposal.
August 2022 JUMP StArts art project and/or program public presentation.
September 2022 JUMP StArts art project and/or program securing partners, funding, and creating a timeline for
implementation.
*Reference:https://arts.ca.gov/grant_program/jump-starts/
74
5. ABOUTFACE Timeline:Activity Period: October 2021-July 2022
Date Task & Activities
October-December 2021 Preparation, timeline coordination, lesson plans, and workshop format.
December 2021-April 2022 Website and social media.
January 2022-February 2022 Communication, Veteran outreach, marketing, and organization presentations.
February 2022 Workshop #1 supplies order, prep and delivery.
March 2022 Workshop #1 (3 Saturdays). Workshop #2 supplies order, prep and delivery.
April 2022 Workshop #2 (3 Saturdays). Participant surveys.
May-July 2022 ABOUTFACE exhibition.
*A comprehensive 20-21 ABOUTFACE Project Plan and Timeline is available upon request.
6. Poetry Out Loud Timeline:Activity Period: October 2021-April 2022
Date Task & Activities
October-November 2021 Preparation, timeline coordination, and program/screening format. Website and social media.
December 2021-January
2022
Schools and organizations offer POL to students. POL student coaching outreach. Friends of AC5
funding requests and prizes coordination.
January-February 2022 POL coaching sessions available upon request. Completion of High School competitions and judging
(scoring and tabulations). Paperwork finalized and deadline for County competition. Schools opt-in
and CAC POL sent the final participation list. Graphics/script created for Arts and Culture
Commission of Contra Costa County virtual county-level screening and award ceremony. Website and
social media.
February 2022 Arts and Culture Commission of Contra Costa County virtual county-level screening and award
ceremony. Awards coordination and delivery. POL coaching sessions for State competition available
upon request. Website and social media.
March 2022 State Finals and Board of Supervisors presentation, paperwork, and delivery of certificates. Website
and social media.
April 2022 National Finals.
*A comprehensive 20-21 POL Timeline is available upon request. References:
https://www.capoetryoutloud.org/
https://docs.google.com/document/d/1G8qsaWF1WBSLprlyY_8ZZOZwz0a9FoaLK7AxkuK40Pc/edit?usp=sharin
g
75
7. Youth Advisor Timeline:Activity Period: July 2020-July 2022
Date Task & Activities
February 2021- June 2022 Carolyn Considine appointed first Youth Advisor. Commissioner Beverly Kumar is her mentor.
June-August 2021 Youth Advisor application marketing, process (online creation) and coordination.
September-October 2021 Youth Advisor open-call and application reviews (including ad-hoc interview subcommittee)
October-November 2021 Youth Advisor selection, mentor identification, and training.
Fall 2021- Fall 2022 New Youth Advisor appointment period including project coordination.
March 2022-June 2022 Youth Advisor marketing and application coordination process.
8. Art Passages Timeline:
Proposed Activity Period: July 2021-July 2022
*2-3 exhibitions a year at the New County Administration Building.
Proposed FY 21-22 Exhibition Schedule:
1. ABOUTFACE till December 3, 2021.
2. Art of the African Diaspora December 14, 2021 - February 28, 2022. (Create a call, 3-5 artists, concept
theme) Identify: specifics,
3. Cesar Chavez exhibit March 14, 2022 - June 13, 2022.
4. Marsh Creek exhibit July 1, 2022 - September 30, 2022.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
1
Contra Costa County Arts and Culture Prospectus: Phase One
Executive Summary
Art Builds Community is submitting this draft interim report at the completion of the research phase of the
Contra Costa County Arts and Culture Prospectus. Our team began work on the prospectus in September
2021. Since that time, there have been significant resignations from the Arts and Culture Commission, the
County Administrator's Office, and contractual arts staff. These leadership changes have hampered our
efforts to initiate community outreach and focus groups, the next phase of prospectus development.
Since 1994, Contra Costa County has invested in the arts with the support of its volunteer-led Arts and
Culture Commission, whose mission is “to advance the arts in a way that promotes communication,
education, appreciation, and collaboration throughout Contra Costa County…(to) grow creatively as a
community that preserves and celebrates our diverse cultural expression.” County-funded arts programs
have enhanced the cultural life of the region and, as the County expands its financial support for the arts,
these investments should be guided by a robust, aspirational plan with a structural framework to implement
it. While the Commission supported the development of this prospectus, Commissioner dissent, along with
resignations of Commissioners and staff, have left the consulting team without the guidance it needs to
proceed. Attempts to reach all Commissioners to create a basis for the prospectus were sometimes rebuffed.
Commissioners who were interviewed were often more invested in airing their grievances than providing
their perspective on community needs and aspirations.
Whereas the County’s Request for Qualifications anticipated developing an arts prospectus through two
public workshops, its guiding principles were to “increase engagement, outreach, community awareness,
highlight art resources, and conduct a community evaluation.” Following consultant selection, Art Builds
Community’s scope of work was refined in collaboration with the CAO and Art Staff to include greater public
engagement including pop-up events, focus groups, and other equity-centric outreach. This community
outreach was predicated upon identifying locations, participants, and an out reach framework with the
support of AC5. Because the Commission did not meet during the research period, and Covid-19 presented
logistical challenges, public has been postponed. To date, the consultants have created a cultural asset map
(Appendix 1) that shows the locations of arts facilities and organizations activities in the County, interviewed
available Commissioners and City staff, and charted public support of the arts in Contra Costa County cities
and other Bay Area counties (Appendices 2 and 3). This interim report reflects Commissioners’ and County
staff perspectives about opportunities for Contra Costa County to invest in the arts. It also examines the
structure of the Commission and provides examples of how other counties in the Bay Area and other parts of
the United States have structured their arts support agencies as public private partnerships (Appendices 4
and 5).
Based on research to date, the consultant team suggests the following next steps:
o Determine which County officer will lead the rethinking of the County’s art support.
o Dissolve the Arts and Culture Commission and create an interim strategy to oversee existing programs.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
2
o Re-budget the remaining 2022-23 arts funds to commission a 10-year cultural arts plan for Contra Costa
County that includes broad public outreach and proposes a different Commission structure.
