HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 06122023 - Internal Ops Agenda PktINTERNAL OPERATIONS
COMMITTEE
June 12, 2023
11:00 A.M.
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Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be
limited to two minutes).
3.RECEIVE and APPROVE the Record of Action for the May 8, 2023 Internal Operations Committee meeting.
(Julie Enea, IOC Staff)
4.CONSIDER recommending to the Board of Supervisors the appointment of Jamin Pursell to the Environmental
Organization seat and Heidi Taylor to the Environmental Organization Alternate seat on the Hazardous Materials
Commission, to complete terms that will expire on December 31, 2024; and Gretchen Salter to the General Public
Alternate seat to complete a term that will expire on December 31, 2023 and to a new four-year term that will
expire on December 31, 2027, as recommended by the Commission. (Michael Kent, Health Services Department)
5.APPROVE out of cycle grant in the amount of $10,343 from the Fish and Wildlife Propagation Fund to the Contra
Costa Resource Conservation District to cover eligible past and future costs for the 2023 Contra Costa County
Creek and Watershed Symposium to be held on October 26, 2023. (Maureen Parkes, Conservation and
Development Department)
6.CONSIDER whether the County should add Implicit Bias training to the required training curriculum for County
advisory body members. (Supervisor Andersen)
7.CONSIDER recommending to the Board of Supervisors adoption of the final draft Arts & Culture Master Plan for
Contra Costa County , to be presented to the Board of Supervisors at its meeting on June 27, 2023. (Lara
DeLaney, County Administrator's Office; Rick Stein, Arts Orange County)
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8. CONSIDER accepting report from the County Administrator on proposed updates to Administrative Bulletin No.
600, “Procurement Policies and Procedures”, approving recommendations, and directing the County Administrator
to prepare all necessary actions to implement the policy for consideration by the full Board of Supervisors.
(Timothy Ewell, County Administrator's Office)
9.The next meeting is currently scheduled for July 10, 2023.
10.Adjourn
The Internal Operations Committee will provide reasonable accommodations for persons with disabilities planning to attend
Internal Operations Committee meetings. Contact the staff person listed below at least 72 hours before the meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Internal Operations Committee less than 96 hours prior to that meeting are available for public
inspection at 1025 Escobar St., 4th Floor, Martinez, during normal business hours. Staff reports related to items on the agenda
are also accessible on line at www.co.contra-costa.ca.us.
HOW TO PROVIDE PUBLIC COMMENT:
Persons who wish to address the Internal Operations Committee during public comment on matters within the jurisdiction of
the Committee that are not on the agenda, or who wish to comment with respect to an item on the agenda, may comment in
person, via Zoom, or via call-in. Those participating in person should offer comments when invited by the Committee Chair.
Those participating via Zoom should indicate they wish to speak by using the “raise your hand” feature in the Zoom app. Those
calling in should indicate they wish to speak by pushing *9 on their phones.
All public comments will be limited to 2 minutes per speaker.
Public comments may also be submitted to Committee staff before the meeting by email or by voicemail. Comments submitted by
email or voicemail will be included in the record of the meeting but will not be read or played aloud during the meeting.
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:06/12/2023
Subject:RECORD OF ACTION FOR THE MAY 8, 2023 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 May 8, 2023 IOC meeting.
Recommendation(s)/Next Step(s):
RECEIVE and APPROVE the Record of Action for the May 8, 2023 IOC meeting.
Fiscal Impact (if any):
None.
Attachments
DRAFT IOC Record of Action for 5-8-23
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INTERNAL OPERATIONS
COMMITTEE
RECORD OF ACTION FOR
May 8, 2023
Supervisor Candace Andersen, Chair
Supervisor Diane Burgis, Vice Chair
Present: Candace Andersen, Chair
Diane Burgis, Vice Chair
Staff Present:Julie DiMaggio Enea, Staff
Attendees:Roger Renn; Rick Stein representing Arts Orange County; Lara DeLaney, Sr. Deputy
CAO; Jami Morritt, Chief Asst Clerk of the Board; Maureen Toms, DCD; Maureen
Parkes, DCD; Sharon Mackey, Health Services; Melvin Russell, Probation Dept.;
Lauren Hull, Clerk of the Board's Office; Abigail Fateman, DCD; Jill Ray, District II
Supv Office; Alicia Nuchols, District III Supervisor's Office; Enid Mendoza, Sr. Deputy
CAO; Faye Maloney, Chair, Commission for Women and Grls; Call in User 1
1.Introductions
Chair Andesen called the meeting to order at 11:00 a.m.
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers
may be limited to two minutes).
An unidentified caller commented that more information should be provided about the
performance and decision-making of applicants proposed for reappointment to board advisory
bodies.
3.RECEIVE and APPROVE the Record of Action for the April 10, 2023 IOC meeting.
The record of action for the April 10, 2023 meeting was approved as presented.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
4.RECOMMEND to the Board of Supervisors the reappointment of Jerry Holcombe to Seat 5, John Phillips
to Seat 9, and Jay Kwon to the Alternate to 4, 5 ,6 & 9 Seat on the Contra Costa County Employees'
Retirement Association Board of Trustees to new three year terms ending on June 30, 2026.
Staff reported that an additional application was received one week after the deadline, too late to
be considered with the meeting packet. Staff invited the applicant to attend and comment at
today's meeting but the applicant declined.
Chair Andersen said that she was familiar with the qualifications and performance of all three
incumbents since she also serves on the Retirement Board and attends the meetings.
DRAFT
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The Committee approved reappointment of the incumbents and directed staff to forward the
recommendations to the board of supervisors.
AYE: Chair Candace Andersen
Vice Chair Diane Burgis
5.RECEIVE status update on the functioning and activities of the Commission for Women and Girls.
Commission Chair Faye Maloney presented the status update report. She reported that the
Commission reapplied and secured an additional $25,000 grant from the California Commission
on the Status of Women and Girls, this time in the category of equipment rather than
communication. She said the Commission intends to spend the new grant on equipment needed
to host remote and in-person meetings and workshops, such as cameras, tents, tablecloths, etc.
The Commission is using the original grant to complete its new website, for translation services
and to host workshops throughout the county on the subjects of mental wellness, re-entry
following incarceration, women in trade jobs, and women in law enforcement.
She said that the requirement to return to in-person meetings has posed a hardship for current
and prospective members, who would be able to participate more fully on a virtual platform.
An unidentified caller asked if the move to increase the number of women in law enforcement
would be achieved through a reduction in the physical qualifications of police officers. Ms.
Maloney responded that women in law enforcement are and will be required to meet the same
qualifications as men in law enforcement. Women might approach physical challenges differently
but would still have to meet the same job requirements. She also commented that there are many
jobs in law enforcement other than field or detention officers, and that the message to women is
that all jobs are open pathways.
Chair Andersen suggested that the Commission consult the AB 109 Community Advisory Board
regarding re-entry programs. Vice Chair Burgis suggested doing an annual women's recognition
at a board of supervisors meeting, and encouraged the Commission to engage with the
Supervisors' offices to provide input on current issues.
The Committee thanked Ms. Maloney and accepted the report.
6.Currently in preparation for review by the Ad Hoc Committee is a draft Consultant’s report, based upon all
sources of community input, that includes a statement of Vision, Mission and Values, top line goals and
priorities for a Contra Costa County arts council to address when one is selected by the Board of
Supervisors, estimated budget, recommended action steps and timeline. The first draft will be presented
and discussed at the May 10 meeting of the Ad Hoc Committee. A revised draft will be presented at the
June meeting of the Ad Hoc Committee, with the final version to be presented to the Board of Supervisors
at its meeting on June 27, 2023.
Rick Stein presented the status update report and Lara DeLaney provided the history and context
for the report. An unidentified caller commented that the report lacked the mission, vision and
values of the proposed arts council. Ms. DeLaney explained that the current research, visioning
sessions, and interviews is the process that will help to formulate the mission, vision and values
of the arts council.
The Committee thanked Mr. Stein and Ms. DeLaney and accepted the status update.
7.ACCEPT the 2022-2023 Triennial Review Phase III, Cycle 3 Report and specific recommendations1.
DRAFT
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7.ACCEPT the 2022-2023 Triennial Review Phase III, Cycle 3 Report and specific recommendations
as summarized below:
1.
DIRECT the County Administrator/Clerk of the Board to begin implementation of Phase I of the
fourth cycle of the Triennial Review process.
a.
DIRECT the following advisory bodies to ensure agendas are posted ninety-six (96) hours
in advance of the meeting date, in compliance with the Better Government Ordinance:
Crockett-Carquinez Fire Protection District Advisory Fire Commissioni.
Iron Horse Corridor Management Program Advisory Committeeii.
b.
DIRECT the Managed Care Commission to develop specific recommendations to address
the concerns identified in this report and provide an update to the Internal Operations
Committee with a plan of action.
c.
CONSIDER referring minor suggestions about supplemental material access agenda
language and disclosures to the below advisory bodies. Supplemental material access
language should state “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 [meeting
body name ] less than 96 hours prior to that meeting are available for public inspection at [address
where records are available], during normal business hours. Staff reports related to items on the
agenda are also accessible online at [website address].
Airport Land Use Commissioni.
Alamo-Lafayette Cemetery District Board of Trusteesii.
Byron-Brentwood-Knightsen Union Cemetery District Board of Trusteesiii.
Crockett-Carquinez Fire Protection District Advisory Fire Commissioniv.
Managed Care Commissionv.
North Richmond Waste and Recovery Mitigation Fee Committeevi.
d.
CONSIDER referring minor suggestions about disability access agenda language and
disclosures to the below advisory bodies. Disability access language should state “The
[name of advisory body ] will provide reasonable accommodations for persons with disabilities
planning to attend [name of advisory body ] meetings. Contact [staff name and contact information]
at least [number] hours before the meeting.”
Airport Land Use Commissioni.
Crockett-Carquinez Fire Protection District Advisory Fire Commissionii.
Managed Care Commissioniii.
Treasury Oversight Committeeiv.
e.
CONSIDER recommending that the following advisory bodies post agendas to the Agenda
Center section of the county website to comply with Resolution No. 2020/1:
Keller Canyon Mitigation Fund Review Committeei.
Managed Care Commissionii.
f.
g. CONSIDER whether to direct the Clerk of the Board’s Office to include findings regarding hybrid
meeting compliance in the next phase of the Triennial Review.
Lauren Hull presented the staff report and recommendations. An unidentified caller commented
that the recommendations seemed passive and should be acted on by the board of supervisors
rather than the IO Committee. Staff clarified that the IOC has discretion to provide direction to
board advisory bodies regarding compliance with board-adopted policies and procedures.
Vice Chair Burgis clarified that regarding the Byron-Brentwood-Knightsen Cemetery District
board of trustees, filling seats and achieving a quorum has not been a problem but she had
advanced the suggestion of increasing the size of the governing board from three to five
members, which was rejected.
The Committee accepted the report, approved the recommendations, and directed staff to
prepare, on behalf of the IOC, follow-up memos to the named advisory bodies with direction, as
recommended in the staff report.
DRAFT
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AYE: Chair Candace Andersen
Vice Chair Diane Burgis
8.The next meeting is currently scheduled for June 12, 2023.
Chair Andersen confirmed the June 12th meeting.
9.Adjourn
Chair Andersen adjourned the meeting at 11:46 a.m.
For Additional Information Contact:
Julie DiMaggio Enea, Committee Staff
Phone (925) 655-2056, Fax (925) 655-2066
julie.enea@cao.cccounty.us
DRAFT
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INTERNAL OPERATIONS COMMITTEE 4.
Meeting Date:06/12/2023
Subject:RECOMMENDATION FOR APPOINTMENTS TO THE HAZARDOUS MATERIALS COMMISSION
Submitted For: Anna Roth, Health Services Director
Department:Health Services
Referral No.: IOC 23/5
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 mayors, 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 Environmental Organization #1 seat and Environmental Organization Alternate #1 seat were vacated due to the
resignations of Steve Linsley and Lisa Parks, respectively, and declared vacant by the Board of Supervisors on April 18, 2023
(Item C.31). The by-laws of the Hazardous Materials Commission provide for two representatives of environmental
organizations, with all applicants to any of the two “Environmental Organization” seats to be nominated by an environmental
organization, but that no particular environmental organization will have an exclusive right to nominate an individual to any one
of the two aforesaid seats or their alternates, and therefore, which environmental organizations are represented on the
Hazardous Materials Commission rests with the Internal Operations Committee and ultimately the Board of Supervisors.
The General Public Alternate seat was vacated due to the resignation of Jack Bean and declared vacant by the Board of
Supervisors on April 18, 2023 (Item C.31). The by-laws of the Hazardous Materials Commission provide for one
representative of the general public, appointed by the Board of Supervisors.
Referral Update:
The Hazardous Materials Commission recruited for the open Environmental Organization #1 seat and Environmental
Organization Alternate #1 seat for four weeks (flyer attached). The Commission received two qualifying applications
(attached). At its May 25, 2023 meeting, the Commission unanimously voted to recommend Jamin Pursell for the
Environmental Organization seat and Heidi Taylor for the Environmental Organization Alternate seat. The terms for these
seats expire on December 31, 2024. Letters of Support for Mr. Pursell and Ms. Taylor are attached.
The Hazardous Materials Commission recruited for the open General Public Alternate seat for four weeks (flyer attached). The
Commission received four qualifying applications for this seat (attached). At its May 25, 2023 meeting, the Commission
unanimously voted to recommend Gretchen Salter for the General Public Alternate seat. The term for this seat expires on
December 31, 2023.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of Jamin Pursell to the Environmental Organization seat and
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RECOMMEND to the Board of Supervisors the appointment of Jamin Pursell to the Environmental Organization seat and
Heidi Taylor to the Environmental Organization Alternate seat on the Hazardous Materials Commission, to complete terms that
will expire on December 31, 2024; and appointment of Gretchen Salter to the General Public Alternate seat to complete a term
that will expire on December 31, 2023 and to a new four-year term that will expire on December 31, 2027, as recommended by
the Commission.
Fiscal Impact (if any):
No fiscal impact.
Attachments
Media Release_HazMat Environmental Org Seat Vacancy
Media Release_HazMat Environmental Org Alternate Seat Vacancy
Media Release_HazMat General Public Seat Vacancy
Hazardous Materials Commission Roster
Application_Jamin Pursell_HazMat
Ltr of Suppport for Jamin Pursell
Application_Heidi Taylor_HazMat
Letter of Support Heidi Taylor
Application_Gretchen Salter_HazMat
Application_Frank Qin_HazMat
Application_James Boster_HazMat
Application_Martin Bond_HazMat
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Members: Fred Glueck – Chair, Soheila Bana, Tim Bancroft, Jonathan Bash, Marielle Boortz, Maureen Brennan, Drew Graham, Mark Hughes,
Jim Payne, Mark Ross, George Smith, Antony Tave, Julian Vinatieri
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
Environmental Organization Seat. You may apply if you:
live or work in Contra Costa County;
can represent an Environmental Organization;
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 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 3, 2023 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 12,
2023.
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Members: Fred Glueck – Chair, Soheila Bana, Tim Bancroft, Jonathan Bash, Marielle Boortz, Maureen Brennan, Drew Graham, Mark Hughes,
Jim Payne, Mark Ross, George Smith, Antony Tave, Julian Vinatieri
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
Environmental Organization Alternate Seat. You may apply if you:
live or work in Contra Costa County;
can represent an Environmental Organization;
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 attend monthly Commission and committee meetings 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, 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 3, 2023 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 12,
2023.
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Members: Fred Glueck – Chair, Soheila Bana, Tim Bancroft, Jonathan Bash, Marielle Boortz, Maureen Brennan, Drew Graham, Mark Hughes,
Jim Payne, Mark Ross, George Smith, Antony Tave, Julian Vinatieri
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 attend monthly Commission and committee meetings 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, 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 3, 2023 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 12,
2023.
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HAZARDOUS MATERIALS COMMISSION ROSTER
AS OF JUNE 7, 2023
Position Name Start date End date City of Residence
Business Seat 1 ‐ West Co. Council of Industries Fred Glueck 28‐Feb‐23 31‐Dec‐26 Alamo
Business Seat 1 Alt. ‐ West Co. Council of Ind.Aaron Winer 28‐Feb‐23 31‐Dec‐26 Vallejo
Business Seat 2 ‐ Industrial Association Mark Hughes 1‐Jan‐22 31‐Dec‐25 Benicia
Business Seat 2 Alternate ‐ Industrial Association Amy McTigue 1‐Jan‐22 31‐Dec‐25 Lafayette
Business Seat 3 ‐ Contra Costa Taxpayers Assoc.Andrew D Graham 28‐Feb‐23 31‐Dec‐24 Pleasant Hill
Business Seat 3 Alt. ‐ Co. Co. Taxpayers Assoc.Marjorie Leeds 1‐Jan‐21 31‐Dec‐24 Martinez
City Seat 1 Anthony L Tave 28‐Feb‐23 31‐Dec‐26 Pinole
City Seat 1 Alternate Vacancy 1‐Jan‐23 31‐Dec‐26
City Seat 2 Mark Ross 1‐Jan‐20 31‐Dec‐23 Martinez
City Seat 2 Alternate Edi Birsan 21‐Jan‐20 31‐Dec‐23 Concord
City Seat 3 Soheila V Bana 21‐Mar‐23 31‐Dec‐24 Richmond
City Seat 3 Alternate Peter K Cloven 30‐Mar‐21 31‐Dec‐24 Clayton
Environmental Engineering Firms George Smith 1‐Jan‐22 31‐Dec‐25 Walnut Creek
Environmental Engineering Firms Alternate Ronald Chinn 1‐Jan‐22 31‐Dec‐25 Lafayette
Environmental Justice Representative Maureen M Brennan 26‐Jul‐22 31‐Dec‐25 Rodeo
Environmental Justice Representative Alternate Kevin G Ruano Hernandez 18‐Apr‐23 31‐Dec‐25 San Pablo
Environmental Organizations Seat 1 Vacancy 1‐Jan‐21 31‐Dec‐24
Environmental Organizations Seat 1 Alternate Vacancy 1‐Jan‐21 31‐Dec‐24
Environmental Organizations Seat 2 Jonathan Bash 1‐Jan‐20 31‐Dec‐23 Martinez
Environmental Organizations Seat 2 Alternate Ed Morales 1‐Jan‐20 31‐Dec‐23 Martinez
General Public Tim Bancroft 22‐Feb‐22 31‐Dec‐23 Danville
General Public Alternate Vacancy 26‐Jul‐22 31‐Dec‐23
Labor Seat 1 ‐ Central Labor Council Julian Vinatieri 21‐Mar‐23 31‐Dec‐26 Vacaville
Labor Seat 1 Alternate ‐ Central Labor Council Terry A Baldwin 28‐Feb‐23 31‐Dec‐26 Concord
Labor Seat 2 ‐ United Steel Workers Local 5 Jim Payne 1‐Jan‐20 31‐Dec‐23 Martinez
Labor Seat 2 Alternate ‐ United Steel Workers Local 5 Tracy Scott 1‐Jan‐20 31‐Dec‐23 Martinez
League of Women Voters Marielle Boortz 1‐Jan‐21 31‐Dec‐24
League of Women Voters Alternate Madeline Kronenberg 1‐Jan‐21 31‐Dec‐24
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Richmond Southeast Shoreline Area Community Advisory
Group
________________________________________________________________________________________________________________________________________________________________________________________________________________________
CAG Mission Statement
Our purpose is to ensure that the interests of the entire community are included in plans for the
proper and comprehensive cleanup and ongoing monitoring of polluted sites in the Richmond
Southeast Shoreline Area. The CAG’s job is to involve all stakeholders in a public, inclusive
process leading to an appropriate clean up of polluted sites in this area.
Page 1 of 1
EXECUTIVE COMMITTEE
May 1, 2023
To: Michael Kent
County Hazardous Materials Ombudsman
Contra Costa County Hazardous Materials Commission
Re: Nomination of Jamin Pursell to the Contra Costa County Hazardous Materials Commission by the
Richmond Southeast Shoreline Area Community Advisory Group executive committee
Greetings Mr. Kent.
The Richmond Southeast Shoreline Area Community Advisory Group (CAG) executive committee is
pleased to nominate Jamin Pursell to the Environmental Organization Seat of the Contra Costa
County Hazardous Materials Commission.
Jamin participates in the Richmond Southeast Shoreline Area (RSSA) Community Advisory Group
(CAG) meetings with DTSC and other stakeholders regarding the plans for the proper and
comprehensive cleanup of the Zeneca-Stauffer research and industrial plant site on the Richmond
shoreline. This site is one of the most hazardous and complex waste sites in California, as it impacts
the broader community via high volumes of hazardous waste, as well as dispersal and leakage to
surrounding properties and public spaces. He also is the co-chair of the Richmond Shoreline Alliance
and on the Sierra Club West Contra Costa Group Exec Committee.
We strongly support this nomination as we know Jamin will be a great asset to the community and
environment on the County Hazardous Materials Commission.
Sincerely,
(electronic signature)
Maggie Lazar
Chair
Richmond Southeast Shoreline Area Community Advisory Group
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INTERNAL OPERATIONS COMMITTEE 5.
Meeting Date:06/12/2023
Subject:Out of Cycle Recommendation for Fish and Wildlife Propagation Fund Grant
Submitted For: John Kopchik, Director, Conservation & Development Department
Department:Conservation & Development
Referral No.: IOC 23/6
Referral Name: Fish and Wildlife Propagation Fund Allocation
Presenter: Maureen Parkes, DCD Contact: Maureen Parkes (925) 655-2909
Referral History:
Fish and Wildlife Propagation Fund
The Fish and Wildlife Propagation Fund was established in accordance with the California Fish and Game Code (Code) 13100
as a repository for fines collected for certain violations of the Code and other regulations related to fish and game. The most
common fines are small ($25-$150) and are processed through the four Superior Courts in Contra Costa County. The fines
typically stem from hunting or fishing violations (e.g. not possessing a valid license), and illegal dumping. Occasionally
portions of larger fines that result from violations, including failure to obtain appropriate permits for activities such as
streambed alteration, illegal take of a special status species, and pollution of waters are deposited into the Fund. As of May 31,
2023, the Fund had an available unallocated balance of $586,520.83.
Referral Update:
The Contra Costa County Fish and Wildlife Committee (FWC) requests that the Internal Operations Committee (IO) consider
an out-of-cycle Fish and Wildlife Propagation Fund (Fund) grant request from the Contra Costa Resource Conservation District
(CCRCD) for $10,343.00 to contribute to the expenditures for the 7th Quadrennial Contra Costa County Creek and Watershed
Symposium.
The FWC is requesting that the IO Committee consider the funding recommendation and make their own recommendation for
consideration by the full Board of Supervisors (Board). This memo provides background on the grant program, explains the
review process performed by the FWC and documents the FWC’s reasons for recommending grant funding for the project.
Summary of Attached Request
The Symposium will be on October 26, 2023 and held at the Pleasant Hill Community Center in Pleasant Hill, California. The
theme for this year's Symposium is Intergenerational Watershed Stewardship, which will be focused on intergenerational
watershed stewardship to open a dialogue between established watershed advocates and the emerging generation of watershed
stewards. Organizers anticipate that 250 to 300 people representing a wide variety of organizations and perspectives will attend
to learn about significant issues regarding the health of creeks and watersheds in the County.
The program will include presentations from speakers discussing interesting and relevant topics that will help educate, inspire,
and celebrate the people doing watershed work in Contra Costa County. The program will also feature a poster session, Q&A
sessions, panel discussions, an awards ceremony, refreshments, a catered lunch, and an evening reception. A field trip day is
planned for October 27th, during which attendees will have the opportunity to visit some of the restoration sites and projects
they learned about during the Symposium.
The Symposium's primary sponsor is the Contra Costa County Flood Control & Water Conservation District. The Flood
Control District has allocated $70,000 for the event. The general admission fee for the event is $45 with discounts for early bird
and student registrations. The ticket price includes admission to the event; Symposium Welcome Packet; a light breakfast; a
catered lunch and refreshments; an evening reception; and admission to field trips on October 27, 2023. The ticket price does
not cover all costs. A Fish and Wildlife Propagation Fund grant would be used to cover the venue rental fee, printing of
programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental
57
programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental
equipment; and refreshments provided by a local indigenous-owned restaurant. Expenses not covered by tickets sales and a
Fish and Wildlife Propagation Fund grant if approved, will be funded by the Flood Control District and sponsors (some of the
committed sponsors include the U.S. Fish and Wildlife Service's Partners Program, the California Department of Water
Resources, the East Contra Costa County Habitat Conservancy, Save Mount Diablo, and Restoration Design Group). Everyone
is invited to the symposium regardless of ability to contribute financially. A Fish and Wildlife Propagation Fund grant will help
keep the event ticket prices down making the event accessible to more people.
