HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 07112022 - Internal Ops Agenda PktINTERNAL OPERATIONS
COMMITTEE
July 11, 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).
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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 June 16, 2022 Special IOC meeting. (Julie Enea, IOC Staff)
4.CONSIDER recommending to the Board of Supervisors appointment of Brian Oftedal to the At Large #2 seat and
Susanna Thompson to the Alternate #3 seat of the Contra Costa County Fire Protection District Advisory Fire
Commission to four year terms ending on June 30, 2026. (Julie Enea, County Administrator's Office)
5.CONSIDER recommending to the Board of Supervisors appointment of Jack Bean to the General Public Alternate
seat to complete the current term that will expire on December 31, 2023 and Maureen Brennan to the Environmental
Justice seat to complete the current term that will expire on December 31, 2024 on the Hazardous Materials
Commission. (Michael Kent, Health Services Department)
6.PROVIDE direction to staff following Advisory Body Review of the Racial Justice Oversight Body. (Paul Reyes,
County Administrator's Office)
7.RECEIVE presentation from the Human Resources Director about options for quickly filling key permanent staff
vacancies. (Ann Elliott, Human Resources Director)
8.The next meeting is currently scheduled for September 12, 2022.
9.Adjourn
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The Internal Operations Committee will provide reasonable accommodations for persons with disabilities planning to attend
Internal Operations Committee meetings. Contact the staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Internal Operations Committee less than 96 hours prior to that meeting are available for public
inspection at 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
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INTERNAL OPERATIONS COMMITTEE 3.
Meeting Date:07/11/2022
Subject:RECORD OF ACTION FOR THE JUNE 16, 2022 SPECIAL 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 June 16, 2022 Special IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the June 16, 2022 Special IOC meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT IOC Record of Action for June 16, 2022
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INTERNAL OPERATIONS
COMMITTEE
RECORD OF ACTION FOR
June 16, 2022
Supervisor Diane Burgis, Chair
Supervisor Candace Andersen, Vice Chair
Present: Diane Burgis, Chair
Candace Andersen, Vice Chair
Staff Present:Monica Nino, County Administrator; Julie DiMaggio Enea, Staff
Attendees:Kathy; Brian Oftedal; Michael Fischer; Susanna Thompson; Nicole Gemmer; Alison
McKee, County Librarian; Peter Wilson; Jill Ray, District II Supervisors Office; Dawn
Morrow, District III Supervisors Office; Rachel R; Angela Lowrey; Stacey Boyd, Clerk
of the Board's Office; Jami Morritt, Clerk of the Board's Office; Susan Hildreth;
Unidentified Caller 1
1.Introductions
Chair Burgis called the meeting to order at 2:01 p.m., introduced the Committee members,
explained how to request to make comments, and asked attendees to mute their mics to reduce
background noise.
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 general public comment period.
3.RECEIVE and APPROVE the Record of Action for the May 9, 2022 IOC meeting.
The Committee approved the record of action from the May 9, 2022 meeting as presented.
AYE: Chair Diane Burgis
Vice Chair Candace Andersen
4.INTERVIEW applicants for the pending vacant At-Large #2 and Alternate #3 seats on the Contra Costa
County Fire Protection District Advisory Fire Commission and DETERMINE recommendations for Board of
Supervisors consideration:
Eligible for At Large #2 Seat:
David Dolter (Brentwood)
Brian Oftedal (Brentwood)
Justin Tabor (Discovery Bay)
Susanna Thompson (Brentwood)
Eligible for Alternate Seat:
Richard Chapman, Walnut Creek
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David Dolter (Brentwood)
Clayton Laderer, Walnut Creek
Brian Oftedal (Brentwood)
Justin Tabor (Discovery Bay)
Susanna Thompson (Brentwood)
The Committee interviewed Brian Oftedal and Susanna Thompson. Other applicants who did not
appear were considered on the basis of their applications and resumes.
Angela Lowrey spoke in favor of appointing former ECCFPD Board Chair Brian Oftedal.
The Committee decided to nominate Brian Oftedal for the At Large #2 seat and Richard "Tom"
Chapman for the Alternate seat, with instruction to staff that should Mr. Chapman decline the
nomination, then the Committee will nominate Susanna Thompson for the Alternate seat.
AYE: Chair Diane Burgis
Vice Chair Candace Andersen
5.RECEIVE status report on the proposed utilization of Measure X funds in the amount of $50,000 for the
establishment of a countywide library foundation and CONSIDER providing direction on foundation
formation.
County Librarian Alison McKee presented the staff report, providing background on how
the concept of establishing a county library foundation came about and referencing a
2016 report called "Promoting Excellence in Library Service in Contra Costa County",
which included such a recommendation. Since 2016, several involved people have come
and gone but the current organizing committee still has members who worked on the
2016 report.
Alison introduced Nicole Gemmer, Danville Library Commissioner and Foundation
Organizing Committee Chair; Peter Wilson, District V Library Commissioner; Rachel
Rosekind, District I Library Commissioner; Kathy Gilchrest, San Ramon resident and
main author of the 2016 report; Angela Lowrey, Friends of the Oakley Library; and
Michael Fisher, El Cerrito Library Foundation and El Cerrito Library Commissioner. The
Foundation Organizing Committee has been meeting regularly to plan, meeting with and
reseaching best practices of other library foundations, meeting with local library
foundations, County supervisors, the East Bay Leadership Council, and the County
Hospital Foundation to obtain input and feedback on foundation formation. The
Organizing Committee met with many potential nonprofit fiscal sponsors, and entered
into an agreement with Ed Fund West that will allow the Organizing Committee to
operate with the benefits of a nonprofit organization while navigating the process of
becoming a tax-exempt nonprofit foundation. Under fiscal sponsorship, the Organizing
Committee will be able to fundraise.
The County intends to enter into its own financial agreement with Ed Fund West to
provide for disbursement of the Measure X funding allocation for expenses related to the
Organizing Committee's efforts to establish the tax-exempt nonprofit foundation. The
County also intends to enter into a nonfinancial agreement with the Organizing
Committee outlining parameters for use of the Measure X funds, process for accessing
the funds, and reporting/documentation requirements.
Once the Foundation is established, it is envisioned to function as an autonomous,
non-County entity but will work closely with the Board of Supervisors and County
Librarian to align goals. The County Librarian asked for the Internal Operations
Committee's and Board's input on formation elements including:
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number of directors (usually a range)
criteria for selection of initial and future board members (e.g., geographic,
ex-officio, voting/non-voting, stakeholder or socio-economic designations)
potential initial board members
potential community partners, and
future projects of interest.
Vice Chair Andersen acknowledged the challenge of achieving representation across
the County, having so many cities. She is inclined towards a smaller board but with
geographic representation. She suggested that the Organizing Committee consult each
County Supervisor to obtain input on how the foundation board should be constituted
both in size and composition. She would like to see the foundation direct its resources
to library services that are provided countywide and would like to see partnerships with
other County departments. She believes the library can serve as youth or afterschool
centers to provide safe environments for unsupervised youths.
Chair Burgis explained that she had appointed, early in her County tenure, Don
McCormick, who served on the Alameda County Library Foundation, because she
believed a foundation should be established for East County library services or
countywide to help communities that had less robust library services. Originally, she
envisioned such a foundation as addressing some of the inequities that exist across the
library system but also appreciates the opportunity to address services that are can be
offered countywide. She views the $50,000 Measure X allocation as seed money to grow
a foundation that would not necessarily continue to be reliant on Measure X funds but
would become capable of raising its own funds through philanthropy, grants, grant
leveraging and investments. She prefers to see a foundation board of no more than
seven members who can demonstrate what can be done with $50,000, not just in terms
of generating money but also developing leadership. She prefers the foundation board
to be composed of people with expertise in fund building and also by members of those
communities that need to be built up.
Vice Chair Andersen expressed a preference that the foundation not be a
County-appointed entity so that it can operate freely without the constraints that are
placed on governmental bodies. Staff verified that a private nonprofit corporation would
not be subject to the Brown Act. Staff shared that upon review of the library foundations
of several other California counties, most had boards reviewed comprised 8-10
members and there appeared to be at least two distinctive models: one weighing heavily
on library and community stakeholder representation and another (Alameda County
specifically) weighing heavily on industry leaders/financiers with connections to wealth
and potential endowments.
Chair Burgis would like to see a foundation that can attract new funding and expertise to
help address the needs of library stakeholders, so she is inclined towards a foundation
board that is business-oriented in terms of generating financing, mentoring leadership
and connecting people to funders. Staff mentioned that the Alameda County Library
Foundation has its own advisory board composed of community stakeholders and that
the County Library Commission could possibly serve in such a capacity.
Vice Chair Andersen is inclined to recommend that the foundation be independent of the
County, be composed primarily of business leaders who can attract funding for library
needs and also representation of other local library foundations. She is not opposed to
the Library continuing to apply for future Measure X dollars independent of the future
foundation.
At this point in the meeting, the Committee learned that an unidentified caller was
attempting but being prevented from joining the meeting by telephone, and wished to
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attempting but being prevented from joining the meeting by telephone, and wished to
participate and comment. Since staff was unable to identify and resolve the source of
the technical problem while the meeting was in progress, staff provided Caller 1 access
to the meeting through a desktop telephone and Caller 1 was then able to listen to and,
later, comment on the matter being discussed.
Chair Burgis invited public comment:
Peter Wilson commented that the objective of the library foundation is to raise
funds to address library needs identified by the County Librarian. He has raised
upwards of $30 million in his university work and has found that the most
successful fundraising is designed around major gifts that support specific
programs and facilities rather than operations expenses, which he expects the
County to fund. He believes the guideline for selection of foundation board
members should be "can they raise money or do they have money?" He
recognizes the Alameda County model as an appropriate model and believes such
a model can be achieved while still recognizing diversity, but the foundation's
primary mission of fund development should be paramount.
Nicole Gemmer concurred with Mr. Wilson's comments and also said that
foundation board members should be passionate about the mission. She believes
that the foundation's independence and autonomy will help to attract board
members and will give donors confidence that the money will go where it will do
the most good. For transparency and accountability, she said it will be important to
seat individuals that do not have conflicts of interest. She said that there is no
money for staff, therefore everyone involved will have to work, and expectations
about what can be accomplished with no staff must be realistic. She said there is
good energy on the Organizing Committee and group synergy should also be a
consideration for seating members on the foundation board.
Michael Fischer thanked the County for the Measure X funding and offered
whatever support he could to the foundation effort.
Kathy Gilcrest commented that she spent most of her 40-year career as a grant
maker for a large Los Angeles foundation and for grant-seeking organizations
such as universities and small nonprofits. As a grantmaker, she funded
public-private partnerships and witnessed their power to transform. The new
foundation hopes to do that same thing. She did fund startup nonprofits and, so,
has an awareness of what is needed to grow a foundation into a robust and
sustainable organization. As a major gifts fundraiser for universities, she
participated in capital campaigns that raised billions of dollars over the years using
a peer-to-peer model that relied on leadershp of a private board of directors and
their allies in the private sector to raise funds. She believes the model being
considered is consistent with that, ie., "people give to people". She acknowledged
a need to build a foundation board that is as representative of our community as
we can make it and that has the capacity, given that they will have little or no staff,
to do the job that needs to be done.
Caller 1 explained that she missed much of the discussion because she could not
gain access to the meeting through her telephone and was now being connected
through staff's speakerphone. She said that Measure X money is hard-earned
money and hopes that the money is being allocated to the Library with the
intention to strengthen the educational strengths of those communities that need
academic intervention rather than using public money to further certain public
activists or politicians to move their pet agendas disguised as charity or literacy.
She said it would be wrong to indoctrinate young children sexually and, as a public
and a parent, she does not support use of her tax money for such purposes. She
hopes this money will be used for academic intervention only.
Angela Lowrey commented that she was asked to participate in the countywide
library foundation Organizing Committee a few months ago and observed that the
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library foundation Organizing Committee a few months ago and observed that the
group is dedicated, focused, and committed to getting this foundation set up in a
way that is viable long-term, that honors hard-earned public funds, and is centered
on going the distance. People donate to foundations because of the trust and
confidence that is established. She expressed appreciation both the for Organizing
Committee and the opportunity to participate in it.
Susan Hildreth offered written public comment that is attached to these minutes.
Vice Chair Andersen said the Organizing Committee seems very capable and the
Internal Operations Committee does not want to be an impediment to the Organizing
Committee's efforts if they have a true vision. Chair Burgis concluded that she would
like to see reports back to the County about how the Measure X allocation is being used,
and suggested the possibility that additional Measure X funds might be made available.
6.The next meeting is currently scheduled for July 11, 2022.
The Committee confirmed the next meeting date.
7.Adjourn
Chair Burgis adjourned the meeting at 3:17 p.m.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 655-2056, Fax (925) 655-2066
julie.enea@cao.cccounty.us
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INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:07/11/2022
Subject:INTERVIEW APPLICANTS FOR THE CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
ADVISORY FIRE COMMISSION
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 22/5
Referral Name: Advisory Body Recruitment
Presenter: Julie DiMaggio Enea Contact: Julie DiMaggio Enea (925) 655-2056
Referral History:
On December 12, 2000, the Board of Supervisors approved a policy on the process for recruiting applicants for selected
advisory bodies of the Board. This policy requires an open recruitment for all vacancies to At Large seats appointed by the
Board. The Board also directed that the IOC personally conduct interviews of applicants for At Large seats on several boards,
committees, and commissions including the Contra Costa County Fire Protection District Advisory Commission.
The Contra Costa County Fire Protection District Advisory Fire Commission includes ten (10) seats that are appointed by the
Contra Costa County Board of Supervisors: Five (5) Supervisors District seats, Two (2) At-Large seats, and Three (3) Alternate
seats that are filled in the same manner at At Large seats.
The Advisory Fire Commission's purpose is to review and advise on annual operations and capital budgets, review Fire District
expenditures; advise the Fire Chief on district service matters; and serve as liaison between the Board of Supervisors and the
community served by the fire district.
Referral Update:
On June 16, 2022, the IOC conducted interviews and considered the applicants listed below to fill vacancies in the At-Large #2
(area covered by the former East Contra Costa Fire Protection District) and Alternate #3 (countywide) seats on the CCCFPD
Advisory Fire Commission for four-year terms that will expire on June 30, 2026.
Eligible for At Large #2 Seat:
David Dolter (Brentwood)
Brian Oftedal (Brentwood)
Justin Tabor (Discovery Bay)
Susanna Thompson (Brentwood)
Eligible for Alternate Seat:
Richard Chapman, (Walnut Creek)
David Dolter (Brentwood)
Clayton Laderer, (Walnut Creek)
Brian Oftedal (Brentwood)
Justin Tabor (Discovery Bay)
Susanna Thompson (Brentwood)
The Committee decided to nominate Brian Oftedal for the At Large #2 seat and Richard "Tom" Chapman for the Alternate
seat, with instruction to staff that should Mr. Chapman decline the nomination, then the Committee will nominate Susanna
Thompson for the Alternate seat. On June 21, 2022, Tom Chapman declined the nomination to the Alternate seat and Susanna
Thompson accepted the nomination.
Due to a technical problem at the June 16, 2022 meeting, staff has relisted this matter for today's meeting to provide an 9
Due to a technical problem at the June 16, 2022 meeting, staff has relisted this matter for today's meeting to provide an
additional opportunity for public comment prior to the IOC finalizing its recommendations to the Board of Supervisors.
Recommendation(s)/Next Step(s):
APPROVE recommendation to the Board of Supervisors to appoint Brian Oftedal to the At Large #2 seat and Susanna
Thompson to the Alternate #3 seat of the Contra Costa County Fire Protection District Advisory Fire Commission to four year
terms ending on June 30, 2026.
Attachments
Media Release_CCCFPD Advisory Fire Commission
Combined Fire District Map 2022
Application_Richard Chapman_CCCFPD Advisory Fire Comm.
Application_David Dolter_CCCFPD Advisory Fire Comm.
Application_Clayton Laderer_CCCFPD Advisory Fire Comm.
Application_Brian Oftedal_CCCFPD Advisory Fire Comm.
Application_Justin Tabor_CCCFPD Advisory Fire Comm.
Application_Susanna Thompson_CCCFPD Advisory Fire Comm.
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Contra Costa County
County Administrator’s Office • 1025 Escobar St., 4th Fl. • Martinez, CA 94553 • www.contracosta.ca.gov
FOR IMMEDIATE RELEASE Contact: Julie DiMaggio Enea
Monday, March 28, 2022 Phone: (925) 655-2056
Email: julie.enea@cao.cccounty.us
HELP PROTECT YOUR COMMUNITY!
WOULD YOU LIKE TO SERVE ON THE ADVISORY FIRE COMMISSION?
The Contra Costa County Board of Supervisors is seeking individuals to serve as At Large or At
Large Alternate members of the Contra Costa County Fire Protection District’s (CCCFPD)
Advisory Fire Commission. The Commission is responsible for confirming cost of abatement
reports; conducting weed abatement appeal hearings; approving surplus equipment
declarations; reviewing CCCFPD operations and budget reports; and advising the Fire Chief on
District service matters. The Commission also serves as a liaison between the Board of
Directors and the community, and may be asked to perform other duties by the Board of
Directors. Applicants must reside or work within the boundaries of the Fire District to be
considered for appointment.
Regular meetings of the Advisory Fire Commission are held on the second Monday of even-
numbered months at 7:00 p.m. in Concord. The appointments will be for full four-year terms
beginning on July 1, 2022 and ending June 30, 2026. Commissioners are not compensated.
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, April 22, 2022. Applicants should plan
to be available for public interviews in Martinez on Monday, May 9, 2022.
Further information about the Advisory Fire Commission can be obtained by contacting Latonia
Ellingberg at lelli@cccfpd.org or (925) 941-3300 x1200 or by visiting the website
https://www.cccfpd.org/advisory-fire-commission.
# # # #
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Submit Date: Apr 05, 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 3
Length of Employment
10+ Years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
Various
How long have you lived or worked in Contra Costa County?
40+ Years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa County Fire Protection District - Advisory Fire Commission: Submitted
David Dolter
Alamo CA 94507
Self Principal
David Dolter
15
Seat Name
At Large or At Large Alternate
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
CSUF
Degree Type / Course of Study / Major
Political Science
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
David Dolter
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Upload a Resume
Other Trainings & Occupational Licenses
Other Training A
American Institute of Certified Planners (AICP)
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
CAL DRE Brokers Licensee
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
With the recent consolidation of fire services, it is important that East County continue to be represented
at the county level on policy decisions involving fire protection, prevention and weed abatement services.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am grateful to have a long history of voluntary local government public service in Contra Costa County
including member and chair of the Town of Moraga Planning Commission, member of the county's Airport
Advisory Committee, member of the Alamo Police Services Advisory Committee and I currently serve as
a member of the City of Brentwood Planning Commission. Additionally, I have worked for five California
cities including two as city manager. Finally, I understand the landowner and developer perspective on fire
protection matters having been both. The attached bio provides further detail about additional volunteer
work.
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
David Dolter
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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:
Airport Advisory Committee, Alamo P2B
List any volunteer or community experience, including any advisory boards on which you
have served.
See above and attached bio.
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:
David Dolter
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Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
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.
David Dolter
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David Dolter
Real Estate Development Solutions –
California’s development project approval process is complex,
expensive, and time-consuming. David mitigates this by thorough due
diligence and extensive land planning and project management
experience. His practice includes real estate acquisition, project
management and asset recovery for private, institutional, and public
sector clients for projects located in Northern California and the
Central Valley.
He has held senior development executive positions with
large community developers and secured approvals for over 8,500 units and seven master
planned communities. In addition, Dave is a recognized manager and team builder. He has
managed organizations with over 1,100 employees, including co-founding a successful
development company.
Integrating environmental protection with development is an area of expertise for
Dave. He was one of the leaders in the conservation effort known as the San Bruno
Mountain Area Habitat Conservation Plan (HCP) as a member of its Steering Committee.
Also, he was the principal author of the Northeast Ridge Specific Plan, a land use protocol
that included HCP implementation. Dave implemented the North Village Specific Plan for
2,500 homes, a community college campus, and 500 acres of preserved habitat and wetlands.
Prior to real estate development, Dave was the City Manager of Redondo Beach and
the Executive Director of its redevelopment agency leading a team that developed the $50M
Harbor Center project consisting of a 175-room hotel and the acquisition/refurbishing of a
blighted shopping center.
He has been active in many land planning organizations including the American
Planning Association, the American Institute of Certified Planners (“AICP”), and the California
Planning Roundtable. His extensive record of community service includes the City of
Brentwood and Town of Moraga Planning Commissions, Contra Costa County Aviation
Advisory Committee, Alamo Police Services Advisory Committee, Trilogy Vineyards Veterans
Association, and Regent, John F. Kennedy University (JFKU). He is a licensed California Real
Estate Broker with a BA in Political Science from CSU Fullerton.
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David Dolter
Real Estate Development Solutions –
Projects:
▪ Ferrari Ranch: Atwater, 175+
acres; 2M SF retail, commercial,
office, regional medical center,
medical offices. Directed planning
and entitlements; broker.
▪ Harbor Center: 175-room hotel.
Acquisition and refurbishment of a
blighted shopping center; Directed
city development team as
Executive Director of the
Redondo Beach Redevelopment
Agency.
▪ Seaport Village: Construction of
a new parking structure adjacent
to the Redondo Beach Pier
providing a deck on which a multi-
use visitor commercial facility was
constructed by private
development; Directed city
development team as Executive
Director of the Redondo Beach
Redevelopment Agency.
▪ Santa Monica Place:
Construction of new downtown
mall and parking structure;
Member of executive planning
team as the Assistant City
Manager.
▪ Hotel del Coronado: 600-room
addition. Headed permit
processing as Planning Director,
City of Coronado.
▪ Coronado Shores: 10, 15-story
condo buildings. Headed permit
processing as Planning Director,
City of Coronado.
▪ Coronado Cays: Master-
planned marina community.
Headed permit processing as
Planning Director, City of
Coronado.
▪ Independence Park: Headed
conceptual plan as Planning
Director, City of Coronado.
▪ Northeast Ridge San Bruno Mt.
Specific Plan: Brisbane, 1,250
units; Primary author of Specific
Plan.
▪ Foster City Holdings: Foster
City, 1,500 units. Re-entitled land
portfolio.
▪ Antigua: Foster City, 45 SFD;
Re-entitled property; Co-founder;
partner in development company.
▪ Seastrand: Alameda, 26 SFD.
Entitled land; directed sales and
marketing; Co-founder, partner in
development company.
▪ Stonegate: Alamo, 65 SFD.
Entitled land; directed sales and
marketing; Co-founder, partner in
development company.
▪ Seven Vines: Livermore, 150
SFD. Directed planning and
entitlements.
▪ Legacy Ridge: Alamo, 14 SFD.
Directed planning and
entitlements.
▪ Alamo 37: Alamo, 37 SFD.
Directed planning and
entitlements.
▪ Cypress Grove: Brentwood, 450
SFD. Directed planning and
entitlements.
▪ North Village: Vacaville, 2,100
units, college site, retail. Directed
planning and entitlements.
▪ Gold Ridge: Fairfield, 1,400
SFD; Directed planning and
entitlements.
▪ Lantern Cove/Schooner Bay:
Foster City, 600 MFD; Directed
planning and entitlements.