Research
During this phase of the Arts and Culture Prospectus, Art Builds Community Interviewed Commissioners, staff
from several County departments (see p. 5), created a cultural asset map that identifies where arts activities
are currently taking place, researched existing arts agencies in Contra Costa County cities and adjacent
counties, and created a benchmarking report showing examples of public/private arts agencies in other parts
of the United States (see appendices). We also reviewed YBCA’s Artist Power Convening analysis of
Internal Stakeholders: Commissioners
Art Builds Community reached out to all Arts and Culture Commission’s ten members and interviewed six of
them. Some Commissioners, including Elizabeth Wood and Ben Miyaji, have recently resigned. Others,
including Sylvia Ledezma and Joan D’Onofrio, submitted their resignations. Other Commissioners declined
interviews or were not available. By January 2022, we had interviewed Y’Anad Burrell, Joan D’Onofrio, Sylvia
Ledezma, Ben Miyaji, Naina Shastri, and Elizabeth Wood. These Commissioners have served between one
and eleven years.
Commission Accomplishments
The Commission has launched and supported several significant programs, including Arts in Corrections and
County Jails, an Arts Directory and Calendar, and Local Arts and Cultural Organization regrant program. In
addition, the Commission supported:
• Poetry Out Loud, a partnership with the California Arts Council, National Endowments for the Arts, and
Poetry Foundation. This national recitation contest is open to high school students and awards cash
prizes given by Friends of AC5, the Commission’s nonprofit partner. The program is available to all high
schools and organizations in the County that work with grades 9-12 (homeschoolers can also
participate).
• About Face provides a series of free self-portrait painting classes for veterans and is supported through
the California Arts Council’s Veterans in the Arts as a free service to veterans living or working in Contra
Costa County. It has received additional past support, including the Michelangelo D’Onofrio Arts
Foundation, Friends of AC5 [501(c)3], and Returning Veterans of Diablo Valley.
• Art Passage is a changing exhibition program at the new County Administration Building that highlights
the signature programs and initiatives supported by the Arts and Culture Commission. Exhibitions
highlight artists, arts organizations, and diverse creative expressions representative of Contra Costa
County.
• Arts Café is a series of workshops, lectures, discussions, and demonstrations on a variety of art topics was
held until 2020 at locations throughout the County and online, in collaboration with the Art of Health &
Healing, an organization of the County Health Department.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
3
• Art Recognition Awards are given to those who have made a significant artistic or philanthropic
contribution to Contra Costa’s Arts and Culture every other year.
Commission Observations and Concerns
• Areas of Need:
o County arts organizations lack networking opportunities.
o Contra County does not receive a large enough share of California Arts Council funding. Only five
grants were awarded in Contra Costa County last two years. These included a two-year grant that
spans FY 20-21 and FY 21-22.
o West County has the greatest need for additional art support.
o In addition, the City of Concord, in Central County has no art commission to support activities there.
Opportunities:
o There are many enthusiastic arts supporters in the County
o The Commission has a continuing interest in supporting arts education in schools, art in prisons,
cultural districts, and a youth advisor program.
o There are beautiful natural settings throughout the County where performing arts activities could be
presented.
o There are opportunities for cultural exchanges with sister cities.
• Commission Performance.
o Commissioners have differing perspectives about their roles and responsibilities.
o Commissioners do not agree upon the purpose of arts funding or where funds should be invested.
o There is an uneasy relationship between the Friends of AC5 and members of the Arts and Culture
Commission as a whole.
o There is disagreement about the role of the Youth Advisor.
o Commissioners assume ‘ownership’ of program development (youth advisor, arts education) and do
not welcome ideas from other Commissioners.
o New Commissioners feel excluded from discussions.
o The Commission does not adhere to Brown Act rules nor follow established rules of order that would
facilitate more civil discussions.
o There is universal agreement among Commissioners about a breakdown in civil communication.
Internal Stakeholders: County Staff and Departments
• County Administrator Dennis Bozanich:
o The County has a vision for a new County campus that will include new construction. The budget is
$60 million and can include public art.
o Measure X, which was reported to the board in October 2021, included arts funding. The request of
$625,000 was reduced to an award of $250,000 in November 2021.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
4
o The cities in Contra Costa County received $190 million in American Rescue Plan funds. It is possible
that some of these funds can be used for art. At the time of the consultant’s interview with Bozanich
the cities were planning to return to the Board of Supervisors with additional ARPA requests. This is
no longer expected to happen.
o
• Election Outreach Coordinator & Clerk recorder, Civic Engagement Staff: Eren Mendez
o There is partnership potential for artists/arts organizations to enliven the Board of Supervisors’ Cesar
Chavez and Martin Luther King Jr. Day celebrations.
o Artists can work with the Elections Department to create public artwork that asks the question,
“How does a person become civically engaged?”
o The department sponsors a photo contest to create images that encourag e people to open their
voting information booklets. These photos can be displayed as a public exhibit.
o The arts can be used on social media platforms to encourage young adults from diverse
socioeconomic and cultural backgrounds to become more civically engaged. This effort can be a
collaboration with the departments’ youth ambassadors’ program.
• Planning Department: Will Nelson
o Public art has been included in the language for the County General Plan, Contra Costa 2040.
o The Sustainability Committee supports funding for public art maintenance.
o Current County policy says that cultural institutions must be available and accessible for all.
o Contra Costa County should look to other places for arts ideas, for arts supporting environmental
cleanup, as was done with the Levitt Pavilion SteelStacks project in Bethlehem, Pennsylvania.
o The Supervisors’ focus areas are the plan elements addressing environmental justice, community
health, sustainability, and economic development. Art can be intertwined with all these elements.
• STEAM (Science Technology Art and Math) Coordinator & Director of Curriculum Instruction: Hanna Ma
o There is not adequate arts education in school plans. Teachers who are aware of this problem are
making their voices heard, and arts education needs more support from the County Supervisor level.
o The Arts and Culture Commission supported the Art of Resilience art show during the pandemic with
the support of Commissioner Kumar, who introduced a student to the program who was already
working on a similar project. There was little funding for this effort. The program was coordinated by
Ma, and facilities bore the materials cost.
o The STEAM program recently worked with Diablo Regional Art Association to support High School
artists. The project was funded by Kaiser and provided in-kind marketing support from the County.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
5
The Arts in Contra Costa County
Art Builds Community has created a map (Appendix 1) showing locations of performing and visual arts
institutions throughout the County. The following is an analysis of arts facilities and organizations by district.