II. Reason for Recommendation/Background
Since 1996, the Fish and Wildlife Committee (FWC) has implemented a structured process for reviewing funding requests. The
intent of this structured review process was to replace case-by-case decision-making with a grant process that enables
comparative and efficient review of applications.
Occasionally, the Committee receives requests for funds outside of the regular grant cycle. These proposals must meet all the
regular requirements of applications as well as justify why the funding request should be considered outside the regular cycle.
On May 21, 1997, the FWC approved the following criteria for reviewing grant requests outside the normal grant review cycle:
The majority of projects will be reviewed simultaneously once per year. Projects can be reviewed
individually, outside the annual review cycle if:
the project is a FWC-initiated project;
delaying review of the project until the annual review cycle would cause substantial harm to the fish
and wildlife resources of the County;
the project cannot be performed at all unless funding is received from the Fish and Wildlife
Propagation Fund sooner than would be possible under the annual review cycle; or
the project has substantial matching funds which will expire unless funding is received from the Fish
and Wildlife Propagation Fund sooner than would be possible under the annual review cycle.
The Fish and Wildlife Committee helped launch the first Creek and Watershed Symposium in 1999, and has generously
supported each quadrennial symposia since then, so in some respects, it can be considered a Fish and Wildlife Committee
initiated project.
Due to the FWC’s requirement that project budgets be itemized in grant applications, CCRCD did not apply for a grant in the
normal 2023 grant cycle. Though symposium planning and related expenses had been anticipated for some time, the actual
itemized costs were not available until the spring of 2023.
In order for CCRCD to ensure that they have materials in time for the October event, they already purchased commemorative
cups and made a deposit to reserve the venue. They may need to purchase other items on the itemized budget before a
determination about the grant is made, therefore they are requesting a waiver of policy to permit reimbursement for eligible
project costs incurred prior to award of funds.
The Fish and Wildlife Committee discussed the CCRCD out-of-cycle grant application at their May 17, 2023 meeting and
unanimously approved the following recommendations:
Appropriate $10,343.00 to Contra Costa Resource Conservation District to cover certain costs for the Contra Costa
County Creek and Watershed Symposium including: venue, printing of programs, signage, name tags, and a
commemorative reusable cup for each attendee as part of the welcome packet; rental equipment; and refreshments
provided by a local indigenous-owned restaurant, Cafe Ohlone.
1.
Approve a waiver of policy to permit reimbursement for eligible project costs incurred prior to award of funds.2.
Further, the FWC also recommended that within one year of grant funding approval, or within one month of project
completion, whichever comes sooner, recipient must submit a final project report which includes invoices and receipts
documenting how funds were spent and the results of the project. Details will be outlined in the grant award packet if
funding is approved.
3.
[7 ayes/0 noes]
Ayes: Nicole Balbas, Roni Gehlke, Susan Heckly, Kathleen Jennings, Brett Morris, Daniel Pellegrini, and
Cass Rogers; Noes: None; Absent: Madhan Gunasekaran; Abstain: None
Staff recommends that the grant awardee may request modifications to the budget allocations described in their
grant application in writing and those requests may be approved by the Fish and Wildlife Committee or the
58
Department of Conservation and Development Director or his designee.
Recommendation(s)/Next Step(s):
APPROVE out of cycle grant in the amount of $10,343 from the Fish and Wildlife Propagation Fund to the Contra Costa
Resource Conservation District to cover eligible past and future costs for the 2023 Contra Costa County Creek and Watershed
Symposium to be held on October 26, 2023.
Fiscal Impact (if any):
The recommendation will have no impact on the County General Fund. State law defines how money in the Fish and Wildlife
Propagation Fund may be spent and the Board of Supervisors is responsible for authorizing specific expenditures. Providing
funds to cover some costs related to hosting the Symposium is consistent with the expenditure criteria established by State law.
Attachments
CCRCD Request for Fish and Wildlife Propagation Funds
59
Office Use Only: Contra Costa County
2023 Fish and Wildlife Propagation Fund
Application Cover Page
Project title:
Organization/Individual applying:
(Organization type: please check one – government, non-profit, school, other (explain)
Address:
Telephone: Fax:
E-mail:
Name and title of contact person:
One sentence summary of proposal:
Requested grant:
Proposal prepared by (name & title):
Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered):
________________________________________________ Signed on __3/15/23____
60
The Contra Costa Watershed Forum and its quadrennial Symposia bring together people working to
restore and maintain the health of Contra Costa County's waterways. The Forum and Symposia serve as a
nexus for watershed education, networking, and celebrating successes.
As a previous sponsor of the Contra Costa County Creek & Watershed Symposium (Symposium), the
Contra Costa County Fish & Wildlife Committee (Committee) will be interested to know that we are hard
at work planning the next Symposium, which will be held at the Pleasant Hill Community Center on
October 26th, 2023. With an anticipated audience of 250 to 300 attendees, this day-long conference is an
excellent opportunity for public education and engagement. The program will include presentations
from speakers discussing interesting and relevant topics that will help educate, inspire, and celebrate the
people doing watershed work in Contra Costa County. The program will also feature a poster session,
Q&A sessions, panel discussions, an awards ceremony, refreshments, a catered lunch, and an evening
reception. We plan to have a field trip day on October 27th, during which attendees will have the
opportunity to visit some of the restoration sites and projects they learned about during the Symposium.
The theme for this year's Symposium is Intergenerational Watershed Stewardship. A Symposium focused
on intergenerational watershed stewardship seeks to open a dialogue between established watershed
advocates and the emerging generation of watershed stewards. As we recognize the implications of our
changing climate, how can we strengthen our commitments to collaboration and sharing knowledge
among diverse participants in and around Contra Costa? How can we ensure that multi-year projects and
plans come to fruition? We will explore answers to these questions with Symposium attendees, and we
hope members of the Committee will also take part in the dialogue.
We are requesting $10,343 from the Committee. This funding will cover costs for the conference venue;
printing of programs, signage, name tags, and a commemorative reusable cup for each attendee as part
of the welcome packet; rental equipment; and refreshments provided by a local indigenous-owned
restaurant, Cafe Ohlone. Please see the enclosed itemized grant budget.
The Symposium meets the requirements of Section 13103(a) of the California Fish and Game Code. The
goal of the Symposium is to educate and connect members of the public to restore and maintain
watershed health, which directly benefits the fish and wildlife of Contra Costa County. Some of the topics
addressed will include restoration, environmental justice, and cross-sectoral collaboration.
Environmental stewards can better protect fish and wildlife when they have the latest scientific and
social context to inform their work.
The Committee will be acknowledged as a Headwaters Sponsor of the event, the top level of sponsorship
available ($5,000 and up). This means that the Committee will receive the following benefits of
sponsorship: priority logo placement; 10 tickets to the Symposium with a reserved table; verbal
recognition during the Symposium; logo featured in the Symposium program, website, slide deck, and
poster; 1/2 page advertisement in the Symposium program; and the opportunity to table (with priority
placement) at the venue.
Project Schedule: The Symposium will be held on October 26th, 2023, with a field trip day to follow on
October, 27th, 2023. All requested grant funds will be used before the end of 2023.
March 15, 2023
Contra Costa County Fish & Wildlife Committee
c/o Contra Costa County Dept. of Conservation and Development
30 Muir Road
Martinez, CA 94553
Dear Maureen and Committee members:
61
Project Budget: The Symposium's primary sponsor is the Contra Costa County Flood Control & Water
Conservation District. The District has allocated $70,000 for the event. Please note that this is the same
amount that was allocated for previous Symposia, even though costs for catering and staff time are notably
higher in 2023. The Flood Control District funding primarily goes toward CCRCD staff time, speaker
stipends, food, and day-of-event labor costs. Several sponsor organizations (some of the committed
sponsors include the U.S. Fish and Wildlife Service's Partners Program, the California Department of Water
Resources, the East Contra Costa County Habitat Conservancy, Save Mount Diablo, and Restoration Design
Group) help to cover some of those costs, as well. Funding from the Committee will help keep the event’s
ticket prices down, meaning that the event will be more accessible to more people. In particular, we are
aiming to keep the student ticket price below $20. The CCRCD was in the early stages of planning the
Symposium when the 2023 Fish and Wildlife Propagation Fund grant applications were due and wishes to
submit this out-of-cycle grant request for funding that would assist with now identified Symposium costs.
Please note that in order to ensure that we have materials in time for the October event, we have already
purchased the commemorative cups and made a deposit to reserve the venue. We may have to purchase
other items on the itemized budget (on next page) before we hear from the Committee regarding a
determination about this grant, therefore we are requesting a waiver of policy to permit reimbursement
for eligible project costs incurred prior to award of funds.
The CCRCD is a non-regulatory special district of the state of California, and its mission is to facilitate the
conservation of natural resources in Contra Costa County. The CCRCD accomplishes this mission by
partnering with farmers; ranchers; nonprofits; businesses; and local, state, and federal agencies.
CCRCD Board of Directors
Walter Pease – Board President, Retired City of Pittsburg Public Works
Bethallyn Black – Horticulture Professor at Diablo Valley College
Lorena Castillo – Co-Executive Director, Groundwork Richmond
Renée Fernandez-Lipp – Principal Public Safety Specialist, PG&E
Igor Skaredoff – Retired Shell Chemist
The Symposium is staffed by the CCRCD, with Lisa Damerel and Lydia Lapporte serving as the Symposium
Planning Coordination Team. They facilitate monthly meetings with a Symposium Planning Committee to
make decisions about the Symposium as a group. Lisa helped plan the 2019 Symposium and has facilitated
the Contra Costa Watershed Forum since early 2022. She has planned numerous educational and outreach
events for the CCRCD, the Forum, the Alhambra Watershed Council, and the Walnut Creek Watershed
Council. Lydia joined the CCRCD's staff in 2022 and has prior experience in planning Symposia, educational
events, and facilitating environmental network collaboration. This experience includes planning and
implementing an annual Birds of Berkeley Festival, a bi-annual Seaweed Symposium in Maine, and
organizing the Seaweed Commons network that connected stakeholders in Maine and beyond. Additional
CCRCD staff assist with Symposium planning, as needed.
A Pleasant Hill Recreation & Park District facility rental permit has been obtained for use of the Pleasant
Hill Community Center on October 26th, 2023. A Pleasant Hill Recreation & Park District alcohol permit has
been obtained for the purpose of serving alcohol during the evening reception at the venue on October
26th, 2023. (This incurs a $75 charge, but that charge is not included in this funding request.) No other
permits are needed for this project.
Thank you for considering this grant request,
Lisa Damerel
Watershed Conservation Manager, Contra Costa Resource Conservation District
Enclosures: CCRCD Annual Budget FY 22/23
Itemized Project Budget
62
CCRCD Annual Budget FY 22/23 (Board Approved June 21, 2022)
Itemized Project Budget
63
Contra
Costa
County
September 29, 2022
Dear Fish and Wildlife Propagation Fund Grant Applicants:
The Contra Costa County Fish and Wildlife Committee is pleased to announce that completed funding applications are
now being accepted for consideration for the Contra Costa County Fish and Wildlife Propagation Fund (Fund). All
application materials and guidelines are attached. Proposals must be received by 5:00 p.m. on Thursday, January 5, 2023
(a postmark of January 5, 2023, does not satisfy the submission deadline). Proposals may be emailed or mailed. Any
applications that are received after the due date or without a signature will not be considered. Staff will acknowledge
receipt of each grant application. If you do not receive a confirmation of receipt contact Maureen Parkes at 925-655-2909
prior to the deadline. The recommendations of the Fish and Wildlife Committee will be forwarded to the Contra Costa
County Board of Supervisors, which maintains final decision-making authority for expenditures from the Fund.
The Contra Costa County Fish and Wildlife Propagation Fund is entirely supported by fine revenues resulting from
violations of the Fish and Game Code and Title 14 of the California Code of Regulations in Contra Costa County
(County). Projects awarded from the Fund must benefit the fish and wildlife resources of the County and must meet the
requirements of Section 13103 of the Fish and Game Code (attached). If your project is eligible under Section 13103 (d),
(h), (i), or (m) please send a copy of your draft proposal to Maureen Parkes at maureen.parkes@dcd.cccounty.us by
November 1, 2022. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s
eligibility to receive funds. See Instructions for more details. All applications that satisfy the requirements listed in the
funding application instructions will be considered.
The Fish and Wildlife Committee strongly encourages applications related to:
• improving habitat
• scientific research
• public education
• threatened and endangered species
• resolving human/wildlife interaction issues
In addition to the above areas of interest, the Fish and Wildlife Committee wishes to fund one or more projects that
increase collaboration with law enforcement agencies and community cultural organizations on enforcement issues and
education focusing on communities that may be unaware of local fish and game laws. Projects that provide multilingual
signage and educational materials are encouraged.
The Fish and Wildlife Committee considers grant awards for prospective expenditures from non-profit organizations,
schools, and government agencies. The Committee generally does not recommend funding for operating costs and
overhead, such as staff salaries, benefits, or utilities. The Committee generally gives preference to funding material
expenses (e.g. purchase of equipment and materials). Due to the current drought conditions, proposals should seek to
minimize water usage and address the project’s water requirements in the grant application. Organizations, schools, and
government agencies that have received previous Fish and Wildlife Propagation Fund grants should have a positive track
record of completing projects and submitting final reports in an efficient, timely and clear manner.
John Kopchik
Director
Aruna Bhat
Deputy Director
Jason Crapo
Deputy Director
Deidra Dingman
Deputy Director
Maureen Toms
Deputy Director
Gabriel Lemus
Assistant Deputy Director
Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
Phone:1-855-323-2626
64
Page 2
The Committee expects to recommend awards to several applicants. However, it is possible that a particularly excellent
proposal will be recommended to receive a large portion of the total available funds. During the 2022 grant cycle a total
of $50,324.27 was awarded to ten projects. The awards ranged from $998.00 to $9,949.00. Available funds vary from year
to year and the Fish and Wildlife Committee cannot commit to multi-year or recurring funding. The Board of
Supervisors will make the final decision on the grant awards and successful applicants may anticipate receiving
notification by May 2023. Project expenditures eligible for reimbursement must be made subsequent to Board of
Supervisors approval of grant funding.
The grant award funds will be disbursed on a cost reimbursement basis.* (See below for exceptions.) Within a year
of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit
a final project report which includes invoices and receipts documenting how funds were spent and the results of the
project. Grant awardees may request a budget modification to address any proposed changes to the project costs. This
request must be made in writing prior to incurring the unapproved expenses. Unapproved expenses will not be
reimbursable. Fish and Wildlife Propagation fund grants will be disbursed after receipt and approval of the final project
report. Details will be outlined in the grant award letter that is sent to all successful applicants.
*Exception For Non-Profit Organizations That Can Demonstrate Financial Hardship: Private, non-profit entities
that can demonstrate that providing Fish and Wildlife Propagation grant funding on a cost reimbursement basis will
create a financial hardship and be detrimental to the operation of the program will be eligible to receive up to ½ of the
grant amount after the grant is awarded. The remaining amount of the grant will be disbursed after the entity has
submitted information including invoices and receipts documenting how the initial disbursement was spent. Within a year
of initial notification of the grant funding award (May 2024), or within one month of project completion, whichever
comes sooner, the entity will be required to submit information including invoices and receipts documenting how the
second disbursement was spent, and provide a final project report documenting the results of the project.
*Exception For Small Projects Under $1,000: Grant funding may be disbursed to private, non-profit entities prior to
the beginning of the project if the award is under $1,000 and the entity has provided documentation that the project
could only be initiated with advance funding. Within a year of grant funding, or within one month of project completion,
whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting
how funds were spent and the results of the project.
The Committee appreciates your interest in this opportunity to improve the fish and wildlife resources in Contra Costa
County. Should you have any questions about the Fish and Wildlife Committee or this funding program, please contact
me at 925-655-2909 or maureen.parkes@dcd.cccounty.us.
Sincerely,
Maureen Parkes
Fish and Wildlife Committee Staff
65
Page 1 of 2
INSTRUCTIONS
What Must Be Included in Your Proposal (not to exceed 4 pages):
1) Signed Application Cover Page – See attached.
(PDFs and e-signatures are acceptable)
2) Description of the project for which funding is requested. Please include an explanation of:
• how this project will benefit the fish and wildlife of Contra Costa County
• how this project meets the requirements of Section 13103 of the Fish & Game Code (attached) which
defines the eligibility requirements for projects requesting funding from the Fish and Wildlife Propagation
Fund. Indicate which letter(s) of the Section 13103 is/are satisfied.
If your proposal is eligible under Section 13103 (d), (h), (i)*, or (m), a copy of your draft proposal must
be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us or at the address listed
on Page 2 and received by November 1, 2022. Staff will coordinate with the California Department of
Fish and Wildlife to confirm the project’s eligibility to receive funds.
*If your project is eligible under Section 13103 (i), and a scientific collection permit is required and
issued by the California Department of Fish and Wildlife, this will indicate that the project is eligible
to receive Fish and Wildlife Propagation funds. Please send the scientific collection permit along
with your grant application by the January 5, 2023 - 5:00 P.M. grant submission deadline. Scientific
collection permits are not included in the grant application page limit.
The Fish and Wildlife Committee wishes to be acknowledged for its financial support of the project. FWC
or staff review may be required prior to printing any written materials that receive funding. Please refer to
the guidelines listed below:
• Grant recipients agree to obtain advance written approval from the FWC of any communication/written
material that may reasonably be understood to represent the views of the FWC and to provide the FWC with
reasonable opportunity to review, comment and approve the communication/written material.
Grant recipients may use the following standard language in making attributions for funding by the FWC:
• Attribution for full Grant funding: “This (research, publication, project, web site, report, etc.) was funded by
the Contra Costa County Fish and Wildlife Committee.”
• Attribution for partial Grant funding: “This (research, publication, project, web site, report, etc.) is funded in
part by the Contra Costa County Fish and Wildlife Committee.”
3) Project schedule - The project must be completed within a year from the date you receive notification of funding
(by May 2024).
4) Project budget (itemized). The Fish and Wildlife Committee generally does not recommend funding for
operating costs and overhead. Examples for these include staff salaries, health insurance, and operation costs
such as electricity to run an office. If an hourly rate is listed, overhead costs need to be itemized separately. The
Committee generally gives preferences to funding material expenses (e.g. purchase of equipment and materials).
5) Annual budget for the applying organization (not itemized).
6) Statement describing the applying organization, listing the Board of Directors and officers of the organization,
and listing all affiliated organizations.
7) Statement describing the qualifications of the sponsoring organization and participating individuals for
completing the project.
8) List of individuals responsible for performing project and of individuals responsible for overseeing project.
9) Statement describing the status of permit approvals necessary to perform project (if applicable).
10) Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an
exception for a small project under $1,000. (This request does not count toward your page limit and is only
required if requesting an exception.)
66
Page 2 of 2
Format:
• Your proposal packet, including cover sheet and any attachments must not exceed four single-sided pages
or two double-sided pages, 8.5 by 11 inches in size. Electronic submittals are preferred. Please use 11
point font or larger and ½ inch margins or larger on your pages. If you submit more than 3 pages plus
required cover sheet, your proposal may be disqualified without review.
• If your project is eligible under Section 13103 (d), (h), (i), or (m) a copy of your draft proposal must be
sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us and received by November 1,
2022. (See exception for Section 13103 (i) on Page 1.) Do not attach an additional cover letter, brochures,
posters, publications, CDs, DVDs, large maps or yellow-sticky paper (e.g. Post-ItTM).
• Your complete application packet including signature must arrive by 5:00 p.m. on Thursday, January
5, 2023 (Pacific Standard Time) to be considered for funding. (Please note: A postmark of January 5,
2023 does not satisfy the submission deadline. If submitted after the deadline, your proposal will be
disqualified).*
Your complete application should be:
Emailed: maureen.parkes@dcd.cccounty.us
or
Mailed or Hand Delivered**: Contra County Fish & Wildlife Committee
c/o Contra Costa County Dept. of Conservation and Development
30 Muir Road
Martinez, CA 94553-4601
Attn: Maureen Parkes
*Staff will acknowledge receipt of each grant application. If you do not receive an email confirmation of
receipt, contact Maureen Parkes prior to the deadline by calling 925-655-2909.
**Due to operating procedures related to COVID-19 safety measures, contact Maureen by email or
telephone at 925-655-2909 to coordinate hand delivery of your application to ensure your application is
received by the submission deadline.
Final Checklist Before You Submit Your Proposal:
Please note that your proposal will not be considered if you provide more materials than required below:
• Signed Cover page (your proposal will be disqualified if it does not have your original signature on the
cover page).
• 3 pages or less on your project description (any extra attachments such as a map and an organization
budget will be counted as one of the three page limit.)
• If your project qualifies under Section 13013 (i) and you have been issued a scientific collection permit
from the California Department of Fish and Wildlife please include it. (This is not a part of the page
limit listed above.)
• Request for an exception to the grant funding cost reimbursement requirement due to financial hardship
or an exception for a small project under $1,000. (This is not a part of the page limit listed above and is
only required if requesting an exception).
If you have questions regarding the Contra Costa County Fish and Wildlife Propagation Fund grant process,
please contact Maureen Parkes: maureen.parkes@dcd.cccounty.us / (925) 655-2909.
67
(a) Public education relating to the scientific principles of fish and wildlife
conservation, consisting of supervised formal instruction carried out pursuant to a
planned curriculum and aids to education such as literature, audio and video
recordings, training models, and nature study facilities.
(b) Temporary emergency treatment and care of injured or orphaned wildlife.
(c) Temporary treatment and care of wildlife confiscated by the department as evidence.
(d) Breeding, raising, purchasing, or releasing fish or wildlife which are to be released
upon approval of the department pursuant to Sections 6400 and 6401 onto land or
into waters of local, state, or federal agencies or onto land or into waters open to the
public.
(e) Improvement of fish and wildlife habitat, including, but not limited to, construction
of fish screens, weirs, and ladders; drainage or other watershed improvements;
gravel and rock removal or placement; construction of irrigation and water
distribution systems; earthwork and grading; fencing; planting trees and other
vegetation management; and removal of barriers to the migration of fish and
wildlife.
(f) Construction, maintenance, and operation of public hatchery facilities.
(g) Purchase and maintain materials, supplies, or equipment for either the department's
ownership and use or the department's use in the normal performance of the
department's responsibilities.
(h) Predator control actions for the benefit of fish or wildlife following certification in
writing by the department that the proposed actions will significantly benefit a
particular wildlife species.
(i) Scientific fish and wildlife research conducted by institutions of higher learning,
qualified researchers, or governmental agencies, if approved by the department.
(j) Reasonable administrative costs, excluding the costs of audits required by Section
13104, for secretarial service, travel, and postage by the county fish and wildlife
commission when authorized by the county board of supervisors. For purposes of
this subdivision, "reasonable cost" means an amount which does not exceed 3
percent of the average amount received by the fund during the previous three-year
period, or three thousand dollars ($3,000) annually, whichever is greater, excluding
any funds carried over from a previous fiscal year.
(k) Contributions to a secret witness program for the purpose of facilitating enforcement
of this code and regulations adopted pursuant to this code.
(l) Costs incurred by the district attorney or city attorney in investigating and
prosecuting civil and criminal actions for violations of this code, as approved by the
department.
(m) Other expenditures, approved by the department, for the purpose of protecting,
conserving, propagating, and preserving fish and wildlife.
California Fish and Game Code Section 711.2. (a)
"For purposes of this code, unless the context otherwise requires, "wildlife" means and
includes all wild animals, birds, plants, fish, amphibians, reptiles, and related ecological
communities, including the habitat upon which the wildlife depends for its continued
viability ..."
California Fish and Game Code Section 13103.
Expenditures from the fish and wildlife propagation fund of any county may be
made only for the following purposes:
*
*A scientific collection permit, if required and issued by the California Department of Fish and
Wildlife, indicates that the project is eligible to receive Fish and Wildlife Propagation funds.
*
68
Office Use Only: Contra Costa County
2023 Fish and Wildlife Propagation Fund
Application Cover Page
Project title:
Organization/Individual applying:
(Organization type: please check one – government, non-profit, school, other (explain)
Address:
Telephone: Fax:
E-mail:
Name and title of contact person:
One sentence summary of proposal:
Requested grant:
Proposal prepared by (name & title):
Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered):
________________________________________________ Signed on _______________
69
INTERNAL OPERATIONS COMMITTEE 6.