▪ WildWings: Yolo County, 135
SFD. Acquired land; Directed
planning and entitlements.
▪ Northeast Specific Plan Area:
Rohnert Park, 1,000 units.
Directed planning and
entitlements.
▪ The Ranch on Silver Creek:
San Jose, 575 units. Directed
planning and entitlements.
▪ Benicia Business Park: Benicia,
535 acres. Directed planning and
entitlements.
▪ Dixon Holdings: Dixon, 125 SFD.
Directed planning and
entitlements.
▪ West SF Bay: 250 telecom sites.
Directed planning, entitlements,
acquisition, construction design.
▪ Willow Village Square: San Jose,
14 units. Directed entitlements.
▪ Napa Oaks: Napa, 86 SFD.
Directed planning and
entitlements.
Buchanan Airfield Hangars:
Concord, 39 aircraft hangars,
22,000 sf office space. Project
management/permits.
21
Submit Date: Mar 18, 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 4
Length of Employment
10 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
4
How long have you lived or worked in Contra Costa County?
16 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa County Fire Protection District - Advisory Fire Commission: Submitted
Clayton Laderer
Walnut Creek CA 94596
Los Medanos College Lead Fire Instructor
Clayton Laderer
22
Seat Name
At Large Alternate #3
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?
7+
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
Touro University
Degree Type / Course of Study / Major
MSPAS and MPH
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Western International University
Degree Type / Course of Study / Major
BS International Business
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Mesa Community College
Clayton Laderer
23
Upload a Resume
Degree Type / Course of Study / Major
AAS Fire Science
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:
Physician Assistant
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
My passion for safety and health of my community is what drives me to see a seat with this commission.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Being a retired Firefighter/Paramedic as well as as Physician Assistant gives me some insight into
emergency response, preparedness and community health.
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
Clayton Laderer
24
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:
Fire Advisory Committee
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
Fire Advisory Committee
List any volunteer or community experience, including any advisory boards on which you
have served.
Fire Advisory Committee
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:
Clayton Laderer
25
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.
Clayton Laderer
26
CLAYTON LADERER
l Cr
|
PROFESSIONAL PROFILE
Highly trained Physician Assistant, Firefighter, Paramedic, and pilot completed dual program for Master
of Public Health and Master of Physician Assistant Studies.
Career highlights include:
15 years’ Experience with Fire Department
and US Military
Management Experience
Iraq War Zone Experience (2004)/Afghanistan
(2021)
Mission Focused
FEMA Hurricane Katrina Response Experience
(2005)
Educator experience
FEMA National Incident Management System
Experience
Liaison experience
Academic Experience
Master of Science (Physician Assistant)/ Master of Public Health; Touro University,
August 2012 - June 2015
Bachelor of Science (International Business); Western International University,
October 2003 - Nov 2006
Associate of Science (Fire Science); Mesa Community College,
June 2002
Work Experience
Fire Service
Fire Commissioner at Large January 2020 - Present
Contra Costa County Fire Protection District. Encourage a community forum for public discussion
in regards to Fire Department services, programs/activities and administration for Contra Costa
County Fire Protection District.
Fire Academy Instructor August 2012 - Present
Los Medanos College. Expertly provide instruction in emergency equipment, fundamentals of fire
ground operations, and response procedures. Develop, coordinate, manage, evaluate, and
critique drill scenarios. Liaison with local Fire Departments concerning training & program
development.
Firefighter/Paramedic
San Francisco Fire Department. August 2002 - February
2009
Tempe Fire Department. August 1998 - August
2002
Rural Metro Fire Department. April 1996 - August 1998
_____________________________________________
_____________________________________________________________________________________________
27
Expertly provided fire protection, prevention, training and emergency medical services. Entered
hazardous environments to assess and gain control of natural disasters and accidents/incidents
impacting public health and safety. Evaluated and treated victims of disasters and accidents as
well as managed patient care on emergency scenes. Served as a Paramedic Preceptor.
*Paramedic (took leave from SFFD to serve in Iraq)February 2004 - August
2004
KBR Services. Provided medical services to civilian contractors and Iraqi nationals in a war-zone
environment. Competently established clinics at coalition sites, while supporting U.S. efforts in
Operation Desert Storm/Shield. Set up clinics in Al Hillah and Karbala.
Damage Control Fireman July 1993 - June 1995
U.S. Navy. Managed and provided shipboard fire protection. Organized, supervised, and critiqued
training. Conducted inspections to ensure safety. Secret security clearance. Honorable Discharge.
Physician Assistant
Human Longevity Inc., South San Francisco, CA.June 2021 – Present
Manage clinic operations. Setup clinic flows, procedures, hiring, training and provide medical
expertise. Provide concierge care to Nationwide and International VIP clients. Liaise with
Massachusetts General Hospital specialist.
Caliburn International, Kabul, Afghanistan September 2020 – Aug
2021
Provided medical expertise and care at the US Embassy in Kabul. Attended daily security
briefings, liaised with key members and provided medical expertise at various request of
business units.
BASS Urgent Care, Walnut Creek, CA.March 2020 – December
2020
John Mui Urgent Care, Concord CA. February 2018 –
March 2020
Sutter Urgent Care, Antioch, CA. October 2015 - Dec
2018
Clinic management. Provide Medical evaluation and management. Perform procedures, such as,
I&D's, sutures, splinting, injections, etc. June 2019 – transitioned over to Cardiac
Electrophysiology services for JMH.
Chevron Corporation, San Ramon, CA.July 2017 - July 2018
As Clinic Supervisor, my responsibility encompassed: performing various medical exams, travel
health consults and biomedical surveillance exams. Responsible for clinic administration, budget,
training, and staff supervision. Participate in clinic process improvement teams, liaison with other
domestic and international medical clinics. Maintains and communicates expertise on health risk
and specific country requirements to domestic and international staff. Coordinate clinic
marketing by coordinating open houses and health fairs. Provide professional support on special
projects and other activities when assigned by Regional Director.
Northbay Healthcare, Fairfield, CA.August 2016 - July 2017
Provide Orthopedic Trauma care in the outpatient clinic, inpatient management, and first assist in
surgery.
Commercial Pilot (First Officer)
SkyWest Airlines and Great Lakes Airlines.July 2010 - May 2011
28
Proficiently provided safe transport of passengers and assisted with hundreds of flight
operations. Knowledgably communicated and coordinated with traffic control and ground crew.
Constantly verified and managed technical flight information as operations progressed.
Continually assessed passenger safety, including imminent and latent dangers to the airplane.
Professional License/Certification
NCCPA Certified
California State Physician Assistant
NIOSH Hearing Conservation & Spirometry
National Registry & CA Paramedic
Advanced Cardiac Life Support and Basic
Life Support
Pediatric Advanced Life Support
International Trauma Life Support
Advanced Medical Life Support
Tactical Combat Casualty Care
CA State Fire Instructor & Evaluator
Firefighter I & II (CA & AZ)
Hazardous Materials First Responder
Confined Space Rescue
Nuclear/Radiological Monitoring (Train-the-
Trainer)
Rope Rescue I & II
IS-200, 300, 700, 800
29
Submit Date: May 26, 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 3
Length of Employment
21 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
However, I am a current Fire Board Director for ECCFPD
How long have you lived or worked in Contra Costa County?
21 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa County Fire Protection District - Advisory Fire Commission: Submitted
Brian J Oftedal
Brentwood CA 94513
Oakland Fire Department Captain of Fire
Brian J Oftedal
30
Seat Name
At Large- Seat 2
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?
4
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Columbia Southern University
Degree Type / Course of Study / Major
BS Emergency Medical Services Administration (In Process)
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
Brian J Oftedal
31
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Paramedic (State of California)
Certificate Awarded for Training?
Yes No
Other Training B
Fire Officer (CSFM)
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Licenses and Certifications are listed in Curriculum Vitae (CV) attached to this application.
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
Since October 2016, I have served as a Fire Board Director for the East Contra Costa Fire Protection
District (ECCFPD). Initially appointed by the City of Oakley, serving the dependent special district and
then elected in November 2018, as the district became an independent special district. As ECCFPD is
expected to annex into the Contra Costa County Fire Protection District (CCCFPD) in July 2022 and the
current ECCFPD Fire Board will be dissolved, I believe that I can provide historical perspective and value,
from my time served on the Board. I have also built strong relationships with community members in East
Contra Costa County, as well as Elected Officials throughout the State of California. I believe that I am
level headed, have excellent communication skills and the ability to build consensus. For all of the
reasons above, I would respectfully ask that you consider my appointment to this commission.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
In June 2017 I was appointed as the Vice President of the ECCFPD Fire Board. I served in that position
until January 2018, when I was appointed as the Board President. I have continuously served as the
Board Chair since 2018 and have been humbled by the confidence of my fellow Board Directors, to keep
me in Chair position. During that time I have attended the 2017 and 2018 Special District Leadership
Academy and have received recognition in Special District Governance. In March 2020, I received the
EMS Advocate of the year award, from the National Association of Emergency Medical Technicians. As
you will see from my CV, I have a significant amount of experience and understanding of the Fire Service,
Emergency Medical Services and Public Safety. I have been identified as a Subject Matter Expert in the
related fields above and believe I would blend nicely with the current Advisory Fire Commission.
Brian J Oftedal
32
Upload a Resume
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:
I am employed by the Oakland Fire Department and I am a member of California Task Force 4 (CATF-4),
which is a Federal Emergency Management Agency (FEMA) Urban Search & Rescue Task Force. There
is the potential that I could be deployed to a local, state or federal disaster. That being said, my
employment and involvement with CATF-4 did not impact my attendance of ECCFPD meetings.
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:
N/A
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
N/A
List any volunteer or community experience, including any advisory boards on which you
have served.
Interagency Board (IAB): Emergency Preparedness and Response Standards Coordination Team (2019-
present) American Red Cross, Tri-Valley Service Center: Contra Costa County Leadership Council
Director/Ambassador (2018-present) and Member/Volunteer serving on multiple teams and committees
since 1995. East Contra Costa Fire Protection District: Fire Board President/Director (2016-present)
Oakley Oversight Board to the Successor Agency of the Oakley Redevelopment Agency (2017-2018) City
of Oakley Leadership Academy Graduate (2016) California Disaster Healthcare Volunteers: Volunteer
Paramedic (2011-present) Urban Search and Rescue: Swift Water Rescue Technician (2010-present)
Bay Area Paramedic Journal Club: Program/Clinical Director (2005-present) and Member/Volunteer since
1998. Urban Search and Rescue (USAR-CATF-4): Medical Specialist (2005-present) Alameda County
EMS Quality Council: Member/Volunteer (2004-2015)
Conflict of Interest and Certification
Brian J Oftedal
33
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:
N/A
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:
N/A
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
Brian J Oftedal
34
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.
Brian J Oftedal
35
Brian J. Oftedal
SUMMARY
Fire Captain and EMT-Paramedic with 25 years’ experience in fire protection and emergency
response serving one of California’s most densely populated regions. Committed volunteer
with past concurrent roles as Aircraft Rescue Firefighter (ARFF) Program Manager and
Terrorism Liaison Officer Program Coordinator (TLO-C). Consistent service in leadership and
advocacy capacities to support sustainable public policy, efficient fire district organization
and operations, and development of emergency response professionals in modern tactics
and technology. Subject matter expert in tactical medical team management, violent-
incidents response including active-shooter and multi-casualty response, urban search and
rescue, aircraft rescue firefighting, and inter-agency coordination for homeland security and
terrorism prevention. Dynamic presenter and dedicated teacher, trainer and mentor for
firefighters and emergency response personnel with 10 years in continuing education
program development and coordination. Skilled communicator known for proactive
community outreach, consensus building, and collaboration between multiple agencies for
more effective and unified emergency response.
KEY COMPETENCIES
Emergency Response Procedures
Fire Prevention & Protection
Facility and Equipment Maintenance
Policy Development & Enforcement
Community Outreach & Education
Budget Planning and Management
Public Agency Resource Allocation
Staff Development & Leadership
Teaching, Training & Mentoring
Continuing Education Program
Development
36
PROFESSIONAL EXPERIENCE
CITY OF OAKLAND FIRE DEPARTMENT, Oakland, CA 09/2000-present
Captain/Paramedic (02/2015-present)
Lieutenant/Paramedic (12/2005-02/2015)
Firefighter/Paramedic (09/2000-12/2005)
Captain/Paramedic (02/2015-present)
Managed emergency response preparedness and daily scheduling (Telestaff Officer) for 25
fire stations in the City of Oakland. Managed operations for assigned stations. Led pre-
incident planning and equipment, facilities maintenance, local building inspections, and in-
service training for station personnel. Assumed command in absence of Battalion Chief,
established supervision on calls, and enforced discipline, rules and regulations. Oversaw
incident documentation, records management, and community relations. Volunteered in
various leadership roles including Aircraft Rescue Firefighter Program Manager and
Terrorism Liaison Officer Program Coordinator.
Managed daily shift scheduling and forecasting for 25-station, 500-member Oakland
Fire Department, ensuring adequate staffing and efficient allocation of public
resources.
Qualified and served as Acting Battalion Chief when needed.
As Aircraft Rescue Firefighter Program Manager, established several committees
that improved communication and collaboration between multiple agencies for
more effective and unified emergency response while getting more people involved
to spread heavy workloads, generate innovative ideas, and facilitate succession
planning. Ensured consistent compliance with FAR-139 requirements.
Continued serving as Terrorism Liaison Officer Program Coordinator.
Lieutenant/Paramedic (12/2005- 02/2015)
As first-line working supervisor, oversaw operational and administrative functions for
assigned fire stations. Coordinated staffing schedules, ordered station supplies, supervised
local building inspections, and provided in-service training for station personnel. Assumed
command in absence of Captain, established supervision on calls, and enforced discipline,
rules and regulations. Participated in emergency medical, rescue, fire suppression, and
clean-up operations. Maintained logs, completed forms, and prepared reports and
correspondence.
As Terrorism Liaison Officer Program Coordinator, recognized by the Northern
California Regional Intelligence Center for most active fire department after growing
program from 20 to 115 members engaged in training and continuous professional
development for effective response and information gathering to prevent terrorism.
Established and managed Tactical Emergency Medical Support group and active-
shooter training program to improve Unified Response to Violent Incidents rescue
task force. Coordinated with local and state agencies, developed curriculum, and
delivered training to entire fire department.
As part of Urban Shield program for 13 years, participated in annual 72-hour
training of SWAT teams in active-shooter response and multi-casualty incidents for
Alameda County.
Secured over $300K in FEMA funding for equipment, supplies, and training,
providing triage kits to every fire truck and engine in Oakland, plus PPE including
ballistic vests and helmets for firefighters to enable more active and coordinated
violent-incident response.
Quickly developed rapport with new fire chiefs and maintained consistent
communication within multiple agencies under continuously changing leadership.
37
Earned Certificate of Appreciation in recognition for outstanding service to Oakland
Fire Department as volunteer Oral Board Panelist (2008).
Firefighter/Paramedic (09/2000-12/2005)
Performed full range of duties related to the protection of life and property under
emergency and hazardous conditions, including fire suppression, fire prevention, rescue,
Basic and Advanced Life Support and emergency care, public education, incident clean-up,
and salvage and overhaul. Served as first responder to emergency calls requiring basic
and advanced emergency medical services. Performed related duties as assigned.
Received numerous commendations from leadership for valor and outstanding job
performance.
EAST CONTRA COSTA FIRE PROTECTION DISTRICT, Contra Costa County10/2016-
present
Elected Director (11/2018-present)
President of Fire Board (01/2018-present)
Vice President of Fire Board (06/2017-01/2018)
Appointed Director (10/2016-11/2018)
Appointed and later elected to serve as a Fire Board Director for the East Contra Costa Fire
Protection District (ECCFPD). Established in 2002 with the consolidation of the Bethel
Island, East Diablo, and Oakley-Knightsen Fire Protection Districts, the ECCFPD provides
firefighting personnel and emergency medical services to the residents and businesses in
Brentwood, Oakley, Discovery Bay, Bethel Island, Knightsen, Byron, Marsh Creek, and
Morgan Territory, protecting more than 128,000 residents over 249 square miles.
As elected Director of 5-member Board, developed policy and provided direction to
fire chiefs of East Contra Costa Fire Protection District.
Initiated consolidation of ECCFPD into Contra Costa County Fire Protection District,
responding to long-term community appeals and driving resolution to more than two
decades of operational problems and service level deficits.
Led Board in strategic reorganization of District and funding structure for financial
stability and sustainable allocation of resources to support future fire response for
projected population growth. Updated developer impact fees and established
centralized Community Facility District to ensure adequate funding for future
staffing of fire stations. Addressed retention and succession planning to ensure
future stability in labor and leadership.
Engaged elected officials and agency representatives at local, state and federal
level, established business partnerships, and involved EMS professionals in public
education and advocacy to support legislation that benefits local communities.
Recognized with EMS Advocate of the Year Award, 2020: National Association of
Emergency Medical Technicians.
PRIORITY 1 CONSULTING, Brentwood, CA 03/2006-present
Consultant/Trainer/Coach
Dedicated private consulting to training and mentoring candidates pursuing civil service
careers in emergency services.
Consulted as SME in civil service hiring process and served on countless interview
panels and assessment centers.
Provided emergency response training and coaching to individuals and public
service agencies. Developed and delivered training curriculum including active-
shooter and stop-the-bleed classes (Unified Response to Violent Incidents and
Rescue Task Force Response).
38
Achieved extraordinary success rate with more than 95% of individual coaching
clients getting hired.
Built and managed sustainable business on 100% direct referral with no advertising.
Established Fire Watch service providing trained contractors to monitor facilities
during special events, construction projects, and system shutdowns for
infrastructure upgrades.
BAY AREA PARAMEDIC JOURNAL CLUB, San Francisco Bay Area, CA07/1998-present
Program/Clinical Director (03/2008-present)
Member (07/1998-present)
Co-led collaboration to reorganize club into one of premier continuing education and
networking venues on the West Coast.
Transformed continuing education programming and member participation in
leadership opportunities.
Established 501(c)3 and restructured organizational operations, administration, and
fiscal oversight.
Hosted quarterly CEU professional development events that contributed to
membership growth of 800%.
AMERICAN MEDICAL RESPONSE, San Leandro, CA 06/1996-10/2011
EMT-Paramedic (05/1998-10/2011)
EMT (06/1996-05/1998)
Utilized BLS/ACLS Basic and Advanced Life Support skills to care for the sick and injured.
Provided medical care and ambulance transportation in Alameda County. Served as
Paramedic Preceptor and Field Training Officer.
Balanced concurrent full-time roles as EMT-Paramedic and FTO for AMR with
Lieutenant/Paramedic (2005-2015) and Firefighter/Paramedic (2000-present) for
Oakland Fire Department.
Completed AMR Explorer program in high school while studying for EMT and
completed EMT certification by high school graduation.
Accredited as Preceptor (10/2000)
BETHEL ISLAND FIRE PROTECTION DISTRICT, Bethel Island, CA10/1999-04/2002
Firefighter/Paramedic (10/1999-04/2002)
Deployed out of Station 95 in East Contra Costa County. BIFPD eventually consolidated
with East Contra Costa Fire Protection District, as it is known today.
Volunteered to serve in on-call capacity to ensure adequate response manpower
and district coverage.
Mentored high-school students in local ROP program.
VOLUNTEERING & COMMUNITY LEADERSHIP
Interagency Board (IAB): Emergency Preparedness and Response Standards
Coordination Team (2019-present)
American Red Cross, Tri-Valley Service Center: Contra Costa County Leadership
Council Director/Ambassador (2018-present) and Member/Volunteer serving on
multiple teams and committees since 1995.
East Contra Costa Fire Protection District: Fire Board President/Director (2016-
present)
California Disaster Healthcare Volunteers: Volunteer Paramedic (2011-present)
Urban Search and Rescue: Swift Water Rescue Technician (2010-present)
39
Bay Area Paramedic Journal Club: Program/Clinical Director (2005-present) and
Member/Volunteer since 1998.
Urban Search and Rescue (USAR-CATF-4): Medical Specialist (2005-present)
Alameda County EMS Quality Council: Member/Volunteer (2004-2015)
Oakland Fire Dept:
Unified Response to Violent Incidents Program Manager (2013-present)
Tactical Paramedic (2013-present)
Tactical Emergency Medical Support group (2012-present)
Wildland Strike Team Committee Member (2012-present)
Terrorism Liaison Officer Coordinator (2010-present)
Aircraft Rescue Firefighter (2004-present)
Urban Shield, EMS Branch: Overhead Staff, Evaluator, Trainer (2007-2019)
Battalion Training Officer (2006-2015)
Battalion Safety Officer (2006-2015)
TEACHING & TRAINING
Subject Matter Expert to validate certification test bank for active-shooter course
manual developed by the International Fire Service Training Association (08/2021)
Skills Instructor: Las Positas Community College EMT program. Assisted for 3 years.
(08/1997-06/2000)
Adjunct/Skills Instructor: Hospital Consortium Paramedic training program. Trained 60
paramedic students. (08/1999)
Adjunct Instructor: Los Medanos Community College Firefighter Academy. Assisted with
Firefighter 1 curriculum education for a class of 24 students. (08/2000)
Instructor: RT-130, Oakland Fire Dept. Annual wildland fire safety training refresher
course. Trained classes of 30 participants. (2011-2015)
Instructor: RT-130, Oakland Fire Dept. Annual wildland fire safety training refresher
course. Trained 30 participants. (05/2011)
Adjunct Instructor: Fire Control 5, Aircraft Rescue Firefighter, California State Fire
Marshal program. Trained 26 participants. (05/2008)
Adjunct Instructor: Fire Control 5, Aircraft Rescue Firefighter, California State Fire
Marshal program, Oakland Fire Dept. Trained 24 participants. (2008-2010)
Field Training Exercise Instructor: Unified Response to Violent Incident/ Active Shooter,
Oakland Fire Dept. Trained close to 300 participants which included EMT’s,
paramedics, firefighters and law enforcement officers. This event was at Oakland
High School and used moulage victims. (05/2015)
Approved Instructor: California State Fire Training (01/2006-present)
AWARDS & RECOGNITION
NAEMT (National Association of Emergency Medical Technicians): Legislative Advocacy
Award (2020)
Heart of EMS Award: Alameda County EMS (2016)
Firefighter of the Year: Kiwanis Club of Oakland (2012)
“All-Star” Award Nomination, America’s Most Wanted: Community and Peers (2011)
Paramedic of the Year: Oakland Fire Department & Alameda County EMS (2010)
40
Certificate of Appreciation, recognition for perfect attendance: Oakland Fire Department
(2003)
Dedicated Service Award, 10 Years: American Medical Response (2006)
Most Valuable Volunteer of the Year: American Red Cross, Tri-Valley Service Center (1996)
PROFESSIONAL AFFILIATIONS
Contra Costa County Fire Commissioners Association (2016-present)
International Public Safety Association, IPSA, (2015-present)
International Association of Fire Chiefs, IAFC (2015-present)
Tactical Medical Association of California, TMAC (2012-present)
California State Tactical EMS Advisory Committee (2012-2018)
San Francisco Paramedic Association (2008-2016)
California Professional Firefighters, CPF (2005-present)
International Association of Fire Fighters, IAFF (2000-present)
California State Firefighters' Association, CSFA, (1998-present)
Bay Area Paramedic Journal Club (1998-present)
National Association of Emergency Medical Technicians, NAEMT (1996-present)
EDUCATION & TRAINING
LOS MEDANOS COLLEGE, Pittsburg, CA (2000 and 2021)
Occupational Work Experience in Fire Technology coursework (05/2021)
Firefighter 1, Academy Certificate (07/2000)
SAMARITAN TRAINING CENTER (Paul Cline & Associates), Vacaville, CA (1997-1998)
EMT-Paramedic Certificate (04/1998)
Completed program to obtain California State Paramedic License and National
Registry Paramedic Certification.