It does not reflect of level of arts activities that may occur there.
•District One
o The arts and cultural locations in District 1 include theatre and art centers primarily. Most locations
to experience the arts can be found in Richmond. There is the capacity to encourage arts and cultural
engagement in Pinole, San Pablo, and the areas near the regional parks and historical park. The
consultant team has been able to find little to no arts and cultural groups in El Sobrante and
Hercules.
•District Two
o There are few culturally specific arts facilities in District 2. Most arts and cultural sites are located on
Saint Mary’s campus, with little arts and cultural gathering opportunities throughout the cities in the
district. There is not a centralized area to experience the arts. There are several historical locations
rather than cultural groups or contemporary art experiences. That said, both the Cities of Danville
and San Ramon support a variety of arts activities.
•District Three
o There are only a handful of arts and cultural experiences in District 3 available to the communities in
Pittsburg, Antioch, Brentwood, and other cities within the district. The primary art activities available
to engage with are historical locations and theatre. As a district close to the water and the regional
park, there are opportunities in these locations.
•District Four
o One of the most dynamic art cities is in District Four, Walnut Creek. There is a clear presence of the
city’s engagement in providing arts opportunities for the community on the assessment map.
Concord, Pleasant Hill, and Clayton have provided opportunities for the arts and culture; however,
the locations are spread out without a centralized area.
•District Five
o While the City of Martinez has a vibrant arts community, District Five has a minimal number of arts
and cultural facilities for the diverse community that lives there. The small number of institutions
available for the community to experience are theatres with few historical halls. The city of Hercules
does have a Polynesian dance company but is the only cultural dance group that could be located. ,
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
6
Arts and Culture Commission Structure
The role of the Arts and Culture Commission as described by the Board of Supervisors is to “…advise the
Board of Supervisors in matters and issues relevant to Arts and Culture; to advance the arts in a way that
promotes communication, education, appreciation and collaboration throughout Contra Costa County; to
preserve, celebrate, and share the arts and culture of the many diverse ethnic groups who live in Contra
Costa County; to create partnerships with business and government and to increase communications and
understanding between all citizens through art. Most importantly, the Commission will promote arts and
culture as a vital element in the quality of life for all the citizens of Contra Costa County. “
The Commission was originally described as an advocacy and advisory organization charged with promoting
the arts and building partnerships to support the arts. Once the Commission had a budget to administer, its
role became more complex. The Commission has initiated a variety of programs, awards, and grants. It has
now come to an impasse about its future: the programs it hopes to initiate, the role of staff and
Commissioners in implementing them, and the role of Friends of AC5 in determining which projects to fund.
That said, the Commissioners have advocated for the creation of a cultural plan that will create a vision for
where the County can or should invest its arts dollars. This prospectus, as a precursor to a cultural plan, was
to identify areas of need in each Supervisory District.
Several Commissioners see their role as initiating and managing programs with staff support; others see their
role as advisory. Giving a volunteer Commission responsibility for developing programs and leading them is
not a best practice. It places decisions about the use and management of public funds in the hands of a part-
time nonprofessional body. Currently, there is inadequate staff support to research and implement the
Commission’s ideas and initiatives.
Friends of AC5
The existence of a partner organization, Friends of AC5, has complicated the role of the Commission. The
Friends group appears to be raising money and support the work of the Commission. This entity is led by
current and former Arts and Culture Commissioners, and its role relative to the Commission is unclear.
Whereas nonprofit partners to municipal departments such as libraries and parks supplement existing
programs by buying supplies or raising funds, the Friends of AC5 seem, in some instances, to be dictating
where the Commission should be directing its efforts while doing little to raise additional funds. This lack of
clarity between the role of the Commission and Friends of AC5 group has created tension and potential
conflicts of interest. At present, Friends of AC5 is out of compliance with the Secretary of State and is in the
process of changing its name.
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Art Builds Community Interim Report Contra Costa County Arts Prospectus
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Emerging Themes
• The current structure of the County’s arts/cultural support and direction is unclear, and it lacks a vision,
mission, or guiding principles.
• While the Arts and Culture Prospectus was intended to address some of these issues, it cannot proceed
without staff and Commission leadership.
• There is no mutual understanding of the role of the Arts and Culture Commission or how its work is
meant to be conducted.
• There are areas of the County that benefit from the arts and other areas that are art deserts.
• The County’s arts investments are out of step with surrounding counties, and there is no regular,
dedicated funding source for support of the arts.
• There is potential to build art into public schools and other community-serving facilities in partnership
with other County departments, Cities, and State institutions.
• There is no clear ownership of the arts within the County family. While the CAO’s office provides support
to the Commission, it does not provide leadership or adequate staff support.
• There is a strained relationship between the Commission the Friends of AC5, its nonprofit partner.
Next Steps
This interim report provides County staff with a preliminary assessment of needs and a starting point for a
cultural plan. Appendices 4 and 5 demonstrate alternative ways of structuring the County’s arts programs. A
detailed cultural plan can build upon this phase of the Prospectus to include broader community outreach
through in person events, surveys, and social media. These activities can build upon what the consultants
have learned through preliminary interviews and mapping.
The following actions may be necessary before Contra Costa County initiates its cultural planning efforts.:
• Dissolve the Arts and Culture Commission.
• Determine who will oversee existing programs.
• Re-budget the funds and the remaining funds for the ABC contract to create a cultural plan for Contra
Costa County.
• Appoint a diverse cultural plan steering committee.
• Decide how to continue the work of the Arts and Culture Commission in the absence of staff and
Commissioners.
• Expand the cultural asset survey and needs assessment through public outreach events.
• Explore opportunities for partnerships with County Departments.
.