Meeting Date:06/12/2023
Subject:ADVISORY BODY TRAINING REQUIREMENTS
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 23/5
Referral Name: Advisory Body Recruitment
Presenter: Supervisor Candace Andersen Contact: Julie DiMaggio Enea (925) 655-2056
Referral History:
On May 12, 2023, IOC Chair Andersen asked that the IOC consider whether the County should add Implicit Bias training to
the required training curriculum for County advisory body members. Currently, advisory body members are required to take
training on the Brown Act, Better Government Ordinance, and Ethics for Local Government Officials.
Referral Update:
Free Implicit Bias training modules are available online at multiple sources including:
National Institute of Health - a 3-module course designed to help users learn what bias is, how to recognize it, and
how to minimize its impact. It promises to provide users with knowledge and strategies to create psychological safety
and enhance employee engagement to foster an inclusive workplace culture.
Nonprofitready.org - short, engaging courses explain how to train your brain to slow down and stop unconscious bias
from leading to unintended negative consequences: Introduction to Unconscious Bias, Addressing Your Unconscious
Bias, Supporting an Inclusive Culture
Kirwan Institute for the Study of Race and Ethnicity - insights about how our minds operate to increase
understanding of the origins of implicit associations. Course promises to uncover some of your own biases and learn
strategies for addressing them. Each module is divided into a short series of lessons, many taking less than 10 minutes to
complete.
UCLA Office of Equity, Diversity and Inclusion - Video series describes how biases and heuristics can influence
our decision-making and behavior without us even knowing it.
Recommendation(s)/Next Step(s):
CONSIDER whether the County should add Implicit Bias training to the required training curriculum for County advisory
body members.
Attachments
No file(s) attached.
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INTERNAL OPERATIONS COMMITTEE 7.
Meeting Date:06/12/2023
Subject:FINAL DRAFT OF THE ARTS AND CULTURE MASTER PLAN
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 23/12
Referral Name: Ad Hoc Arts Council Steering Committee Formation
Presenter: Lara DeLaney, Sr. Deputy CAO Contact: Lara DeLaney 925-655-2057
Referral History:
On March 29, 2022, the Board of Supervisors dissolved the Arts and Culture Commission and directed County
Administration staff to procure or establish a nonprofit public-private partnership Arts Council for the county, to
serve as the county’s State-Local Partner (SLP) with the California Arts Council (CAC).
On August 2, 2022 , the Board of Supervisors referred to the Internal Operations (IO) Committee the establishment
of an Ad Hoc Arts Council Steering Committee. At its September 12, 2022 meeting, the Internal Operations
Committee (IOC) supported the establishment of a seven-member Ad Hoc Arts Council Steering Committee and
directed staff to commence an application period for applicants to the Committee.
On September 20, 2022, the Board of Supervisors voted to establish the Ad Hoc Arts Council Steering Committee;
the Board also approved the Steering Committee’s mission and committee composition. The mission of the Ad Hoc
Arts Council Steering Committee is to guide the County's arts and cultural planning efforts through an inclusive
community engagement process; provide input and collaboration with County staff and the consultant on the Arts
Council procurement or establishment process; ensure diversity, equity, and inclusion throughout the process and
outcomes; and listen to the community.
On November 21, 2022, the IOC considered the applications, interviewed applicants, and recommended that the
Board of Supervisors appoint the following individuals to the Ad Hoc Arts Council Steering Committee:
Najari Smith (District I)1.
Janet Berckefeldt (District II)2.
Germaine McCoy (District III)3.
Arlene Kikkawa-Nielsen (District IV)4.
Ben Miyaji (District 5)5.
Nilofar Gardezi (non-profit foundation)6.
Margot Melcon (non-profit foundation)7.
The Board of Supervisors approved these appointments on November 29, 2022. Following the creation of the Ad
Hoc Arts Council Steering Committee, the Internal Operations Committee requested a status update on the
activities of the Steering Committee.
Referral Update:
Since its appointment on November 29, 2022, the Ad Hoc Arts Council Steering Committee has met 7 times,
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Since its appointment on November 29, 2022, the Ad Hoc Arts Council Steering Committee has met 7 times,
including on the morning of June 12, 2023 to consider approving the final draft Arts & Culture Master Plan for Contra
Costa County, as prepared by Arts Orange County. A first draft was presented to the Steering Committee at its May
10 meeting; a second draft was presented to the Steering Committee at its June 5 meeting.
At its June 12 meeting, the Steering Committee also considered and provided additional input on a draft Request
for Proposal (RFP) for the procurement of arts council services for the County. Staff to the Arts Council Steering
Committee, Sr. Deputy County Administrator Lara DeLaney, will provide an update of the Committee’s actions.
Attached for the Internal Operations Committee’s consideration and recommendation to the Board of Supervisors,
is the final draft Arts & Culture Master Plan for Contra Costa County. Prepared by Arts Orange County, this Master
Plan is based upon all sources of community input, includes a statement of Vision, Mission and Values, top line
goals and priorities for a Contra Costa County arts council to address when one is selected by the Board of
Supervisors, a 5-year projected budget, recommended action steps and timeline. The President and CEO of Arts
Orange County, Mr. Rick Stein, and his associates will be present at the IO Committee meeting to present the
Master Plan.
Note that there are graphic design elements and photos that are still in production for the full Board of Supervisors’
consideration of the Master Plan at its June 27, 2023 meeting. In addition, a Spanish translation is underway, and
arrangements are being made for additional language access for the final document.
Project History
Since its inception, the Project Consultant, Mr. Rick Stein of Arts Orange County and his associates, have provided
the Ad Hoc Committee with regular status reports of its research, invited Committee members to review the
research results for accuracy, and to review and make suggested modifications to the online survey draft. The
Committee also reviewed the list of proposed key stakeholder interviewees and provided the Consultant with
additional suggestions. Committee members promoted and attended the Community Visioning Sessions, and they
promoted the online survey to their networks.
Key Stakeholder Interviews
The Consultant conducted 68 interviews with key stakeholders from November 2022 to April 2023. Interviewees
were advised that their comments would be confidential and that any specific quotations used by the consultant
would be without attribution.
In addition to those independently identified by the consultant, interviewees were selected based upon suggestions
made to the consultant by County Supervisors, County staff, and members of the Ad Hoc Arts Council Steering
Committee. Stakeholders interviewed were located in each of the five Supervisorial districts in almost equal
proportions, as well as several that represent organizations serving multiple districts or the entire county.
Stakeholders represented the following constituencies: artists, arts educators, arts and cultural organizations,
philanthropic organizations, business, and government, including interviews with all 5 Contra Costa County
Supervisors.
Visioning Sessions
A total of 6 visioning sessions were conducted, the first of which was with the members of the Ad Hoc Committee
at its inaugural meeting on January 18, 2023. Subsequently, 5 Community Visioning Sessions were held in each of
the County’s supervisorial districts: March 14-Walnut Creek (District 4), March 15-Oakley (District 3), March
16-Pittsburg (District 5), March 17-Danville (District 2), March 18-Richmond (District 1). All were live, in-person
gatherings, facilitated by the Consultant and included a bi-lingual team member to assist Spanish speaking
participants. Total attendance exceeded 160 participants.
Online Survey
On March 14, an online survey was launched. Through April 28, 436 verified responses had been received. The
survey closed on April 30, and results are in the process of being tabulated and analyzed.
Research Findings
Approximately 300 arts and cultural organizations are based in Contra Costa County
11 cities have Public Art Programs
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12 cities have Arts Commissions/Committees and/or Arts Plans
More than 450 artworks are on display publicly countywide
Recommendation(s)/Next Step(s):
CONSIDER recommending to the Board of Supervisors adoption of the final draft Arts & Culture Master Plan for Contra
Costa County, to be presented to the Board of Supervisors at its meeting on June 27, 2023.
Attachments
Contra Costa Report_6-6-23_v2--Final Draft
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Prepared by
ARTS & CULTURE
MASTER PLAN
FOR CONTRA COSTA
COUNTY
Final Draft74
We acknowledge with respect our presence on the ancestral lands
of the Yokuts (Yo-Kuts), Karkin (Car Kin), Confederated Villages of
Lisjan (Lih-Shawn), Ohlone (Oh-LOW-nee), Bay Miwok (mee-wok) and
Muwekma (mah-WEK-mah) peoples.
They are the first inhabitants of Contra Costa County and its first
artists.
We honor their legacy and their descendants who live here and
continue to be stewards of their homeland and practitioners of
their culture. May the plans and actions of this work support these
indigenous communities into the future.
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Table of Contents Appendix A
Purpose of the Project 32
Arts Councils & State-Local Partners 33
Sources of Funding for County Arts Councils 34
Contra Costa County Arts & Cultural Assets Overview 38
Creative Economy of Contra Costa County 40
Contra Costa County Arts & Cultural History Timeline 42
More About Community Input 47
Visioning Session Notes 61
Online Survey Results 67
Arts & Cultural Organizations & Venues List 72
Municipal Arts Overview by District and City 82
Public Art Inventory 98
Appendix B
Contra Costa County Leadership 6
Introduction 7
Arts & Culture Defined 8
Executive Summary 11
Vision, Values, Mission 13
Community Input 15
Recommended Arts Council Services 17
Recommended Arts Council Budget,
First Year Action Timetable, Organization
Chart, Staff Responsibilities, Governance 28
About the Consultant 31
Procession of Luminescence by Doran DaDa, Creative Concord, Public Art Mural
Cover Photos:
Procession of Luminescence by Doran DaDa, Creative Concord, Public Art Mural
Urban Aztec by Jesse Hernandez, Creative Concord, Public Art Mural
Folding Alphabet sculpture by Fletcher Benton, Walnut Creek Public Art
The KTO Project a world music ensemble
Black Swan, Diablo Ballet’s Trainee Program, Jordan & Ray Penche
String Instrumental at Los Cenzontles Cultural Arts Academy
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CONTRA COSTA COUNTY
LEADERSHIP
Board of Supervisors
District 1: John M. Gioia, Chair
District 2: Candace Andersen
District 3: Diane Burgis
District 4: Ken Carlson
District 5: Federal D. Glover, Vice Chair
Ad Hoc Arts Council Steering Committee
District 1: Najari Smith
District 2: Janet Berckefeldt
District 3: Germaine McCoy
District 4: Arlene Kikkawa-Nielsen
District 5: Ben Miyaji
Nonprofit Foundation: Nilofar Gardezi
Nonprofit Foundation: Margot Melcon
Staff
Monica Nino, County Administrator
Lara DeLaney, Senior Deputy County Administrator
INTRODUCTION
On March 29, 2022, the Contra Costa County Board of Supervisors took a new approach
toward identifying and addressing the arts and cultural needs of its community. Dissolving its
Arts and Culture Commission, the board chose to pursue a public-private partnership model
arts council that is successfully employed by many other counties.
Contra Costa County contracted the services of Arts Orange County, a nonprofit serving as a
public-private partner with its own county, to devise a plan based upon community input and
guided by a Steering Committee appointed by the Board of Supervisors.
This report shares the Consultant’s findings and recommendations, as well as its
methodology.
Mount Diablo
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ARTS & CULTURE DEFINED
The arts are fundamental to our humanity. They ennoble and inspire us—fostering creativity,
empathy, and beauty. The arts also strengthen our communities socially, educationally, and
economically.
Cultural equity embodies the values, policies, and practices that ensure that all people—
including but not limited to those who have been historically underrepresented based on
race/ethnicity, age, disability, sexual orientation, gender, gender identity, socioeconomic
status, geography, citizenship status, or religion—are represented in the development of arts
policy; the support of artists; the nurturing of accessible, thriving venues for expression; and
the fair distribution of programmatic, financial, and informational resources.
- Americans for the Arts
Top Ten Reasons to Support the Arts
(Source: Americans for the Arts)
Arts unify communities. 72% of Americans believe “the arts unify our communities regardless
of age, race, and ethnicity” and 73% agree that the arts “helps me understand other cultures
better”—a perspective observed across all demographic and economic categories.
Arts improve individual well-being. 81% of the population says the arts are a “positive
experience in a troubled world,” 69% of the population believe the arts “lift me up beyond
everyday experiences,” and 73% feel the arts give them “pure pleasure to experience and
participate in.”
Arts strengthen the economy. The nation’s arts and culture sector—nonprofit, commercial,
education—is an $919.7 billion industry that supports 5.2 million jobs. That is 4.3% of the
nation’s economy—a larger share of GDP than powerhouse sectors such as agriculture,
transportation, and construction. The arts have a $33 billion international trade surplus. The
arts also accelerate economic recovery: a growth in arts employment has a positive and causal
effect on overall employment.
Arts drive tourism and revenue to local businesses. The nonprofit arts industry alone
generates $166.3 billion in economic activity annually—spending by organizations and their
audiences—which supports 4.6 million jobs and generates $27.5 billion in government revenue.
Arts attendees spend $31.47 per person, per event, beyond the cost of admission on items
such as meals, parking, and lodging—vital income for local businesses. Arts travelers are ideal
tourists, staying longer and spending more to seek out authentic cultural experiences.
Arts improve academic performance. Students engaged in arts learning have higher GPAs,
standardized test scores, and college-going rates as well as lower drop-out rates. These
academic benefits are reaped by students across all socio-economic strata. Yet, the
Department of Education reports that access to arts education for students of color is
significantly lower than for their white peers. 91% of Americans believe that arts are part of a
well-rounded K-12 education.
Arts spark creativity and innovation. Creativity is among the top five applied skills sought by
business leaders—per the Conference Board’s Ready to Innovate report—with 72% saying
creativity is of “high importance” when hiring. Research on creativity shows that Nobel
laureates in the sciences are 17 times more likely to be actively engaged as an arts maker than
other scientists.
““Diablo Taiko Drummer
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EXECUTIVE SUMMARY
Contra Costa County has a long history of arts and culture, beginning with the artistic and
cultural practices of its native peoples, and then growing with its population over the years. In
1889, the Martinez Opera Contra Costa was founded; the Contra Costa County Library opened
in 1913; and the El Campanil Theatre in Antioch opened in 1928. Contra Costa County is the
birthplace of jazz legend Dave Brubeck and Academy Award-winning actor Tom Hanks, and
Nobel laureate Eugene O’Neill came to live in a home he built in Danville. A watershed moment
for the county took place in 1990 when the Regional Center for the Arts (now Lesher Center for
the Arts) was built, opening with multiple stages and an art gallery, in Walnut Creek. (A more
detailed timeline of Contra Costa County Arts & Culture History may be found beginning on
page 42).
Today, the arts landscape of Contra Costa County is comprised of more than 300 arts and
cultural organizations and venues. Richmond is home to some of the longest established
and most innovative organizations, giving expression to that richly multicultural community
and serving children, youth, and the disabled: Richmond Art Center, Los Cenzontles, East Bay
Center for the Performing Arts, and NIAD. Lafayette, Moraga and Orinda are home to many
artists, a noted Shakespeare theatre, and an arts council that was the result of a visionary
merger of organizations serving each of the three cities. Cities are playing an important role in
serving the arts and cultural needs of their communities through art in public places programs,
which exhibit more than 450 works countywide. East County, historically an agricultural area,
has grown rapidly in population and sees the need for its arts infrastructure to catch up.
Despite this rich history, the artists and arts & culture organizations of Contra Costa County
have lacked a unifying presence that can represent their interests, advocate for their needs,
facilitate their communications, and foster their connectivity. That is the role that arts councils
play in counties around California and, indeed, across the United States. It is the role that the
Arts & Culture Commission of Contra Costa County (AC5) attempted to fill for 28 years but was
hampered by limited resources and the limitations of operating as a governmental entity. The
opportunity to replace it with a model used in 43 California counties—a nonprofit public-private
partner organization—with ample startup resources to achieve sound footing, now presents itself.
Arts have social impact. University of Pennsylvania researchers have demonstrated that a
high concentration of the arts in a city leads to higher civic engagement, more social cohesion,
higher child welfare, and lower poverty rates.
Arts improve healthcare. Nearly one-half of the nation’s healthcare institutions provide arts
programming for patients, families, and even staff. 78% deliver these programs because of
their healing benefits to patients—shorter hospital stays, better pain management, and less
medication.
Arts for the health and well-being of our military. The arts heal the mental, physical, and
moral injuries of war for military servicemembers and Veterans, who rank the creative
arts therapies in the top four (out of 40) interventions and treatments. Across the military
continuum, the arts promote resilience during pre-deployment, deployment, and the
reintegration of military servicemembers, Veterans, their families, and caregivers into
communities.
Arts strengthen mental health. The arts are an effective resource in reducing depression
and anxiety and increasing life satisfaction. Just 30 minutes of active arts activities daily can
combat the ill effects of isolation and loneliness associated with COVID-19.
Students at East Bay Center for the Performing Arts in Richmond
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VISION, VALUES, MISSION
VISION
Contra Costa County will be a place where:
• arts and culture are integrated deeply into daily community life of all 19 of its
cities and its unincorporated towns and places
• arts and culture reflect and celebrate the diversity of the County’s people,
including those that have been historically underrepresented
• arts and culture are accessible equitably to all, regardless of socio-economic
status
• arts and culture contribute positively to the health and well-being of all
arts participation is robust
• arts education is fundamental and is well-supported financially
• artists can live fulfilling and prosperous lives
• public art can be seen everywhere
• arts and culture build bridges between generations
• arts and culture create civic cohesion
Contra Costa County has many elements of what comprise a world-class arts community that
is inclusive, equitable, and accessible and diverse. What it lacks is ample financial resources,
a feeling of being part of a countywide arts community with shared aspirations, and the
innovation that blossoms from cross-pollination of artists and arts/culture organizations
among the county’s cities.
Rebeca Garcia-Gonzalez finishing a mural at Richmond Art CenterImage credits
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IMAGE TO COME
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COMMUNITY INPUT
Ad Hoc Arts Council Steering Committee
Appointed by the Board of Supervisors on November 29, 2022, upon recommendation of
the Internal Operations Committee following an open application process, the Ad Hoc Arts
Council Steering Committee has met 5 times, with an additional meetings scheduled for June
to review the final draft of this Plan. In addition, the Steering Committee will provide input on
the RFP process for the identification of an organization to serve as the County arts council.
The Consultant provided the Ad Hoc Committee with regular status reports of its research,
invited Committee members to review the research results for accuracy, and to review and
make suggested modifications to the online survey draft. The Committee also reviewed the
list of proposed key stakeholder interviewees and provided the Consultant with additional
suggestions. Committee members promoted and attended the Community Visioning
Sessions, and they promoted the online survey to their networks.
Key Stakeholder Interviews
The Consultant conducted 68 interviews with key stakeholders from November 2022 to
April 2023. Interviewees were advised that their comments would be confidential and that
any specific quotations used by the consultant would be without attribution. In addition to
those independently identified by the consultant, interviewees were selected based upon
suggestions made to the consultant by County Supervisors, County staff, and members of the
Ad Hoc Arts Council Steering Committee.
Stakeholders interviewed were located in each of the five Supervisorial districts in almost
equal proportions, as well as several that represent organizations serving multiple districts
or the entire county. Stakeholders represented the following constituencies: artists, arts
educators, arts and cultural organizations, philanthropic organizations, business, and
government, including interviews with all 5 Contra Costa County Supervisors.
VALUES
Contra Costa County’s arts council will:
• affirm that racial and cultural equity is vitally important to all endeavors,
including the creative sector
• model and promote best practices in equity, diversity and inclusion
• foster cooperation and collaboration among those within the arts & culture
community and between cities and the County
• empower all generations, people of all backgrounds, and all geographic areas
of the County to be heard and to participate fully
• embrace its role as a unifying force for arts and culture countywide and as a
nexus for advancing broader goals of equity through the arts and culture
MISSION
The Contra Costa County arts council will advance its vision and
values by:
• connecting the creative and cultural community in meaningful and
productive ways
• communicating widely the importance and availability of what the creative
community offers
• suppor ting artists, arts organizations and arts education in equitable ways
• advocating for resources to strengthen the creative community in
equitable ways
• ensuring that its work is continuously informed by and responsive to
community input
Sculpture in Clayton
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CONTRA COSTA ARTS COUNCIL
RECOMMENDED SERVICES
GOAL: EQUITABLE CONNECTIVITY &
COMMUNICATIONS RESOURCES
INFORMATION RESOURCES
Arts & Cultural Inventory Database
Database would include:
• Arts Venues – a list of venues that are available for use for arts & cultural
events, including their size, technical specifications, seating capacity, usage
fees, and contact information.
• Art in Public Places – a list of all works of public art countywide
• Arts & Cultural Organizations – a list of all arts and cultural
organizations countywide
• Artists – a list of artists countywide
Database would serve:
• Artists in Contra Costa County
• Arts & Culture Organizations in Contra Costa County
• Arts educators and students, researchers
• Local government
Comprehensive Countywide Arts Web Portal
Drawn from the Arts & Culture Inventory Databases mentioned above, compile and maintain a
comprehensive, user-friendly, interactive searchable website containing the following:
• Listing of all arts & cultural events (performances, exhibitions, festivals,
readings; live and virtual)
• All arts & cultural organizations (including schools, libraries, cities)
Visioning Sessions
A total of 6 visioning sessions were conducted, the first of which was with the members of
the Ad Hoc Steering Committee at its inaugural meeting on January 18, 2023. Subsequently,
5 Community Visioning Sessions were held in each of the County’s supervisorial districts:
March 14-Walnut Creek (District 4), March 15-Oakley (District 3), March 16-Pittsburg (District
5), March 17-Danville (District 2), March 18-Richmond (District 1). All were live, in-person
gatherings, facilitated by the Consultant and included a bi-lingual team member to assist
Spanish speaking participants. Total attendance exceeded 160 participants.
Online Survey
On March 14, an online survey was launched. The survey closed on April 30, with 478 verified
responses.
More details about Community Input are included in Appendix A.
Point Richmond Summer Concert Series
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Arts Consumers Database
A master list of people who are members, subscribers, and attendees of arts throughout
Contra Costa County will strengthen the ability of all local arts organizations to build
their audiences. A common practice in most communities brings together organizations
to establish with a neutral database vendor a place to house a collective list that can be
shared according to mutually agreed upon protocols for arts marketing purposes without
compromising ownership of the original lists. This enables them to trade mailing lists with
one another and run analytics about their data without needing to be on the same ticketing or
donor management platform. The arts council will serve as the catalyst and facilitator for its
creation.
NETWORKING & PROFESSIONAL DEVELOPMENT RESOURCES
Roundtable Convenings
Convene arts & cultural leaders
Live and virtual
Regularly scheduled convenings of specific or combinations of cohor ts
Cohorts might include:
• artists
• museums
• historical societies & heritage sites
• performing arts producers/presenters/venues
• art galleries
• municipal arts coordinators
• dance organizations
• community theatres
• music organizations
• choral organizations
• arts deans of colleges
• arts educators and arts education organizations
• arts therapy & arts wellness organizations
• organizations by budget size (small, medium, large)
• emerging arts leaders
• All venues for arts & cultural activities (including schools, libraries, cities,
parks, restaurants)
• Artists Registry (all artistic disciplines)
• Art in Public Places (publicly owned and privately owned within public viewshed)
• Opportunities (Arts Jobs, Auditions, Calls for Artists, Classes,
Grants, Volunteering)
• Contest polling (for student art competitions)
Listings would include images, brief description, links to website, social media links,
locator maps.
The website would include “plug-in” apps that provide accessibility tools to people who are
visually impaired and the ability to translate the website into multiple languages.
Listings would be free of charge to all wishing to post information, and would be reviewed,
approved and managed by the arts council.
Portal would offer free access to all, and would serve:
• Arts consumers who are Contra Costa County residents
• Arts consumers who are visitors to Contra Costa County
• Artists in Contra Costa County
• Arts Organizations in Contra Costa County
• Arts educators and students, researchers
• Local government
Portal would have a mechanism for subscribers to opt-in and receive arts council
communications.
Portal would be branded & marketed for maximum public acceptance and impact.