Achieved California State Paramedic License, #P14703 (04/1998).
Achieved National Registered Paramedic Certification, #P0893704 (04/1998).
LOS POSITAS COMMUNITY COLLEGE, Livermore, CA (1995-1996)
EMT (Emergency Medical Technician) Certificate
Completed EMT program on nights and weekends while in high school.
Achieved Alameda County EMT Accreditation, License #96-0491 (05/1996).
After program completion, recruited to return and assist as an adjunct/skills
instructor under the direction of Captain Josh Gadkin.
PROFESSIONAL CERTIFICATION & LICENSURE
Cardiac Arrest Survival Summit, multiple courses: Center for Healthcare Education
certificate (12/2021)
Harassment Prevention Training for Board Members: California Special Districts
Association certificate (04/2021)
AB1234 Ethics Training: Hanson Bridgett LLP course (01/2021)
Advanced Cardiac Life Support: American Heart Association certification (03/2020)
Pediatric Advanced Life Support: American Heart Association certification (02/2020)
Special District Leadership Academy Advanced Coursework: California Special
Districts Association certificate (04/2018)
Recognition in Special District Governance: California Special Districts Association
certificate (10/2017)
41
Governance Foundations: California Special Districts Association certificate (09/2017)
Special District Leadership Academy: California Special Districts Association
certificate, (07/2017)
Biological Incidents Awareness: National Academy for Biomedical Research and
Training, Academy of Counter-Terrorist Education certificate (09/2014)
Site Protection through Observational Techniques: National Center for Biomedical
Research and Training, Academy of Counter-Terrorist Education certificate (09/2014)
Unified Response to Violent Incidents (Train-the-Trainer): California Fire Fighter Joint
Apprenticeship Committee certification (04/2014)
Pre-Hospital Trauma Life Support: NAEMT National Association of EMTs (02/2010)
International Trauma Life Support, Advanced Provider: International Trauma Life
Support certification, (03/2014)
Tactical Medicine (Module C): International School of Tactical Medicine certification
(08/2013)
FEMA Safety Officer, NIMS ICS All-Hazards (E-954): FEMA-US Department of Homeland
Security certification (05/2013)
Tactical Medicine (Module A & B): International School of Tactical Medicine certification
(04/2012)
Helo-Aquatic Rescue Training: California Fire & Rescue Training Authority, Cal EMA
certification (03/2013)
SEMS Position Specific Training, Logistics Training: California Specialized Training Institute,
Cal EMA certificate (10/2012)
Medical Unit Leader (S-359): Fire Management Consultant International certificate
(01/2011)
Swiftwater Rescue Operations: C&C Instructional Services certification (06/2010)
Cal-JAC Fire Officer: Cal-JAC (California Joint Apprenticeship Committee), California State
Fire Marshal certification (05/2009)
ICS-400 (Advanced ICS, Incident Command System): California State Fire Marshal
certificate (10/2008)
Terrorism Liaison Officer Basic, Intermediate, Advanced (TLO-B, TLO-I, TLO-A):
Governor's Office of Emergency Services, California Specialized Training Institute
certificates (12/2007)
Trench Rescue: California State Fire Marshal, FSTEP certificate (04/2007)
USAR Medical Team Training: FEMA-US Department of Homeland Security certificate
(03/2007)
National Fire Incident Reporting System: FEMA-National Fire Academy course
(07/2006)
Fire Service Supervision: FEMA-National Fire Academy course (06/2006)
Emergency Medical Services Operations at Multi-Casualty Incidents : FEMA-National Fire
Academy course (04/2006)
Emergency Response to Terrorism: FEMA-National Fire Academy course (04/2006)
Wildland Urban Interface Fire Operations: FEMA-National Fire Academy course
(04/2006)
Decision Making & Problem Solving (IS-00241): FEMA-Emergency Management
Institute course (02/2006)
Effective Communication (IS-00242): FEMA-Emergency Management Institute course
(02/2006)
42
ICS S-215 (Urban Interface): California State Fire Marshal, FSTEP certificate (02/2006)
Leadership & Influence (IS-00240): FEMA-Emergency Management Institute course
(02/2006)
ICS for Single Resources and Initial Action Incidents (IS-00200): FEMA-Emergency
Management Institute certificate (01/2006)
FSTEP (Fire Service Training and Education Program) Instructor: California State
Fire Marshal, FSTEP certification (01/2006)
Fire Control 5 Instructor: California State Fire Marshal approval (01/2006)
Introduction to the Incident Command System, ICS-100 (IS-00100): FEMA-
Emergency Management Institute course (01/2006)
National Response Plan (IS-00800): FEMA-Emergency Management Institute course
(01/2006)
National Incident Management System (IS-00700): FEMA-Emergency Management
Institute course (11/2005)
Cal-JAC Journeyperson: Cal-JAC (California Joint Apprenticeship Committee), California
State Fire Marshal certification (03/2005)
S-445 Training Specialist: National Wildfire Coordinating Group certificate (01/2005)
Airport Rescue Firefighter (Fire Control 5, Aircraft Rescue and Firefighting):
California State Fire Marshal certification (04/2004)
Fire Officer: California State Fire Marshal certification #018252 (01/2004)
ICS-300 (Intermediate ICS): California State Fire Marshal certification (11/2003)
Fire Apparatus Driver/Operator 1A, 1B: California State Fire Training certifications
(07/2003)
Fire Command 1B: California State Fire Marshal certification (03/2003)
Fire Investigation 1A: California State Fire Marshal certification (03/2003)
Fire Management 1: California State Fire Marshal certification (03/2003)
Fire Command 1A: California State Fire Marshal certification (02/2003)
Fire Instructor 1B: California State Fire Marshal certification (11/2002)
Fire Instructor 1A: California State Fire Marshal certification (11/2002)
Fire Fighter 2: California State Fire Marshal certification #034093 (07/2002)
Prevention 1B: California State Fire Marshal certification (02/2002)
Prevention 1A: California State Fire Marshal certification (01/2002)
Fire Fighter 1: California State Fire Marshal certification #038755 (04/2001)
ICS-200 (Basic ICS): California State Fire Marshal certification (10/2000)
S-130: National Wildfire Coordinating Group certificate (07/2000)
S-190: National Wildfire Coordinating Group certificate (07/2000)
Auto Extrication: California State Fire Marshal, FSTEP certification (06/2000)
Hazardous Materials First Responder, Operational: California Specialized Training
Institute certification (06/2000)
I-200: National Wildfire Coordinating Group certification (06/2000)
Confined Space Rescue Awareness: California State Fire Marshal, FSTEP certification
(04/2000)
Swiftwater First Responder: Rescue 3 International certification (04/2000)
Alameda County Paramedic: Alameda County EMS District, Healthcare Services Agency
accreditation, license #P14703 (04/1998)
43
California State Paramedic: California Emergency Medical Services Authority, license
#P14703 (04/1998)
National Registered Paramedic: National Registry of Emergency Medical Technicians
(NREMT) certification #P0893704 (04/1998)
Alameda County Emergency Medical Technician: Alameda County EMS District,
Healthcare Services Agency accreditation, license #96-0491 (05/1996)
44
Submit Date: Apr 05, 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 3
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?
3 Years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa County Fire Protection District - Advisory Fire Commission: Submitted
Seat Name
Justin K Tabor
Discovery Bay CA 94505
City Of Vacaville Firefighter
Justin K Tabor
45
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
Columbia Southern University
Degree Type / Course of Study / Major
Bachelors Fire Administration
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Chabot College
Degree Type / Course of Study / Major
Fire Science
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Justin K Tabor
46
Upload a Resume
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 currently Work as a firefighter in a neighboring county. I feel my professional knowledge and experience
in all realms of the fire service sets me up to be a valuable contributing member of this commission. My
knowledge of the state weed abatement recommendations and requirements directly translates to the
county in which I live and enjoy. I feel that my experience in the mitigation and management of wildland
fires will directly correlate to the position in which I am applying.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
In the state of CA I am a certified fire Officer and Emergency Medical Technician, as well as certified wild
land fire firefighter by CalFire. I serve as a fire trainer for my current fire department in all facets of fire
service. I have a degree in fire administration with an emphasis in fire investigation, I also hold a degree in
fire science. My qualifications for this position are all gained with real word knowledge and experience of
the fire danger here in Contra Costa County.
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
Justin K Tabor
47
If Yes, please explain:
Full Time Work
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
Justin K Tabor
48
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.
Justin K Tabor
49
Submit Date: Apr 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 3
Length of Employment
23 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
2
How long have you lived or worked in Contra Costa County?
42 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa County Fire Protection District - Advisory Fire Commission: Submitted
Susanna Thompson
Brentwood CA 94513
Electrical Solutions Owner
Susanna Thompson
50
Seat Name
Commisioner
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?
One
Education
Select the option that applies to your high school education *
G.E.D. Certificate
College/ University A
Name of College Attended
California State University, San Marcos
Degree Type / Course of Study / Major
B.S. / Wildfire Science and the Urban Interface
Degree Awarded?
Yes No
College/ University B
Name of College Attended
University of California, Berkeley
Degree Type / Course of Study / Major
B.S. / 20th Century European Land Warfare / History
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Diablo Valley College
Susanna Thompson
51
Degree Type / Course of Study / Major
General Education
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
FEMA National Response Framework
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 want to serve on this commission to represent my community in Eastern Contra Costa County, which will
shortly be annexed into the Contra Costa County Fire Protection District. Additionally I would like to
support and help direct the fire service in the entire district. I grew up in the service area of the CCCFPD
as it exists today, and I am familiar with its citizens and topography.
Susanna Thompson
52
Upload a Resume
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have previously served as a Director of the East Contra Costa Fire Protection District. During my time on
the board of the ECCFPD, I attended every board meeting, as well as numerous committee meetings. I
helped guide the development of the ECCFPD strategic plan, as well as assisted in the rewriting of the
District's bylaws. Prior to the pandemic, I attended the meetings of the Diablo Firesafe Council for several
years, and assisted in drafting the Contra Costa County Community Wildfire Protection Plan. After serving
on the Board of the ECCFPD, I attended California State University at San Marcos and received a
Bachelor of Science degree in Wildfire Science and the Urban Interface. I have worked with both the
California State Parks and the East Bay Regional Parks District on successful fuels reduction and
mitigation projects, as well as with private property owners and other stakeholders. Additionally, I have
made recommendations to Contra Costa County staff regarding fuels reduction projects on County owned
lands that were potential hazards to the community or had experienced abnormal fire frequency, and
those projects have become a regular part of the County's annual fire mitigation program.
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:
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.
Working with CalFire and the ECCFPD, I helped initiate and structure the community fire season
preparedness meetings for the Marsh Creek and Morgan Territory Communities. At the request of
Supervisor Burgis, I have acted as an ambassador to her office on fire service matters, as well as acted
as a liaison between her office and the community on fire related issues.
Conflict of Interest and Certification
Susanna Thompson
53
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
Susanna Thompson
54
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.
Susanna Thompson
55
INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:07/11/2022
Subject:RECOMMENDATION FOR APPOINTMENTS TO THE HAZARDOUS MATERIALS COMMISSION
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: IOC 22/5
Referral Name: Advisory Body Recruitment
Presenter: Michael Kent, Executive Assistant to the Hazardous Materials
Commission
Contact: Michael Kent,
925-313-6587
Referral History:
The Hazardous Materials Commission was established in 1986 to advise the Board, County Staff and the mayor’s council
members, and staffs of the cities within the County, on issues related to the development, approval and administration of the
County Hazardous Waste Management Plan. Specifically, the Board charged the Commission with drafting a Hazardous
Materials Storage and Transportation Plan and Ordinance, coordinating the implementation of the Hazardous Materials Release
Response Plan and inventory program, and to analyze and develop recommendations regarding hazards materials issues with
consideration to broad public input, and report back to the Board on Board referrals.
The General Public Alternate seat was declared vacant by the Board of Supervisors on February 22, 2022 (item C. 19) due to
the resignation of the seat holder, Tim Bancroft, who was appointed to the General Public Seat. The bylaws of the Commission
provide for one representative of the general public seat and an alternate, appointed by the Board of Supervisors.
The Environmental Justice seat was declared vacant by the Board of Supervisors on February 22, 2022 (item C.17) due to the
resignation of the seat holder, Sara Gurdian. The bylaws of the Commission provide for one representative of an
Environmental Justice community and an alternate, appointed by the Board of Supervisors.
Referral Update:
The Hazardous Materials Commission advertised for the open General Public Alternate seat via the County’s web site, social
media and other venues. The flyer is attached. The Commission received three applications for the seat (attached) and
interviewed all three candidates. The Hazardous Materials Commission met on June 23, 2022 and voted unanimously to
recommend that the Board of Supervisors appoint Jack Bean to the General Public Alternate seat. The term for the seat expires
on December 31, 2023.
The Hazardous Materials Commission advertised for the open Environmental Justice seat via the County’s web site, social
media and other venues. The flyer is attached. The Commission received two applications for the seat (attached) and but only
interviewed one candidate because the other missed her interview appointment. The Hazardous Materials Commission met on
June 23, 2022 and voted unanimously to recommend that the Board of Supervisors appoint Maureen Brennan to the seat. The
term for the seat expires on December 31, 2024.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors appointment of Jack Bean to the General Public Alternate seat to complete the
current term that will expire on December 31, 2023 and Maureen Brennan to the Environmental Justice seat to complete the
current term that will expire on December 31, 2024 on the Hazardous Materials Commission.
Fiscal Impact (if any):
No fiscal impact.
56
Attachments
HMC General Public Seat Flyer
HMC Environmental Justice Seat Flyer
Application_Jack Bean_HMC
Application_Maureen Brennan_HMC
Application_Steven Cox_HMC
Application_Elizabeth Ramirez_HMC
Application_Gretchen Salter_HMC
57
Members: Fred Glueck – Chair, Tim Bancroft, Jonathan Bash, Marielle Boortz, Don Bristol, Ken Carlson, Mark Hughes, Steve Linsley, Jim Payne,
Gabe Quinto, Mark Ross, Treston Shull, George Smith,
597 Center Avenue, Suite 110, Martinez CA 94553, (925) 250-3227, mkent@cchealth.org
** PLEASE POST or DISTRIBUTE **
CONTRA COSTA COUNTY
HAZARDOUS MATERIALS COMMISSION SEEKS APPLICANTS
DO HAZARDOUS MATERIALS POLICY ISSUES INTEREST YOU?
The Contra Costa County Hazardous Materials Commission is seeking applicants to fill a
General Public Alternate Seat.
You may apply if you …
➢ live or work in Contra Costa County;
➢ have demonstrated interest in hazardous materials issues;
➢ have an awareness of, and interest in, the principles of Environmental Justice
as defined in County policy;
➢ can periodically attend regular Commission meetings and a monthly
Committee meeting when needed.
The Commission is a voluntary body appointed by the Board of Supervisors and makes policy
recommendations to the Board and County staff on issues concerning hazardous materials and
hazardous waste.
The Commission’s 14 members and alternates serve four-year terms and include representatives
of industry, labor, civic groups, environmental organizations, environmental engineers, the
general public, and the Mayors Conference.
To obtain an application form, or for further information, contact Michael Kent, Executive
Assistant to the Commission, at (925) 250-3227 or mkent@cchealth.org. Applications may also
be obtained from the Clerk of the Board located at 1025 Escobar Street 1st Floor, Martinez CA
94553.
.
You may also submitt an application by mail, e-mail or on-line:
https://www.contracosta.ca.gov/3418/Appointed-Bodies-Committees-Commissions
Applications must be received by May 1, 2022 and if mailed, mailed to the Clerk of the
Board.
Interviews for qualified applicants will take place from 10:00 am – 12:00 pm on May 13,
2022 via Zoom unless otherwise notified.
58
Members: Fred Glueck – Chair, Tim Bancroft, Jonathan Bash, Marielle Boortz, Don Bristol, Ken Carlson,
Mark Hughes, Steven Linsley, Jim Payne, Gabe Quinto, Mark Ross, Treston Shull, George Smith
597 Center Avenue, Suite 110, Martinez CA 94553 Phone (925) 250-3227 mkent@cchealth.org
** PLEASE POST or DISTRIBUTE **
CONTRA COSTA COUNTY
HAZARDOUS MATERIALS COMMISSION SEEKS APPLICANTS
DO HAZARDOUS MATERIALS POLICY ISSUES INTEREST YOU?
The Contra Costa County Hazardous Materials Commission is seeking applicants to fill an
Environmental Justice Seat.
You may apply if you …
➢ Have an understanding of, and a commitment to, the principles of
Environmental Justice, as defined in County policy;
➢ are a layperson from a community in Contra Costa County that is highly
impacted and burdened by hazardous materials facilities and releases, and will
be able to represent community interests;
➢ have an interest in hazardous materials issues; and
➢ can attend monthly Commission and committee meetings.
The Commission is a voluntary body appointed by the Board of Supervisors and makes policy
recommendations to the Board and County staff on issues concerning hazardous materials and
hazardous waste.
The Commission’s 14 members and alternates serve four-year terms and include representatives
of industry, labor, civic groups, environmental organizations, environmental engineers, the general
public, cities and Environmental Justice communities.
To obtain an application form, or for further information, contact Michael Kent, Executive Assistant
to the Commission, at (925) 250-3227 or mkent@cchealth.org. Applications may also be obtained
from the Clerk of the Board located at 1025 Escobar Street 1st Floor, Martinez CA 94553.
.
You may also submitt an application by mail, e-mail or on-line:
https://www.contracosta.ca.gov/3418/Appointed-Bodies-Committees-Commissions
Applications must be received by May 31, 2022 and, if mailed, mailed to the Clerk of the
Board.
Interviews for qualified applicants will take place from 10:00 am – 12:00 pm on June 10,
2022.
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INTERNAL OPERATIONS COMMITTEE 6.
Meeting Date:07/11/2022
Subject:Advisory Body Review – Racial Justice Oversight Body
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 22/7
Referral Name: Advisory Body Review
Presenter: Paul Reyes, Sr. Deputy CAO Contact: Patrice Guillory, (925) 313-4087
Referral History:
In April 2016, the Board of Supervisors (BOS) accepted recommendations from the Public Protection Committee to form a
17-member Racial Justice Task Force and then appointed members to this Task Force in September 2016. After Resource
Development Associates was engaged by the County in February 2017 to provide facilitation and data analysis services, the
Racial Justice Task Force was convened from April 2017 through June 2018. During this time, the Task Force reviewed data
on local criminal and juvenile justice systems and processes, discussed best and emerging practices to address racial disparities
in those systems and processes, and ultimately developed a set of recommendations intended to help the County reduce the
identified disparities.
In July 2018, the Board of Supervisors adopted the "Racial Justice Task Force (RJTF) - Final Report and Recommendations",
with the exclusion of recommendations #18 and #19 (see Attachments A and B). The first recommendation called for the
establishment of a Racial Justice Oversight Body (RJOB) that would “meet on a quarterly basis” to “oversee the
implementation of the recommendations” and provide the County with a report of its activities “on an annual basis.” Based on
this recommendation, in November 2018 the Public Protection Committee (PPC) nominated individuals for appointment to the
RJOB, and on December 4, 2018, the Board made the appointments.
In February 2022, the PPC received the latest update on the progress and activities of RJOB, presented by the W. Haywood
Burns Institute, a consulting agency engaged by Office of Reentry & Justice (ORJ) at the Probation Department to provide
technical assistance and meeting facilitation services for the RJOB. During the update, the Burns Institute highlighted several
emerging issues hindering the RJOB’s future work to include: changes in leadership and membership resulting in challenges
with maintaining quorum, specifically at the Subcommittee levels; ambitious Task Force recommendations that are beyond the
capacity and scope of the membership; and limited staffing resources to support the membership’s requests for data collection,
management, and analyses necessary to implement the recommendations of the RJOB (see Attachment F).
Based on these highlights, the PPC recommended these matters be referred and reviewed by the Internal Operations Committee
(IOC) for further discussion and guidance.
Referral Update:
Building from the emerging issues highlighted by the Burns Institute, the County Administrator’s Office (CAO) met with the
Probation Department, including staff from ORJ, and identified areas related to the RJOB’s structure, tasks, and functions that
need further review and adjustment.
First, the existing charge of the RJOB is vague, and both the charge and the membership’s role and responsibilities as they
relate to the Board approved recommendations founded by the Racial Justice Task Force require clarification (see Attachment
C). This would also include clarifying the specific tasks and activities that are deemed appropriate for the RJOB to undertake.
For example, in order to accomplish objectives related to Recommendation #5: “All Contra Costa County criminal justice
agencies and local law enforcement agencies shall collect individual-level data on all individual encounters with criminal and
juvenile justice systems and processes,” members of the RJOB have made multiple requests to retrieve extensive data reports
95
on a quarterly basis from individual County criminal justice agencies, and within forums such as the Mayor’s Conference and
Police Chiefs Association meetings from local law enforcement. As a result, the Sheriff’s Office, County Office of Education,
and the Probation Department have provided quarterly data reports to the RJOB’s Data Subcommittee. Local law enforcement
responses to RJOB’s data requests have been minimal.
This matter was brought before the PPC in May 2022 to discuss the RJOB’s ongoing data collection and analysis needs, and to
establish a data request process to be facilitated by the PPC and/or Board of Supervisors. Though this matter is pending a
resolution, other RJTF recommendations related to the following categories: “Oversight and Accountability”; “Diversion”;
“County Support for Local Agencies”; and “Community Engagement and Services” are all subject to miscellaneous
interpretation resulting in RJOB membership (see Attachment D) defining action steps that may fall outside of the scope of
expected functions of county advisory bodies.
Secondly, the current level of County staff support is insufficient to respond to the RJOB’s data collection and analyses and to
support the tasks and activities undertaken by the RJOB. Currently, ORJ provides staff support in partnership with the Burns
Institute for the meetings of RJOB and its Subcommittees, but does not have the capacity to adequately respond to the
labor-intensive requests of the membership that are related to specific action items outlined in the RJOB’s and its
Subcommittees’ multiple work plans (see Attachment E). Under the auspices of the Probation Department, ORJ is limited in
its authority and scope to negotiate agreements across multiple jurisdictions and ensure appropriate actions are taken to support
the implementation of the RJTF recommendations.
Thirdly, given RJOB’s membership structure (50% public agency representation and 50% community-based representation),
balance of discussion and decision-making is maintained among the leadership and full body membership levels; however,
impeded at the Subcommittee level. Because each Subcommittee is self-forming, this may contribute to the overrepresentation
of either public agency representative members or community-based representative members and is inconsistent with the
overall membership structure.