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Appendix 2: Contra Costa County Arts and Culture Prospectus Contra Costa County: City Art Programs
City Sq Mi District City Dept Commission Liaison Public %Private % Art or Cultural
Plan
Municipal Code Other Art Support
Brentwood 14.81 3 Economic Development Arts Commission Kris Farro kfarro@brentwoodca.gov 1%1%No Chapter 2.44
Danville 18.03 2
Recreation, Arts &
Community Services Arts Advisory Board
Jessica Wallner (Recreation
Superintendent) - (925)-314-3426 No No No Chapter 2.13
El Cerrito 3.69 1 Your Government Arts & Culture Commission
Alexandra Orologas (Assistant City
Manager) - (510)-215-4302 1%
2013 Arts and
Culture Master
Plan Chapter 13.50
Lafayette 15.39 2 City Hall Public Art Committee Jenny Rosen jrosen@lovelafayette.org 1%Chapter 6.26
Moraga 9.44 2 Parks & Recreation Art in Public Spaces Commitee
Richmond 52.48 1 Economic Development Arts and Culture Commission
Winifred Day (Arts and Culture
Manager) - (510)-620-6952 1.50%1%
2002 Cultural
Arts Plan Chapeter 6.5
San Pablo 2.6 1 Planning Department Planning Commission 1%No Chapter 7.63
Community Foundation Grant
Program
San Ramon 18.08 2 Parks and Community A Arts Advisory Committee
Adam Chow (Parks & Community
Services Recreation Supervisor) - (925)-
973-3321 1%1%Yes Chapter X C 146-53
Provides a variety of arts services,
classes, events and grants through
Parks and Recreation and in
partership with San Ramon Arts
Foundation supports grants for the
arts. The City has five galleries.
Walnut Creek 19.77 4 Government Arts Commission
Kevin Safine (Arts and Recreation
Director) - (925)-943-5848 1%Yes
Chapter 7-3 and
Chapter 10-10
City provides funding for Lescher
Art Center, including gallery and
theatre. City works provides arts
grants in collaboration with several
foundations, as well as arts classes,
concerts and other activities.
84
Appendix 3: Contra Costa County Arts and Culture Prospectus Bay Area County Arts Commissions
Program Location Clients Source of Funds Programs Staffing Annual Budget
Alameda County Arts Commission Alameda County
• local artists
• Arts Organizations
• County Libraries
• 2% of each county capital project budget to be
allocated for the acquisition, design, creation,
installation and maintenance for public art and
related administrative costs.
These are the funders for Alameda County:
• California Arts Council.
• National Endowment for the Arts
• Foundation for the Arts in Alameda County
• East Bay Community Foundation
• Alameda County Office of Education's Alliane for
Arts Learning Leadership
• Arts Advocacy; Arts Leadership Award.
• Arts Education - Art IS
Education: Promoting public support for arts
education for all youth
• 100 Families Alameda County: Art and
Social Change
• Alliance for Arts Learning Leadership of the
San Francisco Bay Area
• Annual Alameda County Poetry Out Loud
• Veterans Initiative in the Arts: Veterans Art
Project
• Director
• Program Coordinator
•Public Art Program Coordinator x 2
• Program Associate
MOE (maintenance of Effort)
Budget adjustments necessary to
support programs in 2020-2021:
Arts Commission expenditure and
revenue adjustments,
appropriated 100,000 •
Appropriation by Program -
Cultural, Recreation & Education
$40.5M (1.2% of budget)
San Francisco Arts Commission San Francisco
• local artists
• Arts Organizations
• Art Enrichment Ordinance , 2% for art program,
funding for the acquisition of artwork for new
public facilities and civic spaces. It ensures that
two percent of the gross construction cost of civic
buildings, transporation improvement projects,
new parks, and other above ground structires such
as bridges be allocated for public art.
• 1% for art program that requires that large
projects in the Downtown and nearby
neighborhoods provide public art that equals 1% of
the total construction cost. There is an option for a
aportion of the 1% art requirement to the City's
Public Art Trust.
•Proposition E Funding: In November 2018, San
Franciscans voted by 75%. majority to allocate
• Civic Design Review (charter mandated
responsibitily of the Ars Commission)
• Community Investments;
• Art Educaiton, partners with San Francisco
Unified School District, Arts Education
Alliance of the Bay Area, and the
Department of Children, youth and their
Fmailies. - Arts Education Directory, an
online guide for parents, principals, and
teachers with contact information for arts
and arts education resources.
• Cultural centers, 4 City-owned facilities
and 3 virtural cultural centers operated by
nonprofit arts organizations and provide
cultural and arts programs.
• Director of Public Art and Civic Art
Collection
•Direstor of Public Art Trust and
Speical Initiatives (Temproary public
art)
• Program Associate, Civic Design and
Special Initiatives.
• Program Associate, Community
Investment Program.
• Program Associate, Program
Associate, Art Vendor Program
• Commission Secretary, Liaison to
Commissioners, Director of Cultural
Affairs, Deputy Directors.
• Director of Public & Private
Propostion E Funding:
•FY20 Hotel Tax Allocations by
Department: Grants for the Arts
$14,670,000, Arts Commission
(Community Investment)
$11,430,000, Mayor's Office of
Housing and Community
Development $2,700,000.
•FY20 Hotel Room Tax Expenses
(Arts Commission) Cultural Centers
$2,777,606, Cultural Equity
Endowment $4,668,292, Arts
Impact Endowment $1,554,250
Silicon Valley Creates Santa Clara County
• Santa Clara
Artists, Arts
Institutions, fiscal
sponsees
• Santa Clara County Transit occupancy tax (TOT)
supports a portion of their budget. The TOT is 8%.
Each year, the first $500,000 in TOT supports arts
and culture projects in the County. The remaining
taxes fund human service needs in the County.
•Additional support comes from Packard, Hewlett,
Applied Materials and California Arts Council.
• As an arts service organization they apply for
specific grants to support their services.
• Arts Accelerator
• GenArts Silicon Valley
• SVMindshare.
• Poet laureate
• Content Magazine.
•SV Laureate/SVARTS/CONTENT Emerging
Artist Award
•ArtsEdConnect.
• The Studio
Grant Programs:
• Blue shield of California Community Health
Mural Project - Gilroy
• X Factor Grants.
• SV Laureate Awards
• Chief Executive Officer.
• Creative Catalyst & ArtsWeb Arts
Business Navigator.
•Program Manager.