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COMMUNICATIONS & MARKETING RESOURCES
Newsletter
Produce and disseminate a regular e-newsletter. Features to include:
• grant opportunities available
• comings and goings in the field locally
• opening of new venues and organizations
• announcements of major grants & philanthropic gifts to local arts organizations
• awards received by local artists and arts organizations
• topical arts-related news digested from regional, national and international
news sources
• advocacy alerts
Social Media
Establish a social media presence and maintain a regular schedule of social media
communications, to:
• Build awareness of and engagement with the arts council
• Drive users to the web portal
• Promote opportunities to artists and arts organizations
• Share information contained in the newsletter
Marketing Services
Offer an affordable fee-based marketing program available to local arts & cultural
organizations, including:
• customized e-blast to opt-in subscribers list
• banner advertising on website
• social media posts
Agendas might include:
• Repor ting about arts council services available
• Repor ting about funding opportunities from public and private sector
• Repor ting about policies affecting the field
• Repor ting about important regional, state and national resources
• Facilitated roundtable information sharing by attendees
• Topic-focused discussions announced in advance
Convenings are an effective way to “take the temperature” of the field and to encourage
regular communication with and input from underrepresented communities in order to ensure
that the arts council continues to be responsive.
Trainings, Workshops, Informational Webinars
Offer periodic live and virtual workshops by topic, free of charge, open to all cohorts, and
featuring experts in the fields of:
• Diversity, equity and inclusion
• Audience development and marketing
• Fund development
• Nonprofit finance
• Human resources management
• Basic business skills for artists
• Advocacy
Programs may be offered in collaboration with service organizations such as Contra Costa
County Office of Education, Theatre Bay Area, Association of Fundraising Professionals,
Nonprofit Finance Fund, Cal Nonprofits, Californians for the Arts, Americans for the Arts,
Create CA, area institutions of higher education.
Technical Assistance
Assist artists and arts organization leaders in connecting to resources, by:
• Hosting live and promoting virtual grant application workshops by
grantmaking organizations
• Providing direct technical assistance on applying to these grantmakers
through email and phone responses
• Refer applicants with a need for greater assistance to grantwriters in the
community and cover the costs of such assistance as budget permits
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GOAL: EQUITABLE SUPPORT FOR ARTISTS & CULTURAL ORGANIZATIONS
GRANTMAKING & RESOURCE DEVELOPMENT
Grantmaking
Seek out opportunities to provide grant funding to artists, arts & cultural organizations, and
arts & culture programming by non-arts organizations. This can be accomplished through
these options:
• Serve as official arts & cultural re-granting agency for Contra Costa County,
with a goal to establish an ongoing County arts grants program of $1,161,000
($1 per capita) beginning in 2025-26, drawn from Measure X or other
funding sources
• Manage, when available, re-granting funds from the California Arts Council or
National Endowment for the Arts, or other sources
These activities would follow well-established best practices, with tasks such as:
• Planning and administering the overall grantmaking program, including
preparation of timelines, budgets, and eligibility guidelines with clearly defined
eligibility parameters
• Planning and administering a peer panel grant review process, including the
recruitment, training and coordination of the peer panelists
• Promoting widely the grant opportunity to all eligible constituencies, ensuring
accessibility to those with disabilities and underrepresented communities
• Providing free technical assistance to grant applicants, including grant
application workshops, direct email and phone response to individual applicants
and, where necessary, referral to local grantwriters
• Thorough and accurate record-keeping and reporting
• Distribution of funds
• Convening grant recipients for peer learning
• Check-ins with grant recipients to monitor their progress in achieving
grant impact goals
• Designing and collecting final reports from the grant recipients
• Evaluating and reporting on the impact of the grantmaking program
Arts Council staff can also act as advisors to local foundations on their arts & cultural
grantmaking or serve on peer review panels for other grantmaking programs. This provides a
knowledgeable Contra Costa voice on such panels as well as the opportunity to bring back to
the arts council additional best practices in grants management for future use.
GOAL: ADVOCACY FOR ARTS & EQUITY
The arts council, in its role representing the countywide arts & cultural community, has a
vital role to play in advocacy, including to:
• Establish and maintain regular communications with elected officials at the
federal, state, county and municipal level, keeping them informed about the
county’s arts community
• Provide the arts community with information about their elected representatives
• Convene county arts & cultural leaders to meet their elected representatives
• Document the economic impact of the county’s arts & culture on a regular basis
through conducting, participating in, and promoting the results of surveys (e.g.
Americans for the Arts’ “Arts & Economic Prosperity” study and the annual Otis
Repor t on the Creative Economy of California), or by contracting with an
economics consulting firm
• Keep informed by joining Americans for the Arts (AFTA) and Californians for the
Arts (CFTA), the national and state arts advocacy organizations
• Participate in “get out the vote” promotions conducted by AFTA and CFTA
• Share information with the county’s arts & cultural community about public
funding and arts-related legislation and encourage them to make their voices
heard about these matters
• Engage in direct, strategic advocacy with elected officials and county staff
leaders regarding allocation of Measure X and/or other funding to support the
arts & cultural community
• Establish and maintain regular ongoing communication with the Contra Costa
County Office of Education (CCCOE) to help inform the arts community
of the status of arts education in the public schools and, in particular, their
use of the new Proposition 28 funding for art and music instruction. Work with
CCCOE to brief arts organizations countywide about the opportunities to
provide instructional services through access to the portion of Prop 28 funding
available for contracting community arts partners.
• Work closely with Create CA, the statewide arts education advocacy
organization, in encouraging the establishment of local advocacy networks that
will monitor adherence to State-mandated arts instruction in local schools and
districts, and advocate for strengthening it.
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Cal Shakes in Orinda
GOAL: ONGOING COMMUNITY ENGAGEMENT,
RESPONSIVENESS & LEARNING
The arts council will rigorously maintain an ongoing state of preparedness in soliciting
community input, by:
• Conducting regular surveys of its constituents about the impact and ease of use
of its services
• Conducting post-program/event surveys of attendees/participants
• Prompt response to inquiries
• Civil engagement on social media
• Open office hours
• When appropriate, engaging independent evaluations of its work
The arts council will respond to community input, by:
• Assessing whether its services and programs are meeting goals of equity
and inclusion
• Making appropriate adjustments to existing services and programs
• Converting its findings into strategic goals
• Determining the continued value of services and programs
The arts council will commit to the principle that its knowledge base must be continuously
refreshed through formal and informal opportunities to learn from others in the field and to
apply innovative thinking to the pursuit of its service to the community. This includes:
• Participating in professional associations
• Attending conferences and conventions
• Routinely reading published materials about ideas and practices within the field
and in other sectors
• Understanding that the work of the arts council must always be relevant and
never become stagnant
NIAD Art Center in Richmond
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Art Passages
Resume coordination of the exhibitions program in designated County building spaces,
possibly by subcontracting the work to a curator/installer.
AboutFACE
Explore ways to restart this art program for military veterans, possibly by identifying an
organization willing to adopt the program or by subcontracting work to a teaching artist.
Delta Art Gallery in Brentwood
GOAL: EQUITABLE PROGRAMMING
PROGRAMMING
On a selective and limited basis, offer direct arts & cultural “gap” programming.
The criteria should be based on the following:
• Program will not divert the arts council’s capacity to perform fully its primary
mission as a service organization
• Program is mandated by a funder providing general operating support (e.g.
California Arts Council requires that its State-Local Partner county arts councils
grantees administer the Poetry Out Loud program for their county and a portion
of the grant is restricted to that use)
• Program is not offered by other local arts & cultural organizations nor will
it compete with similar programs that exist and are offered by others, and
it addresses a specific need or constituency AND there is additional funding
available to cover the costs (e.g. AC5’s ABOUTFACE program for military
veterans was launched with a California Arts Council Veterans in the Arts grant)
• Program is broadly collaborative and arts council is best-positioned to serve
it as an “umbrella” (e.g. a countywide event or festival involving many local
organizations producing their own events, but which does not require the arts
council to be the producer) AND there is additional funding available to cover
the costs
• Program is intended for the specific purpose of raising funds to support the
work of the arts council (e.g. a fundraising gala)
• Arts council is best-positioned to operate the event as a neutral entity (e.g.
producing an annual arts awards event that recognizes artists, arts
organizations, arts patrons, from throughout the county) AND there is additional
funding available to cover the costs
• Program is part of the arts council’s expanded scope of services with Contra
Costa County (e.g. management of a County ar t in public places program) AND
there is additional funding available to cover the costs
Poetry Out Loud
Resume coordination of the annual Poetry Out Loud (POL) program in Contra Costa County,
in collaboration with the Contra Costa County Office of Education. Upon its designation as
the county’s official State-Local Partner (SLP) and resumption of funding under the SLP grant
program, the arts council will be required by California Arts Council to operate POL.
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Estimated Budget 2023-24 2024-25 2025-26 2026-27 2027-28
Income
Contributed Income
Contra Costa County (from Measure X or other sources)$262,500 $275,625 $289,406 $303,877 $319,070
California Arts Council - State-Local Partner Grant $0 $75,000 $75,000 $75,000 $75,000
Foundations (Private, Community, Corporate)$125,000 $132,500 $150,000 $162,500 $175,000
Awards Event (net)$0 $10,000 $20,000 $30,000 $40,000
Earned Revenue
Marketing services $0 $5,000 $7,500 $10,000 $12,500
Memberships $0 $5,000 $7,500 $10,000 $12,500
Total Income $387,500 $503,125 $549,406 $591,377 $634,070
Expenses
Personnel
President & CEO (Full-time)Year 1 - 9 months;
$125k base
$93,750 $132,000 $140,000 $147,000 $154,000
Grants Manager (Full-time)Begins Year 3 $0 $0 $100,000 $105,000 $110,000
Program Manager (Full-time)Year 1 - 7 months $43,750 $79,000 $84,000 $89,000 $95,000
Administrative Assistant
(Full-time)
Year 1 - 6 months $20,000 $42,000 $45,000 $47,500 $50,000
Poetry Out Loud Teaching Artist (Part-time)$5,000 $5,500 $6,000 $6,500
Fringe benefits (est. 15%)$23,625 $38,700 $56,175 $59,175 $62,325
Web portal - Development & license (Year 1) & annual license $15,000 $9,000 $9,000 $9,000 $9,000
Web portal - Branding & graphics consulting (one-time cost)$10,000 $0 $0 $0 $0
Web portal - Launch campaign; annual marketing $30,000 $12,000 $13,000 $14,000 $15,000
Convenings (meeting space, refreshments)$3,000 $6,000 $9,000 $12,000 $15,000
Accounting and Bookkeeping Services $5,000 $6,000 $7,000 $8,000 $9,000
IT Expenses $5,000 $12,000 $12,000 $12,000 $12,000
Office Space Year 1 - 6 months $12,000 $24,000 $26,000 $28,000 $30,000
Travel (AFTA & CFTA in DC & Sacramento)$1,500 $3,000 $3,000 $3,000 $3,000
POL - Prizes & winner’s travel to Sacramento $0 $1,000 $1,000 $1,000 $1,000
Contingency $5,000 $7,500 $10,000 $10,000 $10,000
Total Expenses $267,625 $377,200 $520,675 $550,675 $581,825
Net Surplus (Loss)$119,875 $125,925 $28,731 $40,702 $52,245
Cash Reserve $80,000 $180,000 $190,000 $220,000 $270,000
Pass-through funding
Grantmaking (County)Begins Year 3 $0 $0 $1,161,000 $1,219,050 $1,280,003
Budget Notes: Contributed Income: Contra Costa County - 5% increase annually
Pass-through funding: indexed to County population, based on $1 per capita, 5% increase annually
ARTS COUNCIL YEAR 1
PROJECTED TASKS
2023 2024
Q3 Q4 Q1
Issue RFP for new arts council August
Select organization or individual November
Contract executed December
Arts Council begins work January
Opens office or begins virtually January
Creates contact database January
Hires staff January
Develops web portal branding & marketing January
Collects, enters data for web portal February
Develops & deploys first newsletter (thereafter semi-monthly)February
Develops plans for convenings & trainings February
Begins Observing Poetry Out Loud run by CCCOE February
First convenings March
Plan Arts & Culture Month (April) activities March
Beta-test of web portal April
Arts & Culture Month activities April
Prepare for Form 990 Filing April
Launch web portal May
Prepare Next Fiscal Year Budget May
Budget Approval June
First training June
Conduct Performance Reviews June
Board of Directors
Executive Committee
President & CEO
Grants Manager Program Manager
Administrative
Assistant
Poetry Out Loud
Teaching Artist
Organizational Chart
ARTS COUNCIL PROJECTED
BUDGET
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RESPONSIBILITIES
President & CEO
Organizational direction and management including strategic planning, Board management,
financial management, human resources management, external communications and
advocacy, fund development
Grants Manager
Manage County-funded grants program, external communications and advocacy, evaluation
and impact assessment
Program Manager
Manage Web Portal Project, Poetry Out Loud, Marketing services, Roundtables, Technical
Assistance
Administrative Assistant
Data collection, entry and management, assist President & CEO, Grants Manager, Program
Manager
Poetry Out Loud Teaching Artist
Coaches participating students
GOVERNANCE
Board of Directors
• California requires a minimum of 3 members on a nonprofit Board of Directors.
• Existing organizations applying to become the arts council should be asked for
their Board roster, including affiliations, and their intentions regarding the
composition of the Board should they be selected.
• Individuals seeking to establish a new 501c3 organization or convert to one
from fiscal sponsorship status should be asked to name at least 3 individuals
that have agreed to serve on the Board, including their affiliations.
• It is common for the size of a startup organization’s Board of Directors to be
small in order to facilitate quick decision-making during the early development
and growth period. Over time, the Board should be expanded to provide for
increased representation. Under these circumstances, it is common practice to
establish an Executive Committee to act on behalf of the full Board
between meetings.
ABOUT THE CONSULTANT
Arts Orange County is the leader in building appreciation of, participation in, and support for
the arts and arts education in Orange County, California. Founded in 1995, it is designated
by the Board of Supervisors as the official local arts agency and State-Local Partner for the
County of Orange. In addition to traditional arts council programs and services, Arts Orange
County provides consulting services to arts organizations, higher education, local, county
and state government in the areas of grantmaking, cultural planning, and public art project
management.
Richard Stein, President & CEO
For this project:
Tracy Hudak, Facilitator & Researcher
Victor Payan, Community Engagement Specialist
Roger Renn, Local Arts Specialist
Karin Schnell, Municipal Arts Specialist
Ashley Bowman, Public Art Specialist
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APPENDIX A
PURPOSE OF PROJECT
“The Arts and Culture Commission of Contra Costa County (also known as AC5) was
established in 1994 to advise the Board of Supervisors in matters and issues relevant to
arts and culture; to advance the arts in a way that promotes communication, education,
appreciation, and collaboration throughout Contra Costa County; to preserve, celebrate, and
share the arts and culture of the many diverse ethnic groups who live in Contra Costa County;
to create partnerships with business and government; and to increase communications
and understanding between all citizens through art. Most importantly, the mission of the
Commission was to promote arts and culture as a vital element in the quality of life for all
citizens of Contra Costa County.
While AC5’s work was instrumental in the development and support of numerous vital
arts and culture programs and initiatives over the years, the organizational structure was
ultimately deemed not as constructive to the mission as a public-private partnership Arts
Council could be.
On March 29, 2022, the Board of Supervisors dissolved the Arts and Culture Commission
and directed County Administration staff to procure or establish a nonprofit public-private
partnership Arts Council for the county, to serve as the county’s State-Local Partner (SLP)
with the California Arts Council (CAC).”
--Contra Costa County Board of Supervisors Agenda Item for Appointment of Ad Hoc Arts
Council Steering Committee, November 29, 2022
ARTS COUNCILS & STATE-LOCAL PARTNERS
California’s county arts councils “provide access to funding,
professional development and technical assistance to artists and arts
organizations of all sizes and disciplines, as well as provide direct art
programs where gaps may exist. In larger communities, they are often
relied upon to serve the needs of communities with hundreds of arts
organizations and thousands of artists.”
• 53 of California’s 58 counties have an arts council—each designated by its
county’s Board of Supervisors as the official “State-Local Partner” (SLP) for that
county. Five counties have arts councils currently in development, including
Contra Costa County. 43 of the SLPs are independent non-profit organizations,
while 8 are a division of their county government.
• “The State-Local Partner (SLP) program was established by the California
Arts Council (CAC) in 1980 with the goal of using California’s state and county
government network to ensure public funds reach the local level and support
artists, arts organizations and cultural groups, thereby strengthening all
communities throughout California.”
• “The majority of SLPs have annual operating budgets which are small to
medium-sized. SLP annual budget sizes include: 20 SLPs under $250,000; 26
SLPs $250,000-$999,000; 3 SLPs $1-4 million; 4 SLPs $10 million and larger.”
• In 2023, the CAC has allocated grant funding to each of its State-Local Partners
in the amount of $75,000, $5,000 of which is specifically restricted to the
administration of the Poetry Out Loud Program in each county. The amount of
the remaining funds is subject to adjustment based upon the peer review
panel ranking each county arts council receive, sometimes reduced significantly
based on performance.
• The Arts & Culture Commission of Contra Costa County (AC5) served as the
county’s State-Local Partner until its dissolution in 2022. The county intends to
designate the new arts council to serve that role.
Sources: California Arts Council; California Coalition of County Arts Agencies
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SOURCES OF FUNDING FOR COUNTY ARTS COUNCILS
Arts councils rely upon a variety of sources of funding to support their work, depending upon
their respective communities.
PUBLIC FUNDING
Federal
National Endowment for the Arts (NEA) is the primary federal agency providing direct support
to county arts agencies, and has multiple funding programs with deadlines throughout the
year. Grants are for projects, not general operating support, and are awarded through a
competitive process of staff and peer panel review. With an annual budget of only about $200
million to serve the entire nation, NEA grants typically range from $10,000 to $50,000. Its “Our
Town” Grants Program awards up to $200,000 for one-time signature creative placemaking
projects. All NEA grants must be matched on a dollar-for-dollar basis with other funding, and
payments are made in arrears upon documenting expenses and matching funds.
Congressionally Directed Spending Requests (commonly referred to as “earmarks”) are
requests made by Members of Congress as part of the discretionary spending portion of
the annual federal government budget. Earmarks were eliminated for a number of years,
but returned during recent Congresses. Requests must be made through the local Member
of Congress, who usually receives many such requests and is limited to proposing a small
number, not all of which will be funded. These are generally one-time awards directed
primarily to significant initiatives, such as a building campaign. The sums are generally in
excess of $1 million.
State
California Arts Council (CAC) is the primary state agency providing director support to county
arts agencies, and has multiple funding programs with deadlines throughout the year. Its
State-Local Partner (SLP) Program is the primary grant program for county arts agencies that
receive the SLP designation from their County Board of Supervisors, and currently provides
$70,000 in core funding (the full amount is generally reduced slightly based upon peer panel
review rankings, as this is a competitive grant program) plus $5,000 (full amount awarded) to
help subsidize each county arts council’s “Poetry Out Loud” Program. The SLP Program grant
application deadline is currently June 6. County arts agencies are also eligible to apply for
certain other CAC annual project grant programs, where funding generally does not exceed
$30,000. These grants also require matching funds be raised.
District Spending Requests, similar to federal earmarks, are available through State Senators
and Assemblymembers. They operate similarly to what is described above.
County
Contra Costa County previously funded its Arts & Culture Commission through General
Fund monies included in its annual budget. With the passage of Measure X, a special
supplementary sales tax, Contra Costa County is funding local organizations and initiatives
designed to address inequity and injustice in a variety of ways, including arts and culture.
Funds from Measure X for the arts were approved in the amount of $250,000 in 2023, and
have been described by County officials as being available in whole or in part to the county
arts council for operating support, when it is designated. Some officials have suggested that,
once well-established, the county arts council could receive increased Measure X funding for
operating support, and that Measure X could also be a potential source of funds to establish
arts and culture grantmaking countywide. Additionally, the County can provide some measure
of in-kind support for the new arts council in the form of office space, use of equipment,
supplies and services. Increasingly, counties have learned the benefits of the arts in achieving
their goals in the areas of healthcare, mental health, corrections, and re-entry, and are tapping
into those departmental budgets to fund such programs.
Other Sources of Public Funding
Transient Occupancy Tax (TOT) and/or Business Improvement District (BID): TOT is a hotel
tax levied per room night in many cities to support their General Fund budgets. Many specify
all or a portion of this mechanism to fund the arts, based on the premise that arts and culture
attract visitors. Indeed, studies have shown that “cultural tourism” incents visitors to add
“room nights” to their stay, providing increased economic benefit to the community—and
more hotel tax revenue. Where cities may rely on TOT for other municipal needs, a BID may
be established. A class of visitor serving businesses (e.g. hotels) may vote to establish
an additional fee per room night that is administered by the city like TOT, but specifically
designating the funds to generate tourism. Such BID funds are used to support Visitor
Bureaus, museums, performing arts centers, as well as other arts and cultural organizations.
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Development Fee
Although widely known as a mechanism for generating funds for permanent public art
(commonly referred to as a “percent for art” program), a broader definition of public art has
taken root in recent years to include support for all kinds of endeavors that generate greater
accessibility to the arts. These include temporary exhibitions and performance festivals,
but could conceivably also include support for a county arts council. Under such programs,
a public art fee of (usually) 1% of the total project cost must be allocated by the private
developer or local government to install permanent public art on the property or be paid into
an in lieu fund that will accrue and be utilized by the municipality for public art projects.
PRIVATE FUNDING
Foundations
The Bay Area has a plethora of private foundations that have a proven history of arts funding.
Northern California Grantmakers, a coordinating body, lists more than 200 members,
including private foundations and giving arms of corporations. Although Contra Costa County
is not within the giving jurisdiction of some Bay Area foundations, others—like Dean and
Margaret Lesher Foundation and Zellerbach Family Foundation do include it. Aware that
Contra Costa County’s arts community has lagged behind other Bay Area communities in
terms of arts philanthropy, the involvement on the Ad Hoc Arts Council Steering Committee
by the arts program officers of those two foundations shows promise for future support from
this sector. Together they, along with the San Francisco Foundation, hosted a virtual mixer for
Contra Costa County arts leaders and arts interested community members at the start of this
arts council project.
Corporations
Some corporations have foundations for charitable giving (see above). While corporate sector
involvement in arts funding is quite limited, there may be local business community interest in
supporting some arts council activities through sponsorship.
Individuals
Individual giving comprises the vast majority of philanthropy in America, but the arts is one of
the smallest areas of such support. Further, individual giving in the arts tends to be focused
where donors feel a personal connection to the art form. However, there is the rare individual
donor who grasps fully the case for supporting an arts council because of its impact on the
entire ecosystem of arts and culture in a community.
Events
Like it or not, many donors are conditioned to give only when there is an event they can
attend. Arts councils, as service organizations, are not well-situated to compete in the gala
event marketplace. But they are possibly best-positioned to hold an event that recognizes
artists, arts patrons, arts organizations, and others. Such an event strengthens the arts
council’s brand in the community and can net significant positive financial results.
EARNED REVENUE
Memberships
A non-voting membership mechanism can contribute a small portion of the arts council’s
operating budget needs while strengthening its relationships in the community. A tiered
membership dues structure, offering highly affordable rates for individual artists and small
grass-roots organizations with higher fees for large and mid-sized organizations, cities, and
higher education can ensure that everyone in the arts community feels they have a stake
in the arts council’s success. Benefits such as mixers, a free consultation meeting, the
opportunity to attend convenings, and discounted advertising packages may be modest, but
valued.
Marketing Services
All arts organizations seek inexpensive and effective ways to get the message out about
their events. Utilizing the proposed web portal and opt-in email subscription program, the arts
council can make available an e-marketing package on an affordable basis that will generate
meaningful ongoing revenue.
Lesher Center for the Arts in Walnut Creek
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CONTRA COSTA COUNTY ARTS & CULTURE ASSETS
Arts & Culture Organizations and Venues
Approximately 300 arts and cultural organizations are based in Contra
Costa County. A number of others located in adjacent counties provide
arts and cultural services to county residents.
By District
District 1 – 64 organizations
District 2- 107
District 3 – 18
District 4 – 57
District 5 - 44
By Type
Performing Arts – 134
Culture – 38
Visual Arts – 36
Arts Education/Youth – 27
Foundation/Support/Booster Organizations – 23
Arts Services – 10
Museums – 8
Multidisciplinary – 7
Government - 5
Heritage – 2
More detail about arts & cultural organizations and venues is included in APPENDIX B.
Muncipal Arts Programs
Contra Costa County encompasses 19 cities and numerous unincorporated communities.
11 cities have Public Art Programs
• District 1: El Cerrito, Richmond, San Pablo
• District 2: Danville, Lafayette, Moraga, Orinda, San Ramon
• District 3: Brentwood
• District 4: Walnut Creek
• District 5: Martinez
12 cities have Arts Commissions/Committees and/or Arts Plans
• District 1: El Cerrito, Richmond
• District 2: Danville, Lafayette, Moraga, Orinda, San Ramon
• District 3: Brentwood
• District 4: Concord, Walnut Creek
• District 5: Martinez, Mountain View
More detail about municipal arts programs and governance is included in APPENDIX B.