Finally, in accordance with RJOB’s bylaws, most of the Board-appointed members will have completed their first two-year
terms at the end of 2022, and the County will initiate a recruitment for new members to fill all vacant seats. However, the
bylaws do not prescribe term limits. Given the overwhelming interest among community members who wish to serve on the
RJOB following the County’s most recent spring recruitment to fill two vacant Board-appointed seats, further discussion and
evaluation will be needed to ensure fair access and opportunity for engagement among different community interest groups and
reduce potential burnout among existing Board Appointed members.
Staff will continue to work to identify the key challenges facing RJOB’s ability to operate at its most optimum level and will
collaborate with members of the PPC and the IOC to address these challenges and identify possible solutions.
Recommendation(s)/Next Step(s):
PROVIDE direction to staff following Advisory Body Review of the Racial Justice Oversight Body.
Attachments
Attachment A – Racial Justice Task Force Final Report
Attachment B – Racial Justice Task Force Summary of Final Recommendations
Attachment C – RJOB By-Laws
Attachment D – RJOB Member Roster
Attachment E – RJOB 2020 – 2022 Work Plan
Attachment F – Burns Institute – 2021 Final Project Report
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Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 1
Final Report to Board of Supervisors
Introduction
Overview of Racial Justice Task Force
On April 12, 2016 the Contra Costa County Board of Supervisors (Board) unanimously voted to create the
Racial Justice Task Force (RJTF), prompted in large part by the activism and advocacy of the Contra Costa
County Racial Justice Coalition. Tasked with building on the County’s 2008 report and recommendations,
“Disproportionate Minority Contact: Reducing Disparities in Contra Costa County,” the 17-member body
was designed to represent a range of local stakeholders, including County criminal and juvenile justice
agencies, County health and behavioral health, community-based organizations, local school districts and
law enforcement agencies, and the community at large. In February 2017, Resource Development
Associates (RDA) was hired to provide Task Force facilitation and data analysis services and on April 5,
2017, the RJTF convened for the first time.
The RJTF met monthly from April 2017 through June 2018 to review data on local criminal and juvenile
justice systems and processes, discuss best practices and emerging practices for addressing racial
disparities in those systems and processes, and develop recommendations for action to address those
disparities. Two ad hoc subcommittees were also convened to foster community engagement and plan
for two series of community forums. In November 2017, the RJTF hosted 5 community forums to solicit
residents’ input on priority areas for the Task Force to focus on and in May 2018, the RJTF hosted 3
additional forums to solicit input on preliminary recommendations. On June 6, 2018, the Task Force met
for the last time to vote on recommendations to present to the Board of Supervisors.
The purpose of this memo is to present those recommendations to the Board and the larger body of local
stakeholders in order to move forward their adoptions and implementation. This memo begins with a
brief discussion of the considerations taken into account by the RJTF as it developed these
recommendations, followed by an overview of the racial disparities in Contra Costa County, and then a
presentation of recommendations. Appendices provide more information on the Task Force voting
process, including a breakdown of how each RJTF member voted on each recommendation, as well as
additional data on disparities in local criminal and juvenile justice systems.
Considerations in RJTF Areas of Focus and Recommendations
The criminal and juvenile justice systems are comprised of a wide array of agencies and organizations that
have different statutory responsibilities and authority and operate in different jurisdictions (Figure 1). As
the RJTF began its work, the group had to grapple with two key considerations related to the scope of the
justice system and of the Task Force itself: 1) whether to focus only on agencies and processes under
County jurisdiction and authority, and 2) how to prioritize breadth, and make recommendations across
Attachment A
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Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 2
the justice system, or depth, and make a smaller number of recommendations but with greater specificity
and readiness for implementation.
In terms of the former, RJTF members quickly agreed that despite the body having been convened to
make recommendations for County action, it was impossible to understand disparities in County justice
processes without first examining adults’ and youths’ entry into these processes, namely arrests and other
issues related to local law enforcement. Therefore, both data and recommendations below are inclusive
of criminal justice system agencies that operate within Contra Costa County but do not report to the
Board, including local law enforcement agencies and the Superior Court. There are also recommendations
for the school districts that operate within the County.
Figure 1. Overview of Criminal and Juvenile Justice System Process
In addition to taking a more expansive approach in deciding which justice system agencies and processes
to include under its purview, the RJTF also agreed to take a broad focus, looking at disparities across
criminal and juvenile justice processes and putting forth an extensive set of recommendations to address
all of them, rather than a narrower focus on any one process or area of focus. As a consequence, the
recommendations made here should be viewed as a starting point as part of a longer implementation
process.
The Basic Criminal &
Juvenile Justice System Process
Attachment A
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Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 3
In addition to the two considerations described above, as the RJTF engaged in the process of developing
recommendations, one other key decision point regularly emerged for consideration: whether and how
much to focus on feasibility—and affordability—in making recommendations to the Board. Ultimately,
the majority of RJTF members felt strongly that the task of this body was to review data and make
recommendations based on observed disparities; RJTF members did not want the scope of these
recommendations to be constrained by “likely” County action, agreeing that if a recommendation was
important, the Task Force should make it rather than pre-determining what the County might ultimately
implement.
Key Findings: Overview of Racial Disparities in Contra Costa County
Criminal and Juvenile Justice Systems and Processes
Obtaining and examining data on racial disparities within the justice system was a critical step in the RJTF’s
process and allowed the Task Force to identify key junctures where disparities exist in order to target
interventions. A number of data limitations, tied to both data availability and data access, meant that the
RJTF was not able to examine all data points of interest, driving a number of recommendations related to
data collection and reporting. The lack of available data was a consistent challenge throughout this
process, and key challenges included:
Inconsistent data collection across the many local law enforcement agencies (LEAs) in Contra
Costa County meant that the RJTF was not able to obtain up-to-date, racially specific data about
law enforcement processes and practices; different LEA collect different data elements, have
different policies and procedures around the dissemination of data collected, and have varying
internal capacity for data management and analysis;
Concerns about protecting youth’s confidentiality limited the Court’s willingness to make juvenile
delinquency court data available; and
California Judicial Council guidance to the Contra Costa County Court Executive Officer
discouraged the Court from sharing individual-level criminal court data.
Because of these challenges, the RJTF had limited ability to obtain he type of individual-level data
necessary to track racial disparities across different points in the criminal or juvenile justice process and
relied largely on aggregate data and/or data available through public data sources. Data were collected
from the State of California Department of Justice (DOJ) Criminal Justice Statistics Center (CJSC), the
Contra Costa County Probation Department, the Contra Costa County Superior Court, the Contra Costa
County Sheriff’s Office, and the Contra Costa County Racial Justice Coalition. Because different data are
available from different sources at different points in time, these data span from 2013 through 2017.
Based on the data that was available, the following findings emerged:
Attachment A
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Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 4
Law Enforcement Disparities
Finding 1. Higher arrest rates for Black youth and adults across Contra Costa County drive disparities in
justice system involvement and outcomes.
According to data from the State of California DOJ CJSC, in both 2013 and 2014, Blacks were more likely
to be arrested than individuals from any other racial/ethnic group in every city except one in Contra Costa
County. While the specific rate of the disparity varied by city the disparity tended to be higher in cities
with smaller black populations (see Appendix B for more information). Across the County, Black adults
were more than 3 times more likely to be arrested than adults from any other racial/ethnic group, and
Black youth were more than 7 times more likely to be arrested than youth from any other racial/ethnic
group.
Figure 2. Contra Costa County, 2014 Adult Arrests per 1,000
Figure 3. Contra Costa County, 2014 Juvenile Arrests per 1,000
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20
17
2
5 5
7
0
3 4
7
0
2 2 2
0
0
5
10
15
20
25
Violent Property Drug SexArrest Rate Black Latino White Other
12
7
2 1111 0111 0000 0
0
5
10
15
20
25
Violent Property Drug SexArrest RateBlack Latino White Other
Attachment A
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Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 5
Finding 2. While this finding is consistent across cities in the County, differences in the offenses with
the greatest disparities indicates that different local contexts drive these disparities.
Despite the clear and consistent trend in Blacks being arrested more than any other racial/ethnic group,
2013 and 2014 DOJ data that there are notable differences in the rate of this disparity, as well as in the
specific offenses for which Black residents are disproportionately arrested. For example, some cities show
the greatest rate of disparity for felony offenses, while others show greater disparities for misdemeanors;
similarly, some cities show greater disparities for violent offenses, while others show greater disparities
for property or drug crime. What these data make clear is that different local patterns and practices drive
these disparities.
This finding was also supported by qualitative data collection, which showed that the practices related to
routing people away from formal criminal or juvenile justice processing—known ask “diversion”—vary
greatly across Contra Costa County. Different cities have different approaches to both formal and informal
diversion, including different offenses for which they are willing to divert people and differences in
whether and to what extent individuals who are arrested may be diverted to local organizations to address
underlying issues that may lead to criminal or delinquent behavior and, subsequently, arrests.
Juvenile Justice Disparities
Finding 3. Black youth in Contra Costa County were much more likely than Latino and White youth to
be referred to Probation.
Unsurprisingly given the disproportionate rate at which Black you are arrested, data from the Contra Costa
County Probation Department indicate that Black youth are more likely to be referred to Probation for
possible further delinquency system processing. According to data from the Probation Department, in
2014 and 2015, Black youth were between 9-11 times more likely to be referred to Probation than White
youth and 5-6 times more likely to be referred than Latino youth. Latino youth were also approximately
twice as likely to be referred to Probation as White youth. As noted above, the RJTF was not able to obtain
individual-level data on youth arrests or referrals, so we could not determine whether or not Black youth
were more likely to be referred for similar offenses.
Finding 4. Black and Latino youth were more likely than White youth to be detained prior to
adjudication.
Among youth who were referred to the Probation Department, both Black and Latino youth were more
likely to be detained in the County’s Juvenile Hall, based on Probation data from 20 14 and 2015. Both
Black and Latino youth were 50% more likely to be detained than White youth after being referred to
Probation and, because Black youth are already overrepresented in youth who are arrested and referred
to Probation, Black youth who live in Contra Costa County are detained in Juvenile Hall at 14-16 times the
rate of White youth. Again, data limitations limited the RJTF’s ability to compare the specific
circumstances under which different youth were detained.
Attachment A
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Racial Justice Task Force – Final Report and Recommendations
June 2018 | 6
Finding 5. In 2014, Black youth were sent to secure confinement at a higher rate than all other races;
relative to being a ward of the Court, Hispanic youth were securely confined at a higher rate.
Among youth who are adjudicated delinquent, Black and Latino youth are more likely to receive a
disposition that involved secure confinement, including either the Orin Allen Youth Rehabilitation Facility
(“the Ranch”) or the California Department of Juvenile Justice (DJJ). According to Probation data from
2014 and 2015, Black youth were 50% to 200% more likely to be sent to secure conferment and Latino
youth were 80% to 300% more likely than Whites; because of the cumulative disparities across the
juvenile justice system, Black youth in Contra Costa County are confined 16-14 times often as White youth.
Criminal Justice Disparities
Finding 6. In 2014 and 2015, a greater proportion of cases with Latino or Black defendants had charge
enhancements than cases with White defendants.
Sentencing enhancements are additional charges
within the California Penal Code that allow for
additional prison time if an underlying fact or
condition is met. There are two kinds of
enhancements that can increase the penalties for
individuals who are convicted of a criminal offense,
“charge enhancements” and “person
enhancements.” Charge enhancements can occur
when something about the way a crime is
committed make the offense eligible for a more
serious sentence that it would usually be, for
example if someone is convicted of possessing or
distributing drugs in a “drug free zone,” around a
school or other designated area. Data from the
Contra Costa County Superior Court for 2015 and
2016 show that a greater proportion of Black and
Latino defendants have charge enhancements, meaning that they are likely receiving more serious
penalties for comparable offenses as White defendants.
Finding 7. In 2014 and 2015, a greater proportion of Black defendants had person enhancements than
either Latino or White defendants.
An individual can also be eligible for a more serious sentence if he or she has a prior criminal history via
“person enhancements,” such as three strikes laws and other “habitual offender” laws. Data from the
Contra Costa County Superior Court for 2015 and 2016 show that a greater proportion of Black defendants
have person enhancements than White defendants, meaning that they are likely receiving more serious
penalties for comparable offenses as White defendants. Although the data available to the RJTF did not
allow us to compare the outcomes of defendants of different race/ethnicity with the same charges, this
17%
23%22%
28%28%31%
0%
20%
40%
60%
80%
100%
2014 2015
Figure 4. Black and Latino defendants are more
likely to have charge enhancements than Whites
White Black Latino
Attachment A
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Racial Justice Task Force – Final Report and Recommendations
June 2018 | 7
pattern is nonetheless important in light of a growing body of research showing that both kinds of
enhancements are a major driver of disparities in imprisonment.i In particular, research has shown that
Blacks are more likely to live in “drug free zones,” increasing the likelihood that they will be eligible for
place-based enhancements; in addition, higher overall context with law enforcement and the criminal
justice system has cumulative effects whereby Black defendants are more impacted by habitual offender
laws. ii iii
Finding 8. From 2015 to 2017, Black adults in Contra Costa County were more likely than Latino or White
adults to be detained pre-trial.
Data from the Contra Costa County
Sheriff’s Office showed that in 2016
and 2017, Black and Latino
defendants were disproportionately
likely to be detained pretrial than
White defendants. The reasons for
this included both court decisions
related to bail and release as well as
defendants’ ability to pay bail and
obtain release.
Given the cumulative disparities
across criminal justice processes,
Black residents of Contra Costa
County are held in pretrial detention
at almost 7 times the rate of White
residents; Latino residents are held in pretrial detention at 2.5 times the rate of Whites.
Finding 9. Changes to County jury selection processes have increased disparities in who services on
juries in Contra Costa County.
Starting in 2011, Contra Costa County Superior Court made changes to the jury selection process and
misdemeanor trial locations. Whereas previously, jurors for misdemeanor trials had been selected
regionally to serve on trials in East, West and Central county regions, so that the jury pool was
representative of the region in which an alleged crime occurred, beginning in 2011, the Court centralized
the trials to occur at the Martinez Courthouse and began selecting jurors from a countywide pool. In
tandem, these processes appear to have resulted in juries that are more White and less representative of
the overall County population.
516 564 404 532 341 381
144
134
100 92
78 102
432
530
372 397
284 309
438 679
175 267 304 474
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Detention Non-detention- Bail
Non-detention- OR Non-detention- Letter to appear
2016 2017 2016 2017 2016 2017
Figure 5. Black defendants are most likely to be detained pretrial
White Black Latino
Attachment A
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June 2018 | 8
Recommendations
Oversight and Accountability
While the Contra Costa County RJTF has made critical progress in developing a broad set of
recommendations for addressing racial disparities in the County’s criminal and juvenile justice systems,
there is much work to be done to implement these recommendations and assess their efficacy. Moreover,
it is critical to the RJTF that this be done transparently and with ongoing input from a diverse array of
stakeholders.
1) The Racial Justice Task Force recommends that the Board of Supervisors appoint a Racial Justice
Oversight Body (RJOB) to oversee the implementation of the recommendations made by the Task
Force, as specified by the Board of Supervisors. The RJOB would meet on a quarterly basis and
report to the Board on an annual basis. The RJOB shall be made up of the following members:
1. A representative from the Superior Court, as a non-voting member
2. The Sheriff or his designee
3. The Chief Probation Officer or his designee
4. The Public Defender or her designee
5. The District Attorney or her designee
6. A representative from a local law enforcement agency, nominated by the Contra Costa
County Police Chiefs’ Association
7. A representative from the Contra Costa County Board of Education
8. A representative from Contra Costa County Health Services
9. Eight community-based representatives, that include at a minimum:
a. Two members of the Racial Justice Coalition,
b. Two individuals with prior personal criminal or juvenile justice system
involvement,
c. Three representatives from community-based organizations that work with
individuals in the justice system, including at least one person who works
directly with youth
d. One representative from a faith-based organization
Any individual may meet more than one of these qualifications.
The RJTF further recommends that the work of this body be staffed by the County Office of
Reentry and Justice, and that funds for facilitation be allocated through an RFP process.
1) a. The RJOB should or a subcommittee thereof should review local criminal and juvenile justice data
in order to identify and report on racial disparities. This will include a review of use-of-force data,
as available from the California Department of Justice’s Open Justice data.
Attachment A
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Diversion
Diversion is a broad umbrella term that refers to the process of diverting individuals from formal criminal
or delinquent processes following an encounter with law enforcement. Informal diversion may include
the decision by a law enforcement officer not to arrest someone from criminal or delinquent behavior or,
after arresting someone, choosing not to refer the person onto the District Attorney or Probation
Department. Formal diversion generally involves linking individuals to services, supports, and
opportunities that can help them address underlying issues that may lead to criminal or delinquent
behavior. By helping people avoid formal justice system processing, diversion can be a critical vehicle for
reducing racial disparities in the justice system. iv v
While diversion programs and practices redirect contact with the justice system, local jurisdictions must
be aware that racial disparities can exist in this decision point and further exacerbate racial disparities if
decision-making is not carefully monitored. In addition, because Blacks are so much more likely to have
contact with the justice system and are often charged with more serious offenses than individuals from
other racial/ethnic groups, diversion efforts that exclude people with prior justice system contact and/or
are only limited to the most minor offenses often exacerbate racial disparities. Effective diversion
programs are targeted, collaborative, and data driven.
Diversion is currently implemented inconsistently across Contra Costa County. May local law enforcement
agencies have their own diversion approaches and programs, but neither diversionary offenses nor
diversion programs/processes are standardized across the county. At the County level, the District
Attorney’s Office has some limited diversion programs, such as the Bad Check Diversion Restitution
program, and the Probation Department informally diverts youth whose offense are not determined
appropriate for formal processing.
2) With the goal of reducing racial disparities in the Contra Costa County criminal justice system,
form a committee to recommend countywide criteria and protocols for formal and informal
diversion. The recommendations shall be evidence-based and follow established best practices.
In considering what criteria and protocols to recommend, the committee shall
1. Develop separate recommendations for adult and juvenile populations.
2. Strive to ensure the broadest possible pool of eligible participants.
3. Strive to ensure that prior criminal justice involvement does not bar a person’s eligibility
for diversion.
4. Ensure that the inability to pay for the costs of diversion will not prohibit participation.
5. Recommend, as appropriate, partnerships between law enforcement agencies and
community-based organizations to provide diversion services and oversight.
This committee may be a subgroup of the Racial Justice Oversight Body (RJOB) and will report to
the RJOB.
Attachment A
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3) Expand the use of crisis intervention teams, mobile crisis teams, and behavioral health assessment
teams so they are available across the County.
4) Local law enforcement agencies shall issue citations and establish non-enforcement diversion
programs as an alternative to arrests.
Data
Thorough data collection and use are essential to monitoring and tracking whether agencies are producing
equitable outcomes across race and ethnicity, and efforts to address bias and disproportionate minority
contact throughout justice systems are succeeding.
Data collection, analysis and reporting disaggregated by race, ethnicity, geography and offense will give
stakeholders visibility on efficacy and implementation fidelity of interventions, where disparities persist,
whether progress to reduce disparities is being made, and whether the strategies are properly
implemented. Ultimately, data driven processes increase transparency and legitimacy to broader
stakeholders about the initiatives to reduce disparities in the county.
Although County criminal justice system agencies and local law enforcement agencies in Contra Costa
County generally collect data about individual contact with different criminal or juvenile justice systems,
there has been no systematic countywide effort to standardize what data are collected, define how race
is identified and tracked across different systems, or agree on reporting processes. In addition, although
the County has used AB 109 funds to invest in client data management systems for several public agencies,
these agencies tend to lack to the capacity to extract and analyze these data on a regular basis.
5) All Contra Costa County criminal justice agencies and local law enforcement agencies shall
collect individual-level data on all individual encounters with criminal and juvenile justice
systems and processes. In so doing, they should consult best practices to balance data needs
with confidentiality regulations.
a. Office of Reentry and Justice shall publish race-specific data online on all of the above to
create greater transparency and accountability of the County criminal justice agencies
and local enforcement agencies.
b. All Contra Costa County criminal justice agencies and local law enforcement agencies shall
improve capacity for data collection and analysis including expanding staff with data
analysis capabilities.
c. Office of Reentry and Justice shall support analysis of interventions implemented
through the RJTF to measure efficacy and assess impact on racial disparities.
Attachment A
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County Support for Local Agencies
As Figure 1. Overview of Criminal and Juvenile Justice System Process on page 2 makes clear, county-level
criminal and juvenile justice agencies are fundamentally connected to and impacted by the policies and
practices of non-county agencies. In particular, city-level law enforcement practices necessarily determine
who ends up in County-level justice system agencies. In addition, school district approaches to school
discipline have a direct relationship with whether or not youth are referred to county juvenile justice
systems. Thus, while the RJTF was convened by the Contra Costa County Board of Supervisors to make
recommendations for County processes, the following recommendations are based on addressing the
inherent interconnectedness of County and more local processes.
6) The County shall work with local enforcement agencies to seek funds that support the integration
of de-escalation and behavioral health intervention trainings into local enforcement agency
regional academy and/or department orientations.
a. The County shall work with local enforcement agencies to seek funds to implement
improved procedural justice practices and implicit bias training.
i. Identify funding for procedural justice training utilizing the train the trainer
model.
ii. Work with the Chief’s Association to create a forum to share information and
strengthen promising practices around procedural justice and implicit bias
trainings.
7) In addition, local enforcement agencies in Contra Costa County should:
i. Ensure inclusion of de-escalation and behavioral health intervention trainings
into local enforcement agency regional academy and/or department orientations
ii. Provide procedural justice and implicit bias training to all staff
8) The County Office of Education shall provide resources to incentivize school districts to explore,
evaluate, implement or expand existing non-punitive discipline practices, such as Positive
Behavioral Interventions Support (PBIS) and Restorative Justice (RJ) practices.
i. Identify funding for continuous training and technical assistance to all schools in
the County to support implementation of PBIS and Restorative Justice, as well as
data collection to assess implementation and impact.
9) The County Office of Education shall work with school districts to provide behavioral health
services such as counseling, peer support, and early intervention services for youth presenting
signs of emotional, mental, and/or behavioral distress.
Community Engagement and Services
Collaboration and structured partnerships with the community is essential. The justice system needs to
recognize community based organizations and faith-based organizations as legitimate partners in
reducing disparities. The community brings urgency, insight and creative solutions that can acutely reduce
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disparities and bring about a lasting change especially around reintegration and serving as alternatives to
justice involvement.
Reentry programming in Contra Costa County is provided regionally using AB 109 funding, with the
Reentry Success Center serving West County and HealthRIGHT360 delivering services under the Central-
East Network of Services, also known as The Network. The Reentry Success Center provides services to
individuals and families impacted by incarceration, helping to plan critical next steps after contact with
police or courts. In addition, AB 109 funding supports a range of services and supports for any individual
with a history of justice system involvement.
The County is also in the process of revising its reentry strategic plan through a community -engagement
and planning process.
10) County criminal justice agencies shall establish formal partnerships with community-based
organizations to provide greater capacity for
i. diversion,
ii. reentry programs,
iii. alternatives to detention
iv. pretrial services
v. in custody programming
All community-based organizations receiving funding from the County shall be evaluated for
efficacy and effectiveness of program goals and objectives to ensure populations are
appropriately served. Community input shall be an integral part of this process.