•The Cultivator, Content Magazine
•Associate Producer, Content
Magazine
•Program Assistant
• ArtsWeb Business Navigator.
• Administrative Manager.
•Accounting Coordinator.
•Director of Strategic Initiatives
An additional committee was added
- The Eguity Council is advosry to the
SVCreates Board of Directors and is
made up of at least two board
members and several community
representatives. The council guides
SVCreates in advancing racial and
cultural equity within the
organization's structure, leadership,
programming, and planning. It has 5
members. 2019 expenses $2,607,289.
Creative Sonoma Sonoma
• Artists & Creatives
• Arts Education.
• Organizations &
Enterprises
Support from County of Somona Economic
Development Board, California Arts Council,
National Endowment for the Arts.
• The County of Sonoma has established a fund the
be administered by Creative Sonoma to support
cultural arts activities across Sonoma County.
• Public Art Directory
• Creatives at Work; artist creative directory,
organizations and enterprise directory and
film services directory.
• Professional development events
• Arts Education Hub
• Special Projects; Sonoma Sound 2021,
Creative ReOpening 2020-2021
Creative Sonoma leverages funding and
opportunities to partner throughout Sonoma
County to integrate the arts in meaningful
ways. Learn more about each of these
projects and how creatives have been put to
work to impact and uplift our entire
community.
Grant Programs:
•Arts Education Framework Consultancy
Awards
• Arts & Cultural Equity Fellowship Grants.
• Arts Impact Grants for Organizations
• COVID-19 Arts Relief Grants for
Organizations
•Recovery & Response Grants
•Director
•Program Officer
•Administrative Operations
Coordinator
•Arts Education Manager.
*There are also an 8 member Creative
Sonoma Advisory Board and 9
member Economic Development
Board of Directors
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Appendix 4: Bay Area and Central Coast State-
Local Partner Nonprofit A rt Organizations
Summary:
1.California counties have utilized nonprofit art organizations as State-Local Partners for the
California Arts Council.
2.This is for various reasons: nonprofit county organizations merge together, a county
government agency has disbanded or dissolved, or an independent nonprofit organization
provides county services.
3.This analysis includes Bay Area and Central Coast nonprofit art organizations examples: San
Benito County Arts Council, SVCREATES, MarinArts, Arts Council Napa Valley, and Arts Council
Santa Cruz County.
4.The following examples are recognized by the California Arts Council as county-designed local
arts agencies:
https://arts.ca.gov/wp-content/uploads/2020/11/CAC_SLP_2019-21_Directory_ 050820.pdf
San Benito County Arts Council
Jennifer Laine, Executive Director San
Benito County Arts Council
831.636.2787
Links:
https://www.sanbenitoarts.org/about/ www.sanbenitoarts.org
Website: “The San Benito County Arts Council is an entrepreneurial, nimble, collaborative nonprofit
that provides arts programming and serves as a connector, investor, advocate and leader for the arts
in San Benito County. Founded in 2006, the Arts Council is anchored by a dynamic, energetic and
committed staff and Board of Directors supported by a growing number of people and organizations
that includes state and local government, school districts at the County Office of Education, private and
public foundations, individuals and businesses.
The San Benito County Arts Council is a 501(c)3 nonprofit organization based in
Hollister, California, which serves as a State -Local Partner to the California Arts
Council.”
Laine: In the 1980s, San Benito was a government agency but in the early 1990s it was
disbanded and reconstituted several years later as a nonprofit organization.
86
Appendix 4: Bay Areea and Central Coast
State-Local P artner Nonprofit A rt Organizations
2.Example: SVCREATES
Alexandra Urbanowski
Associate Director
alexandra@svcreates.org
408.998.3458 ext. 214
Link: https://www.svcreates.org/
Website: “Arts Council Silicon Valley and 1stACT Silicon Valley merged in 2013 to create
the regional nonprofit SVCREATES. SVCREATES builds on Arts Council’s 30-year history
of support to the arts community through regional grantmaking, professional
development and the Artist Laureate program, and on 1stACT Silicon
Valley’s dynamic role in incubating innovative programs and initiatives like SPUR San Jose,
School of Arts and Culture at MHP, MALI (Multicultural Arts Leadership Institute), and The
Studio.”
3.Example: MarinArts
Pamela Morton
Board President
pmorton53@gmail.com
415-606-4139
Link: https://www.marinarts.org/about-us/
“MarinArts is dedicated to advocating for all of the arts in Marin County. MarinArts online
calendar makes it easy to dis cover and participate in creative and cultural events throughout
our community, including arts events and educational opportunities for all ages.”
History. “After the Marin Arts Council folded in 2011, artists and arts leaders came to believe
that Marin County needed an umbrella for all of the arts —visual, theater, film, literary, and
music, as well as arts education. Executive Director Mary O’Mara of MarinLink (the
community project incubator and fiscal sponsor), former Program Manager for the Marin
Arts Council Pam Morton, and a dedicated group of arts community volunteers led six years
of planning. MarinArts is the result.
Launched quietly in early 2017, MarinArts is making an impact as an important
county-wide cultural events resource.
MarinArts is powered by Artsopolis, a project of Silicon Valley Creates. The platform is used by
arts communities large and small throughout the United States.
MarinArts is a 501(c)(3) nonprofit organization. Donations are tax deductible to the full extent
of the law. Tax ID #47-2571336.”
87
Appendix 4: Bay Area and Central Coast State-Local
Partner Nonprofit Art O rganizations
4.Example: Arts Council Napa Valley
Olevia Everett President
and CEO (707) 257-2117
olivia@artscouncilnv.org
Link: https://www.artscouncilnapavalley.org/about/
Website: “Arts Council Napa Valley (ACNV) began in 1963, and obtained 501(c)(3)
nonprofit status in 1981. Today ACNV is Napa County’s designated arts agency, executing
programs and services countywide benefitting and uplifting our local arts and culture
sector and community as a whole.
Our primary focus is increasing public access to the arts. We do this by supporting the creative
industry through our programming, accessible services, and advocacy efforts. Our
programming works to increase visibility and funding for local artists while our services aim to
inform and connect creatives to opportunities in their fields. Our advocacy efforts work to
both support and uplift emerging a nd mid-level artists while increasing access to arts
education for students countywide.