Art in Public Places
More than 450 artworks are on display publicly countywide
District 1- 64 artworks
District 2 – 201 artworks
District 3 – 92 artworks
District 4 – 79 artworks
District 5 – 14 artworks
A complete list by city is included in APPENDIX B.
Note: This is an undercount, as City of Richmond is currently conducting an inventory of its own
public art and expects to report a higher number than the consultant has cataloged.
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CREATIVE ECONOMY
Two sources provide some insight into the creative economy of Contra Costa County.
2017 Creative Industries Report from Americans
for the Arts
• 2,451 ar ts-related businesses and nonprofits in Contra Costa County
• 8,068 people employed
• 4.3% of all businesses in Contra Costa County
• 1.8% of all employees
Source: Dun & Bradstreet, April 2017
Further, the Creative Industries Report states that these figures represent an “undercount”:
“These Creative Industries data are based solely on active U.S. businesses that are registered
with Dun & Bradstreet. Because not all businesses are registered, our analyses indicate
an under-representation of arts businesses (particularly those that are nonprofit arts
organizations and individual artists). The data in this report, therefore, are an undercount. To
define the Creative Industries, Americans for the Arts selected 644 8-digit Standard Industrial
Classification codes that represent for-profit and nonprofit arts-centric businesses (out of
more than 18,500 codes representing all industries).”
2023 Otis College Report on the Creative Economy
– Bay Area Region
650,733 people employed in the creative sector in 2021 in the 12-county
Bay Area Region
• 480,580 in Entertainment
• 84,013 in Architecture and Related Services
• 73,052 in Fine and Performing Arts
• 7,277 in Creative Goods & Products
• 5,811 in Fashion
The Otis Report is an annual study (begun in 2007) that provides statewide data highlighting
five creative industry categories (Architecture & Related Services, Creative Goods & Products,
Entertainment, Fashion, Fine & Performing Arts). The 2023 Otis College Report is based upon
2021 employment data from publicly-available sources of information, and includes business
and nonprofit organizations. The 2023 Report was prepared by CVL Economics, a Los
Angeles based research firm.
The Report provides “snapshots” of eight regions across the state. Contra Costa County data
is embedded in the snapshot for the Bay Area Region, which also includes Alameda, Marin,
Napa, San Benito, San Francisco, San Joaquin, San Mateo, Santa Clare, Santa Cruz, Solano,
and Sonoma counties. Data specific to Contra Costa County is not broken out from the
aggregate in the regional snapshot.
The Otis College Report states the following: “The Bay Area is one of only two regions where
growth in the creative economy outperformed growth in the overall economy between 2018
and 2021. Growth is driven by changes in the Entertainment sector—which accounts for
nearly 75% of the region’s creative economy and was the only sector to experience growth in
this period. In 2021, the number of creative jobs sat almost 2% above 2018 levels. In contrast,
the Bay Area’s overall economy lost 7% of its jobs between 2019 and 2020 and remains nearly
5% below 2018 levels.”
The full 2023 Otis College Report on the Creative Economy may be found here:
https://www.otis.edu/creative-economy
El Campanil Theatre in Antioch
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CONTRA COSTA COUNTY ARTS
& CULTURAL HISTORY TIMELINE
The first accounts of
an identifiable cultural
community in the west delta
are attributed to the Bay
Miwoks. Native Americans
living in the East Bay wove
reed baskets of the highest
quality and with graphic
embellishments of great
aesthetic appeal.
Dr. Robert Semple
contracted to provide ferry
service from Martinez to
Benicia, the only crossing on
the Carquinez Strait. Later,
Martínez served as a way
station for the California
Gold Rush.
Martinez Opera, the home
of the first opera company
in California is founded by
Professor Walter Bartlett of
Boston. At that time Martinez
was the cultural center of
Contra Costa County.
Although there were no
missions established
within this county, Spanish
influence here is extensive,
through the establishment
of land grants from the King
of Spain to favored settlers.
Fifteen land grants are
made in Contra Costa
County.
The county is created and
named Contra Costa which
means in Spanish “opposite
coast.” One of the original 27
counties of California, it was
originally to be called Mt.
Diablo County.
Mt. Diablo High School is
opened.
Early Portuguese and Italian
immigrants find the climate
in Oakley amenable and
plant thousands of acres
of vineyards. Nearly 80
percent of Oakley’s roughly
700 acres of vineyards are
planted in Zinfandel grapes.
Martinez plays a role in the
Pony Express, where riders
take the ferry from Benicia
to Martinez.
The first tunnel through the
Oakland hills is built as a
means of bringing hay by
horse, mule, or ox-drawn
wagons from central and
eastern agricultural areas.
1100 – 1770 AD
1847
1889
1769 - 1833
1850
1901
1800s
1860
1903
1841
1883
1913
The Moraga Adobe is built,
the oldest building in the
East Bay. Joaquin Moraga
settle on a piece of property
overlooking the southern
section of Orinda, built a
two-room adobe house.
The mansion where the
naturalist and writer John
Muir lived is built in 1883
by Dr. John Strentzel, Muir’s
father-in-law. Muir and his
wife moved into the house
in 1890, and he lived there
until his death in 1914. It is
now the John Muir National
Historic Site.
The Contra Costa County
Library is founded and
brought a commitment to
widespread, county-wide
service.
Joe DiMaggio is born in
Martinez. He plays his entire
13-year Hall of Fame career
in Major League Baseball for
the New York Yankees.
Eugene O’Neill wins the
Nobel Prize for Literature
and uses the prize money
to build Tao House above
Danville.
The two-bore Caldecott
Tunnel for road vehicles is
completed making Contra
Costa more accessible.
The tunnel has since been
augmented with a third and
fourth bore.
1914
1936 1937
1941–1945
During World War II
Richmond hosts Kaiser
Shipyards and wartime
pilots are trained at
Buchanan Field Airport in
Concord.
1920 1921 1928
1936
1944 1944 1955
Jazz musician Dave
Brubeck is born in
Concord. A park adjacent
to Concord High School
is renamed in his honor
in 2006.
The most notable natural
landmark in the county is
Mount Diablo. Legislation
created in 1921 makes it a
state park.
El Campanil Theatre opened
in the City of Antioch, built,
owned and operated by
Ferdinand Stamm and Ralph
Beede. It originally offered
an audience chamber of
approximately 1,100 seats,
as well as a limited stage
and “back of the house”
areas to support vaudeville
entertainment.
The Richmond Art Center is
founded by Hazel Salmi. It is
one of the oldest continually
operating non-profit art
centers on the entire West
Coast of the United States.
1941
The Lafayette Park Theater
opens. It was originally a
movie theater.
The Port Chicago Disaster is the largest domestic loss of life during World War II. 320 sailors and civilians are instantly killed when the ships they are loading with ammunition and bombs exploded. The majority of deaths are African American sailors working for the racially segregated
military.
The Dramateurs is
established. The group
is reorganized in 1992
as the Town Hall Theatre
Company of Lafayette, the
oldest continuously active
theatre company in Contra
Costa County.
Tom Hanks, Oscar-winning
actor, producer, and director,
is born in Concord.
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95
The Concord Jazz Festival is
established. The festival was
launched by Carl Jefferson,
a car dealer who managed
to get a group of friends to
support the concept.
Concord becomes a sister
city with Kitakami, Iwate, in
Japan and establishes a small
Japanese-style park, placing
half of a sculpture, The
Communion Bridge, in the
park. The matching half of the
bridge is in Kitakami. Every
five years, a delegation from
Concord visits Kitakami and
operates a student exchange
program.
The last active whaling
station in the country at
Point Molate closes.
Musical composer, Meredith
Willson, joined the cast
of CCMT on stage for the
curtain call of The Music
Man.
Alamo Danville Arts Society
is founded and operates the
Blackhawk Gallery.
East Bay Center for the
Performing Arts begins to
engage youth by providing
opportunities for them
through the inspiration
and discipline of rigorous
music training in world
performance traditions.
Walnut Creek’s walnut
harvest shares space with
Diablo Light Opera Company
and Contra Costa Musical
Theatre in the “Nut House”
spreading dust everywhere.
Mayor Verne Roberts
orchestrates the granting
of the old Carnegie Library
at 6th and “F” Streets to the
Antioch Historical Society for
their first museum
1969
1974
1971
1977
1968
1971
1979
1968
1973
1980
1990
Martinez Arts Association
is founded as a non-profit.
Later, they donate money
to build the Alhambra High
School theater.
The establishment of BART
and the modernization
of Highway 24 served to
reinforce the demographic
and economic trends in the
Diablo Valley area.
Antioch Dunes National
Wildlife Refuge is
established. The sensitive
sand dune habitat located
near the city of Antioch
serves as a refuge for three
endangered species of
plants and insects.
1955 1955
When a church choir
decided to raise funds
to make choir robes,
Josephine Camp offered
to direct a show – the
beginning of The Masquers
Playhouse in Point
Richmond.
Emiko Nakano, a noted
abstract expressionist
artist, holds an exhibit at
the Richmond Art Center.
The Giant Powder Company, a
dynamite & gunpowder plant
in Richmond closes. Now the
site of Point Pinole Regional
Shoreline.
Concerned residents formed
the non-profit organization
Save Mount Diablo to raise
funds and awareness to
protect open spaces.
1960
The Markham Regional
Arboretum is established.
Ira and “Bee” Markham sold
the parcel of land to the city
of Concord in 1966. They
requested that the area be
kept as natural as possible.
Concord Records, a jazz
record label, is launched.
The label’s artists go on to
win 14 GRAMMY Awards and
88 GRAMMY nominations.
NIAD Art Center is founded
to create exhibition and
studio space in Richmond
for artists with disabilities
seeking to create art.
Galleries in New York and LA
frequently sell their art.
Forest Home Farms in San
Ramon is listed on the
National Register of Historic
Places.
San Ramon is designated a
Tree City USA.
The Community Players
established in Pinole.
Contra Costa County had
obtained the railroad
right-of-way and the Iron
Horse Regional Trail was
established.
Pinole Artisans Foundation
begins as a small group of
dedicated artists, eventually
growing to its current roster
of over 60 members.
1981
1995
1982
1997
2001
1986
2004
2000
2000 2002
San Ramon Arts Foundation
established.
Martinez Opera Contra
Costa, after lying dormant
for fifty years, is reinstated
as a non-profit organization.
Bob Hope & Joel Grey
perform at the opening of
the $21 million Regional
Center for the Arts in
Walnut Creek (renamed
Lesher Center for the Arts
in 1995).
Rosie the Riveter
Memorial, a public art
project in Richmond,
begun in the 1990’s, is
dedicated to honor the
“Rosies”, women who
made up much of the
workforce at the shipyards
during World War II. It
formed the basis of a new
National Park.
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96
The first annual Shoreline
Festival celebrates air,
fire, water, and earth—the
elements that are the
essential forces that shape
our natural environment at
the Crockett Waterfront.
Moraga Summer Concerts
resume after COVID-19 in the
Moraga Commons Park, a
tradition since 1984.
Residents in Lafayette begin
placing crosses on a hill
overlooking the Lafayette
BART station and Highway
24 to memorialize the
American soldiers who had
died in the Iraqi war. There
are over 6,000 crosses now
covering this hill.
Brentwood Theater
Company begins producing
Broadway musicals.
Blue Devils win their most
recent world championship.
Blue Devils Drum and Bugle
Corps in Concord have won
20 times! The corps is made
up of talented musicians
from around the world.
Evan O’Dorney of Danville
wins the Scripps National
Spelling Bee.
“Mountain Days,” a new
musical celebrating John
Muir, performs in the new
Martinez Amphitheater.
The Arts are hit hard by
COVID-19.
The Art Deco style Martinez
Library is placed on the
National Register of Historic
Places.
Butterfield 8 is reorganized
as B8 Theatre Company.
Annual lighting of the
Danville Oak Tree, a
decades-long tradition in
downtown Danville, returns
after a two-year COVID
pandemic shutdown.
2006
2010
2007
2014
2020 2021
2008
2016
2010
2019
20232022
Brentwood is one of 212
cities designated by
KaBOOM! as a Playful City
USA for 2010 - one of only
23 such cities in California
and only three in Northern
California.
COMMUNITY INPUT
Ad Hoc Arts Council Steering Committee
The purpose of the Ad Hoc Arts Council Steering Committee “is to guide the County’s arts
and cultural planning efforts through an inclusive community engagement process; provide
input and collaboration with County staff and the consultant on the Arts Council procurement
or establishment process; ensure diversity, equity, and inclusion throughout the process and
outcomes; and listen to the community.”
On August 2, 2022, the Board of Supervisors referred to the Internal Operations (IO)
Committee the establishment of an Ad Hoc Arts Council Steering Committee. At its
September 12, 2022 meeting, the Internal Operations Committee (IOC) supported the
establishment of a seven-member Ad Hoc Arts Council Steering Committee and directed
staff to commence an application period for applicants to the Committee. On September
20, 2022, the Board of Supervisors voted to establish the Ad Hoc Arts Council Steering
Committee and approved its mission and committee composition. The mission of the Ad Hoc
Arts Council Steering Committee is to guide the County’s arts and cultural planning efforts
through an inclusive community engagement process; provide input and collaboration with
County staff and the consultant on the Arts Council procurement or establishment process;
ensure diversity, equity, and inclusion throughout the process and outcomes; and listen to the
community.
On November 21, 2022, the IOC considered the applications, interviewed applicants, and
recommended that the Board of Supervisors appoint the following individuals to the Ad Hoc
Arts Council Steering Committee:
1. Najari Smith (District I)
2. Janet Berckefeldt (District II)
3. Germaine McCoy (District III)
4. Arlene Kikkawa-Nielsen (District IV)
5. Ben Miyaji (District 5)
6. Nilofar Gardezi (Nonprofit foundation)
7. Margot Melcon (Nonprofit foundation)
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The Board of Supervisors approved these appointments on November 29, 2022. Following the
creation of the Ad Hoc Arts Council Steering Committee, the Internal Operations Committee
requested a status update on the activities of the Steering Committee.
Since its appointment, the Ad Hoc Steering Committee has met four times: January 18,
February 8, March 15, April 19, May 10 and June 5.
At these meetings, the Consultant provided the Ad Hoc Arts Council Steering Committee with
progress reports on:
• the key stakeholders being interviewed, inviting and receiving the Committee’s
suggested additions to the list
• the community visioning sessions, inviting and receiving the Committee’s
assistance in promoting these sessions within their districts
• the content of the online survey, inviting and receiving the Committee’s
suggested edits to the survey and their assistance in promoting the survey to
their networks
• the arts & cultural organization inventory, inviting and receiving the Committee’s
additions to the list
• the public art inventory, inviting and receiving the Committee’s additions to
the list
• a timeline of Contra Costa County’s arts and cultural history, inviting and
receiving the Committee’s additions
• first draft of the Consultant’s report
COMMUNITY INPUT
Key Stakeholder Interviews
Each stakeholder interview conducted was a free-form conversation that began by asking about
the interviewee’s own personal experiences with arts and culture, their professional background
and affiliation, their knowledge of the prior Arts and Culture Commission of Contra Costa County,
their awareness of the current arts council project, their observations and opinions about the needs
of the community with respect to arts and culture. Their responses prompted follow-up questions
seeking more information or encouraging them to provide more detail. Interviewees were advised
that their comments would be confidential and that any specific quotations used by the consultant
would be without attribution.
• 68 interviews were conducted with key stakeholders, and took place between
November 2022 and April 2023
• In addition to those independently identified by the consultant, interviewees
were selected based upon suggestions made to the consultant by County
Supervisors, County staff, members of the Ad Hoc Arts Council Steering
Committee, and other stakeholders
• Stakeholders interviewed were located in each of the five Supervisorial districts
in almost equal proportions, as well as several that represent organizations
serving multiple districts or the entire county
• Stakeholders represented the following constituencies:
- artists
- arts educators (K-12 and higher education, public and private schools)
- arts and cultural organizations, including all arts disciplines (art in public
places, dance, historical, libraries, literary, music, theatre, visual arts,
multi-disciplinary)
• philanthropic organizations
• business
• government (municipal, county, and state)
• All 5 Contra Costa County Supervisors were interviewed
• Notes from the sessions were compiled by the consultant and incorporated into
the findings and recommendations in this report
• Unattributed quotations from stakeholder interviews are shared throughout the report
The list of interviewees follows.Image credits
IMAGE TO COME
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First
Name
Last Name Title Organization City Type of
Organization
Dominic Aliano District Coordinator State Senator Steve Glazer State Senate
District 7
Government
Sylvia Amorino Artistic Director Solo Opera Concord Performing Arts
Candace Andersen Supervisor CCC Board of Supervisors County District 2 Government
Donna
Marie
Arganbright President Lamorinda Arts Alliance Lafayette Visual Arts
Jenny Balisle Founding Executive Director ARTSCCC Richmond Arts Services
Annette Beckstrand Board Member Brentwood Community Chorus Brentwood Performing Arts
Penny Bledsoe Board Member Pinole Artisans Pinole Visual Arts
Marija Bleier Visual Arts Coordinator Town of Danville Danville Government
Aniston Breslin Executive Director Lamorinda Arts Council Lafayette Multidisciplinary
Lindsey Bruno Recreation Manager City of Oakley Oakley Government
Diane Burgis Supervisor CCC Board of Supervisors County District 3 Government
Richard Cammack Artistic Director Contra Costa Ballet Walnut Creek Performing Arts
Ken Carlson Supervisor CCC Board of Supervisors County District 4 Government
Bill Carmel Art Teacher Board Member, Lamorinda A.C.San Ramon Arts Education
Adam Chow Parks & Rec Comm Svcs
Supervisor
San Ramon Art Advisory Committee San Ramon Multidisciplinary
Joan Cifarelli Music Instructor Los Medranos College Pittsburg Arts Education
Jose Cordon Special Project Coordinator Monument Impact Antioch Multidisciplinary
Winnifred Day Arts & Culture Manager Richmond Arts & Culture Commission Richmond Multidisciplinary
Ruthie Dineen Executive Director East Bay Center for the Performing Arts Richmond Performing Arts
John Dunn Performing Arts Coordinator Town of Danville Danville Government
Amanda Eicher Executive Director NIAD Art Center Richmond Multidisciplinary
Gerald Epperson Owner Epperson Gallery Crockett Visual Arts
Sue Farmer Board Chair Lamorinda Arts Council Lafayette Multidisciplinary
Kelly Ferguson Director of Development Rainbow Community Center Concord Visual Arts
Nilofar Gardezi Program Officer/Grants Manager Dean & Margaret Lesher Foundation Walnut Creek Philanthropy
John Gioia Chair CCC Board of Supervisors County District 1 Government
Federal Glover Supervisor CCC Board of Supervisors County District 5 Government
Alexandra Hollingshead Director Rebel Art School Walnut Creek Visual Arts
Carolyn Jackson General Manager Lesher Center for the Arts Walnut Creek Performing Arts
Lisa Kingsbury Director of Community Engagement Contra Costa School of the Arts Walnut Creek Arts Education
Nina Koch Owner East County Performing Arts Brentwood Performing Arts
Lawrence Kohl Music Director Pacific Chamber Orchestra Lafayette Performing Arts
Michelle Lacy General Manager Pleasant Hill Parks & Rec District Pleasant Hill Government
Marilyn Langbehn Executive/Artistic Director Contra Costa Civic Theatre El Cerrito Performing Arts
Dorrie Langley President Martinez Arts Association Martinez Multidisciplinary
Doug Lezameta CEO Hispanic Chamber of Commerce Walnut Creek Business
Suzanne Long Gallery Manager Epperson Gallery Crockett Visual Arts
Kathryn Lopez Artistic Director Ghostlight Theatre Brentwood Performing Arts
Sage Loring Owner Local Edition Creative Walnut Creek Visual Arts
Tari Loring Executive Director Three Thirty Three Walnut Creek Multidisciplinary
Christy Mack Co-Founder/Co-Creator Art Moves Project Lafayette Multidisciplinary
Tara Malik Media Arts & Culture Director RYSE Youth Center Richmond Multidisciplinary
Michael McCarron Executive Director Contra Costa Historical Society Martinez Heritage
Alison McKee Librarian CCC Public Library Countywide Multidisciplinary
Margot Melcon Program Executive, Arts & Culture Zellerbach Family Foundation San Francisco Philanthropy
Robin Moore Artistic Director Prior involvement with AC5 Martinez Visual Arts
Rachel Osajima Managing Director Alameda Arts Commission Oakland Arts Services
Lisa Potvin Recreation & Parks City of Concord Concord Government
Yazmyn Rahimi Events Planner Google Oakley Business
Jimmy Ramirez Planning Commissioner City of Oakley Oakley Government
Vickie Resso Co-Founder & Board Member Pinole Artisans Pinole Visual Arts
Jose Rivera Executive Director Richmond Art Center Richmond Visual Arts
Willie Robinson President Richmond NAACP Richmond Civic
organization
Eugene Rodriguez Founder & Executive Director Los Cenzontles Cultural Arts Academy San Pablo Performing Arts
Shayna Ronen Executive Director I Can Do That Performing Arts Center Danville Performing Arts
Jenny Rosen Staff Liaison Lafayette Public Art Committee Lafayette Visual Arts
Joel Roster Executive Director El Campanil Theatre Antioch Performing Arts
Ted Russell Arts Program Officer Kenneth Rainin Foundation San Francisco Philanthropy
Kevin Safine Arts & Recreation Director City of Walnut Creek Walnut Creek Multidisciplinary
Michelle Seville Former Manager Richmond Arts & Culture Commission Richmond Multidisciplinary
Kate Sibley Singer Contra Costa Chorus Richmond Performing Arts
Susan Stuart Executive Director Brentwood Community Chorus Brentwood Performing Arts
Chris Verdugo Operations Director CCTV Martinez Media
Jessica Wallner Recreation Supervisor Danville Arts Advisory Board Danville Multidisciplinary
Peggy White Executive Director Diablo Regional Arts Association Walnut Creek Philanthropy
Randall Wight Leader Martinez Campbell Theatre Martinez Performing Arts
Liz Wood Advisor Contra Costa Musical Theatre Walnut Creek Performing Arts
Clive Worsley Executive Director California Shakespeare Theatre Orinda Performing Arts
Hand of Peace Sculpture by Beniamino Bufano Walnut Creek Public Art
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COMMUNITY INPUT
Visioning Sessions
6 visioning sessions:
• 1 with the members of the Steering Committee (live) at a meeting open to the
public (live and virtual)
• 5 Community Visioning sessions in each of the County’s supervisorial
districts (live)
• Visioning sessions were staffed by a bi-lingual team member to assist Spanish
speaking participants
• Total attendance exceeded 160
Visioning Sessions were promoted through:
• Media announcement by Contra Costa County
• Printed postcards distributed through Ad Hoc Steering Committee,
Contra Costa
Library System, Board of Supervisors offices, and at arts and cultural
organizations countywide
• Digital image distributed through Board of Supervisors newsletters, emails to
Foundations-sponsored arts leaders mixer attendees, emails to key stakeholder
interviewees, emails to arts organizations countywide, emails to municipal arts
coordinators, and PSAs on CCTV
• Digital image posted on Facebook and boosted through paid advertising to a
targeted audience of Contra Costa County residents
At the Visioning Sessions, each District’s Supervisor made welcome remarks—Supervisors
John M. Gioia (District 1), Diane Burgis (District 3), Ken Carlson (District 4) and Federal D.
Glover (District 5) delivered them in person; Supervisor Andersen’s (District 2) were delivered
by Chief of Staff Gayle Israel due to her being out of town.
The visioning conversations provided a collective snapshot of the current conditions
impacting artists and organizations and their most urgent needs, stimulated a multitude
of ideas for how to improve conditions and provide meaningful experiences to the broader
community and generated visionary goals for shaping the future of Contra Costa’s cultural life.
Participants were asked to reflect on a personally meaningful arts experience and its impact
on them and to collectively brainstorm their vision for Contra Costa’s arts ecosystem and
cultural experiences ten years into the future.