11) Establish a community capacity fund to build the capacity of community-based organizations –
especially those staffed by formerly incarcerated individuals – to contract with the County and
provide services to reentry clients.
12) The County and/or RJOB shall collaborate with the Community Corrections Partnership- Executive
Committee (CCP-EC) to consider increasing realignment funding for community services.
Practices Related to Trial and Adjudication Processes
There are a number of practices that agencies involved in the adjudication process – courts, prosecution,
and defense – can implement to reduce racial disparities in the justice system. For the Court, using a jury
pool that is as representative as possible to the local population increases the likelihood that individuals
are judged by a jury of their peers. District Attorney’s Offices wield a great deal of power through their
ability to decide whether and how to charge an individual with a criminal offense, as well as whether to
request money bail or a release on recognizance. Public Defenders Offices, as the public agency
advocating for the rights of individuals accused of crimes, are uniquely situated to support defendants,
not only through vigorous defense but also by providing other services aimed at both addressing
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underlying issues that may be associated with justice system involvement, such as behavioral health
issues, as well as by providing legal services to help people address some of the collateral consequences
of criminal justice contact, such as immigration or child welfare issues.
Contra Costa County uses a master jury list created by combining a list of all registered voters as well as
persons who have a valid driver’s license or identification card issued by the Department of Motor
Vehicles. Contra Costa County employs a One Day/One Trial system, were vi Under this system, individuals
are typically assigned to jury selection after one day at the courthouse, and then their service is complete
for at least 12 months.vii Individuals are selected from a countywide pool. The District Attorney’s Office
does not currently have any official policies regarding the use of sentence enhancements or bail requests.1
The Public Defender’s Office currently employs several social workers, funded through AB 109, who work
with clients to support both legal advocacy and linkage to services to address psychosocial needs.
13) Encourage the Superior Court to return to the process of jury selection whereby jurors are called
to service to their local branch court for misdemeanor trials.
14) The Public Defender’s Office shall hire social workers who can assess clients’ psychosocial needs
and link them to services.
15) The Public Defender’s Office, either directly or through partnerships with community-based
organizations, should offer civil legal representation to clients. For youth, this should focus on
educational advocacy.
Confinement
Indiscriminate use of confinement increases racial and ethnic disparity. Disparities in confinement can be
reduced when successful and robust strategies are implemented at the front end of the justice system.
Strategies to reduce racial and ethnic disparities in confinement address policies and practices that affect
discipline, conditions of confinement, and facilitate smooth reintegration into the community.
Contra Costa County has placed emphasis on developing formalized partnerships between the Office of
the Public Defender, Probation, the Sheriff’s Department, and the District Attorney’s Office in order to
decrease the pretrial in-custody population. Through this collaboration, the County has developed the
cross-departmental Pre-trial Services (PTS) and Arraignment Court Early Representation (ACER) program.
PTS provides judges with greater information by using a modified version of the Virginia Pretrial Risk
Assessment Instrument (VPRAI). ACER ensures the presence of attorneys at defendants’ initial court
appearances and is intended to increase the likelihood that appropriate defendants will be released on
1 The RJTF considered but did not ultimately support a recommendation to limit the use of sentence enhancements.
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their own recognizance (OR) for the duration of the court process and allow for the expedited resolution
of cases.
Contra Costa County also worked with RDA to develop a pre-release planning pilot program plan, and has
recently implemented this pilot. Finally, the County’s Custody Alternative Facility allows individuals who
are low risk to public safety to be released from custody and supervised by deputies from the Sheriff’s
Office.
16) Expand eligibility for Pre-Trial Services and increase Pre-Trial Services staffing, with a focus on
reducing racial disparities and replacing the money bail system.
17) Expand the current pre-release pilot to serve all individuals in custody.
18) Establish an independent grievance process for individuals in custody in County adult detention
facilities to report concerns related to conditions of confinement based on gender, race, religion,
and national origin. This process shall not operate via the Sheriff’s Office or require any review by
Sheriff’s Office staff.
19) Establish an independent monitoring body to oversee conditions of confinement in County adult
detention facilities based on gender, race, religion, and national origin and report back to the
Board of Supervisors.
Other
20) All County staff shall participate in and complete implicit bias training.
Next Steps
The RJTF has made important progress in reducing racial disparities in Contra Costa County justice systems
and there are a number of next steps that will be essential for carrying this work forward. T he first
recommendations provided here – the creation of a Racial Justice Oversight Body – will be an essential
vehicle for taking these steps, and establishing the RJOB is an important next step. Once this Body has
been established, staffed, and membership recruited, there are several steps necessary to ensure its
progress and efficacy:
1. Prioritization of recommendations: the RJTF intentionally choose to take a broad view of its
charge and developed a lengthy set of recommendations across justice systems and processes.
Further action will now require greater focus on a smaller set of recommendations in order to
delineate and then implement the concrete steps necessary for implementation. Toward this
end, the County and/or RJOB must prioritize those recommendations of greatest interest, in
particular identifying those that will be addressed in the upcoming fiscal year versus those that
will be addressed in subsequent years.
2. Establish subcommittees: For each recommendation selected for immediate action, the RJOB
should convene a subcommittee of RJOB members who bring expertise in and commitment to
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addressing that issue or topic area. These subcommittees should include public agency and
community member representation and be small enough to do concrete implementation
planning.
3. Develop workplans: Each subcommittee must develop a workplan that delineates core steps for
implementing the recommendation(s) that it is working on, including timelines and roles and
responsibilities. This will require identifying the individuals and organizations that have influence
and authority over changes to policy and practice and establishing processes for engagement
them in next steps.
i Nazgol Ghandnoosh. “Black Lives Matter: Eliminating Racial Inequity In The Criminal Justice System,” The Sentencing
Project. 2015.
ii Ibid.
iii John MacDonald and Steven Raphael. “An Analysis of Racial and Ethnic Disparities in Case Dispositions and
Sentencing Outcomes for Criminal Cases Presented to and Processed by the Office of the San Francisco District
Attorney.” (2017).
iv Ryan C. Wagoner, Carol A. Schubert, and Edward P. Mulvey, “Probation Intensity, Self-Reported Offending, and
Psychopathy in Juveniles on Probation for Serious Offenses,” Journal of the American Academy of Psychiatry and the
Law Online 43, no. 2 (June 1, 2015): 191–200.
v Youth.Gov: Points of Intervention. (2017). Retrieved December 15, 2017 from https://youth.gov/youth-
topics/juvenile-justice/points-intervention
vi http://www.cc-courts.org/jury/general.aspx
vii http://www.courts.ca.gov/documents/jurysys.pdf
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Appendix A: Detailed Summary of Votes
When the RJTF began meeting, members established a series of working agreements that were designed
to ensure that all perspectives were valued and that dissenting views were given due consideration.
Toward that end, the Task Force agreed to a voting process whereby members could choose one of three
options in responding to recommendations: 1. support, 2. do not support, and 3. oppose. If four or more
RJTF members—or one-quarter—of the voting RJTF members oppose any action or recommendation, the
Task Force agreed that it would not pass. Task Force members could also abstain from any vote.
Oversight and Accountability
1) The Racial Justice Task Force recommends that the Board of Supervisors appoint a Racial Justice
Oversight Body (RJOB) to oversee the implementation of the recommendations made by the Task
Force, as specified by the Board of Supervisors. The RJOB would meet on a quarterly basis and
report to the Board on an annual basis. The RJOB shall be made up of the following members:
1. A representative from the Superior Court, as a non-voting member
2. The Sheriff or his designee
3. The Chief Probation Officer or his designee
4. The Public Defender or her designee
5. The District Attorney or her designee
6. A representative from a local law enforcement agency, nominated by the Contra Costa
County Police Chiefs’ Association
7. A representative from the Contra Costa County Board of Education
8. A representative from Contra Costa County Health Services
9. Eight community-based representatives, that include at a minimum:
a. Two members of the Racial Justice Coalition,
b. Two individuals with prior personal criminal or juvenile justice system
involvement,
c. Three representatives from community-based organizations that work with
individuals in the justice system, including at least one person who works
directly with youth
d. One representative from a faith-based organization
Any individual may meet more than one of these qualifications.
The RJTF further recommends that the work of this body be staffed by the County Office of
Reentry and Justice, and that funds for facilitation be allocated through an RFP process.
1 The RJTF spent several meetings discussing and refining these recommendations. Through this process, some
recommendations were combined or rearranged; as a result, there are some times gaps in numbering.
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Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
1) a. The RJOB should or a subcommittee thereof should review local criminal and juvenile justice
data in order to identify and report on racial disparities. This will include a review of use-of-force
data, as available from the California Department of Justice’s Open Justice data.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
Diversion
With the goal of reducing racial disparities in the Contra Costa County criminal justice system, form a
committee to recommend countywide criteria and protocols for formal and informal diversion. The
recommendations shall be evidence-based and follow established best practices.
In considering what criteria and protocols to recommend, the committee shall
1. Develop separate recommendations for adult and juvenile populations.
2. Strive to ensure the broadest possible pool of eligible participants.
3. Strive to ensure that prior criminal justice involvement does not bar a person’s eligibility for
diversion.
4. Ensure that the inability to pay for the costs of diversion will not be a bar to eligibility or
participation.
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Recommend, as appropriate, partnerships between law enforcement agencies and community based
organizations to provide diversion services and oversight.
This committee may be a subgroup of the Racial Justice Oversight Body (RJOB) and will report to the RJOB.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, Marcus
Walton, William Walker, Tamisha Walker, Stephanie Medley, Harlan
Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
12
Do Not Support 0
Oppose 0
Abstain John Lowden, Cardenas Shackelford 2
Result: Passed
County criminal and juvenile justice agencies and the Police Chief’s Association shall establish criteria for
informal and formal diversion, with a focus on those offenses with greatest racial disparity. Toward that
end, the County shall identify the offenses for which Black and Latinos are most disproportionately
arrested, charged, and convicted and use those as a starting point for diversion efforts.
Vote by Members*
Vote Members Total
Support 0
Do Not Support 0
Oppose 0
Abstain 0
* Members did not vote as Revised Recommendation #2 passed
Result: Failed
Criteria for diversion shall include non-violent felony level crimes such as burglary.
Vote by Members*
Vote Members Total
Support 0
Do Not Support 0
Oppose 0
Abstain 0
* Members did not vote as Revised Recommendation #2 passed
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Result: Failed
Criteria for diversion shall allow individuals with prior justice system involvement to be diverted.
Vote by Members*
Vote Members Total
Support 0
Do Not Support 0
Oppose 0
Abstain 0
* Members did not vote as Revised Recommendation #2 passed
Result: Failed
Local enforcement agencies shall establish formal partnerships with community based organizations to
provide diversion programs and services for youth and adults. Inability to pay shall not prohibit
participation in diversion programs.
Vote by Members*
Vote Members Total
Support 0
Do Not Support 0
Oppose 0
Abstain 0
* Members did not vote as Revised Recommendation #2 passed
Result: Failed
County criminal and juvenile justice departments shall establish formal partnerships with community
based organizations to provide diversion programs and services for youth and adults. Inability to pay shall
not prohibit participation in diversion programs.
Vote by Members*
Vote Members Total
Support 0
Do Not Support 0
Oppose 0
Abstain 0
* Members did not vote as Revised Recommendation #2 passed
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Result: Failed
Expand the use of crisis intervention teams, mobile crisis teams, and behavioral health assessment teams
so they are available across the County.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
Local law enforcement agencies shall issue citations and establish non-enforcement diversion as an
alternative to arrests.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Dennisha Marsh, Debra Mason,
Robin Lipetzky
13
Do Not Support 0
Oppose 0
Abstain Harlan Grossman 1
Result: Passed
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Data
All Contra Costa County criminal justice agencies and local law enforcement agencies shall collect
individual-level data on all individual encounters with criminal and juvenile justice systems and processes.
In so doing, they shall consult best practices to balance data needs with confidentiality concerns.
Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, Venus Johnson, John Lowden, Marcus
Walton, William Walker, Cardenas Shackelford, Tamisha Walker,
Stephanie Medley, Harlan Grossman, Dennisha Marsh, Debra Mason,
Robin Lipetzky
13
Do Not Support 0
Oppose 0
Abstain Todd Billeci 1
Result: Passed
Office of Reentry and Justice shall publish race-specific data online on all of the above to create greater
transparency and accountability of the County criminal justice agencies and local enforcement agencies.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Discussion: Todd Billeci shared there may be court-involved issues attaining juvenile data
Result: Passed
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All Contra Costa County criminal justice agencies and local law enforcement agencies shall improve
capacity for data collection and analysis including expanding staff with data analysis capabilities.
Vote by Members
Vote Members Total
Support Leslie Takahashi, Venus Johnson, Marcus Walton, William Walker,
Cardenas Shackelford, Tamisha Walker, Stephanie Medley, Harlan
Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
11
Do Not Support 0
Oppose 0
Abstain Bisa French, Todd Billeci, John Lowden, 3
Discussion: Bisa French shared concern about the fiscal impact of this recommendation. Todd Billeci
shared he does not like the word “shall” in this recommendation. Venus Johnson shared she whole
heartedly believes system change is driven through data and policy however, the Board does not have the
authority to make this happen. She stated all agencies should be working independently towards better
data collection and analysis to drive policy change. . John Lowden shared he will abstain in interest of
other agencies. Harlan Grossman shared he is unsure who has the authority to do this.
Result: Passed
Office of Reentry and Justice shall support analysis of interventions implemented through the RJTF to
measure efficacy and assess impact on racial disparities.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
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County Support for Local Agencies
The County shall provide resources to ensure integration of de-escalation and behavioral health
intervention trainings into local enforcement agency regional academy and/or department orientations.
Vote by Members
Vote Members Total
Support Bisa French, Marcus Walton, Tamisha Walker 3
Do Not Support Leslie Takahashi, Stephanie Medley 2
Oppose Todd Billeci, Venus Johnson, John Lowden, William Walker, Cardenas
Shackelford, Harlan Grossman, Dennisha Marsh, Robin Lipetzky
8
Abstain Debra Mason 1
Discussion: Leslie Takahashi shared while she understands the Board may not have the jurisdiction to do
this, it is important to identify the resources needed to make this recommendation happen.
Result: Failed
The County shall work with local enforcement agencies to seek funds that support the integration of de-
escalation and behavioral health intervention trainings into local enforcement agency regional academy
and/or department orientations.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
The County shall provide resources to incentivize local enforcement agencies to implement improved
procedural justice practices and implicit bias training.
i. Identify funding for procedural justice training utilizing the train the trainer model
ii. Work with the Chief’s Association to create a forum to share information and strengthen
promising practices around procedural justice and implicit bias trainings.
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Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
In addition, local enforcement agencies in Contra Costa County shall:
i. Ensure inclusion of de-escalation and behavioral health intervention trainings into local
enforcement agency regional academy and/or department orientations
ii. Provide procedural justice and implicit bias training to all staff
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
The County Office of Education shall provide resources to incentivize school districts to explore, evaluate,
implement or expand existing non-punitive discipline practices, such as Positive Behavioral Interventions
Support (PBIS) and Restorative Justice practices.
i. Identify funding for continuous training and technical assistance to all schools in the County to
support implementation of PBIS and Restorative Justice, as well as data collection to assess
implementation and impact.
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Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, John Lowden, Marcus Walton, William
Walker, Cardenas Shackelford, Tamisha Walker, Stephanie Medley,
Harlan Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
12
Do Not Support 0
Oppose 0
Abstain Todd Billeci, Venus Johnson 2
Result: Passed
The County Office of Education shall work with school districts to provide supportive behavioral health
services such as counseling, peer support, and early intervention services for youth presenting signs of
emotional, mental, and/or behavioral distress.
Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, Venus Johnson, John Lowden, Marcus
Walton, William Walker, Cardenas Shackelford, Tamisha Walker,
Stephanie Medley, Harlan Grossman, Dennisha Marsh, Debra Mason,
Robin Lipetzky
13
Do Not Support 0
Oppose 0
Abstain Todd Billeci 1
Result: Passed
In their review and approval of Local Control and Accountability Plans (LCAPs) and supplemental funding,
the County Office of Education shall prioritize the following, as far as legally possible.
a. Exploring and identifying programs that focus on faculty and staff trainings and their interactions
with students. Such programs shall support developing strategies that address behavior issues to
achieve positive outcomes such as My Teacher Partner Program (MTP).
b. Requiring school districts to create partnerships with culturally specific organizations to routinely
train faculty and staff on the issues facing communities of color.
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Vote by Members
Vote Members Total
Support Leslie Takahashi, , William Walker, Tamisha Walker, Stephanie Medley,
Dennisha Marsh, Debra Mason, Robin Lipetzky
7
Do Not Support Marcus Walton, Cardenas Shackelford, Harlan Grossman 3
Oppose 0
Abstain Bisa French, Todd Billeci, Venus Johnson, John Lowden 4
Result: Failed
Community Engagement and Services
County criminal justice agencies shall establish formal partnerships with community-based organizations
to provide greater capacity for
i. diversion,
ii. reentry programs,
iii. alternatives to detention
iv. pretrial services
v. in custody programming
All community-based organizations receiving funding from the County shall be evaluated for efficacy and
effectiveness of program goals and objectives to ensure populations are appropriately served. Community
input shall be an integral part of this process.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
Establish a community capacity fund to build the capacity of community-based organizations – especially
those staffed by formerly incarcerated individuals – to contract with the County and provide services to
reentry clients.
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Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford, ,
Stephanie Medley, Harlan Grossman, Dennisha Marsh, Debra Mason,
Robin Lipetzky
13
Do Not Support 0
Oppose 0
Abstain Tamisha Walker 1
Result: Passed
The County and/or RJOB shall collaborate with the Community Corrections Partnership- Executive
Committee (CCP-EC) to consider increasing realignment funding for community services.
Vote by Members
Vote Members Total
Support Leslie Takahashi, Venus Johnson, John Lowden, Marcus Walton,
William Walker, Cardenas Shackelford, Tamisha Walker, Stephanie
Medley, Harlan Grossman, Dennisha Marsh, Debra Mason, Robin
Lipetzky
12
Do Not Support Todd Billeci 1
Oppose 0
Abstain Bisa French 1
Result: Passed
Practices Related to Trial and Adjudication Processes
Encourage the Superior Court to return to the process of jury selection whereby jurors are called to service
to their local branch court for misdemeanor trials.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, John
Lowden, Marcus Walton, William Walker, Cardenas Shackelford,
Tamisha Walker, Stephanie Medley, Harlan Grossman, Dennisha
Marsh, Debra Mason, Robin Lipetzky
14
Do Not Support 0
Oppose 0
Abstain 0
Result: Passed
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Encourage the Superior Court to assign felony jury trials to the branch courts having jurisdiction over the
location where the alleged offense occurred.
Vote by Members
Vote Members Total
Support Leslie Takahashi, Venus Johnson, Cardenas Shackelford, Tamisha
Walker, Stephanie Medley, Robin Lipetzky
5
Do Not Support John Lowden, Harlan Grossman, Dennisha Marsh, Debra Mason 4
Oppose 0
Abstain Bisa French, Todd Billeci, , Marcus Walton, William Walker, 5
Result: Failed
Establish circumstances where DA won’t seek sentence enhancements. As a starting point, the DA’s Office
shall not seek enhancements for any offenses in which defendants are eligible for Prop 47 relief.
Vote by Members
Vote Members Total
Support Leslie Takahashi, William Walker, Tamisha Walker, Stephanie Medley,
Dennisha Marsh, Debra Mason, Robin Lipetzky
7
Do Not Support John Lowden 1
Oppose 0
Abstain Bisa French, Todd Billeci, Venus Johnson, Marcus Walton, Cardenas
Shackelford, Harlan Grossman
6
Discussion: Venus Johnson shared there is a caveat to this recommendation. She shared there are
currently cases going through the justice system where the courts are deciding if Prop 47 applies to
certain offense that may not have been specifically listed in the ballot initiative. . Depending on the results
of those cases, charging decisions will be impacted. Venus shared she does not disagree with the
recommendation, but due to the way it is written and the stance of the legal system, she will abstain.
Result: Failed
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Public Defender’s Office shall hire social workers who can assess clients’ psychosocial needs and link them
to services.
Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, Venus Johnson, Marcus Walton, William
Walker, Cardenas Shackelford, Tamisha Walker, Stephanie Medley,
Harlan Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
12
Do Not Support 0
Oppose 0
Abstain Todd Billeci, John Lowden 2
Result: Passed
The Public Defender’s Office, either directly or through partnerships with community-based organizations,
shall offer civil legal representation to clients. For youth, this shall focus on educational advocacy
Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, Marcus Walton, William Walker,
Cardenas Shackelford, Tamisha Walker, Stephanie Medley, Dennisha
Marsh, Debra Mason, Robin Lipetzky
10
Do Not Support 0
Oppose Harlan Grossman 1
Abstain Todd Billeci, Venus Johnson, John Lowden 3
Discussion: Tamisha Walker shared the County does not currently provide enough funding for the Public
Defender’s Office so she will support it. Stephanie Medley shared similar sentiments as Tamisha and
shared the recommendation as it is written does not attach any resources to it or identifies any.
Result: Passed
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Confinement
Expand eligibility for Pre-Trial Services and increase Pre-Trial Services staffing, with a focus on reducing
racial disparities and replacing the money bail system.
Vote by Members
Vote Members Total
Support Todd Billeci, Leslie Takahashi, Venus Johnson, John Lowden, Marcus
Walton, William Walker, Cardenas Shackelford, Tamisha Walker,
Stephanie Medley, Harlan Grossman, Dennisha Marsh, Debra Mason,
Robin Lipetzky
13
Do Not Support 0
Oppose 0
Abstain Bisa French 1
Result: Passed
Expand the current pre-release pilot to serve all individuals in custody.
Vote by Members
Vote Members Total
Support Bisa French, Todd Billeci, Leslie Takahashi, Venus Johnson, , Marcus
Walton, William Walker, Cardenas Shackelford, Tamisha Walker,
Stephanie Medley, Harlan Grossman, Dennisha Marsh, Robin Lipetzky
12
Do Not Support John Lowden, Debra Mason 2
Oppose 0
Abstain 0
Discussion: Todd Billeci clarified this recommendation pertains to a pre-release program not pre-trial
Result: Passed
Establish an independent grievance process for individuals in custody in County adult detention facilities
to report concerns related to conditions of confinement based on gender, race, religion, and national
origin. This process shall not operate via the Sheriff’s Office or require any review by Sheriff’s Office staff.
Vote by Members
Attachment A
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Vote Members Total
Support Leslie Takahashi, Venus Johnson, , Marcus Walton, William Walker,
Cardenas Shackelford, Tamisha Walker, Stephanie Medley, Harlan
Grossman, Dennisha Marsh, Robin Lipetzky
10
Do Not Support Todd Billeci, Debra Mason 2
Oppose John Lowden 1
Abstain Bisa French 1
Discussion: Debra Mason shared she does not support the recommendation if it requires the elimination
of the Sherriff’s current process. She shared she believes there should be an additional step to process
any complains if one is not satisfied with the Sherriff’s process.
Result: Passed
Establish an independent monitoring body to oversee conditions of confinement in County adult
detention facilities based on gender, race, religion, and national origin and report back to the Board of
Supervisors.