5.Example: Arts Council Santa Cruz County
Jim Brown
Executive Director
(831)475-9600
jim@artscouncilsc.org
Link: https://www.artscouncilsc.org/about/
Website: “Our mission is to generate creativity, vibrancy, and connection. Together, we’re
building a stronger Santa Cruz County, where creative expression thrives and the arts are
integral to all aspects of our diverse community.
We’ve been doing this work since 1979 as a private, non-profit agency with an
incredible team and board.”
88
Appendix 5: Contra Costa County Arts and Cultural Prospectus Public/Private Arts Council Examples
Program Location Funding Clients Source of Funds Charge Method Services Staffing Annual Budget
Regional Arts & Cultural Council Portland, Oregon
• City of Portand general fund,
Washington County General Fund,
Oregond Arts Commission and Oregon
General Trust, Multnomah County
General Fund and Transient Lodging Tax.
• No private percent for art
Metro, Tri-Met, Port of Portland, City of
Gresham, Oregon City, Private hospitals
and local developers
• 2% for public art equal to the total Eligibke
Costs or of the total Eligible unds of the
improvement project, whichever is less. (City of
Portland Ordinance).
• 2% of the construction costs of each
construction project. The 2% set aside is
allocated as follows: 1.25% for art, .54% to
RACC for management and administration of
the art and .20% for maintenance costs of the
commission's percent for art program.
• invoicing varies depending on RACC role with the client (private
or public) With some cases it is a full hand off with the artists
leaving the artists doing the invoicing after the hand off.
• Depending on the magnitude of project invoicing will be based
on milestones or as an upfront payment
• RACC tries to do a fixed fee for private clients
• All invoices happens more based on funding sources
• Helps acquire and maintain community-owned artworks in
public places.
• Public art management services to other public agencies;
Contracted work to facilitate the selection and integration of
art into private hospitals and local developers.
• Works around the country to create Public Art Master Plans,
design public art programs, serve on selection panels, manage
artist selection processes.
• Manages permanent work process from the selection
process through installation and is responsible for the ongoing
maintenance.
• RACC facilitates the acquisition, siting and installation of two
and three-dimensional small scale portable artworks for the
City of Portland and Multnomah County.
• 4 on the public art team. 3 are
full time and one at 80%.
• Director of Public Art.
• Public Art Collections Manager.
• Public Art Exhibitions &
Collections Coordinator
• Public Art Program Senior
Specialist
total Expenses
$13,234,998.
Public Art Expenses
$3,080,173
4 Culture, the Cultural
Development Authority of King
County Seattle, Washington
•The Arts, Heritage & Preservation areas
are funded through the Lodging tax.
•Public art is not- it is funded by 1% for
Art Funds from eligible King County
partner construction projects.
•Consulting projects fee and cost is
determined based on the full scope of
work and required management.
•4 Culture has to take care of office rent
• Capital Construction projects
•Facilities, Waste Water treatment,
parks, KC Metro
• Projects on County land
• 1% for Art funds from King County are
transferred to 4Culture on a bi-annual cycle.
Public Art.
• 4 of the 6 staff is paid from the 1%
•County provides about $200,000 yearly to care
for art, this is separate from the 1%. 4Culture
will supplement maintenance with funds left
over from projects
• Some projects are voter approved bonds
•2019 Consulting revenue $161,623
• 4Culture manages funds and contracts the artists. They bill
administrative 4Culture cost and pay public art staff out of these
funds.
• A certain % of staff time is billed to the County Partner master
accounts for public art staff.
•There is one liaison per County agency
• Budget percentages change yearly based on overall amount of
work with the County partner.
• 4Culture develops specific projects and budgets in advisement
with the County partners and then review them with the Public
Art Advisory Committee.
•These budgets cover the artists contracts-- divided into two steps-
artist design then artist implementation. Overall project expenses
are designated for the project. Overall panel cost come from each
County partner master account
• project scoping.
•master plan,
•artist selection,
•design development,
•fabrication and Installation Oversight.
•Prefer to manage projects that are a full life cycle from
project scope through installation to assure artists work and
are managed under best practices throught project.
•They provide similar scoping for County partners as well as
day to day management of new projects as well as the
existing County Collection.
•6 on the public art team. 2 are
collections and curatorial for the
portable art collection.
•Contractors are brought on as
needed for specific expertise as
related to collection care and
project scoping.
•In general the public art team is
the primary point person and
manager for all projects.
2019 $20,635,477
expenditures, Includes
first time expense for
Equity Facility
Investment program
$3,998,224
Houston Arts Alliance Houston, Texas
The HOT fund amounts received by the
Alliance are used as follows: 1. to provide
grants to artists, artistic, cultural and
educational programs and activities, and
other program expenses, 2. to fund
administrative expenses
United Airlines, Southwest Airlines,
Caydon USA, City of Houston, Houston
First Corporation, Buffalo Bayou
Partnership, Downtown Management
District, The Kroger Company, art in
parks, libraries and local airports
City of Houston; the Alliance holds a 5 year
contract with the City to promote tourism and
the convention and hotel industry through a
coordinated program, in cooperation with other
arts, tourism and convention organizations will
promote, develop and publicize a full array of
arts destinations, arts activities, and arts
exhibitions and displays inorder to enhance the
City's image as an arts city and a destination for
cultural tourism. The City utilizes 19.3% of the
HOT Funds to support the arts.
• The Alliance also holds a 3 year contract with
the City to provide professional civic art and
conservation administration services to the City
under the direction of the General Services
Department. Services performed under the GSD
contract are provided pursuant to specific
letters of authorization (LOA) that outline the
scope of services and a not-to-exceed dollar
amount that the Alliance may be awarded.
Management fees are earned by the Alliance on
the services performed under each LOA.
•Federal, state, and county grants
• Civic art and design contracts.
• Special events
• Direct donors NA
Artist Selection Services, Master Planning Participation,
Management of Fabrication and Installation, Conservation
19 Staff including Director of Civic
Art + Design, Civic Art + Design
Project Manager , Civic Art +
Design Coordinator
• 38 member Board of Directors,
49 member advisory council
FY19 Expenses
$9,990,735
Art Council of Fort Worth Fort Worth,Texas
• Funded by a 2% of the CC bond projects
for public art. However, street bond
projects provide only 1% for public art.