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March 14, 2023 – Walnut Creek (District 4 – Supervisor Ken Carlson)
Approximately* 45, including:
Sylvia Amorino
Karen Bell-Patten
Susan Borzliz
Bill Carmel
Chrysanthe Christudoulou
Jose Cordon
Lisa Dell
Susan DeSanti
Yukie Fujimoto
Fran Garland
Miguel Gonzalez
Alyson Greenlee
Steve Harwood
Kathy Hemmenway
Carolyn Jackson
Flora Johnstone
Lawrence Kohl
Donna Labriola
Alexia Lopez
Tari & Sage Loring
Christy Mack
Dennis Markan
Jose Luis Marquez
JanLee Marshall
Elizabeth Orchutt
Jenny Rosen
Karen Sakata
Anh Dao Shah
Brianna Shahvar
Melissa Stephens
Fran Sticha
Rex Takahashi
Leslie Wilson
Clive Worsley
* Not all attendees signed in and some names were illegible at all the sessions. We apologize
for misspellings. Ad Hoc Steering Committee members are not included in the lists, but all
attended some or all of the sessions.
March 15, 2023 – Oakley (District 3 – Supervisor Diane Burgis)
Approximately 25, including:
Karin Bentley
Marija Bleier
Jose Cordon
Marian Ferrante
Marsha Golangco
Carol Jensen
Jane Joyce
Nina Koch
Kathryn Lopez
Heather Marx
Lisa Maule
Claire Maura
Dawn Morrow
Teresa Onoda
Yazmyn Rahimi
Jimmy Ramirez
Cindy Tumin
Melissa Vongtama
Vanessa Zakas
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March 16, 2023 – Pittsburg (District 5 – Supervisor Federal D. Glover)
Approximately 20, including:
Jose Cordon
Ginny Golden
Mr. B Jackson
D. Jaxon
Irene Kurniawan
Lisa Maule
Iris Moore
Dhoryan Rizo
Sonja Shephard
Taunito Trotter
Edgar Tumbaga
Rose Mary Tumbaga
March 17, 2023 – Danville (District 2 – Supervisor Candace Andersen’s
Chief of Staff Gayle Israel)
Approximately 20, including:
Jose Cordon
Tracy Farhad
Sue Farmer
Nicole Gemmer
Tricia Grame
Holly Hartz
Gene Howard
Lawrence Kohl
Jose Marquez
Pablo Rivera
Shayna Ronen
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Alfonzo Leon
Brother Micael
Joshua Mora
Sarah Murray
Kenoli Oleari
Shelly Precrof
Angella Seesaran
Michele Seville
James Shorter
Kate Sibley
Tony Tamayo
Verenice Velazquez
Ayesha Walker
Irene Wibawa
Buddy Yakacic
March 18, 2023 – Richmond (District 1 – Supervisor John M. Gioia)
Approximately 50, including:
Jenny Balisle
Michael Beer
Dejeana Burkes
Christy Chan
Donte Clark
Marie Coppola
Jose Cordon
Judy Cress
Shari DeBoer
Ruthie Dineen
Jennifer Easton
Amanda Eicher
Audrey Faine
Ilena Ferrer
Erica Garcia
Regina Gilligan
Aimee Graham
Taro HattoriChristy Lam
COMMUNITY INPUT
Online Survey
• Survey launched on March 15 and closed on April 30
• Survey was offered in English and Spanish
• Survey was promoted through:
- Media announcement by Contra Costa County
- Printed postcards distributed through Ad Hoc Steering Committee,
Contra Costa Library System, Board of Supervisors offices, and at the 5
- Community Visioning Sessions held March 14-18 in Walnut Creek, Oakley,
Pittsburg, Danville, and Richmond
- Digital image distributed through Board of Supervisors newsletters,
emails to Foundations-sponsored arts leaders mixer attendees, emails to
Key Stakeholder interviewees
- Digital image posted on Facebook and boosted through paid advertising to
a targeted audience of Contra Costa County residents
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COMMUNITY INPUT
Social Media
The Consultant created a Facebook page called “Contra Costa Cultural Planning and Arts
Council Project” in December 2022 to invite and collect community input, to promote
attendance at the community visioning sessions, to promote participation in the online survey,
to announce meetings of the Ad Hoc Arts Council Steering Committee, and to inform the
public about the progress of the consultancy.
The page attracted 247 followers. Post promotion targeting Contra Costa County Facebook
subscribers with an interest in arts and culture reached 14,756 people.
Also, the page was able to join 11 other Contra Costa-based Facebook groups (e.g. Contra
Costa County News, East Contra Costa Culture, Contra Costa County’s History Channel) further
enabling it to share posts about opportunity to provide community input.
In addition to driving participation, the Facebook page alerted the Consultant to organizations
that were not on its initial inventory of arts and cultural assets. The Facebook page provided
an additional opportunity to document the project by posting images of the promotional tools
and photos from the community visioning sessions.
APPENDIX B
VISIONING SESSION NOTES
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE
VISION No more below minimum wage for artists Advocacy
VISION Guaranteed income after artists program visiting artists program - inspire us Assist
VISION Nina Simone - artists duty to reflect the times and work for social justice Process
VISION Arts integrated deeply into daily community life Advocacy
VISION Joy, self care and compassion advanced through arts Advocacy
VISION CCC has discovered art is important Advocacy
VISION No gatekeeping, art for all, everywhere free!Advocacy
VISION Prioritize funding for arts higher(?) more than housing investment Advocacy
VISION CCC = Community culturally closer Advocacy
VISION Develop a culture of arts participation Advocacy
VISION Arts are not the first thing on chopping block Advocacy
VISION Everyone is consciously aware of values and experiencing arts and has sustainable ways to engage Advocacy
VISION Visual and audio art has become the new universal language, enhances history lessons, more
acceptance
Advocacy
VISION Arts integrates into math, history, other learning Advocacy
VISION Real connection between arts and mental health Assist
VISION Arts transcend distance in C.C Assist
VISION Prioritize wellness, mental, social, environmental Convene
VISION Address serious social/personal issues through arts programs Convene
VISION Arts as budget priority Advocacy
VISION Resources abundant N/A
VISION Bridge gap of generations Convene
VISION Artists as tribe - connected to each other Service
VISION Connecting communities Service
VISION Cross-genre, cross-city collaboration and sharing of resources Lead
VISION Dedicated, hyper local footprints that capture personality Process
VISION Public art everywhere Assist
VISION Lady Gaga at Antioch fairground N/A
VISION Library a cultural hub; exhibitions, events lectures Assist
VISION Rethinking art making platforms and sharing Assist
VISION Artists more connected - out of silos(?)Lead
VISION Critical that this organization is not formed through the lens of “old people”Process
VISION Wide spread of generations/bridging Process
VISION All schools have free/full arts programs - kids immersed Assist
VISION All schools in C.C have robust, fully funded arts programs traditional and tech based Assist
VISION Arts education is fundamental and a requirement (not funded only where that local community can pay)Assist
VISION Arts education as fundamental Assist
VISION Contra costa county art school K-12 Assist
VISION Properly funded + staffed, at least 5-10 staffers Process
VISION 10 years of stillness and silence before jumping to solutions Process
VISION 10 staff members - arts and richness division Process
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VISION Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy
VISION Arts & economy- connect people to place Advocacy
VISION Traffic flow changes TO Contra Costa - magnetic pull Advocacy
VISION Areas revitalized by arts Assist
VISION Soul- stories of the community Advocacy
VISION Arts center - space, offices, studios - per district Convene
VISION Billionaire dies and leaves endowment N/A
VISION Re-imagine how arts workers are supported Advocacy
VISION Get the community catalyzing support Advocacy
VISION Relationship-based support and institution support Process
NEED Art supplies store!!!Assist
NEED Subsidized housing for artists Convene
NEED Record store N/A
NEED Creating support system for artists, festivals, TV program Program
NEED Best practices to create resource “playbook”Service
NEED Resources for collaboration Service
NEED Groups that mentor artists to build careers Service
NEED Resource and incubation support for artists that roots them here Service
NEED Conversation stays alive Process
NEED CCC - wide social media promotion Service
NEED Social media support Service
NEED Collective effort relearn social media systems Service
NEED County wide hub connecting C.C. organization, artists + events Service
NEED Access online resources Service
NEED Directory/clearing house for info Service
NEED Coordinate calendar Service
NEED Hub of info on events, resources; space exchange Service
NEED Countywide onlines resource guide Service
NEED Info on funding Service
NEED Promotion and advertisement of local arts resources Service
NEED Comprehensive website promoting arts and culture in CCC Service
NEED Super-intentional conversation about gentrification Convene
NEED Network of resources for immigrant communities and BIPOC arts Service
NEED Change perception of what artists are and their career is Advocacy
NEED Community support for artists Advocacy
NEED Real partnership between developers, industry, arts and cities/county Lead
NEED Adequate funds to maintain public art Advocacy
NEED Adequate funding to support art programs in communities Advocacy
NEED Get 19(?) cities in county to corporate and support the arts Convene
NEED Art will happen regardless of funding but we need funding to support development of artists Lead
NEED Funding that takes care of living Process
NEED Grant writing support Service
NEED More connection between artists and healing spaces Convene
NEED Bring people into conversation - elevate discussion Convene
NEED Professional Devel Mixers - business development, use social media, bookkeeping Service
NEED Connectivity Service
NEED Networking for younger artists Service
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE
NEED How to create local connections/networks in bedroom community Service
NEED Funders aware of local arts needs Convene
NEED Grant writing support and info Service
NEED Nonprofit board development Service
NEED Amazing comms/connectivity between organizations Service
NEED Funding to hire grant writers to help community arts group Service
NEED Arts council provides info on grant opportunities and provides grant writing support Service
NEED Recognize and serve needs of different cities Process
NEED We need to connect east county may have a lot of different needs Process
NEED Festivals: Cherry festival, Brentwood art, wine and jazz festival Program
NEED Artist housing like New York Convene
NEED Access shared spaces Convene
NEED Artist Live/work space Convene
NEED We need a community performing space out here Convene
NEED Address inequity across libraries system wide approach/funding Convene
NEED Annual arts summit Lead
NEED Persistent sustained advocacy structure Advocacy
NEED Cities and counties working together Convene
NEED Voices of those left out are here from babies to elders - level of respect Process
NEED Younger - empowered leaders Process
NEED Arts and music in the schools Assist
NEED Art education for children Assist
NEED Re-imagine how arts workers are supported Advocacy
NEED Arts incubator Convene
NEED Shared business models and services Service
NEED Strong network Service
NEED Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service
NEED Workshops & technical assistance Service
NEED Grant guidelines that facilitate more equitable scoring Process
IDEA CCC access/create tech innovation in art Assist
IDEA Economic opportunities for artists and small businesses Convene
IDEA Partnerships b/t city/local gov and artists promote them Convene
IDEA Visiting artist program Convene
IDEA Permanent county exhibits and collection of local artists - connect students Program
IDEA Resources/incubator support for artists at all levels of their careers root them in this county Service
IDEA TV station - showcase shows Assist
IDEA Promote and develop Antioch Linn(Lynn?) House gallery Assist
IDEA Open studio space - drop in - ceramics, textiles, visual music and knowledge Convene
IDEA Public art and maps Service
IDEA County wide database for arts Service
IDEA Volunteer opportunities Service
IDEA An app to get notified at events by city and county, Alert me to the things i might want to attend Service
IDEA A website/ can it be broader than CCC?Service
IDEA Preserving traditions/craft Process
IDEA Acknowledge first people/arts pass down knowledge/history/tradition Program
IDEA More cultural festivals to represent increasingly diverse and community Program
IDEA Indigenous contra costa history ….? Walking tour Program
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE
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IDEA Artists as sustaining life through catastrophe Advocacy
IDEA Arts as tool for social transformation - quadruple down on that Advocacy
IDEA Art to teach math - STEM to STEAM Assist
IDEA Connect creatives and nature - partnership w parks Convene
IDEA Connection to local government and economic development Convene
IDEA Every town has arts plan based on econ impact study Convene
IDEA County leads/participates in Arts and Economic Prosperity study Lead
IDEA More “pay what you can” opportunities N/A
IDEA Percentage for the arts/retail and developers Advocacy
IDEA 1.5% of building funds for the arts Advocacy
IDEA Percent of money to public art broadly in The County for new development and gove buildings Advocacy
IDEA Partnerships/funding from local businesses for arts events Assist
IDEA Guaranteed income and living wages Convene
IDEA Collaboration - city agencies and nonprofit multi-year funded projects Convene
IDEA Mental health providers fund arts program Convene
IDEA Business support of free tickets Convene
IDEA Funding to support dedicated arts staff positions Lead
IDEA Big business partnering with smaller creative businesses, sponsorships, promoting Lead
IDEA Creative business license goes into funding for arts Lead
IDEA Priority funding for comms, collaboration, local personality projects, space Process
IDEA Innovation investment i.e. RXaR (?)
IDEA Create opportunities to engage small businesses in the arts Convene
IDEA Arts alliance w Chambers Convene
IDEA Public arts admin network Convene
IDEA Mechanism to encourage people to invest locally in the arts - local pride Lead
IDEA Major event like SXSW, infrastructure and playbook Program
IDEA Playbook for festival - permits (?)Service
IDEA Professional development for emerging arts leaders Service
IDEA Raise awareness of needs to local organizations/find local funders Convene
IDEA Diversify arts boards next gen - under 30 Convene
IDEA Make developers honor their commitments to arts and artists Assist
IDEA Downtowns express individuality of community Assist
IDEA More art of everyday objects i.e. contest panel boxes (?)Convene
IDEA Restore Benny Bufano Bear N/A
IDEA Connection to land history Program
IDEA Rap/hip hop teams per district and classes in school Program
IDEA Art sales in public places Assist
IDEA Transportation resources to make connections with in the county (those without cars/youth)Assist
IDEA Programs to open streets to artists Lead
IDEA Annual open studios program Lead
IDEA Teacher teach finding voice, finding self N/A
IDEA New way to tell the story of county history Program
IDEA Innovative architecture and landscape - tours, awards ceremony Program
IDEA Every city in the Bay area has hopping poetry event Program
IDEA Artists activating downtown Program
IDEA More free live music in the parks Program
IDEA More arts in the parks Program
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE
IDEA More art in public spaces and …? for local artists to exhibits and sell their work Program
IDEA Art clinics where people can go to learn Program
IDEA Theater library Assist
IDEA Expand kinds of arts uses of libraries Assist
IDEA Culturally chamilaion spaces- used by many Assist
IDEA Develop art colonies in communities Assist
IDEA Turn mall into dynamic arts spaces - galleries, performances spaces, music hall Convene
IDEA Outdoors spaces for performances, 99 - seat theater → let kids interpret shakespeare Convene
IDEA Shared resources/sets/spaces for performing arts Convene
IDEA Makers space Convene
IDEA Good county library system can be a hub for info/tech/networking/solicization Convene
IDEA Repurpose empty/outdated spaces and invoke curiosity Convene
IDEA Spaces, co-location w services Convene
IDEA Shared events - venues + exposure Lead
IDEA Activating underused spaces for arts Lead
IDEA Affordable live/work spaces Lead
IDEA Coordinating vs. competing Process
IDEA Connect youth to scholarships/resources Assist
IDEA Help youth find self/purpose via arts funding to prevent crime, etc.Assist
IDEA Places/spaces for youth development/arts Assist
IDEA Access and exposure to youth Assist
IDEA Jobs for artists > youth Assist
IDEA Ways to reach more youth Assist
IDEA Students internships Assist
IDEA Communication art opportunities to youth N/A
IDEA Schools where in order to teach, you must be a practitioner N/A
IDEA Teen arts council Process
IDEA Public space for artists to practice and connect that process with youth - safe expressive places Program
IDEA Kids exposed to working artists, see careers Program
IDEA Mentoring from seniors to youth - volunteers Program
IDEA Youth poet laureate Program
IDEA Youth arts - Showcase, contest, scholarships Program
IDEA Arts/socialization programs for teens Program
IDEA Cultural shift - help kids explore life goals/purpose Program
IDEA Artists and residency programs for unhoused and system engaged youth Program
IDEA Expressive young coaching middle/high schoolers connect to professional Service
IDEA Reflecting before acting Process
IDEA Staffing support/grants only/programs only, communication only Process
IDEA Look at sports alliance model
IDEA Art recruiters - like army
IDEA Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service
IDEA Collaborative/shared fundraising Convene
IDEA Workshops & technical assistance Service
IDEA Grant guidelines that facilitate more equitable scoring Service
IDEA Utilizing schools as connectors and existing space infrastructure Convene
IDEA Leverage diverse community leadership and languages Process
IDEA Activated public spacers & nature Program
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE
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Clay Studio at the Center for Community Arts Walnut Creek
IDEA Intergenerational arts activities Program
IDEA Experiential programs - people engaged in the creative process Program
IDEA Arts embedded in the economic development departments of local gov Lead
IDEA Youth involvement Assist
IDEA Instrument petting zoo Program
IDEA Collaborative cohab spaces Convene
IDEA More festivals & exhibitions- cultural and historical Program
IDEA Multidisciplinary festivals Program
IDEA Adaptive re-use of buildings Convene
IDEA More park amphitheaters Assist
IDEA Landmark celebrations Program
IDEA Intersection murals Program
IDEA 2nd Line - music parades Program
IDEA Explosion of public art in communities Program
IDEA Collaborative/shared fundraising Convene
IDEA Utilizing schools as connectors and existing space infrastructure Convene
IDEA Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy
IDEA Leverage diverse community leadership and languages Process
CONDITION Wake up call to increase funding, artists moving to C.C Advocacy
CONDITION Conversations about gentrification and “vibrant” arts scene Convene
CONDITION Art erases jurisdictional boundaries - barriers named and changed Convene
CONDITION Limited to traffic + public safety initiatives N/A
CONDITION Daunting scale and scope Process
CONDITION Important not to over promise Process
CONDITION Need realistic scope with resources Process
CONDITION Achievable goals Process
COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE SURVEY RESULTS
OVERVIEW OF SURVEY RESULTS
Arts & Culture Very or Extremely Important
88% of verified respondents say art, culture, cultural traditions or creativity are very or
extremely important.
Artistic Practice is High
75% of verified respondents consider themselves an artist, a craftsperson, a creative worker, a
culture bearer, arts teacher or working in the arts.
Artistic Practice Mostly Uncompensated
25% of respondents report that they earn half to all of their household income through their
involvement in the arts. 41% of those who consider themselves part of the cultural economy
report that they don’t earn money through their practice or volunteer involvement.
For those reporting some earnings from their creative practice, 27% report earnings from
teaching art or music, 27% are receiving earnings from the performing arts, 26% from visual
arts and photography, and 23% from music. Numerous workers report serving as volunteers
in arts organizations.
Frequently Attend Arts & Cultural Experiences
23% of respondents attend arts & cultural experiences weekly to multiple times per week,
36% monthly, and 27% several times per year.
Attend Most Arts & Cultural Experiences in Contra Costa County
33% say that they attend half or more of their arts & cultural experiences within Contra Costa
County, with 36% saying they attend 75% or more within Contra Costa County.
All Age Groups Need More Access to Arts
Age range priority needs ranked from 35% to 58% of respondents, with multigenerational
opportunities ranking highest.
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Top 4 Programmatic Needs:
• Concerts and musical offerings
• Festivals (arts, crafts, performances, food, etc.)