Vote by Members
Vote Members Total
Support Bisa French, Leslie Takahashi, Venus Johnson, , Marcus Walton,
William Walker, , Tamisha Walker, Stephanie Medley, Harlan
Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
11
Do Not Support 0
Oppose Todd Billeci, John Lowden 2
Abstain Cardenas Shackelford 1
Discussion: Todd Billeci shared that even though he opposes this recommendation, he appreciates the
engagement and involvement of the community throughout this process.
Result: Passed
Added Recommendation
All County staff shall participate and complete implicit bias training.
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Vote by Members
Vote Members Total
Support Bisa French, Venus Johnson, John Lowden, Marcus Walton, William
Walker, Cardenas Shackelford, Tamisha Walker, Stephanie Medley,
Harlan Grossman, Dennisha Marsh, Debra Mason, Robin Lipetzky
12
Do Not Support 0
Oppose 0
Abstain Todd Billeci, Leslie Takahashi 2
Discussion: Todd shared that he will abstain because he has heard that recent studies indicate that implicit
bias training may cause more harm than good.
Result: Passed
Attachment A
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Appendix B: Data reviewed by RJTF
This appendix includes a summary of all quantitative data obtained and reviewed by the RJTF. As noted in
the project Findings above, data were obtained from a variety of sources, including the State of California
Department of Justice (DOJ), the Contra Costa County Probation Department, the Contra Costa County
Superior Court, the Contra Costa County Sheriff’s Office, and the Contra Costa County Racial Justice
Coalition. Because different data are available from different sources at different points in time, these
data span from 2013 through 2017.
Local Law Enforcement Data
All data provided below are from the State of California DOJ Criminal Justice Statistics Center (CJSC). Data
are from 2014, unless otherwise indicated.
Figure 1. Contra Costa County, Adult Arrests per 1,000
Figure . Illustrates countywide arrest trends among Black, Latino, White and Other adults. Black adults are
6 times more likely than White adults to be arrested for a violent offense, as well as 5 ti mes more likely
to be arrested for a property crime and over 2 times as likely to be arrested for a drug offense.
18
20
17
2
5 5
7
0
3 4
7
0
2 2 2
0
0
5
10
15
20
25
Violent Property Drug SexArrest Rate Black Latino White Other
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6%
12%
51%
31%
Total Population: 24, 136
Black
Hispanic
White
Other
80
177
14
40
3 86 16
0
20
40
60
80
100
120
140
160
180
200
Felony MisdemeanorArrest Rate Figure 2. Contra Costa County, Juvenile Arrests per 1,000
Figure 2. illustrates countywide arrest trends among Black, Latino, White and Other youth. Black youth
are 12 times more likely to be arrested for a violent crime than White youth, while they are 7 times more
likely to be arrested for a property offense and twice as likely to be arrested for a drug offense than White
youth. A greater disparity among arrests rates by race exists within youth as compared to adults.
While these graphs are city specific data, they are examples of a larger trend across most cities in Contra
Costa County.
Figure 3. El Cerrito Population Figure 4. El Cerrito Adult Arrest Rates per 1,000
Figure 3. represents a breakdown of El Cerrito’s total population, which is relatively a small population.
Of El Cerrito’s total population, 6% are black. Figure 4. shows that Black individuals are approximately 13
times as likely as White individuals to be arrested for a felony and approximately 11 times more likely to
be arrested for a misdemeanor.
12
7
2 1111 0111 0000 0
0
5
10
15
20
25
Violent Property Drug SexArrest RateBlack Latino White Other
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Figure 5. Richmond City Population Figure 6. Richmond Adult Arrests Rate per 1,000
Figure 5. represents a breakdown of Richmond’s total population, which is a much larger city with a larger
black population (23%) than El Cerrito. While the racial disparities are not as great as those in El Cerrito
or smaller cities, disparities remain. As seen in Figure 6, Black adults are approximately 4.5 times as likely
as White adults to be arrested for a felony and approximately 4 times as likely to be arrested for a
misdemeanor.
While these graphs are city specific data, they are examples of a larger trend across most cities in Contra
Costa County.
Figure 7. City of El Cerrito, Adults Arrest Rates per 1,000
As Figure 7. illustrates, disparities are greatest for property offenses in El Cerrito where Black adults are
approximately 18 times as likely as White adults to be arrested for a property offense.
23%
41%
17%
19%
Total Population: 106,469
Black
Latino
White
Other
37
2011 102 38 5
0
20
40
60
80
100
120
140
160
180
200
Felony MisdemeanorArrest Rate26
72
33
13
14
7
0244 0221 0
0
20
40
60
80
Violent Property Drug SexArrest RateBlack Latino White Other
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Figure 8. City of Antioch, Adult Arrest Rates per 1,000
As seen in Figure 8., disparities are greatest for violent offenses in Antioch where Black adults are 4
times more likely than White adults to be arrested for a violent offense compared to only 1.5 times
more likely to be arrested for a property or drug offense respectively.
Figure 9. Contra Costa County, Felony Arrest Rates per 1,000
Figure 9. illustrates countywide data in which compared to White adults, Black adults are approximately
5 times more likely to be arrested for a felony while Black youth are 11 times more likely to be arrested
than White youth.
24
14 14
1689
0
0
20
40
60
80
Violent Property Drug SexArrest Rate Black Latino White Other
50
1114
2
11
14 1
0
10
20
30
40
50
60
Adult JuvenileArrest RateBlack Latino White Other
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Figure 10. Contra Costa County, Misdemeanor Arrest Rates per 1,000
Figure 10. illustrates countywide data in which compared to White adults, Black adults are 3 times more
likely to be arrested for a misdemeanor while Black youth are approximately 6 times more likely to be
arrested.
Figure 11. City of Richmond, Juvenile Arrest Rates per 1,000
As seen in Figure 11, disparities are greatest for violent offenses in Richmond where Black youth are 7
times more likely to be arrested for a violent offense than White or Latino youth.
39
1916
3
13
36
1
0
10
20
30
40
50
60
Adult JuvenileArrest RateBlack Latino White Other
7
2
0
1111
0
1
0 0 0
1 1 1
0
0
2
4
6
8
10
12
Violent Property Drug SexArrest RateBlack Latino Other White
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Figure 12. City of Pittsburg, Juvenile Arrest Rates per 1,000
As seen in Figure 12, disparities are greatest for property offenses in Pittsburg where Black youth are 3
times more likely to be arrested for a property offense than White or Latino youth.
None of the following law enforcement agencies collect race-specific data on diversion practices:
Richmond PD partners with RYSE to divert youth from official processing.
Antioch PD partners with Reach to divert youth from official processing.
Pittsburg and Concord PD have implemented the community court model to divert some adult
and juvenile cases from formal processing.
4
3
1
0
2
1 1
00
1
0 0
1
0
2
0
0
2
4
6
8
10
12
Violent Property Drug SexArrest Rate Black Latino Other White
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9.7 6.2
88.5
68.4
14.7 13.0
0
20
40
60
80
100
2013 2014
9x 11x
White Black Latino
Juvenile Justice Data
All data provided below are from the Contra Costa County Probation Department. Data are from 2013
and 2014.
Figure 13. Rated of Referral to Probation per 1,000 Figure 14. Referrals to Probation RRI,
youth, by Race by Race
Figure and Figure 13. Rated of Referral to Probation per 1,000 Figure 14. Referrals to Probation
RRI, illustrate overall, in 2013 and 2014, Black youth were 9 times more likely than White youth and 6
times more likely than Latino youth to be referred to Probation.
1.0 1.0
9.1
11.1
1.5 2.1
0
2
4
6
8
10
12
2013 2014
2.3 1.3
32.8
21.0
5.4 4.2
0
10
20
30
40
2013 2014
14x 16x 1.0 1.0
1.5 1.51.5 1.5
0
1
2
3
4
2013 2014
White Black Latino
Figure 15. Pre-Adjudication Detention Rates per
1,000 Youth, by Race
Figure 16. Pre-Adjudication Detention RRI, by
Race
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As seen in Figure and Figure 16, of all youth referred to Probation, Black and Latino youth are 50% more
likely than White youth to be detained prior to adjudication.
Figures 17 and 18 show that the Probation Department filed petitions at the same rate for all referred
youth regardless of race; however, relative to their proportion of the overall county population, Black
youth were 10 times more likely to have petitions filed than all other groups.
5.2 3.3
56.9
36.2
9.6 7.0
0
10
20
30
40
50
60
2013 2014
10x
10x 1.0 1.01.2 1.01.2 1.0
0
1
2
3
4
2013 2014
White Black Latino
4.3 2.5
44.5
26.0
8.5 5.8
0
10
20
30
40
50
2013 2014
11x
11x 1.0 1.01.0 0.91.1 1.1
0
1
2
3
4
2013 2014
White Black Latino
Figure 17. Pre-Adjudication Detention RRI, by
Race
Figure 18. Pre-Adjudication Detention Rates per
1,000 Youth, by Race
Figure 19. Rates of Petitions Filed per 1,000
youth by Race
Figure 20. Petitions Filed RRI, by Race
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White Black Latino
Among youth who had petitions filed, there were not disparities in who was deemed to be a ward of the
court. There were still disparities compared to the overall rate within the population.
As Figures 21 and 22 illustrate, among youth who were adjudicated delinquent, there were no disparities
in which youth received a disposition of placement. There were still disparities compared to the overall
rate within the population.
0.7 0.2
10.5
6.0
2.3 1.7
0
2
4
6
8
10
12
2013 2014
16x
24x 1.0 1.0
1.5
2.3
1.8
3.0
0
1
2
3
4
2013 2014
White Black Latino
Figure 23. Placement Rates per 1,000 Youth, by
Race
Figure 24. Placement RRI, by Race
Figure 21. Ward of the Court Rates per 1,000
by Race
3.3 2.0
32.4
18.7
6.1 4.1
0
10
20
30
40
2013 2014
10x
9x 1.0 1.01.0 0.90.9 0.9
0
1
2
3
4
2013 2014
Figure 22. Ward of the Court RRI, by Race
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Among all youth who were made a ward of the court, Latino youth were 3 times more likely to be placed
in secure confinement compared to White youth and Black youth were 2 times more likely to be placed
in secure confinement compared to White youth.
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11
50
14
0
10
20
30
40
50
60
Felony
White Black Latino
13
39
16
0
10
20
30
40
50
60
Misdemeanor
Criminal Justice Data
Data provided below are from the California DOJ CSJC, Contra Costa County Superior Court, and Contra
Costa Sheriff’s Office. Data are from 2014-2017. Specific data sources and dates are provided below.
As Figure 25 illustrates, Black adults were three times more likely to be arrested for a misdemeanor
compare to Whites. Similarly, Figure 26 shows Black adults were four times more likely to be arrested for
a felony than White adults.
White Black Latino
20.4 19.8
108.8 111.7
34.3 35.1
0
20
40
60
80
100
120
140
160
2016 2017
5.3x 5.6x
50.1 48.8
146.0 140.6
76.2 74.9
0
20
40
60
80
100
120
140
160
2016 2017
2.9x 2.8x
*Data from Contra Costa County Criminal Court
*Data from across all cities in Contra Costa County from California DOJ CSJC
Figure 28. Felony Case Filing Rates, by Race*
3x
5x
Figure 25. Misdemeanor Arrest Rates, by Race* Figure 26. Felony Arrest Rates, by Race*
Figure 27. Misdemeanor Case Filing Rates, by
Race*
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516 564 404 532 341 381
144 134
100 92
78 102
432
530
372 397
284 309
438 679
175 267 304 474
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Detention Non-detention- Bail
Non-detention- OR Non-detention- Letter to appear
2016 2017 2016 2017 2016
White Black Latino
Figure 27 shows how in both 2016 and 2017, Black adults were approximately three times more likely to
have a misdemeanor case filing than their White counterparts. Similarly, as shown in Figure 28, Black
adults were more than five times more likely to have a felony case filing than White adults.
As Figure 29 illustrates, in 2015, Black adults were approximately 7 times more likely to be detained pre-
trial than White adults. Figure 30 shows in both 2016 and 2017, Black adults were more likely to be
detained as compared to White adults who have higher rates of non-detention OR and letter to appear.
Black adults are also significantly less likely to be given a letter to appear than both White and Latino
adults.
10.1
69.8
25.2
0
10
20
30
40
50
60
70
80
2015
6.9x
Figure 29. Pre-Trial Detention Rates,
by Race*
Figure 30. Pre-Trial Detention versus Non-Detention,
by Race*
*Data is a snapshot of detained population on 7/9/2015
Contra Costa County Sheriff’s Office
*Data from Contra Costa County Criminal Court
Attachment A
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17%
23%22%
28%28%31%
0%
20%
40%
60%
80%
100%
2014 2015
46%42%
52%50%
35%37%
0%
20%
40%
60%
80%
100%
2014 2015
White Black Latino
Figure 31 shows in both 2014 and 2015, Latino adults had the highest proportion of cases with charge
enhancements. Figure 32 shows both in 2014 and 2015, Black adults had the highest proportion of cases
with person enhancements, followed by White adults.
14.8 15.4
79.0 85.5
25.3 27.3
0
20
40
60
80
100
120
140
160
180
2016 2017
5.3x
5.5x
54.6 52.7
168.8 164.4
83.8 81.9
0
20
40
60
80
100
120
140
160
180
2016 2017
3.1x 3.1x
White Black Latino
Figure 31. Proportion of Cases with Charge
Enhancements, by Race*
Figure 32. Proportion of Cases with Person
Enhancements, by Race*
Figure 33. Misdemeanor Conviction Rates, by
Race*
Figure 34. Felony Conviction Rates, by Race*
*Data from Contra Costa County Criminal Court
*Data from the Public Defender’s Office
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Figure 33 shows Black adults were three times more likely to have a misdemeanor conviction than White
adults. Figure 34 shows Black adults were more than five times as likely to get a felony conviction than
White adults in 2016 and 2017.
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Appendix C. Community Forums
The Racial Justice Task Force hosted two rounds of community forums throughout Contra Costa County.
The goal of each community forum was to engage community members with the project and gather
community input and feedback on the projects’ areas of focus and set of draft recommendations.
The first round of community forums took place in November and consisted of five community forums in
the cities of Concord, Danville, Pittsburg, Richmond, and Antioch. The focus of the first round of
community forums was to share the purpose of the Racial Justice Task Force and share work to date.
Community members also had the opportunity to provide input towards the project’s areas of focus.
Table 1. Attendees per Location
Location
Number of Public
Attendees
Concord 32
Danville 35
Pittsburg 34
Richmond 28
Antioch 25
The Racial Justice Coalition, District Attorney, Board of Supervisors, School Board, Teachers, Public
Defender, faith-based organizations, and Local Law Enforcement were some of the stakeholders in
attendance.
Figure 35. November Community Forums Key Themes
Impact of
Historical Trauma
•Lack of cultural
competence/
awareness in
schools and
justice system
agencies
•Restorative
justice
•Need for
increased
mental health
services
Implicit & Explicit
Bias
•Need for
cultural
responsive
implicit bias
training for all
justice
stakeholders
School to Prison
Pipeline
•Role of schools
pushing youth of
color into the
justice system
•Youth
development
Mistrust of Law
Enforcement
•Sherriff's
Office's
relationship to
ICE
County Processes
•Expand and
standardize
diversion
programs,
policies, and
procedures.
•Standardize data
collection across
the county
•Reform bail cash
system
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Following the first round of community forums, the Racial Justice Task Force analyzed community input
and integrated feedback into areas of focus. After a series of discussions of best practices, current
practices, and analysis of racial disparities in the county, the Racial Justice Task Force drafted a set of
preliminary recommendations for the Board of Supervisors. The purpose of the second round of
community forums was to share the set of preliminary set of recommendations and solicit feedback for
any revisions, additions, or removals of drafted recommendations.
Table 2. Attendees per Location
Location
Number of Public
Attendees
Walnut Creek 59
Antioch 24
Richmond 28
The Racial Justice Coalition, District Attorney, Board of Supervisors, School Board, Teachers, Public
Defender, Behavioral Health, community-based organizations, faith-based organizations, Local Law
Enforcement, and residents were some of the stakeholders in attendance.
Figure 36. May Community Forums Key Themes
Highest Priorities
•Expand diversion and criteria
•Establish sliding scale fees/
fee waivers for pre-trial and
diversion programs
•Develop data collection and
accountability measures
•Establish oversight
committee for
implementation process that
includes community members
•Ensure recommendation
planning process includes
community input
Key Concerns
•Avaialble funding and budget
prioritization for
recommendations
•Misuse of publically avaialble
data
•Buy-in from implementin
partners such as education
•Language accessibility for
programs/ services
Gaps
•Use of force policies and
police engaged violence
•Police disclosure and
monitoring of police
misconduct
•Body cameras for law
enforcement
•Recruitment and retention of
school staff that are reflective
of communities they serve
•Community centered services
that prevent any contact with
the justice system
•Staffing and racial disparities
in various policing agencies
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RJTF Recommendations
Oversight and Accountability
1) The Racial Justice Task Force recommends that the Board of Supervisors appoint a Racial Justice
Oversight Body (RJOB) to oversee the implementation of the recommendations made by the Task
Force, as specified by the Board of Supervisors. The RJOB would meet on a quarterly basis and
report to the Board on an annual basis. The RJOB shall be made up of the following members:
1. A representative from the Superior Court, as a non-voting member
2. The Sheriff or his designee
3. The Chief Probation Officer or his designee
4. The Public Defender or her designee
5. The District Attorney or her designee
6. A representative from a local law enforcement agency, nominated by the Contra Costa
County Police Chiefs’ Association
7. A representative from the Contra Costa County Board of Education
8. A representative from Contra Costa County Health Services
9. Eight community-based representatives, that include at a minimum:
a. Two members of the Racial Justice Coalition,
b. Two individuals with prior personal criminal or juvenile justice system
involvement,
c. Three representatives from community-based organizations that work with
individuals in the justice system, including at least one person who works
directly with youth
d. One representative from a faith-based organization
Any individual may meet more than one of these qualifications.
The RJTF further recommends that the work of this body be staffed by the County Office of
Reentry and Justice, and that funds for facilitation be allocated through an RFP process.
1) a. The RJOB should or a subcommittee thereof should review local criminal and juvenile justice data
in order to identify and report on racial disparities. This will include a review of use-of-force data,
as available from the California Department of Justice’s Open Justice data.
Diversion
2) With the goal of reducing racial disparities in the Contra Costa County criminal justice system,
form a committee to recommend countywide criteria and protocols for formal and informal
diversion. The recommendations shall be evidence-based and follow established best practices.
In considering what criteria and protocols to recommend, the committee shall
1. Develop separate recommendations for adult and juvenile populations.
2. Strive to ensure the broadest possible pool of eligible participants.
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3. Strive to ensure that prior criminal justice involvement does not bar a person’s eligibility
for diversion.
4. Ensure that the inability to pay for the costs of diversion will not prohibit participation.
5. Recommend, as appropriate, partnerships between law enforcement agencies and
community-based organizations to provide diversion services and oversight.
This committee may be a subgroup of the Racial Justice Oversight Body (RJOB) and will report to
the RJOB.
3) Expand the use of crisis intervention teams, mobile crisis teams, and behavioral health assessment
teams so they are available across the County.
4) Local law enforcement agencies shall issue citations and establish non-enforcement diversion
programs as an alternative to arrests.
Data
5) All Contra Costa County criminal justice agencies and local law enforcement agencies shall
collect individual-level data on all individual encounters with criminal and juvenile justice
systems and processes. In so doing, they should consult best practices to balance data needs
with confidentiality regulations.
a. Office of Reentry and Justice shall publish race-specific data online on all of the above to
create greater transparency and accountability of the County criminal justice agencies
and local enforcement agencies.
b. All Contra Costa County criminal justice agencies and local law enforcement agencies shall
improve capacity for data collection and analysis including expanding staff with data
analysis capabilities.
c. Office of Reentry and Justice shall support analysis of interventions implemented
through the RJTF to measure efficacy and assess impact on racial disparities.
County Support for Local Agencies
6) The County shall work with local enforcement agencies to seek funds that support the integration
of de-escalation and behavioral health intervention trainings into local enforcement agency
regional academy and/or department orientations.
a. The County shall work with local enforcement agencies to seek funds to implement
improved procedural justice practices and implicit bias training.
i. Identify funding for procedural justice training utilizing the train the trainer
model.
ii. Work with the Chief’s Association to create a forum to share information and
strengthen promising practices around procedural justice and implicit bias
trainings.
7) In addition, local enforcement agencies in Contra Costa County should:
i. Ensure inclusion of de-escalation and behavioral health intervention trainings
into local enforcement agency regional academy and/or department orientations
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ii. Provide procedural justice and implicit bias training to all staff
8) The County Office of Education shall provide resources to incentivize school districts to explore,
evaluate, implement or expand existing non-punitive discipline practices, such as Positive
Behavioral Interventions Support (PBIS) and Restorative Justice (RJ) practices.
i. Identify funding for continuous training and technical assistance to all schools in
the County to support implementation of PBIS and Restorative Justice, as well as
data collection to assess implementation and impact.
9) The County Office of Education shall work with school districts to provide behavioral health
services such as counseling, peer support, and early intervention services for youth presenting
signs of emotional, mental, and/or behavioral distress.
Community Engagement and Services
10) County criminal justice agencies shall establish formal partnerships with community-based
organizations to provide greater capacity for
i. diversion,
ii. reentry programs,
iii. alternatives to detention
iv. pretrial services
v. in custody programming
All community-based organizations receiving funding from the County shall be evaluated for
efficacy and effectiveness of program goals and objectives to ensure populations are
appropriately served. Community input shall be an integral part of this process.
11) Establish a community capacity fund to build the capacity of community-based organizations –
especially those staffed by formerly incarcerated individuals – to contract with the County and
provide services to reentry clients.
12) The County and/or RJOB shall collaborate with the Community Corrections Partnership- Executive
Committee (CCP-EC) to consider increasing realignment funding for community services.
Practices Related to Trial and Adjudication Processes
13) Encourage the Superior Court to return to the process of jury selection whereby jurors are called
to service to their local branch court for misdemeanor trials.
14) The Public Defender’s Office shall hire social workers who can assess clients’ psychosocial needs
and link them to services.
15) The Public Defender’s Office, either directly or through partnerships with community-based
organizations, should offer civil legal representation to clients. For youth, this should focus on
educational advocacy.
Confinement
16) Expand eligibility for Pre-Trial Services and increase Pre-Trial Services staffing, with a focus on
reducing racial disparities and replacing the money bail system.
Attachment B
147
Contra Costa County
Racial Justice Task Force – Final Report and Recommendations
June 2018 | 4
17) Expand the current pre-release pilot to serve all individuals in custody.
18) Establish an independent grievance process for individuals in custody in County adult detention
facilities to report concerns related to conditions of confinement based on gender, race, religion,
and national origin. This process shall not operate via the Sheriff’s Office or require any review by
Sheriff’s Office staff.
19) Establish an independent monitoring body to oversee conditions of confinement in County adult
detention facilities based on gender, race, religion, and national origin and report back to the
Board of Supervisors.
Other
20) All County staff shall participate in and complete implicit bias training.