• Funded by city funds and not Arts
Council funds but paycheck funnels
through the Arts Council.
• City's general fund supports the
FWCommunity Arts Center Building
(office and the Arts Council Grants
program.
• City of Forth Worth, City projects.
• Some private entites such as hotels
• Local transit agency
• Administration budget for Public Art is from
the Water Fund- a percentage of the Water
Department's Capital Improvement projects.
• HOTax is currently not a funding source
• Each year a there is a contract with the city
for public art program and is separate from the
arts council and art center funding
• City provides a stipend to manage the the
center/office
• There is separate funds for conservation
• ACFW does not hold the funds for the artist
• ACFW request invoice from the artist and forwards to the city
•Outside consulting fees have been either $50 or $100 per hour.
• Payments are maid per milestone accomplished
• Also, the bond funds are extended out in an appropriate manner
to demonstrate the process of the project is happening.
• All contracts are between the artist and city
• Maintenance contracts are between the contractor and the city
• ACFW can do partial payments
• Project Initiation,
• Artist Selection,
• Preliminary Design, Final Design,
• Fabrication, Installation & Dedication.
• The team helps communicate project updates to their
neighbors.
•6 staff including
•Director of Public Art,
•Public Art Manager x 3,
•Public Art Collection Manager,
•PA Community Engagement
Cooridnator
$13,122,650.67 50
Public Art Projects/
Combined Budgets Total
from FY 2021 Annual
Work Plan
Artist & Science Council- public art
program, Culture For All Charlotte, North Carolina
• County ordinance is 1% for Public Art
allocation trough design and
construction.
• Of the 1%, 15% is administrative and
85% is art budget
• City ordinance is an up to 1% of 60% of
the cost of construction, includin the
Charlotte airport projects.
• All projects have to be deemed eligible
through CIP ; City are street and fire
stations, County are Parks & Rec, specific
facilities, and libraries
• No current private % for the arts
• City of Charlotte
• County of Mecklenburg
• 6 suburban towns
• City budget cycle is every 3 years
• County budget cycle is every 5 years
•Bonds become available for projects and given
to ASC to administer
• There is no allocation for maintenance,
instead the Right Away Maintenance program
has been taking care of art
• After an RFQ is sent out ASC invoices client ( City or County) 15%
• After artist selection ASC invoices the remaining 85%.
• Private consultant projects payment method is based off of
milestones achieved.
• Project management; RFQ, artist selection, contract,
construction, installation
• No current maintenance service provided
•Vice President Public Art
•Project Managaer Public Art.
•Recently hired two preivious staff
members as independent
contractors.
FY19 990 Arts & Science
Council Total Expenses
$15,789,916
Forecast Public Art Saint Paul Minnesota
Individual Donors Categories include:
• Changemaker $25,000+.
•Director's Circle $2,500+
•$1,000-2,499
• $500-999
• $250-499
• $100- 249
• $1 -99 •Individuals
•community developers,
• city planners,
•place-based designers,
•educators.
•Focus their pro bon and in-kind services
in communities of color, rural
communities and Native nations.
• Grants and Contributions.
• Foundations.
• National Endowment for the Arts
• Individual Donors
• Clients N/A
•Community Engagement,
•Public Art and Memorial Planning,
•Public Art Mapping,
•Community Enivronmental Scanning,
•Public Art Program + Collection Equity Audits.
• mini grants
• Workshops
8 staff include:
•Executive Director,
•Finance +Operations Manager
•Content+Communications
Manager,
•Director of Programming + New
Initiatives,
•Program Manager,
•Development Manager,
•Advisor + Consluting Editor
Forward,
•Communications Strategist
Forward
•Curator of Partnerships +
Programming, and 7 consultants
2020 expenses
$1,139,469
San Diego County San Diego County
• 5% of constructions with a maximum
budeget of $500,000
• .5% is set aside by the project manager.• Projects throughout County
• There is dicreationay money in the districts
which means some projects have been
independently funded
• Ordinance suppports funding from
Construction projects.
• Transient Occupancy Tax supports the
Organizational Support Program (OSP) and the
Creative Communities San Diego (CCSD)
program.
• Artist is contracted by the D & B team and not the County
• D& B team work is up to 20% but is determined project by
project.
• Consultant bills per milestone
• Consultant works with artists on when to invoice the D&B
• Each project is a Design & Built and each D&B entity hires
consultant not the County
• Consultant becomes responsible for project; artist license
agreement, contracts, invoices
• Civic Art Collection
• SD Practive Initiative
• Poet Laureate
7 staff members
• Senior Arts and Culture Funding
Manager.
• Civic Art Program Manager
• Arts and Culture Project
Manager. • Executive Director.
• Chief of Civic Art Strategies.
• Senior Public Art Manager
•Project Manager
• 15 member Commission for the
Arts and Culture
FY19 Proposed budget
$14,460,234
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BY-LAWS OF THE
ARTS AND CULTURE COMMISSION
OF CONTRA COSTA COUNTY
1. STATEMENT OF PURPOSE
The function of the Arts and Culture Commission of Contra Costa County (Commission)
is to advise the Board of Supervisors on matters and issues relevant to arts and culture;
to advance the arts in a way that promotes communication, education, appreciation and
collaboration throughout Contra Costa County; to preserve, celebrate and share the arts
and culture of the many diverse ethnic groups who live in Contra Costa County; to
create partnerships with business and government; to increase communication and
understanding between all citizens through art; and to create District Alliances in each
Supervisorial District. Most importantly, the Commission will promote arts and culture
as a vital element in the quality of life for all of the citizens of Contra Costa County.
2. DUTIES OF COMMISSIONERS
Each Commissioner is expected to:
a. Support the functions of the Commission.
b. Give all meetings and other Commission activities a priority on his/her
calendar.
c. Serve on and chair Commission committees and events.
d. Keep current with all facts and information upon which the Commission
must base its collective opinions and decisions.
e. Participate in strategic planning and implementation of arts programming.
f. Be an ambassador and proponent of the arts and the Commission in
Contra Costa County and engage people from all cultural and ethnic
groups in the arts and in the work of the Commission.