• Public ar t in neighborhoods or downtowns
• Art exhibitions (openings, gallery talks, public art tours)
Top Service Priorities for Arts Council:
• Provide grants to artists and arts organization
• Provide free or inexpensive art studios, exhibit space, or performance space
• Provide resource listings (grants, jobs, calls to artists or auditions, spaces to rent)
• Provide countywide website directory of artists and cultural organizations
• Provide networking and peer learning opportunities
• Provide professional development or business trainings
Top Leadership Priorities for Arts Council:
• Advocate for more public and private funding for arts & culture throughout
the county
• Partner with city governments to strengthen the arts through cultural planning
and investment
• Foster collaborations among artists and arts organizations that can strengthen
projects or result in other shared resource opportunities
• Partner with the county office of education to strengthen arts education in
the county
Top Programmatic Priorities for Arts Council:
• Offer a website that provides listings of arts and cultural events countywide,
where they are, and how to attend
• Partner with other organizations in showcases or festivals featuring local artists
or performers
• Identify gaps in arts and culture programs in the community and provide
programs or find other suitable organizations to fill them
• Work with local and regional press and media to find new ways to increase
coverage of arts and culture
Top Priorities for Arts Council to Address Access and Equity:
• Plans its programs and services to ensure that the needs of all geographic areas
of the county are addressed
• Have a leadership structure that reflects the demographic diversity of the county
• Provide or support programs that stimulate civic engagement by all
• Offer resources and trainings on equity, inclusion and diversity to arts
organizations and creative businesses
Top community benefits of the arts:
• Unifying the community and increasing community par ticipation
• Providing opportunities for residents to have fun and socialize
• Engaging the personal creativity of county residents
• Engaging youth in creative practices and life skills
• Honoring and learning about all of the county’s many history and cultures
• Improving the safety of our neighborhoods
Top economic benefits of the arts:
• Supporting or developing local creative talent, businesses and organizations
• Making commercial districts or downtowns more alive
• Strengthening local support for the creative & cultural sector
• Providing reasons to stay and spend in the county
• Attracting talent or businesses to our county
• Stimulating innovation and new ideas
Los Cenzontles in Richmond
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I Can Do That! Performing Arts Center in Danville
Survey Participants
Gender
70% Female
29% Male
1% Non-binary
Age
2% 24 and under
12% 25 - 34
18% 35 - 44
15% 45 - 54
20% 55 - 64
24% 65 - 74
9% 75 or above
Household Income
5% $39,999 or less
16% $40,000 - $69,999
17% $70,000 - $99,999
23% $100,000 - $149,999
19% $150,000 - $200,000
20% $200,000 or more
Highest Level of Education
1% Some high school
3% High School or equivalent degree
16% Some college, no degree
9% 2 year associate or technical degree
34% Bachelor degree
37% Graduate or professional degree
How they identify their background
4% American Indian or Alaska Native,
alone
8% Asian or Asian-American, alone
5% Black or African American, alone
13% Hispanic or Latino, regardless of race
2% Native Hawaiian and Pacific Islander,
alone
9% Other race, alone
7% Two or more races or other
59% White alone, not Hispanic or Latino
11% Disabled person
How long resided in Contra Costa County:
11% 1 - 4 years
16% 5 - 10 years
18% 11 - 20 years
19% 20 - 30 years
36% over 30 years
Cities of Respondents
59% of survey responses came from
residents of these 4 cities:
• Walnut Creek – 18%
• Concord – 15%
• Richmond – 14%
• Martinez – 12%
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ARTS & CULTURAL
ORGANIZATIONS &
VENUES LIST
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Performing Arts 4 51 Street Theater Company https://www.facebook.com/51streettheater/about/ Pleasant Hill
Art Education 3 Adams Music Boosters https://amsmusicboosters.org/ Brentwood
Visual Arts 5 AF by Christopher Tandy https://www.christophermtandy.com/ Martinez
Performing Arts 5 Afghan Theatre TV https://www.facebook.com/afghantheatre/ Pittsburg
Culture 5 African Cultural Center USA https://www.africanculturalcenterusa.org/ Hercules
Performing Arts 1 Aisan Hoss and Dancers (Iranian dance) https://www.aisanhossdance.com Hercules
Visual Arts 2 Alamo Danville Artist Society https://adas4art.org/Gallery is in Blackhawk Alamo
Foundation 5 Alhambra High School Arts Foundation https://www.alhambrahigh.org/mef Martinez
Culture 2 American Alliance of International
Arts Cultures and Education https://www.aaiace.org/ Moraga
Foundation 2 American Artist Foundation https://sanramonarts.org/ San Ramon
Performing Arts 2 Amy Likar, Alcyon Ensemble https://amylikar.com/project/alcyone-ensemble Orinda
Museum 3 Antioch Historical Museum https://www.antiochhistoricalmuseum.org/ Antioch
Performing Arts 5 Antioch Regional Theater https://pmltheatre.com/ Antioch
Arts Venue 2 Art Center - City of San Ramon will open in 2023 San Ramon
Visual Arts 4 aRT Cottage https://artscottage.blogspot.com/ Concord
Visual Arts 5 Art Guild of the Delta https://www.deltagallery.com/art-guild-of-the-delta.html Brentwood
Performing Arts 2 Art Movement Project https://www.facebook.com/ArtMovesProject/ Lafayette
Performing Arts 1 Artists Embassey International http://dancingpoetry.com/ Richmond
Performing Arts 1 Arts Contra Costa County https://www.artsccc.com/ Richmond
Performing Arts 4 Arts Media and Entertainment Institute https://www.ameinstitute.org/ Concord
Performing Arts 2 Ashmolean Singers https://www.facebook.com/pages/
Ashmolean%20Singers/ Walnut Creek
Museum 2 Atlantic Arts Museum Walnut Creek
Performing Arts 4 B8 Theater Company http://www.b8theatre.org/ Concord
Culture 2 Bay Area Mind and Music Society www.facebook.com/BAYMS San Ramon
Visual Arts 2 Bedford Gallery https://www.bedfordgallery.org/ Walnut Creek
Performing Arts 1 Black Diamond Ballet https://www.blackdiamondballet.org Pittsburg
Performing Arts 2 Black Swan Arts &Media https://www.blackswanarts.org/ Orinda
Performing Arts 2 Blackhawk Chorus https://www.blackhawkchorus.com/ Danville
Museum 2 Blackhawk Museum https://blackhawkmuseum.org Danville
Performing Arts 5 Blue Devils Performing Arts https://www.bluedevils.org/ Concord
Government 3 Brentwood Arts Commission https://www.brentwoodca.gov/government/
aboards-commissions/arts-commission Brentwood
Visual Arts 3 Brentwood Arts Society https://www.brentwoodartsociety.com/ Brentwood
Foundation 2 Brentwood Music Foundation http://bcb.deeders.net/ Danville
Performing Arts 3 Brentwood Teen Theater https://brentwoodteentheater.com/ Brentwood
Art Education 3 Bristow Music Booster https://www.bristowmusic.org/ Brentwood
Performing Arts 3 Broadway Repertory Theater https://www.facebook.com/broadwayrepertorytheater/ Brentwood
Arts Education 1 Building Blocks for Kids https://www.bbk-richmond.org/ Richmond
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Art Education 2 California High School Music Boosters https://www.calhighmusic.org/ San Ramon
Culture NA California Multicultural Art Institute https://www.facebook.com/MI.Multicultural.Institute/ Berkeley
Performing Arts 2 California Shakespeare Theater https://calshakes.org/ Orinda
Performing Arts 2 California Symphony https://www.californiasymphony.org Walnut Creek
Performing Arts 5 California Theater https://www.pittsburgcaliforniatheatre.com/ Pittsburg
Visual Arts 4 California Watercolor Association https://www.californiawatercolor.org/ Walnut Creek
Visual Arts 4 California Writers Club, Mt Diablo Branch https://cwcmtdiablo.org Pleasant Hill
Venue 2 Calvin Simmons Center
for the Performing Arts http://www.calvinsimmonscenter.org/ Walnut Creek
Performing Arts 5 Campbell Theater https://www.campbelltheater.com/ Martinez
Arts Education 2 Campolindo Choral Music Education http://campochoir.com/ Moraga
Wellness 4 Cancer Support Community https://www.cancersupportcommunity.org/ Walnut Creek
Martial Arts 4 Capoeira Omolu https://www.wcomulucapoeira.com Walnut Creek
Performing Arts 4 CCCOE - Visual and Performing Arts https://www.cccoe.k12.ca.us/departments/
(VAPA) curriculum_and_instruction/visual_performing_arts Pleasant Hill
Arts Education NA Center for Art Esteem https://www.ahc-oakland.org Oakland
Visual Arts 4 Center for Community Arts https://www.communityarts.org/ Walnut Creek
5 Center for the Arts and Technology Antioch
Culture 4 Center for the Promotion of
Indian Sacred Culture https://www.indiansacredculture.org/ Concord
Performing Arts 4 Center Repertory Company, WC https://www.lesherartscenter.org/programs/
center-repertory-company Walnut Creek
2 Central Eu California Cultural Instutute https://www.facebook.com/cecinitiative/ Orinda
Performing Arts 2 Chamber Musicians of Northern
California Ornia https://www.cmnc.org/ Walnut Creek
Performing Arts 1 Cherie Hill Irie Dance http://www.iriedance.com/ Richmond
Visual Arts 4 Chick Boss https://chickboss.com Clayton
Wellness 4 Choice in Aging https://choiceinaging.org Pleasant Hill
Performing Arts 2 Chorus Eclectic https://choruseclectic.org/about/ Danville
Performing Arts 2 Circosphere LLC https://circosphere.com/ Danville
Performing Arts 4 Clarinet Fusion https://www.clarinetfusion.org Pleasant Hill
2 Claudygod Music & Ministries https://www.facebook.com/ San Ramon
Visual Arts 4 Clay Art Guild https://www.facebook.com/CeramicArtsWalnutCreek/ Walnut Creek
Museums 4 Clayton Historical Society https://claytonhistory.org/ Clayton
Performing Arts 4 Clayton Theatre Company https://www.claytontheatrecompany.com/ Clayton
Art Education 4 Clayton Valley Charter High School https://www.claytonvalley.org Clayton
Art Education 4 Clayton Valley Music Boosters https://www.claytonbands.org/ Concord
Art Education 4 College Park Instrumental Music Boosters https://cphs.mdusd.org/CPMusicBoosters Pleasant Hill
Art Education 4 College Park Visual Arts Boosters https://cphs.mdusd.org/CPvisualartsboosters Pleasant Hill
Foundation 2 Community Arts Foundation https://commartsfoundation.org/ Walnut Creek
4 Community Concern for Art
Music and Sports https://www.guidestar.org/ Concord
Visual Arts 4 Concord Art Association https://www.concordartassociation.org/ Concord
Art Education 4 Concord HighSchool Instrumental
Music Boosters https://www.chsminutemenmusic.org/boosters/ Concord
Performing Arts 4 Contra Costa Ballet https://www.contracostaballet.org/ Walnut Creek
Performing Arts 4 Contra Costa Chamber Orchestra https://contracostachamberorchestra.org Walnut Creek
Performing Arts 4 Contra Costa Childrens Chorus https://www.facebook.com/people/
Contra-Costa-Childrens-Chorus Walnut Creek
Performing Arts 1 Contra Costa Chorus https://ccchorale.org Richmond
Performing Arts 1 Contra Costa Civic Theatre https://ccct.org/ El Cerrito
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Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Arts Education 1 Contra Costa College, Fine Arts https://www.contracosta.edu/classes/
academic-departments/fine-media-arts/ San Pablo
Performing Arts 5 Contra Costa Comedy http://www.cococomedy.com/ Martinez
Performing Arts 4 Contra Costa Musical Theatre https://www.ccmt.org/ Walnut Creek
Government 4 Contra Costa Office of Education https://www.cccoe.k12.ca.us/ Pleasant Hill
Performing Arts 2 Contra Costa Performing Arts Society https://www.ccpas.org/ Walnut Creek
Performing Arts 2 Contra Costa School of Performing Arts https://www.cocospa.org/ Walnut Creek
Government 4 Contra Costa Television https://www.contracosta.ca.gov/142/
Contra-Costa-Television-CCTV Martinez
Performing Arts 2 Contra Costa Wind Symphony https://www.ccwindsymphony.org Walnut Creek
Performing Arts 5 Creascent Moon Theater Productions https://www.crescentmoontheaterproductions.com/ Hercules
1 Create Peace Project https://www.facebook.com/createpeaceproject/ Richmond
Visual Arts 4 Creekside Artist Guild https://www.facebook.com/creeksideartistsguild Clayton
Performing Arts 4 Curtains Up Youth Theatre https://www.walnutacrespfc.net/pfc-programs/
after-school-enrichment-programs/curtains-up-youth-theatre Concord
Performing Arts 4 DA Dance Center https://www.thedadancecenter.com Concord
Performing Arts 4 Dance Connection Performing Arts Centre http://www.danceconnectionpac.com/ Concord
Arts Services 2 Danville Arts Advisory Board https://www.danville.ca.gov/274/Arts-Advisory-Board Danville
Performing Arts 2 Danville Community Band https://danvilleband.org/ Danville
Performing Arts 2 Danville Girls Chorus http://www.danvillegirlschorus.org/ Danville
Performing Arts 1 Davalos Dance Company http://davalosdance.org/ Richmond
Performing Arts 5 Delta Childrens Ballet Theatre https://my.donationmatch.com/nonprofits/
delta-children-s-ballet-theatre Pittsburg
3 Delta Education Group Antioch
Visual Arts 3 Delta Gallery https://www.deltagallery.com/ Brentwood
Performing Arts 2 Diablo Ballet https://diabloballet.org/ Walnut Creek
Performing Arts 2 Diablo Choral Artists https://www.dcachorus.org/ Walnut Creek
Culture 4 Diablo Japanese American Club https://www.diablojaclub.com/ Concord
Culture 4 Diablo Nippongo Gakuen https://www.diablonippongogakuen.org/ Concord
Foundation 2 Diablo Regional Arts Foundation https://www.draa.org/ Walnut Creek
Performing Arts 2 Diablo Symphony Orchestra https://www.diablosymphony.org/ Walnut Creek
Performing Arts 4 Diablo Taiko https://www.linkedin.com/in/arlene-kikkawa-nielsen Concord
Performing Arts 2 Diablo Theatre Company https://www.diablotheatre.org/ Walnut Creek
2 Diablo Valley Arts Academy Company https://www.facebook.com/diablovalleyarts.org/ Walnut Creek
Performing Arts 4 Diablo Valley College Band https://www.dvc.edu Pleasant Hill
Performing Arts 4 Diablo Valley College Performng
Arts Center https://www.dvc.edu/campus-life/performing-arts.html Pleasant Hill
Venue 2 Diablo Valley Theater
and Conference Center https://www.diablosymphony.org/locations/
diablo-valley-college-performing-arts-center/ Walnut Creek
Performing Arts 4 Diablo Wind Symophony https://bdsandbox.org/programs/diablo-wind-symphony Concord
Performing Arts 4 Diaspora Arts Connection Inc. https://www.diasporaartsconnection.org/ Pleasant Hill
Performing Arts 2 Dougherty Valley Theater https://www.sanramon.ca.gov/our_city/
departments_and_divisions/parks_community_services
/parks_facilities/facilities/dougherty_valley_
performing_arts_center San Ramon
4 East Bay Artist Guild https://www.eastbayartistsguild.org/ Pleasant Hill
Performing Arts 1 East Bay Center for the Performing Arts https://www.eastbaycenter.org/ Richmond
Culture 2 East Bay Hungarian Educational Group https://www.hungarianschool.org/ Walnut Creek
Performing Arts 5 El Campanil Theatre https://www.elcampaniltheatre.com/ Antioch
Government 1 El Cerrito Arts Commission https://www.el-cerrito.org/649/Arts-Culture-Commission El Cerrito
Foundation 3 El Companil Theatre Preservation Foundationhttps://www.elcampaniltheatre.com/ Antioch
Performing Arts 4 El Morocco www.elmoroccorestaurant.com Pleasant Hill
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Performing Arts 1 Empowering Youth Through Music https://www.eytm25.org/ Richmond
Performing Arts 2 Engineering Alliance for the Arts https://engineersalliance.org/ Walnut Creek
Performing Arts 1 Enpowering Youth Through Music https://www.eytm25.org/ Richmond
Visual Arts 5 Epperson Gallery https://eppersongallery.com/ Crockett
Performing Arts 2 Eugene O’Neill Foundation, Tao House https://eugeneoneill.org/ Danville
Performing Arts 2 Expressionsn Dance Academy www.expressionsdanceacademy.com Brentwood
Performing Arts 2 Festival Opera https://www.festivalopera.org/ Walnut Creek
Performing Arts 5 Fiat Music https://www.linkedin.com/company/fiat-music-company Pinole
Culture 3 Filopino-American Cultural Society of Antioch Antioch
Foundation 2 Foundation for Global Arts https://foundationforglobalarts.org/ Walnut Creek
Performing Arts 4 Friction Performing Arts https://www.frictionquartet.com/ Concord
Foundation 2 Friends of Civic Arts Education Foundationhttps://commartsfoundation.org/Walnut Creek
Museum 2 Friends of Joaquin Morga Adobe https://www.moragaadobe.org/ Orinda
Performing Arts 5 Funny Bone Productions https://www.facebook.com/funnytothebone/ Martinez
Performing Arts 1 Gadung Kasturi Balinese Dance and Music http://www.gadungkasturi.org/ Richmond
Performing Arts 4 Galatean Player Ensemble https://www.facebook.com/Galatean-Players-
Ensemble-Theatre-112245066140/ Concord
Foundation 2 General Music Education Foundation https://www.lafayettecf.org/ Lafayette
Performing Arts 3 Ghostlight Theatre Ensemble https://ghostlightte.org/ Brentwood
Performing Arts 2 Gill Theatre Arts https://www.gilltheatrearts.org/ Danville
Visual Arts NA Global Art Project https://globartproject.wixsite.com world wide
Performing Arts 2 Gold Coast Chamber Players https://www.facebook.com/GoldCoastChamberPlayers/ Lafayette
Visual Arts 5 Grant Street Tribe of Artists https://happeningnext.com/event/
grant-street-tribe-of-artists-eid3a08ml4q1w Concord
Performing Arts 4 Grown Women Dance Collective https://www.facebook.com/
goodwomendancecollective/ Concord
Culture 2 Guang-Yu Chinese Culture & Arts Center San Ramon
Culture 2 Healing Arts Peace Project
International - Happi https://www.facebook.com/healingartspeaceprojects/ Orinda
Visual Arts 2 Hearst Art Gallery, St Marys College https://www.stmarys-ca.edu/
saint-marys-college-museum-of-art Moraga
Art Education 5 Hercules Music Boosters Association https://www.facebook.com/people/
Hercules-Music-Boosters-Association Hercules
Art Education 3 Heritage Performing Arts Booster Club https://booostr.co/all-booster-clubs/listing/
heritage-performing-arts-booster-club/ Brentwood
Culture 1 Huicho Center for Cultural Survival
and Traditional Arts https://www.facebook.com/Huicholcenter/ San Pablo
Visual Arts 2 I Can Do That Performing Arts Center https://www.facebook.com/
ICanDoThatPerformingArtsCenter Danvile
Culture 3 International Fellowship
of Rotarian Musicians https://ifrm.org/ Brentwood
Performing Arts 1 JamesToland Vocal Arts https://www.jamestolandvocalarts.org/ San Pablo
Culture 4 Japanese American Religious and Cultural Center - Shinwakai Program Concord
Foundation 4 Jeffery Marshall’s Arts Foundation https://www.facebook.com/itsallaboutjeffrey/ Concord
Visual Arts 4 JOR Gallery http://jorfineartgallery.com Clayton
Performing Arts 2 Julivanna Music Studio Julivanna Music Studio, Voice Coach | Facebook Walnut Creek
Performing Arts 4 Kariktan Dance Company,
Dance Connection Studio https://kariktan.org/ Concord
Arts Education 2 Lafayette Partners in Education https://www.lpie.org/ Lafayette
Art Services 2 Lafayette Public Art Committee https://www.lovelafayette.org/city-hall/
commissions-committees/public-art-committee Lafayette
Foundation 2 Lamorinda Arts Alliance https://www.facebook.com/LamorindaArt/ Moraga
Arts Services 2 Lamorinda Arts Council https://lamorindaarts.org Orinda
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Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Performing Arts 2 Lareen Fender’s The Ballet School https://www.danceschoolwalnutcreek.com Walnut Creek
Visual Arts 2 Las Juntas East Bay Artist Guild http://www.eastbayartistsguild.org Pleasant Hill
Foundation 4 Las Lomas Performing Arts Foundation https://laslomashs.revtrak.net/
Performing-Arts-Foundation/#/list Walnut Creek
Culture 2 Les Amis De La Culture Francaise https://www.comite-officiel.org/
amis-de-la-culture-francaise.html Alamo
Performing Arts 4 Lesher Center for the Arts https://www.lesherartscenter.org/ Walnut Creek
Government 2 Local Edition Creative (Creative Concord) https://www.creativeconcordca.com/ Walnut Creek
Performing Arts 1 Los Cenzontles Cultural Arts Academy https://www.loscenzontles.com Richmond
Arts Education 1 Los Medanos College Choral & Vocal https://www.losmedanos.edu/music/
vocal/choralcourses.aspx Pittsburg
Culture 1 Luo-Kenya Socio-Cultural Group Pinole
Visual Arts 1 Madina Papel https://madinapapelanimation.com/ El Cerrito
Performing Arts 5 Maharlika Cultural Troupe https://www.facebook.com/mcti92 Martinez
Culture 1 Marcau Cultural Center https://www.facebook.com/
elceritocentrocultural/ El Cerrito
Visual Arts 5 Martinez Art Association http://www.martinezarts.org/ Martinez
Venue 5 Martinez Campbell Theater https://www.campbelltheater.com/ Martinez
Performing Arts 5 Martinez Chamber of Commerce https://martinezchamber.com/ Martinez
Museum 5 Martinez Historical Society https://martinezhistory.org/ Martinez
Performing Arts 5 Martinez Music Mafia https://www.facebook.com/MartinezMusicMafia/ Martinez
Performing Arts 5 Martinez Opera Contra Costa http://mtzocc.com/ Martinez
Art Education 5 Martinez Unified School District
Music Boosters https://www.facebook.com/martinezmusicboosters/ Martinez
Performing Arts 1 Masquers Theatre https://www.masquers.org Pt. Richmond
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Performing Arts 1 Medical Clown Project https://medicalclownproject.org/ Richmond
Performing Arts 1 Megan Lowe Dances https://www.meganlowedances.com/ SF
Culture 4 Monument Impact https://monumentimpact.org/ Concord
Heritage 2 Moraga Adobe https://www.moragaadobe.org Moraga
Visual Arts 2 Moraga Art in Public Spaces Committee https://www.moraga.ca.us/265/
Art-in-Public-Spaces-Committee Moraga
Foundation 4 Mount Diablo Music Education Foundation https://mdmef.org/ Pleasant Hill
Performing Arts 4 Mt. Diablo Universalist Unitarian Church https://mduuc.org/ Walnut Creek
Museum 2 Museum of San Ramon Valley https://museumsrv.org/ Danville
Culture 1 Music Research Institute https://www.music-research-inst.org/index.htm Richmond
Art Education 2 Music Teachers Association of California https://www.mtac.org/ San Ramon
Arts Education NA Musically Minded https://www.musicallyminded.com/ Oakland
Performing Arts 2 Nava Dance Theatre https://www.navadance.org/ Alamo
Performing Arts 3 Nick Rodriguez Theatre https://www.antiochca.gov/recreation Antioch
Culture 4 Noor Islamic & Culture Community Center https://www.noorislamicandculturalcommunitycenter.com/ Concord
Art Education 2 Northgate Choral Music Boosters https://www.northgatepfc.com/ncmb.html Walnut Creek
Performing Arts 1 Notority Variety https://www.facebook.com/notorietyvariety/ Richmond
Arts Education 1 Nurturing Independence
Through Artistic Development Center https://niadart.org/ Richmond
Performing Arts 5 Onstage Repertory Theater https://www.facebook.com/ONSTAGETHEATRE Martinez
Performing Arts 1 Oomph Dance Theater https://www.facebook.com/watch/oomphdance/
Visual Arts 2 Orinda Arts in Public Places Commission https://www.artspaceorinda.org/ Orinda
Venue 2 Orinda Community Center https://cityoforinda.org/216/Facilities Orinda
Performing Arts 2 Orinda Starelight Village Players http://www.orsvp.org/ Orinda
Culture NA Orly Museum of Hungarian Culture https://www.orlymuseum.org/ Berkeley
Performing Arts 4 Pacific Chamber Orchestra https://pacificchamberorchestra.org/ Livermore
IMAGE TO COME
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Image credits
77
Creative project under way at RYSE Center in Richmond
112
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Culture 4 Pacific Coast Farmer’s Market Association https://www.pcfma.org/ Concord
Foundation 1 Palomarin Chamber Music Foundation http://palomarin.org/ Richmond
Foundation 2 Park Theater Trust https://parktheatertrust.org/ Lafayette
Performing Arts 5 Paufve Dance https://www.paufvedance.org/ El Cerrito
Arts Education 4 Percussion Discussion https://percussiondiscussion.com/ Pleasant Hill
Culture 1 Phillippine Culture and Historical Association Pinole
Visual Arts 5 Pinole Art Center https://art.placefull.com/pinole-art-center-ca Pinole
Visual Arts 5 Pinole Artisans https://pinoleartisans.weebly.com/ Pinole
Performing Arts 5 Pinole Community Players https://pinoleplayers.org/ Pinole
Foundation 5 Pittsburg Arts and Community Foundation https://www.pittsburgartscommunityfoundation.org/ Pittsburg
Performing Arts 5 Pittsburg Community Theater https://pittsburgcommunitytheatre.org/ Pittsburg
Culture 5 Pittsburg Entertainment & Arts Hall of Fame https://www.facebook.com/people/
Pittsburg-Entertainment-Arts-Hall-of-Fame Pittsburg
Performing Arts 3 Pittsburg High School Creative https://en.wikipedia.org/wiki/
Arts Building Pittsburgh_Creative_and_Performing_Arts_School Pittsburg
Performing Arts 5 Plotline Theater Company https://www.facebook.com/Plotlinetheatercompany Martinez
Foundation 1 Point Richmond Gateway Foundation https://www.pointrichmond.com/point-richmond-gateway/ Richmond
Performing Arts 1 Point Richmond Jazz https://www.facebook.com/PointRichmondJazz/ Richmond
Performing Arts 1 Point Richmond Music https://pointrichmondmusic.org/ Richmond
Performing Arts 5 Poison Apple Productions https://poisonapple.org/ Martinez
Culture 4 Rainbow Community Center https://www.rainbowcc.org/ Concord
Visual Arts 4 Red Ox Clay Studio https://www.redoxclaystudio.com/ Concord
Visual Arts 1 Rich City Gallery https://www.facebook.com/richcitygallery/ Richmond
Performing Arts 1 Rich City Kids Creative Arts Program https://www.richcitykids.org/ El Sobrante
Visual Arts 1 Richmond Main Street Initiative https://www.richmondmainstreet.org/ Richmond
Visual Arts 1 Richmond Art Center https://richmondartcenter.org/ Richmond
Government 1 Richmond Arts & Culture Commission https://www.ci.richmond.ca.us/
1076/Arts-and-Culture-Commission Richmond
Foundation 1 Richmond Community Foundation https://www.cfrichmond.org/ Richmond
Culture 1 Richmond Main Street https://www.richmondmainstreet.org/ Richmond
Museum 1 Richmond Museum Association, Inc https://richmondmuseum.org/ Richmond
Museum 1 Richmond Museum of History https://richmondmuseum.org/ Richmond
Performing Arts 1 Ridgeway Arts https://www.facebook.com/RidgewayArts Richmond
Performing Arts 4 Rockin Robbies https://www.rockinrobbies.com Concord
Performing Arts 1 Rogelio Lopez and Dancers https://www.rogeliodance.com/ Richmond
Performing Arts 2 Rohan Murphy Irish Dance Academy https://www.rohanmurphyirishdance.com/ Danville
Performing Arts 2 Role Players Actors Ensemble https://www.linkedin.com/company/role-players-ensemble Danville
Culture 1 Rome Institute of Liberal Arts https://www.rilarts.org/ El Sobrante
Visual Arts 1 Rossmoor Arts Association https://www.rossmoorart.com/ Walnut Creek
Visual Arts 2 Rossmoor Ceramic Art Club http://www.rossmoorceramics.com/ Walnut Creek
Performing Arts 2 Rossmoor Chamber Music Society http://rossmoorchambermusic.org/ Walnut Creek
Culture 2 Royal Chinese Culture Academy http://ramcc.co/ San Ramon
Culture 2 Ruth Bancroft Garden & Nursery https://www.ruthbancroftgarden.org/ Walnut Creek
Multidisciplinary 1 RYSE Youth Center https://rysecenter.org/ Richmond
Festival 2 San Ramon Art & Wind Festival https://www.sanramon.ca.gov/our_city/
departments_and_divisions/parks_community_services/
events/art_and_wind_festival San Ramon
Visual Arts 2 San Ramon Art Advisory Committee https://www.sanramon.ca.gov/our_city/boards_
committees_commissions/arts_advisory_committee San Ramon
Foundation 2 San Ramon Arts Foundation https://sanramonarts.org/ San Ramon
Performing Arts 2 San Ramon Chamber Ensemble https://sanramonacademyofmusic.com/chamber-ensemble/ San Ramon
2 San Ramon Valley Theatre
Boosters Association https://srvhs.srvusd.net/ San Ramon
Arts Education 2 School of Rock - San Ramon https://www.schoolofrock.com/locations/sanramon San Ramon
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Art Education 4 Sequoia Middle School Music Booster https://www.facebook.com/groups/ Pleasant Hill
Performing Arts 1 Shahrzad Dance Academy https://www.shahrzadance.com/ Richmond
Culture 1 Shensem Tsogpa Tibetan Culture Center Pinole
Performing Arts 1 Sherrie’s Dance Studio https://sherriesdancestudio.com/ El Sobrante
Performing Arts 2 Siddhi Creative Dance https://siddhicreative.org/ Dublin
Performing Arts 1 Sierra Enemble https://www.sierraensemble.com/ El Cerrito
Performing Arts 2 Silver Swans Ballet Club of Rossmoor https://rossmoor.com/residents/clubs-organizations/ Walnut Creek
Performing Arts 5 Soaring High International Music Ministry https://soaringhighintl.com/ Hercules
Visual Arts 3 Social Justice Sewing Academy https://www.sjsacademy.org/ Antioch
Performing Arts 4 Solo Opera https://soloopera.org/
home-san-francisco-bay-area-opera.html Concord
Art Education 4 Soundwell Music Camps https://www.rockcamp.org/ Pleasant Hill
Culture 2 Sri Karpaga Ganapathi Temple Culture
and Comunity Center https://skgtemple.org/ San Ramon
Performing Arts 3 Stage Right Conservatory Theater https://www.stagerightmtc.org/ Oakley
Visual Arts 5 Studio 55 Martinez https://www.studio55martinez.com/ Martinez
Culture 2 Sustainable Korean Culture Institute Moraga
Performing Arts 5 Synergy Theater https://www.synergytheater.com/ Martinez
Performing Arts 5 Taere Tiai Polynesian
Dance & Cultural Arts https://www.taeretiai.com/ Hercules
Culture 4 Taiwanese American Culture
Center of East Bay http://tafnc.org/ Walnut Creek
Heritage 2 Tao House https://eugeneoneill.org/ Danville
Performing Arts 2 Teatr Skazka Russian Drama Club
and Language Learning Center https://www.facebook.com/TeatrSkazka Walnut Creek
Visual Arts 1 The Black Woman is God http://www.theblackwomanisgod.com/ Richmond
Performing Arts 5 The Drama Factory
(at Nick Rodriguez Theatre) https://www.dramafactory.org Antioch
Performing Arts 5 The Fratello Marionettes https://fratellomarionettes.com/ Pinole
Performing Arts 1 The KTO Project https://www.facebook.com/TheKTOProject/ El Cerrito
Culture 1 The Latina Center https://thelatinacenter.org/ Richmond
Foundation 1 The North & Greater Richmond
Blues Foundation https://www.bluesoutnorth.org/ Richmond
Culture 1 The Quinan Street Project https://quinanstreet.org/ Pinole
Multidisciplinary 2 Three Thirty Three Arts https://www.333arts.org/ Walnut CReek
Performing Arts 1 Tibet Art Studio https://tibetartstudio.com/ Richmond
Culture 1 Tibetan Art Music and Education https://tipa.asia/ Richmond
Culture 1 Tibetan Association of Northern California https://tanc.org/ Richmond
Foundation 4 Todas Santos Business Association
Arts Foundation https://www.concordtsba.net/ Concord
Performing Arts 2 Town Hall Theater https://www.townhalltheatre.com/ Lafayette
Art Education 1 Triangle Works https://www.triangleartworks.org El Sobrante
Foundation 2 Unity Music Foundation https://unitymusicfoundation.org/ Walnut Creek
Performing Arts 1 UpSwing Aerial Dance Company https://www.upswingaerialdance.org Richmond
Foundation 2 US-China Language & Culture Foundation https://nclcc.org/ Danville
Visual Arts 2 Valley Stitchers and Fiber Artists Guild https://sites.google.com/site/valleystitchers Walnut Creek
Visual Arts 5 Veteran Comic Con https://www.veterancomiccon.org Hercules
Performing Arts 1 Victory City Music https://www.facebook.com/victorycitymusic/ Richmond
Youth 3 Village Community Resource Center https://www.vcrcbrentwoodca.org/ Brentwood
Performing Arts 2 Village Theater https://www.danville.ca.gov/226/Village-Theatre Danville
Performing Arts 5 Virago Theatre Company https://www.viragotheatre.org/ El Cerrito
Performing Arts 2 Viva La Musica Walnut Creek
Performing Arts ?? Voices That Carry (Queendom Network) https://voicesthatcarry.org/ ??