Attachment B
148
1
CONTRA COSTA COUNTY
RACIAL JUSTICE OVERSIGHT BODY
BY-LAWS
(Adopted by the Racial Justice Oversight Body on November 4, 2021 - REDLINED)
Article I – Purpose
The Racial Justice Oversight Body (RJOB or Body) was established by the Contra Costa County Board of
Supervisors to oversee the implementation of the recommendations made by the Racial Justice Task
Force, and accepted, as specified, by the Board of Supervisors.1
Article II – Membership
A. Composition: The RJOB shall consist of the following 18 members2:
Ex‐Officio Members:
1. The Sheriff or his designee;
2. The Chief Probation Officer or his designee;
3. The Public Defender or her designee;
4. The District Attorney or her designee;
Other Appointed Members:
5. A representative from the Superior Court, as a non-voting member;
6. A representative from a local law enforcement agency, nominated by the Contra
Costa County Police Chiefs’ Association;
7. A representative from the Contra Costa County Office of Education;
8. A representative from a Local School District;
9. A representative from Contra Costa County Health Services Department;
Appointed Members (appointed by the Board of Supervisors):
10. Nine community-based representatives, including:
• two members of the Contra Costa Racial Justice Coalition,
1 Item D.8. Contra Costa County Board of Supervisors Meeting. December 4, 2018.
Link 1:
http://64.166.146.245/agenda_publish.cfm?id=&mt=ALL&get_month=12&get_year=2018&dsp=agm&seq=35972
&rev=0&ag=1165&ln=71059&nseq=35992&nrev=0&pseq=35929&prev=0#ReturnTo71059
Link 2 (pdf):
http://64.166.146.245/public//print/ag_memo_pdf_popup.cfm?seq=35972&rev_num=0&mode=CUSTOM
2 Racial Justice Oversight Body webpage. https://contra-
costa.granicus.com/boards/w/26cad49fec719903/boards/27221
149
2
• two individuals with prior personal criminal or juvenile justice system
involvement,
• three representatives from community-based organizations (CBO) that
work with justice involved populations, including at least one person who
works directly with youth,
• one representative from a faith-based organization, and
• one representative that is either a school age young person, or from a
CBO who provides services to school age youth.
B. Terms of Office: Ex‐Officio and Other Appointed members shall serve during their terms of office
or appointment. Members appointed by the Board of Supervisors shall have two-year terms
beginning on the date of appointment by the Board, but shall serve at the pleasure of the Board
of Supervisors and may be removed from office by a majority vote of the Board of Supervisors
(See Board of Supervisors Resolution No. 2011/497). Members are required to participate in all
scheduled quarterly meetings and are expected to regularly participate in at least one (1)
Subcommittee throughout the duration of their membership term.
C. Resignation: Any appointed member may resign by giving written notice to the Clerk of the
Board of Supervisors.
D. Vacancies: The Body shall comply with the system for new appointments, resignations, and
replacements for Appointed Members as specified by the Contra Costa County Board of
Supervisors. Whenever an unscheduled vacancy occurs, the Board of Supervisors will fill the
vacancy pursuant to Government Code Section 54974. The term for the incoming member will
be to fill the vacancy for the remainder of the original term.
E. Absences: Members of the Body who have two (2) consecutive unexcused absences from the
scheduled quarterly meetings or who have not fulfilled their duties for a three-month period
may be declared inactive by the Body. This inactive seat may be declared vacant and filled by
the Board of Supervisors.
F. Alternates: Ex-Officio and Other Appointed members of the Body may be represented by an
alternate if the member is: (1) a County (or other public entity) officer; and (2) authorized to
appoint deputies, pursuant to Government Code Section 24101 (or other applicable law). An
alternate has all the duties, rights, and responsibilities of the member they represent.
G. Training Requirements:
1. Members must view the following training videos within 60 days of appointment.
• Brown Act and Better Government Ordinance Training Video3
• Ethics Training4
2. Members must complete “Training Certification for Members of a County Advisory
Body”.5
3 Link https://www.contracosta.ca.gov/7632/Training-Resources
4 Link https://www.contracosta.ca.gov/7632/Training-Resources
5 Contra Costa County Advisory Body Handbook. Contra Costa County Office of the Clerk of the Board. April 2012.
Page 86. http://www.co.contra-costa.ca.us/DocumentCenter/View/7614/2102MACHandbook?bidId=
150
3
3. Members must attend any future trainings deemed necessary by the Body or
required by law.
Article III – Structure
A. Officers: The Body shall have two co-chairs: one Ex-officio member and one Appointed member.
The Co-chairs shall be elected by the members of the Body. The Co-Chair(s) will preside at all
meetings and proceed with the business of the Body in a manner prescribed in these Bylaws.
The Co-chairs will also decide questions of parliamentary procedure as needed. Co-chairs shall
serve a term of two (2) years.
B. Other Committees: The Body may establish up to three Subcommittees to address specific
issues or concerns.
1. Subcommittees may only be composed of Body members.
2. Subcommittees must report back to the Body at the Body’s regularly scheduled
meetings.
3. Subcommittee decisions shall be made by vote and governed by voting and quorum
rules set forth in these Bylaws. Decisions and voting tallies will be recorded in the
meeting summary report.
4. Subcommittees shall not engage in activities that are not within the purpose and
responsibilities outlined in these Bylaws and the BOS approved recommendations
from the Racial Justice Taskforce.
5. The Subcommittees may recommend policies and decisions falling within their
scope of authority to the full Body for approval, however the Subcommittees have
no authority to establish policy, make decisions, or hold non‐public meetings.
6. Each Subcommittee will function with a Subcommittee Chair(s). The Subcommittees
Chair(s) shall be responsible for conducting the Subcommittee’s meetings,
developing and distributing agendas, convening any necessary working groups, and
ensuring compliance with the Bylaws of the Body. Subcommittee chairs will be
elected by the Subcommittee.
Article IV – Meetings
A. Regular Meetings: Regular meetings of the Body and each Subcommittee shall be held at least
once during each calendar year quarter based on a schedule adopted by the Body and that
schedule may be changed as needed. In addition, regularly scheduled meetings may be canceled
by a majority vote of the Body or, for lack of business or lack of a quorum, by the Chair(s).
B. Special Meetings: Special meetings of the Body or any other committees may be called by the
Chair(s) at any time. Such meetings shall be called in accordance with the provisions of the
Brown Act and the Contra Costa County Better Government Ordinance.
C. Quorum: A quorum of the Body shall be a majority of the members or their alternates. A
quorum of a Subcommittee shall be a majority of the Body members or alternates assigned to
the Subcommittee. A “majority” of the members means more than half of the authorized
members, including any authorized alternates present for an absent member, whether or not all
151
4
of the positions have been filled. No action shall be taken unless a quorum of members is
present for a meeting. If a quorum is not present, the meeting must be adjourned to the next
regular meeting. If a quorum is lost during the course of a meeting, following the loss of the
quorum the remaining members present must adjourn to the next regularly scheduled meeting.
D. Voting: Each member of the Body or any Subcommittee has one vote, and a majority vote of the
members present at a meeting is needed to pass a motion. No action can be taken without
quorum.
E. Conflict of Interest: A member of the Body must6
1. Avoid even the appearance of a conflict of interest.
2. Serve the needs and wishes of all citizens equally without regard for wealth.
3. Perform duties fairly, free from bias caused by financial interests of one’s self or
supporters.
4. As a general rule, no member shall participate as a member in any discussion or
voting if doing so would constitute a conflict of interest.
F. Order of Business: The regular order of business of the Body or any other Subcommittee shall
be:
1. Call to order
2. Public comment on unagendized items within the Body’s (or Subcommittee’s)
jurisdiction
3. Approve Record of Action from prior meeting
4. Consideration and action on agenda items
5. Adjournment
G. Public Access: All meetings of the Body and its Subcommittees shall be open and accessible to
the general public and held in accordance with the Ralph M. Brown Act and the Contra Costa
County Better Government Ordinance. Opportunity for public comment will be included in each
agenda item. In the interest of facilitating the business of the Body or standing committee, the
Chair(s) may set in advance of the presentation of public input reasonable time limits for oral
presentation.
Article V – Administration
The Body shall obtain staff support from the County Administrator’s Office of Reentry and Justice. The
staff will be responsible for the compilation and distribution of Body and Subcommittee meeting notices
and agendas. All records shall be maintained by appropriate staff.
Members of the Body shall serve without compensation and shall not receive reimbursement for any
expenses incurred while conducting official business.
Article VI – Changes to Bylaws
6 Resolution No. 2002/376: Board Policies Concerning Conflicts of Interest and Open Meeting Requirements
(Appendix 5 of the Advisory Body Handbook)
152
5
The provisions of these Bylaws may be altered, amended or repealed by the Body, within the limitations
imposed by the Brown Act, the Contra Costa County Better Government Ordinance and the policies of
the Contra Costa County Board of Supervisors. No such alteration, amendment or repeal shall be
effective unless and until the change has been approved by the Board of Supervisors.
153
1
CONTRA COSTA COUNTY
RACIAL JUSTICE OVERSIGHT BODY
BY-LAWS
(Adopted by the Racial Justice Oversight Body on November 4, 2021)
Article I – Purpose
The Racial Justice Oversight Body (RJOB or Body) was established by the Contra Costa County Board of
Supervisors to oversee the implementation of the recommendations made by the Racial Justice Task
Force, and accepted, as specified, by the Board of Supervisors.1
Article II – Membership
A. Composition: The RJOB shall consist of the following 18 members2:
Ex‐Officio Members:
1. The Sheriff or his designee;
2. The Chief Probation Officer or his designee;
3. The Public Defender or her designee;
4. The District Attorney or her designee;
Other Appointed Members:
5. A representative from the Superior Court, as a non-voting member;
6. A representative from a local law enforcement agency, nominated by the Contra
Costa County Police Chiefs’ Association;
7. A representative from the Contra Costa County Office of Education;
8. A representative from a Local School District;
9. A representative from Contra Costa County Health Services Department;
Appointed Members (appointed by the Board of Supervisors):
10. Nine community-based representatives, including:
• two members of the Contra Costa Racial Justice Coalition,
1 Item D.8. Contra Costa County Board of Supervisors Meeting. December 4, 2018.
Link 1:
http://64.166.146.245/agenda_publish.cfm?id=&mt=ALL&get_month=12&get_year=2018&dsp=agm&seq=35972
&rev=0&ag=1165&ln=71059&nseq=35992&nrev=0&pseq=35929&prev=0#ReturnTo71059
Link 2 (pdf):
http://64.166.146.245/public//print/ag_memo_pdf_popup.cfm?seq=35972&rev_num=0&mode=CUSTOM
2 Racial Justice Oversight Body webpage. https://contra-
costa.granicus.com/boards/w/26cad49fec719903/boards/27221
154
2
• two individuals with prior personal criminal or juvenile justice system
involvement,
• three representatives from community-based organizations (CBO) that
work with justice involved populations, including at least one person who
works directly with youth,
• one representative from a faith-based organization, and
• one representative that is either a school age young person, or from a
CBO who provides services to school age youth.
B. Terms of Office: Ex‐Officio and Other Appointed members shall serve during their terms of office
or appointment. Members appointed by the Board of Supervisors shall have two-year terms
beginning on the date of appointment by the Board, but shall serve at the pleasure of the Board
of Supervisors and may be removed from office by a majority vote of the Board of Supervisors
(See Board of Supervisors Resolution No. 2011/497). Members are required to participate in all
scheduled quarterly meetings and are expected to regularly participate in at least one (1)
Subcommittee throughout the duration of their membership term.
C. Resignation: Any appointed member may resign by giving written notice to the Clerk of the
Board of Supervisors.
D. Vacancies: The Body shall comply with the system for new appointments, resignations, and
replacements for Appointed Members as specified by the Contra Costa County Board of
Supervisors. Whenever an unscheduled vacancy occurs, the Board of Supervisors will fill the
vacancy pursuant to Government Code Section 54974. The term for the incoming member will
be to fill the vacancy for the remainder of the original term.
E. Absences: Members of the Body who have two (2) consecutive unexcused absences from the
scheduled quarterly meetings or who have not fulfilled their duties for a three-month period
may be declared inactive by the Body. This inactive seat may be declared vacant and filled by
the Board of Supervisors.
F. Alternates: Ex-Officio and Other Appointed members of the Body may be represented by an
alternate if the member is: (1) a County (or other public entity) officer; and (2) authorized to
appoint deputies, pursuant to Government Code Section 24101 (or other applicable law). An
alternate has all the duties, rights, and responsibilities of the member they represent.
G. Training Requirements:
1. Members must view the following training videos within 60 days of appointment.
• Brown Act and Better Government Ordinance Training Video3
• Ethics Training4
2. Members must complete “Training Certification for Members of a County Advisory
Body”.5
3 Link https://www.contracosta.ca.gov/7632/Training-Resources
4 Link https://www.contracosta.ca.gov/7632/Training-Resources
5 Contra Costa County Advisory Body Handbook. Contra Costa County Office of the Clerk of the Board. April 2012.
Page 86. http://www.co.contra-costa.ca.us/DocumentCenter/View/7614/2102MACHandbook?bidId=
155
3
3. Members must attend any future trainings deemed necessary by the Body or
required by law.
Article III – Structure
A. Officers: The Body shall have two co-chairs: one Ex-officio member and one Appointed member.
The Co-chairs shall be elected by the members of the Body. The Co-Chair(s) will preside at all
meetings and proceed with the business of the Body in a manner prescribed in these Bylaws.
The Co-chairs will also decide questions of parliamentary procedure as needed. Co-chairs shall
serve a term of two (2) years.
B. Other Committees: The Body may establish up to three Subcommittees to address specific
issues or concerns.
1. Subcommittees may only be composed of Body members.
2. Subcommittees must report back to the Body at the Body’s regularly scheduled
meetings.
3. Subcommittee decisions shall be made by vote and governed by voting and quorum
rules set forth in these Bylaws. Decisions and voting tallies will be recorded in the
meeting summary report.
4. Subcommittees shall not engage in activities that are not within the purpose and
responsibilities outlined in these Bylaws and the BOS approved recommendations
from the Racial Justice Taskforce.
5. The Subcommittees may recommend policies and decisions falling within their
scope of authority to the full Body for approval, however the Subcommittees have
no authority to establish policy, make decisions, or hold non‐public meetings.
6. Each Subcommittee will function with a Subcommittee Chair(s). The Subcommittees
Chair(s) shall be responsible for conducting the Subcommittee’s meetings,
developing and distributing agendas, convening any necessary working groups, and
ensuring compliance with the Bylaws of the Body. Subcommittee chairs will be
elected by the Subcommittee.
Article IV – Meetings
A. Regular Meetings: Regular meetings of the Body and each Subcommittee shall be held at least
once during each calendar year quarter based on a schedule adopted by the Body and that
schedule may be changed as needed. In addition, regularly scheduled meetings may be canceled
by a majority vote of the Body or, for lack of business or lack of a quorum, by the Chair(s).
B. Special Meetings: Special meetings of the Body or any other committees may be called by the
Chair(s) at any time. Such meetings shall be called in accordance with the provisions of the
Brown Act and the Contra Costa County Better Government Ordinance.
C. Quorum: A quorum of the Body shall be a majority of the members or their alternates. A
quorum of a Subcommittee shall be a majority of the Body members or alternates assigned to
the Subcommittee. A “majority” of the members means more than half of the authorized
members, including any authorized alternates present for an absent member, whether or not all
156
4
of the positions have been filled. No action shall be taken unless a quorum of members is
present for a meeting. If a quorum is not present, the meeting must be adjourned to the next
regular meeting. If a quorum is lost during the course of a meeting, following the loss of the
quorum the remaining members present must adjourn to the next regularly scheduled meeting.
D. Voting: Each member of the Body or any Subcommittee has one vote, and a majority vote of the
members present at a meeting is needed to pass a motion. No action can be taken without
quorum.
E. Conflict of Interest: A member of the Body must6
1. Avoid even the appearance of a conflict of interest.
2. Serve the needs and wishes of all citizens equally without regard for wealth.
3. Perform duties fairly, free from bias caused by financial interests of one’s self or
supporters.
4. As a general rule, no member shall participate as a member in any discussion or
voting if doing so would constitute a conflict of interest.
F. Order of Business: The regular order of business of the Body or any other Subcommittee shall
be:
1. Call to order
2. Public comment on unagendized items within the Body’s (or Subcommittee’s)
jurisdiction
3. Approve Record of Action from prior meeting
4. Consideration and action on agenda items
5. Adjournment
G. Public Access: All meetings of the Body and its Subcommittees shall be open and accessible to
the general public and held in accordance with the Ralph M. Brown Act and the Contra Costa
County Better Government Ordinance. Opportunity for public comment will be included in each
agenda item. In the interest of facilitating the business of the Body or standing committee, the
Chair(s) may set in advance of the presentation of public input reasonable time limits for oral
presentation.
Article V – Administration
The Body shall obtain staff support from the County Administrator’s Office of Reentry and Justice. The
staff will be responsible for the compilation and distribution of Body and Subcommittee meeting notices
and agendas. All records shall be maintained by appropriate staff.
Members of the Body shall serve without compensation and shall not receive reimbursement for any
expenses incurred while conducting official business.
Article VI – Changes to Bylaws
6 Resolution No. 2002/376: Board Policies Concerning Conflicts of Interest and Open Meeting Requirements
(Appendix 5 of the Advisory Body Handbook)
157
5
The provisions of these Bylaws may be altered, amended or repealed by the Body, within the limitations
imposed by the Brown Act, the Contra Costa County Better Government Ordinance and the policies of
the Contra Costa County Board of Supervisors. No such alteration, amendment or repeal shall be
effective unless and until the change has been approved by the Board of Supervisors.
158
2021-22 Racial Justice Oversight Body
Seat
The Sheriff or designee
The Chief Probation Officer or designee
The Public Defender or designee
The District Attorney or designee
Superior Court representative (Non-Voting)
Local Law Enforcement representative (Nominated by CCC PCA)
Contra Costa County Office of Education representative
Local School District representative (Mt. Diablo/West Contra Costa/Antioch)
Health Services Department representative
Community-based Representative, Seat 1 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 2 (Nominated by Racial Justice Coalition)
Community-based Representative, Seat 3 (Prior personal criminal justice involvement)
Community-based Representative, Seat 4 (Prior personal criminal justice involvement)
Community-based Representative, Seat 5 (CBO work w/ justice involved youth)
Community-based Representative, Seat 6 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 7 (CBO work w/ justice involved of any age)
Community-based Representative, Seat 8 (Faith-based organization)
Community-based Representative, Seat 9 (School age youth or CBO of youth services)
1 *PPC approved candidates to be recommended for Board appointment as of 6/27/2022.
Appointee
Melissa Klawuhn
Esa Ehmen-Krause
Ellen McDonnell (Co-Chair)
Diana Becton
Matthew Malone
Bisa French
Lynn Mackey
LaShante Smith
Gilbert Salinas
Tamisha Walker (Co-Chair)
Jeff Landau
Michael Pierson
Chala Bonner
Stephanie Medley
Ronell Ellis
Cheryl Sudduth
Vacant*
Vacant*1
Term Expiration
ex-officio
ex-officio
ex-officio
ex-officio
other appointed
December 31, 2022
other appointed
December 31, 2022
other appointed
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
December 31, 2022
159
Racial Justice Oversight Body Work Plan
RJOB
Goal: Oversee the implementation of the recommendations made by the Racial Justice Task Force (RJTF).
Objective Activity Lead & Team Completion
Date
Deliverable
Objective 1: Seek funding to
implement improved
procedural justice practices
and implicit bias training
Objective 2: Ensure inclusion
of de-escalation and
behavioral health
intervention trainings into
local enforcement regional
academy and/or dept.
orientations
1. Identify and apply/ask for
funding for procedural justice
and implicit bias training –
recommendations reported out
to the RJOB and BOS
2. Identify trainers/agencies to
deliver procedural justice and
implicit bias training –
recommendations reported out
to the RJOB and BOS
3. Work with the Chief’s
Association to create a forum to
share information and
strengthen procedural justice
and implicit bias practices
4. Provide procedural justice and
implicit bias training to all staff
1. Identify best de-escalation,
behavioral health intervention
training(s), and similar or
related programs available
within the area
2. Recommend the best training(s)
from this list
RJOB, Office of
Reentry and Justice
(ORJ)
RJOB, ORJ
ORJ has identified
funding and
contractor
(Fogbreak Justice)
to provide
Procedural Justice
and Implicit Bias
trainings for
justice-related
department staff
and RJOB in FY 18-
19, 19-20.
Required Deliverables 1: Agenda item
at RJOB and BOS meetings to discuss
potential sources of funds (including
the county itself); finalized applications
as approved by the BOS for outside
funding sources (grants, etc.); list of
potential trainers and
recommendation on which can deliver
training in the most robust and
impactful way within budget; create a
planned/publicized forum on
improving police practices;
certification from all hired law
enforcement staff that they completed
the training(s)
Required Deliverables 2: List of
possible trainings/trainers;
recommendation selecting a trainer;
contract to provide this training;
agenda item/application for funding
for training; contract with training
organization.
160
Objective 3: Provide
resources to
incentivize/provide schools
with non-punitive discipline
practices such as PBIS and RJ
as well as behavioral health
and early intervention
services for youth
Objective 4: County criminal
justice agencies shall
establish formal partnerships
with community-based
organizations to provide
greater capacity for
i. diversion
ii. reentry programs
iii. alternatives to detention
iv. pretrial services
v. in-custody programming
3. Ask/apply for necessary funds
to hire training staff
4. Contract with training
organizations to provide this
training
5. Monitor police contacts for
signs of
effectiveness/improvement
1. Identify funding to provide
resources to schools which are
implementing or expanding
non-punitive discipline practices
2. Apply for identified funding
sources as approved by the BOS
3. Identify and agree upon schools
and programs to be funded
1. Identification of program needs
within the county, including
location needs
2. Identification of community
based organizations with the
potential or capacity to fill the
program needs
3. Identification of county justice
system or enforcement agency
requirements for each type of
program listed in Objective 4
4. Formal recommendations about
changes to agency requirements
as well as trainings, funding, etc.
necessary to support compliant
program development by CBOs.
Diversion
Subcommittee, ORJ
CEF Subcommittee,
Diversion
Subcommittee
Partnerships are
underway in ORJ,
Probation, Public
Defender, Sheriff’s
Office, and the
District Attorney’s
Office.
Required Deliverables 3: List of
identified funding sources; completed
funding applications; funds
delivered/distributed to participating
schools and programs which are highly
publicized
Required Deliverables 4: lists of
identified and demonstrated needs;
lists of identified CBOs/programs to fill
the program needs; lists of criteria and
requirements for programs to partner
with county agencies; list of
recommendations about current
requirements for county partnership
161
Objective 5:
The Public Defender’s Office
shall hire social workers who
can assess clients’
psychosocial needs and link
them to services
Objective 6: All CBOs shall be
evaluated for efficacy and
effectiveness of program
goals and objectives to
ensure populations are
appropriately served.
Community input shall be an
integral part of this process
Objective 7: Establish a
community capacity fund to
build the capacity of
community-based
organizations – especially
those staffed by formerly
incarcerated individuals – to
contract with the County and
provide services to reentry
clients
Objective 8: Encourage the
Superior Court to return to
the process of jury selection
whereby jurors are called to
1. Support the data
subcommittee’s work to
evaluate program effectiveness
1. Reach out to the BOS for
funding to help endow/support
the community capacity fund
AND identify and apply for other
funding sources (grants, RFPs,
etc.)