3. LOCATION OF MEETINGS
Regularly scheduled Commission meetings will be held at the location designated by a
majority of the Commission, and such location shall be accessible to the public.
4. MEMBERSHIP OF THE COMMISSION
The Commission will have nine members and one alternate. Each Supervisor will
appoint one member to represent his or her district. Four members will serve at-large
and will be recommended by the Commission for appointment by the Board of
Supervisors, as will the one alternate. The alternate may sit and vote for any absent
member or vacant seat.
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2 | P a ge
The Commission will also include two non-voting Youth Advisor members. Each Youth
Advisor will be a high school or college student. Each Youth Adviser will be interviewed
and recommended by the Commission for appointment by the Board of Supervisors for
a one-year term.
Each Youth Adviser will perform a Commission-approved service project during their
respective term. The Youth Advisers will be expected to attend all Commission
meetings and other Commission activities as needed.
5. TERMS OF COMMISSIONERS
Staggered terms are four years in length, ending June 30. Upon expiration of their
term, Commissioners may continue to serve until their reappointment has been
approved, or a successor is appointed. There are no term limits .
6. RESIGNATION AND/OR REMOVAL OF COMMISSIONERS
Resignations from District seats shall be given in writing to the appointing District
Supervisor. Resignations from at-large seats shall be given in writing to the Executive
Director or the Chair. Resignation will be effective upon receipt of the written letter,
unless a later effective date is specified in the resignation.
Regular attendance is essential for the Commission to conduct regular business,
accomplish annual goals as approved by the Board of Supervisors, and meet funding
source program requirements. Any Commissioner who is absent from three (3) regular
meetings in a 12-month period, may be asked to resign, unless good cause is shown
and approved by the Commission (e.g., work assignment, accident, illness or death of a
family member, vacation, or personal illness).
7. OFFICERS
The officers are Chair, Vice-Chair, and Senior Commissioner.
8. ELECTION OF OFFICERS
A three-member nomination committee, appointed by the Chair, will develop a slate of
officers to be presented and elected by the Commission at the June meeting. If an
office becomes vacant at any time, the Commission will elect a new officer at the first
regularly scheduled meeting following the effective date of the vacancy.
9. TERMS OF OFFICE
Each officer serves a term of one year, beginning in July and ending the following June.
An officer may not serve more than two consecutive terms, unless 80% of the
Commissioners approve the waiving of this bylaw provision.
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10. DUTIES OF OFFICERS
Chairperson
1. The Chair calls and presides over meetings of the Commission.
2. The Chair and the Executive Director, with input from the Commissioners,
prepare the meeting agenda.
3. The Chair may delegate his/her duties to the Vice-Chair.
4. The Chair ensures that there is full participation of the Commissioners
present during a duly held meeting.
Vice-Chair
1. The Vice-Chair assumes the duties of the Chair in the Chair’s absence.
2. The Vice-Chair assumes the duties of the Chair for the remainder of the term
of that office if the Chair is unable to continue.
Senior Commissioner
1. The Commissioner with the most service time on the Commission, excluding
the Chair and Vice-Chair, is the Senior Commissioner.
2. In the absence of the Chair and Vice-Chair, the Senior Commissioner will
assume the duties of the Chair until either the Chair or Vice-Chair returns, or
a new Chair or Vice-Chair is appointed.
11. THE STANDING COMMITTEES
The Commission may create committees composed solely of members of the
Commission, which can be standing committees, task forces, or ad hoc committees, as
needed.
Standing committees should meet at least quarterly or more frequently as needed. All
actions approved by a standing committee will be referred to the Commission for final
approval. Former Commissioners, the general public, and community members may,
and are encouraged to, attend meetings of a standing committee, task force, or ad hoc
committee, but may not be members of any committee.
1. Communications Committee – It is recommended that three Commissioners
serve on the Communications Committee.
The Communications Committee will develop plans to increase public visibility of
both the Commission and the arts in Contra Costa County. Functions include
public relations, marketing and media relations.
2. Public Arts Committee – It is recommended that three Commissioners serve on
the Public Arts Committee.
The Public Arts Committee will oversee the Arts Passages Program and other
public art projects as directed by the Commission.
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3. Executive Committee
The Executive Committee is comprised of the Commission Chair, Vice-Chair,
and Senior Commissioner. The Executive Committee will review and make
recommendations concerning Commission staff, personnel matters, finance and
budget, and Commission governance issues. The Executive Committee shall
meet at least once every six months with the Executive Director to establish
priorities and set agendas for the regular meetings of the Commission.
4. Arts Recognition Awards Committee – It is recommended that two
Commissioners serve on the Arts Recognition Awards Committee.
The Arts Recognition Awards Committee shall oversee the Annual Arts
Recognition Program, including, but not limited to, establishing a project plan,
reviewing the nomination forms for completeness, selecting judges, managing
the judging process, selecting the artist to create the awards, and the
coordination and preparation of the celebration honoring the recipients.
12. CONDUCT OF MEETINGS
All meetings of the Commission and its committees shall be held in accordance with
The Ralph M Brown Act and the County’s Better Government Ordinance.
13. QUORUM
A majority of the total number of authorized seats on the Commission or on a committee
must be present to constitute a quorum for meetings. If all authorized seats are not
filled, this does not change the quorum requirement. With nine authorized seats, a
quorum of the Commission is five Commissioners. The alternate may sit for any absent
member or vacant seat and count toward a quorum. No business shall be conducted
without a quorum.
14. AMENDING THE BY-LAWS
Any proposed changes to these bylaws will be referred to the Executive Committee for
review and recommendation to the Commission. The proposed changes to these
bylaws shall be presented in writing at the next regularly scheduled meeting of the
Commission and may be recommended to the Board of Supervisors by a two-thirds
vote of the Commission members present. The proposed changes to these bylaws
shall be effective upon approval by the Board of Supervisors.
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Adopted: 5/8/96
Amended: 8/14/96, 9/23/02, 10/09/02, 02/08/06, 10/02/07, 04/23/13, 02/03/15,
4/10/18, 9/8/20, 12/02/20
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