2. Develop list of qualifications and
application process for the fund.
3. Establish meeting structure to
support CBOs and allocate funds
as necessary
1. Review research material done
on the issue by area students
Public Defender’s
Office
ORJ, CEF
Subcommittee
CEF Subcommittee,
ORJ
RJOB, ORJ
Accomplished in
2019
The ORJ has
undertaken
program
evaluation of
reentry programs
since 2014.
A Capacity
Building project
was launched by
the ORJ in FY 18-
19 with one-time
funding of $125k.
Required Deliverable 5: additional
social workers were hired to assess
clients’ psychosocial needs and link
them to services.
Required Deliverables 5: data
template for CBOs; training on data
collection/capacity building; regularly
collected data reports by
race/ethnicity for CBOs
Required Deliverable 6: agenda item
with BOS; list of other sources,
completed applications for funds; list
of qualifications for fund, formalized
application process; calendared
meetings to allocate funds
Required Deliverables 7: Formal
request for agreed upon changes
based on research, potential meeting
with Superior Court to further discuss
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service to their local branch
court for misdemeanor trials
as well as general equitable
jury pool selection/inclusion.
Objective 9:
The Public Defender’s Office,
either directly or through
partnerships with
community-based
organizations, should offer
civil legal representation to
clients as well as immigration
representation and services.
For youth, this should focus
on educational advocacy.
Objective 10:
Expand eligibility for Pre-Trial
Services and increase Pre-
2. Determine/prioritize potential
areas for impact, examples
include:
• Transportation
• Funding
• Childcare
• Parking
1. Exploring partnerships with
community based organizations
to these ends
2. Exploring new positions/staffing
for education advocacy as well
as immigration defense
1. Review current eligibility criteria
for Pre-Trial Services with a
racial equity lens
RJOB, Public
Defender’s Office
RJOB
The Public
Defender has
secured grant
funding to
contract with a
CBO to provide
some civil legal
services to a
limited population.
Stand Together
Contra Costa
provides
immigration
related services.
Public Defender
also has a fulltime
attorney doing
education
advocacy for
juvenile clients,
paid for through
the Juvenile Block
Grant.
the justifications for the proposed
changes
Required Deliverables 8: Meetings
with community based organizations
to discuss partnerships, MOUs
between partner organizations and the
Public Defender’s Office, relevant job
postings
Required Deliverables 9: Formal
written recommendations for Pre-Trial
Services eligibility criteria and for bail
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Trial Services staffing, with a
focus on reducing racial
disparities and replacing the
money bail system
Objective 11: Ensure
collection/reporting of
accurate data in all criminal
justice and law enforcement
agencies countywide
2. Make recommendations for
new eligibility criteria which
reduce racial and ethnic
disparities
3. Review bail policies in
comparison to other
jurisdictions with new
approaches, make
recommendations for new bail
policy
1. Development of excel
spreadsheet to be used as data
template among all criminal
justice and law enforcement
agencies in the county
2. Development of memorandum
of understanding (MOU) setting
forth countywide data collection
and reporting practices to be
agreed upon by all relevant
agencies
3. Supporting development of data
capacity and recommending
practice changes to ensure that
all requested fields and
categories of data are
accurately recorded and
reported by each agency after
the template has been finalized
(reported out to and
approved/supported by the
RJOB)
4. Addressing any and all privacy
concerns and other issues raised
by county agencies through
Data
Subcommittee,
Burns Institute, ORJ
policies/practices, potential meeting
with Pre-Trial Services to present these
recommendations and hear feedback
Required Deliverables 10:
Spreadsheet template with all relevant
fields that will be required to be
reported by each agency; finalized
MOU document signed by agency
executives for each relevant agency in
the county; recommendations for
improving data capacity as necessary;
training materials to support improved
data collection practices as necessary;
data reports from countywide
agencies in compliance with the MOU
and data template
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Objective 12: Provide analysis
of interventions implemented
through the RJTF and RJOB to
measure efficacy and assess
impact on racial disparities
training, recommendations and
negotiations (if necessary) with
county agencies (reported out
to and approved/supported by
the RJOB)
5. Collection/review and
monitoring of data collected via
the processes listed above and
sharing of that data with the
RJOB
6. Development of countywide
training on ethnicity data
collection best practices to
improve the accuracy of data
regarding the Latinx population
1. Assessment of current data
capacity for relevant CBOs and
other agencies to report
relevant data showing impact of
RJTF/RJOB alternatives and
interventions
2. Support of the development of
capacity in relevant agencies to
collect/report relevant data
showing impact of reforms
3. Regular review/monitoring of
that data and the development
of recommendations to improve
programs and/or practices as
necessary
Data
Subcommittee,
Burns Institute, ORJ
Required Deliverable 11: Regular
reports by race/ethnicity measuring
the effectiveness of programs and
interventions; lists of
recommendations from the RJOB to
improve programs and practices as
necessary
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Objective 13: The County
and/or RJOB shall collaborate
with the Community
Corrections Partnership-
Executive Committee (CCP-
EC) to consider increasing
realignment funding for
community services.
Objective 14: Expand the
current pre-release pilot to
serve all individuals in
custody
CEF Subcommittee,
ORJ
County Office of
Education
Already
accomplished in
Sept 2019
Required Deliverable 14: Pre-release
planning programs available at all
detention facilities in the County.
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Contra Costa County
Racial Justice Oversight Body
2021 Final Project Report
Introduction
The W. Haywood Burns Institute (BI) was established to provide local jurisdictions with
practical, proven approaches for reducing racial and ethnic disparities (R.E.D.). For over 15
years, the BI has successfully worked with jurisdictions in more than 40 states to reduce R.E.D.
by leading traditional and non-traditional stakeholders through a data-driven, community-
informed, and consensus-based process. It is the BI’s experience that local jurisdictions can
implement successful and sustainable strategies that reduce R.E.D. by examining key decision-
making points within the justice system.
The purpose of this report is to provide feedback on the progress and potential of the Racial
Justice Oversight Body to promote equity and reduce R.E.D. in Contra Costa County. This report
is not intended to be a comprehensive assessment of Contra Costa County’s racial equity work
nor a full assessment of whether and to what extent R.E.D. exists within the county. Rather, this
report is intended to share observations and recommendations with Contra Costa County to guide
the RJOB’s work with an equity lens.
Structure
The Racial Justice Oversight Body (hereinafter ‘RJOB’ or ‘Body’) is comprised of 18 overall
members, including nine community representatives that include representatives of local
community-based organizations (CBOs) and nine representatives from specified local County
agencies. It is quite rare for the Burns Institute to see such an even representation of system and
community stakeholders, an approach we consistently advocate for, but which is usually not
fully executed (the court is one of the nine County agency members and hold the seat as a non-
voting member). In keeping with this composition, we encouraged the Body to elect two co-
chairs, one a community stakeholder and one a systems stakeholder. In 2021, the Body duly
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elected Ellen McDonnell of the Contra Costa County Public Defender’s Office and Tamisha
Walker of the Safe Return Project as co-chairs.
Additionally, the RJOB has three subcommittees which meet monthly to allow for more
intensive and subject-matter specific action in their respective areas. Those subcommittees are as
follows:
• Community Engagement & Funding (CEF) Subcommittee, chaired by Jeff Landau of the
Contra Costa County Racial Justice Coalition
• Data Subcommittee, chaired by Rebecca Vichiquis of the County Office of Education
• Diversion Subcommittee, chaired by Stephanie Medley of the RYSE Center
Over the course of 2021, the Community Engagement & Funding Subcommittee has met a total
of eight times, while the Data Subcommittee has met a total of ten times, and the Diversion
Subcommittee has met a total of nine times.
Background
The operative word for the RJOB in 2021 was transition. From shifts within the ORJ to
unforeseen changes within the Body itself, much has changed over the course of the year. Many
of these cost the group time and momentum, often displacing continuity. Despite those setbacks,
the work has continued as much as possible, with new members joining the Body, others leaving
it, and some significant leadership changes within the Body at large as well as within the
subcommittees.
Additionally, burnout may have played a significant role in the relative lack of momentum on
some of the year’s identified objectives and goals. Many of the RJOB members work on several
other similarly situated advisory boards or other collaborative spaces working to create positive
changes within the County. This has a significant impact because much of the work requires
additional working meetings beyond the regularly scheduled meetings scheduled for each
subcommittee. Because so many of the members have a severely limited amount of time to
dedicate to ad-hoc meetings, it can be difficult to have the participation and focus required to
move some of these meetings along.
Significant progress involving data collection, analysis, and public reporting remained a central
focus throughout the year considering the fact that the RJOB is reliant on individual agencies to
agree to share data in order to meet the Body’s goals and objectives. While there is plenty of
work left to be done, the Body is beginning to hit a stride in making requests, following up, and
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making the data it has received so far available to the public. However, with many County
agencies not yet sharing data with the RJOB, and data remaining imperative to nearly every
objective, data will remain a focal point of the work as it continues in 2022.
Observations and Findings
I. Activities and Accomplishments
The RJOB has continued to work toward its identified priorities within its work plan. Much of
this work is divided among the subcommittees – Community Engagement and Funding, Data,
and Diversion. Led by the Data subcommittee, the RJOB petitioned both the Police Chiefs’
Association and Mayors’ Conference at meetings this year. Representatives made formal
requests for local police departments to share race/ethnicity data concerning local jail
admissions, which will provide greater transparency while leading to insightful analysis to
inform policy and practice changes. The RJOB also discussed background check and recruitment
processes for law enforcement agents within the County after receiving concerned public
comment. Finally, due to state legislative changes, the RJOB has asked for the creation of a
Sheriff Oversight Board pursuant to government code section 25303.7 and refer back to RJOB
for recommendations regarding its charge and composition. The complete list of Body actions
taken this year are as follows:
• 5/6/21: On behalf of the CEF Subcommittee, to strongly recommend to the BOS that they
endorse the creation of the Miles Hall Non-Police Response Unit and AB 988 (The Miles
Hall Lifeline Act).
• 5/6/21: On behalf of the CEF Subcommittee, to request initial funding from the BOS for
technical assistance with development of a proposal for a two-phase, hybrid cohort
community capacity fund.
• 5/6/21: On behalf of the Data Subcommittee, request a commendation to Probation at the
BOS for their engagement in the subcommittee and their willingness to share data and
promote transparency.
• 8/5/21: RJOB urges the BOS to create a Sheriff Oversight Board pursuant to government
code section 25303.7 and refer back to RJOB for recommendations regarding its charge
and composition.
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• 11/4/21: Approved changes to Body membership and bylaws resulting from existing
vacancies and address challenges with maintaining quorum.
Despite the numerous activities and accomplishments listed, the bulk of the RJOB’s work resides
within the subcommittees. Each subcommittee’s work is detailed below:
A. The Community Engagement and Funding Subcommittee has worked to define
guidelines for the development of a community capacity fund, ultimately leading to a
recommendation to the Board of Supervisors to enlist the services of a technical
assistance provider to assist with fund development and provide substantive support,
consultation, and financial support to participating community-based organizations. The
CEF subcommittee has also been working toward hosting a community data forum, in
partnership with the Data subcommittee, to engage and support community conversations
surrounding the publicly accessible data retrieved by the Body. The CEF was unable to
sustain the momentum it built last year on the objective of working toward a Youth
Advisory Council, which would provide youth the opportunity to be heard and make
contributions toward the recommendations regarding the criminal legal system and its
policies for those under the age of 18. These efforts will re-launch in 2022.
B. The Data Subcommittee has seen significant progress this year, spearheading efforts to
support RJOB’s leadership in presenting to both the Police Chiefs’ Association as well as
the Mayor’s Conference. In addition to developing these presentations, the Data
subcommittee has submitted written requests to the DA’s office and has received a
preliminary response. Additionally, this subcommittee has secured data on a quarterly
basis from the Sheriff’s Office, the Probation Department, and the County’s Office of
Education. Furthermore, the subcommittee has supported posting these data reports and
findings on the RJOB’s webpage, making all of the data it currently receives available to
the public. While this is not a dashboard, until logistics and content for a fully
functioning dashboard are fully executed, this is a significant step toward immediate data
transparency. The data subcommittee is also supporting the development of a community
forum to share current data and get community feedback, which will be held early 2022.
Finally, based on the disparities found in the data reporting at the point of arrest for youth
and juveniles and after further exploration with a few local law enforcement agencies,
this subcommittee has discovered that there is currently little to no training for law
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enforcement on engagement with youth and knowledge of adolescent brain development
and cognitive behavior. With this understanding and potential for reducing a disparity
among young people at arrest, the subcommittee is currently seeking to secure funding
for an evidence-based training program for local law enforcement officers across the
County.
C. The Diversion Subcommittee finalized its definition of diversion and proceeded to
invite presenters from various current and previous diversionary programs administered
by County agencies and local law enforcement, outlining details such as eligibility
criteria, utilization rates, offense types, etc. As the group continued to dig deeper into
diversionary programs, it became clear that while it hopes to develop specific,
programmatic recommendations for use in all county-led diversion programs, there are
relatively basic needs which must first be addressed. These include the collection of
race/ethnicity data for referrals and tracking data on successful completions vs.
unsuccessful referrals, among others. The diversion subcommittee continues to work
toward developing equitable and inclusive eligibility criteria to be used countywide.
Members of the subcommittee have identified transition aged youth as a priority
population due to lack of services and resources.
II. Attendance
The RJOB will have two vacancies entering the new year due to inactive participation and
changes in personal schedules impeding member involvement. This impacted quorum and
presented several challenges for the CEF subcommittee to hold and continue meeting
proceedings throughout the year. The CEF subcommittee canceled three meetings due to quorum
challenges – on February 11th, August 12th, and November 15th – and has made changes to its
roster later in the year in hopes to address the issues and ensure that quorum will be met going
forward. It will be important to ensure equity and inclusion going forward in filling vacancies
and would be a great idea to potentially bring on some relative newcomers to serve on the RJOB
to address the burnout issues mentioned above and bring new and evolving ideas and
perspectives to the work as a whole. The Diversion subcommittee has had two meeting
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cancellations this year, both due to presenters who were unable to submit their materials on time
for inclusion in the meeting agenda packets.
III. Proposed Work Plan/Objectives for Next Year
The RJOB will continue to work toward the objectives laid out in its initial work plan, which
primarily consists of the recommendations developed by the Racial Justice Task Force. Many of
these recommendations will be carried out by the subcommittees on behalf of the RJOB.
Therefore, each subcommittee also has a work plan which features more specific goals and
objectives developed to flesh out how that subcommittee should go about working to accomplish
each item. For the RJOB, specific objectives which will remain areas of focus for the coming
year include the following:
• Objective 7 – Establishing a community capacity fund to improve capacity of CBOs
to provide reentry services
• Objective 11 – Ensuring collection/reporting of accurate data in all criminal justice
and law enforcement agencies countywide.
While more of the work plan’s objectives may be accomplished than just those listed here, based
on current progress as well as the content of current and upcoming meeting agendas, it seems
that these identified work plan objectives are the foremost among many, and significant progress
toward these objectives will be crucial for the other objectives laid out in the work plan as it
currently stands.
In addition to the RJOB’s work plan objectives, the CEF Subcommittee will continue to work
toward its stated goal of ‘Increasing meeting and decision making accessibility and transparency’
by helping to support and develop a Youth Advisory Council to review, inform, and approve
RJOB decisions – thus increasing youth voice which has been relatively scarce to date. The CEF
subcommittee’s work is also directly aligned with RJOB Work Plan Objective 7 as listed above.
The Diversion Subcommittee will continue to work toward two main objectives as identified in
its work plan. First is ‘Objective 2: Develop separate recommendations for adult and youth
populations.’ The second is ‘Objective 3: Strive to ensure the broadest possible pool of eligible
participants in diversion’ and this will be completed by examining best practices nationally in
terms of diversion eligibility and comparing them to the current eligibility criteria within the
County to propose recommended changes.
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The Data subcommittee, in addition to its primary goal which is captured by Objective 11 above,
has also made significant progress on Objective 2, which reads in part, “Office of Reentry and
Justice shall publish data related to the demographic, criminal justice, law enforcement, and
education patterns present within the County by race/ethnicity.” Establishing the data website
which houses all the data collected and shared with the RJOB to date is in service to this
objective from the Data subcommittee’s work plan.
Recommendations
In addition to any relevant recommendations included in earlier reports, we also recommend the
following:
Building on a previous recommendation about the development of an orientation meeting and
materials for new members (with at least two vacancies left for new members potentially joining
the RJOB, and the expiration of term for all nine CBO Representatives seats, Local Law
Enforcement Representative Seat, and Local School District Representative seat at the end of
2022), we recommend a significant and coordinated effort to bring on a few members who may
not be experienced at this level. Currently, many members have much experience and are spread
thin among several engagements at the County level. This will mean spending significant time to
build the skills and confidence of the new members as the work continues, in hopes of
developing new perspectives as well as new County advocates with potentially more time to
engage this work and play an active role within it. Additionally we recommend reaching out by
e-mail to members who miss meetings, which should include a copy of the Record of Actions or
some similar document. This could help to build continuity and accountability for members who
miss meetings and may help to establish better communication in the event of scheduling issues
or other unforeseen conflicts and has had this impact in other jurisdictions.
While meetings remain virtual, we would also recommend more expansive use of programs such
as Jamboard or other collaboration tools which allow users to work on the same document in real
time. Such tools give members time to think and respond, even if some members or public
meeting attendees do not feel comfortable speaking up in a meeting, or may not have a timely
response as an agenda item prompt is announced. Additionally, these tools are helpful in
developing more of a culture within the RJOB around working meetings, which will remain a
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necessary part of the work, in addition to reports on agenda items. A balance between both
approaches is preferred in addition to ad-hoc working meetings between small groups of
subcommittee members which do not constitute a quorum.
Related to the previous recommendation, we may need to consider the practice of developing
and distinguishing working meetings from meetings which move along more quickly between
agenda items. This practice would alert members that they will be expected to engage at a
detailed level with materials, providing feedback and input. Such meetings may feature long
pauses and may not appear as polished or efficient as others, but these are expected parts of the
process when working on a document or providing feedback in real time and having such
meetings occur at designated times may help everyone to be comfortable with this meeting style
and to prepare to fully participate.
Questions remain within the RJOB about what the Body has the authority to do and at what point
it has reached the limit of its authority and must submit actions for approval by the Board of
Supervisors. Additionally, when and how to properly submit items which the Body has agreed
upon to the Board of Supervisors seems relatively unclear among RJOB members. We would
recommend that the RJOB meet with the Board of Supervisors at least semiannually, as this
would create direct communication between the two groups, allowing the Board of Supervisors
to hear directly not just the concerns and recommendations of the RJOB so that it can make the
appropriate actions or inquiries, but also the context and thought processes behind each one for
the best understanding. Such meetings would also allow the RJOB to follow up with the Board
of Supervisors for updates on recommendations and other items submitted to the Board for
approval, and would help to demystify the process of communicating with and working
alongside the Board of Supervisors to achieve important goals and objectives which are all
oriented toward more racially equitable outcomes in the Contra Costa County justice system.
Conclusion
While progress may sometimes appear to be slow, particularly considering the ambitious
recommendations set forth by the RJTF for the RJOB to implement, it is important to point out
the many strides the RJOB has been able to make this year. In particular, the Data subcommittee
is to be commended for its efforts which have resulted in receiving race/ethnicity data from
Probation, the Sheriff’s office, and County Office of Education in addition to submitting and
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presenting requests to other relevant agencies within the local criminal legal system throughout
the year. These developments are the result of hard work and will impact every level of the
Body’s work going forward, as data is extremely important to help inform system decision-
making to improve outcomes.
We will also institute a practice of prioritizing a few yearly goals among the many sweeping
recommendations and moving those ahead as efficiently as possible to continue building
momentum toward some of the larger and more challenging projects within the RJOB’s charge.
As the Body moves forward with renewed commitment to this work, orienting new members and
maintaining feedback loops among the existing membership will be crucial to ensure maximum
participation. Building a closer working relationship with the Board of Supervisors will also be
an imperative development, helping to generate more action and continuity after the RJOB
agrees to take certain action steps. This will help to eliminate burnout concerns as members
begin to see their work come to fruition and have a direct line of communication, as opposed to
feeling that much is beyond their control. In turn, that relationship will build community
confidence, not only in the RJOB but in the process of engaging systems at this level to be
accountable for racially equitable outcomes. Community confidence and buy-in surrounding
these entities and processes is extremely important to building a safer, healthier, and more
racially equitable Contra Costa County.
The BI continues to believe in the potential within the County to make pragmatic policy/practice
changes as well as the larger cultural shifts necessary to achieve that vision, and we remain
committed to the work such a vision will warrant.
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INTERNAL OPERATIONS COMMITTEE 7.
Meeting Date:07/11/2022
Subject:OPTIONS TO EXPEDITE RECRUITMENT FOR THE FILLING OF CRITICAL POSITIONS
Submitted For: Ann Elliott, Human Resources Director
Department:Human Resources
Referral No.: IOC 22/10
Referral Name: RECRUITMENT TO FILL CRITICAL COUNTY POSITIONS
Presenter: Ann Elliott, Human Resources Director Contact: Ann Elliott (925) 655-2147
Referral History:
During the April 26, 2022 Board of Supervisors meeting, the Board requested the Human Resources Director to identify and
report to the Internal Operations Committee options for replacing retired County employees more quickly. The referral came
about in the context of waiving the 180-day separation before rehiring a retiree. The Health Services Director explained that
even when an employee's retirement plans are known, the department cannot open a recruitment until the position is becomes
vacant. The County Administrator advised the Board that the County can and has created limited-term positions so that retirees'
and new hires' tenures can overlap briefly to facilitate a smoother transition. The Board requested information on available
options for key departing staff more expediently to avoid having to temporarily rehire the just-retired person while the County
recruits. The Board acknowledged that a person can retire with little or no advance notice to the County.
Referral Update:
Attached please find a short slide presentation prepared by the Human Resources Director, who will present the information.
Recommendation(s)/Next Step(s):
RECEIVE presentation from the Human Resources Director about options for quickly filling key permanent staff vacancies.
Attachments
Presentation: Staffing Options During Personnel Transitions
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Staffing Options During
Transitions
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The transition period when a County employee retires or
resigns is always challenging, but even more so when the
exiting employee is leaving a mid-level or upper management
position.
Challenges:
•“The Great Resignation”
•Retirement age decreasing
•Short notice separations
•Difficulty recruiting for individuals with management
experience
•The extended learning curve of a large public sector
entity
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Options:
•Succession planning for internal promotional opportunities
•Training programs to assist currentCounty employees with
gaining necessary experience and knowledge
•Building a culture of early notice and encouraging exiting
employees to be part of the transition plan
•Advance recruitment when notice is given more than 90 days
prior to separation
•Adding a temporary position for the same job class to allow
crossover training
•“Double -filling”current position to allow crossover training
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Advanced planning is the key, which requires collaboration
between County departments, Human Resources, and
exiting employees.
The new Professional and Organization Development team
in HR is working to build the internal pipelines to assist
current employees in preparing for promotional
opportunities and to support external candidates as they
join the County.
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