78 797879
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Counterparts performed by Saint Mary’s College Dance Company
Contra Costa County Project : Arts & Cultural Organizations & Venues
Sector District Organization Website City
Multidisciplinary 2 Walnut Creek Arts Commission https://www.walnut-creek.org/government/
commissions-committees/arts-commission Walnut Creek
Multidisciplinary 2 Walnut Creek Center for Community Arts https://www.communityarts.org/ Walnut Creek
Performing Arts 2 Walnut Creek Concert Band https://walnutcreekconcertband.org/ Walnut Creek
Multidisciplinary 2 Walnut Festival Association http://www.thewalnutfestival.org/ Walnut Creek
Performing Arts 2 West Coast Theatre Film and Music Group Alamo
Performing Arts 2 Women Sing http://womensing.org/ Orinda
Performing Arts 5 Worldoneradio https://worldoneradio.org/ Pinole
Foundation 2 Xiu Ning Culture Foundation Lafayette
Culture 1 Yellow Joy Magazine https://www.yellohjoymagazine.com/ San Pablo
Art Education 2 Ygnacio Valley Instrumental
Music Boosters https://www.facebook.com/YVMusic/ Walnut Creek
Arts Education NA Young Audiences of Northern California https://www.ya-nc.org San Francisco
Performing Arts 2 Young Rep https://www.lesherartscenter.org/programs/
center-repertory-company/young-rep#ad-image-0 Walnut Creek
Culture 2 Zhi Yin Vocal Music Center http://www.zhiyin.org/ San Ramon
IMAGE TO COME
Image credits
80 81
114
District 1 El Cerrito Richmond San Pablo
Cities Under
Contra Costa
County website
- (researched)
Public Art Program Art in Public Places
Program
Public Art Program
(adopted 1999) Amended
5/4/21 - Public Art Program
Ordinance
Art in Public Places
Ordinance 2017 Bayview
Muncipal Codes Chapter 13.50 Chapter 7.63 of the
Richmond Municipal Code
Chapter 7.63
San Pablo Municipal Code
East Richmond
Heights
Policies &
Procedures
Art in Public Places
Program requires certain
development projects over
$250,000 to contribute 1%
of construction costs to
public art or in lieu fee to
public art fund.
Public Art Program
(1999) allocates 1.5%
of all eligible City &
Redevelopment Agency
capital improvement
project costs with budgets
in excess of $300,000
for public artwork. 1%
for Public Art on Private
Projects Program
Section 6.50.030 - Public
Art Program Ordinance
(2021)
Art in Public Places
Program requires
certain development
projects over $200,000
to contribute 1% of
construction costs to
public art or in lieu fee to
Public Arts Fund or Mural
Fund.
El Sobrante
Guidelines
1) Visual art (sculpture,
murals, mosaics, etc.)
2) On-site cultural
programs (performances,
special events, education)
All forms of media; criteria
for site including visibility
& public safety; temporary
installations considered;
RFQ/RFP submitted to get
artists;
Art should include works
of art that are created
uniquely by an artist
and integrated into the
development project.
Kensington
Selection Process
Application Process -
Public Art Subcommittee of
Arts & Culture Commission
oversees the selection
process.
The City Arts & Culture
Division administers the
Public Art Program with
oversight from the Public
Art Advisory Committee
(PAAC) - Subcommittee
of the Arts & Culture
Commission
Submit application and
work with Planning
Commission.
Montavalin
Manor
Funding Mechanisms
1% of private & muncipal
projects of $250,000 or
more to in lieu Public Art
Fund.
1.5% of Capital
Improvement Projects; 1%
of Private developments;
gifts; donations or City
funds.
1% of Commercial
development with building
costs of $200,000 or more
Pinole
City School of
Performing Arts
MUNICIPAL ARTS BY DISTRICT AND CITY
City Capital Projects
Required (all, some)
All -- development projects
$250,000 or more
Allocates 1.5% of all
eligible City capital
improvement project costs
with budgets in excess of
$300,000 for public artwork.
Exemptions-Capital
improvement projects Rollingwood
Private development
(all, some)
All -- development projects
$250,000 or more
One-Percent (1%) for
Public Art on Private
Projects Program
Section 6.50.030 - Public
Art Program Ordinance
1% of Commercial
development with building
costs of $200,000 or more
Tara Hills
Requirement to
Provide Art Work Or
In Lieu
Art in Public Places
Program requires certain
development projects over
$250,000 to contribute 1%
of construction costs to
public art or in lieu fee to
public art fund.
Private Development
Projects Program -
required to provide
1% of Building
Development Costs as
public art contribution
in 3 ways: 1) On-Site
public art 2) Paying
an in-lieu contribution
3) Designated Public
Art Space
1% of Commercial
development with building
costs of $200,000 or more
or in lieu to Public Art
Fund or Mural Fund.
Permanent Public
Art (Public &
Private)
35 public artworks
Temporary Public Art
Types of Artistic
Disciplines
Sculpture X X X
Murals X X X
Utility Boxes Utility Box Program-Pilot
Functional Benches,
Streetlamps
Arts Commission Arts & Culture Commission Arts & Culture Commission Planning Commission
Arts Committee Public Art Advisory
Committee (subcommittee)
Arts Foundation,
Other Foundations,
Friends of
Community Foundation -
Grant Program
District 1 El Cerrito Richmond San Pablo
Cities Under
Contra Costa
County website
- (researched)
838282
115
District 1 El Cerrito Richmond San Pablo
Cities Under
Contra Costa
County website -
(researched)
Grants Offered by
City
Neighborhood Public Art
“Mini-grant” program,
awards grants to
community organizations
for performing & visual arts
activities
Arts Plan Arts & Culture Master
Plan, 2013
Cultural Arts Plan,
2002 Update
City-operated art
gallery
City Hall Gallery Space-
Arts & Culture Commission
juried
City Art Gallery
City-operated
performance space
City-owned art
gallery-outside
operator
City-owned
performance space-
outside operator
City-presented
concerts in the park
City-presented
festivals
City-run Art
Competitions
City Art Directory Artist Database for Public
Art Projects
City staff exclusive
for arts-full-time,
part-time, contracted
Winifred Day, Arts
& Culture Manager,
(510)620-6952
City staff for arts
with other duties-
full-time, part-time,
contracted
Alexandra Orologas, Asst.
City Manager,
(510)215-4302
Greg Dwyer, Community
Services Director,
(510)215-3081
Contact Information aorologas@ci.el-cerrito.
ca.us
winifred_day@ci.richmond.
ca.us gregd@sanpabloca.gov
Performing with UpSwing Aerial Dance Company
84 85
116
District 2 Danville Lafayette Moraga Orinda San Ramon
Cities Under
Contra
Costa
County
website -
(researched)
Public Art
Program
Public Art Master Plan
(2013)
Public Art Policy Art in Public Places
Program
Art in Public Places
Program (2011)
Alamo
Muncipal
Codes
Chapter 2.13 Municipal Code
Chapter 6-26
Chapter X C 146-53 Blackhawk
Policies &
Procedures
Public Art requires
construction
or altercation
development over
5,000 sq. ft. to
contribute 1% of
construction costs to
public art or in lieu
Public Art Fund.
The Art in Public
Places program, or
“ArtSpace Orinda”
has been placing
outdoor sculpture in
Orinda since 2007.
Camino
Tassajara
Guidelines Criteria: Aesthetic
quality; Relationship
to collection
& community;
Compatability;
Materials, fabrication,
installation
Canyon
Selection
Process
Application reviewed
by Public Art
Committee and final
action by City Council
Art in Public
Spaces Committee
meets quarterly
to review and
recommend public
art projects to the
City Council.
Art in Public Places
Committee works
to get artists
involved and makes
recommendtions to
City Council.
The proposed artwork
is subject to review
and approval by the
Architectural review
Board, Arts Advisory
Committee, Planning
Commission, and the
City Council.
Castle Hill
Funding
Mechanisms
1% of construction
costs for public art or
in lieu fees to Public
Art Fund
Art in Public Places
Fund - donations,
grants., etc.
Art in Public Places
Fund is funded
by community
organizations-
Orinda Community
Foundation,
Lamorinda Arts
Council, Orinda
Park & Recreation
Foundation
$30,000 allocated
annually from the
City’s Beautification
Fund for Public Art.
Diablo
City Capital
Projects
Required (all,
some)
In new capital building
projects public art is
considered using a
budget guideline of 1%
of total capital project
budget.
Norris
Canyon
Private
development
(all, some)
Private development
(construction or
alteration 5,000 sq. ft.)
-- 1% of construction
costs for Public Art
piece or in lieu of
meeting requirements
- can pay 1% of final
construction costs
All new developments
are required through
a condition of project
approval to provide
Public Art. The
requirement does not
have a specific dollar
amount.
Reliez Valley
(partial)
Requirement
to Provide
Art Work Or
In Lieu
Private development
(construction or
alteration 5,000 sq. ft.)
-- 1% of construction
costs for Public Art
piece or in lieu of
meeting requirements
- can pay 1% of final
construction costs
Art in Public Places
Program is to promote
the acquisition,
construction,
installation, restoration
and maintenance of
public art pieces.
Saranap/
Parkmead
Permanent
Public Art
(Public &
Private)
16 public artworks
Public Art Map
10 public art pieces 40 public art
pieces online at
artspaceorinda.org/
artworks
50 pieces
Temporary
Public Art
1) ‘Picture This’
2022-artist
frames in parks
2) Dogs of
Danville-2019 15
painted dogs by
local artists- 3)
Shrumen Lumen
(2021) 4) Hearts
around Hartz
(2020) 5)
Bound for
Books- Benches
(2023)
Ursus Redivivus, (on
loan sculpture) Rock
Garden
Types of Artistic Disciplines
Sculpture X X X X
Murals X X
Utility Boxes X X X
Functional
Benches,
Streetlamps
Benches
(working on
now)
District 2 Danville Lafayette Moraga Orinda San Ramon
Cities Under
Contra
Costa
County
website -
(researched)
86 87
117
Arts
Commission
Parks,
Recreation &
Arts Commission
“Creating
Community
Through People,
Arts, Parks &
Programs”
Arts
Committee
Arts Advisory
Board (6)
Public Art Committee
Appointed
Art in Public
Spaces Committee
(APSC)
Art in Public Places
Committee (APPC)
Arts Advisory
Committee
Arts
Foundation,
Other
Foundations,
Friends of
San Ramon Arts
Foundation works with
Parks and Recreation
to support grants for
the arts.
Grants
offered by
City
Cultural Growth Fund
grants
Arts Plan Public Art Master Plan
2013
City-operated
art gallery
Village Theatre
& Art Gallery
City Library Public Art
Gallery
Art Gallery at Orinda
Library
5 Art Galleries
City-operated
performance
space
Village Theatre
& Art Gallery
Dougherty Valley
Performing Arts Center
City-owned
art gallery-
outside
operator
City-owned
performance
space-
outside
operator
City-
presented
concerts in
the park
Music in the
Park
City-
presented
festivals
Annual Danville
Summerfest -
arts, crafts &
food vendors
Pear & Wine
Festival (Parks &
Recreation)
Art & Wind Festival
(music, arts, crafts,
kites)
City-run Art
Competitions
City Art
Directory
District 2 Danville Lafayette Moraga Orinda San Ramon
Cities Under
Contra
Costa
County
website -
(researched)
City staff
exclusive for
arts-full-time,
part-time,
contracted
Marija Nelson
Bleier, Program
Coordinator,
Visual Arts
Joe Dunn,
Performing Arts
Coordinator
City staff
for arts with
other duties-
full-time,
part-time,
contracted
Jessica Wallner,
Recreation
Superintendent,
(925) 314-3426
Jenny Rosen, Public
Art Liaison
Mackenzie Brady,
Parks & Recreation
Director
Park & Recreation Adam Chow, Parks &
Community Services
Recreation Supervisor
(925) 973-3321
Contact
Information
jwallner@
danville.ca.gov
jrosen@lovelafayette.
org
mbrady@moraga.
ca.us
orindaparksrec@
cityofordina.org
achow@sanramon.
ca.gov
District 2 Danville Lafayette Moraga Orinda San Ramon
Cities Under
Contra
Costa
County
website -
(researched)
IMAGE TO COME
89
Image credits
88
118
District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website -
(researched)
Public Art Program Public Art Program Bethel Island/Sandmound Slough
Muncipal Codes Muncipal Code Chapter 2.44 Byron
Policies &
Procedures
Public Art Program is established to require the
inclusion of art in public capital projects & private
construction development projects.
Discovery Bay
Guidelines Public Art Program sets: purpose; use of funds;
eligible artworks; process for approval; artist
qualifications & criteria for selection.
Selection Process The Arts Commission in consultation with
appropriate staff from City Departments shall
develop a Public Art Plan to be submitted to City
Council each year.
Knightsen
Funding Mechanisms Funding Sources: 1)
Capital Infrastructure 2) Public
Art Acquisition Fund (1%development fees)
3) Public Art Adminstration
Oakley Has a Call for Artists now to do mural in
Civic Center Park ($250 to artist)
City Capital Projects
Required (all, some)
Private development
(all, some)
1% development funds
Requirement to
Provide Art Work Or
In Lieu
Permanent Public Art
(Public & Private)
25 pieces --
Google Map
Online -- City of
Antioch
50 pieces -- City of Brentwood ‘Public Art Viewer’
online
Temporary Public Art
Types of Artistic
Disciplines
Sculpture X X
Murals X X
Utility Boxes X X
Functional Benches,
Streetlamps
Fountain Benches
Arts Commission Arts Commission
Arts Committee
Arts Foundation,
Other Foundations,
Friends of
Grants offered by City Civic
Enhancement
Grants -- for
special events,
historic &
cultural
activities, &
facilities. Grants
funded by TOT
and General
Fund
Arts Plan
City-operated art
gallery
Community Center -- Public Art Walls - Changing
exhibits
City-operated
performance space
City-owned art
gallery-outside
operator
City-owned
performance space-
outside operator
City-presented
concerts in the park
Concert in the
Park
Summer Concert Series
City-presented
festivals
Art, Wine & Jazz Festival
City-run Art
Competitions
City Art Directory
City staff exclusive
for arts-full-time,
part-time, contracted
City staff for arts
with other duties-
full-time, part-time,
contracted
Brad
Helfenberger,
Parks &
Recreation
Director
Ben Keisic, Recreation Supervisor, Kris Farro,
Recreation Manager
kfarro@brentwoodca.gov
Contact Information bhelfenberger@
antiochca.gov
bkeisic@brentwoodca.gov
District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website -
(researched)
90 91
Todos Santos Plaza in Concord
119
Folding Alphabet sculpture by Fletcher Benton, Walnut Creek Public Art
District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa
County website - (researched)
Public Art Program Public Art Master Plan (2000) - Revisions (2016)
Public Art Strategic Plan - 2022
Acalanes Ridge Walnut Creek,
Open Space
Muncipal Codes City’s Municipal Code: Title 7, Chapter 3
(City) Title 10, Chapter 10, (Private)
Clayton Art &
Wine Festival, Clayton Theatre
Company, Concerts in the Grove
Policies & Procedures Public Art Master Plan (PAMP) set criteria for
the selection & prioritization of potential sites
for public & private projects, guidelines for
appropriate art and procedures for art review &
selection. Two ordinances were adopted requiring
a public art element for private development, and
requiring public art for major City construction
projects.
Contra Costa Centre
Guidelines Include sculpture, murals, photography,
earthworks, waterworks, glass, mosaics, or any
combination of forms. The creator of public art
shall be a practitioner in the visual arts who is not
a member of the project engineering, architecture
or landscape architecture firm.
North Gate
Selection Process Planning Division -- Art
Installation Design
Guidelines & Review
Process
Private Development Projects - Communnity
& Economic Development Department (CED)
is involved initially informing about public art
requirements. Then they work with the Arts
& Recreation Dept. Overseen by Bedford
Gallery Advisory Council & Walnut Creek Arts
Commission. Municipal Projects: City Council;
Arts Commission; Design Review Commission;
Arts, Recreation & Community Services Dept.;
Planning Division; Building & Engineering Division.
(details in Public Art Master Plan)
Pleasant Hill Summer
Concerts by the Lake
Funding Mechanisms Art in Public Places Fund
- fees collected from new
construction permits for
purchase of art in the
City. Fee rescinded in
2013 (?). Funds earmarked
in Capital Improvement
Program.
Public Art Fund - used for City-owned art/City-
sponsored exhibitions that are accessible to the
public.
Reliez Valley (partial)
City Capital Projects
Required (all, some)
City construction project over $500,000 must
include art integrated into project or a 1%
construction cost public art fee into Public Art
Fund.
San Miguel
Private development (all,
some)
Private construction or alteration project over
$500,000 must include art integrated into project or
a 1% construction cost public art fee into Public
Art Fund.
Shell Ridge Walnut
Creek, Open Space
Requirement to Provide
Art Work Or In Lieu
Permanent Public Art
(Public & Private)
Public Art Virtual Gallery Public Art & Heritage
Tours (audio & walks) -- approximately 70 public
artworks
92 93
120
Temporary Public Art Duncan Arcade Mural Gallery -- rotates every two
years
Types of Artistic
Disciplines
Sculpture X X
Murals X X
Utility Boxes X Working with Concord
Art Association to select
art for Phase III of Utility
Box Artwork
Functional Benches,
Streetlamps
Arts Commission Arts Commission
Arts Committee Recreation, Cultural
Affairs and Community
Services Committee
Public Art Committee (2 Arts Commission
members)
Arts Foundation, Other
Foundations, Friends of
Grants offered by City
Arts Plan Public Art Master Plan, Adopted 2000
City-operated art gallery Bedford Gallery Emilee Ehders, Curator
City-operated performance
space
Lesher Center for the Arts (Diablo Regional Arts
Association), Carolyn Jackson, General Manager
City-owned art gallery-
outside operator
City-owned performance
space-outside operator
City-presented concerts in
the park
Music & Market Concert
Series
Summer Concerts in the Park
City-presented festivals Walnut Festival Walnut Family Festival
City Partners Center for Community Arts - Part of Arts &
Recreation - Art classes/open studios at various
locations: Shadelands Art Center, Arts Studios,
preschools
City Art Directory Public Art Virtual Gallery bedfordgallery.org/
public-art/virtual-gallery
City staff exclusive for
arts-full-time, part-time,
contracted
Public Art Manager, Steven Huss,
City staff for arts with
other duties- full-time,
part-time, contracted
Justin Ezell, Asst. City
Manager,
Kevin Safine, Arts & Recreation Director, (925)
943-5848
Contact Information justin.ezell@
cityofconcord.org
safine@walnut-creek.org
District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa
County website - (researched)
Image credits
IMAGE TO COME
9594
121
District 5 Martinez Mountain View Pittsburg
Cities Under
Contra Costa
County website
- (researched)
Public Art Program Public Art Policy (July, 2022)Alhambra Valley
Muncipal Codes Bay Point
Policies & Procedures Process for City Planned, Initiated, or
Commissioned Public Art: Develop
planned or commissioned Public
Arts Programs/Projects through
collaboration between City Staff/
Public Art Review Committee (PARC)
and PRMCC (Parks, Recreation,
Marina & Cultural Commission.
Following review by PRMCC, all
Public Art shall be forwarded to City
Council for review and acceptance.
The Visual Arts Committee
advises the City Council on the
selection of art and artists for
City-funded public art acquisitions.
Recommend the use and
programs supported by the City’s
one percent and annual Capital
Improvement Program allocation
for art.
Briones
Guidelines Public Art should reflect: represent
the diverse social, cultural, &
historical values of the City;
contribute to quality of life &
economic vitality; be thought-
provoking, memorable, & enduring;
provide opportunities for education
& learning; & encourage civic
pride, add value to the community &
represent the City.
Clyde
Selection Process Public Art Review Committee (PARC).
Committee comprised of City staff
tasked with initial intake & review
process for approval/acceptance by
City Council.
Visual Arts Committee advises the
City Council on the selection of art
and artists for City-funded public
art acquistions (RFQ/RFP).
Crockett
Funding Mechanisms City funds and grants Hercules -
Community &
Library Services
Commission
oversee Library
Art Exhibit
Program
City Capital Projects
Required (all, some)
1% of the project budget for all
major public projects (valued at $1
million or more) devoted to art.
Pacheco
Private development
(all, some)
Port Costa
Requirement to
Provide Art Work Or
In Lieu
Reliez Valley
(partial)
Permanent Public Art
(Public & Private)
Public Art Map - Online (38 pieces)City of Pittsburgh Art
Walk - A Self-Guided
Tour
Rodeo
pittsburgca.gov/our-
city/art-about-town
Temporary Public Art Vine Hill
Types of Artistic
Disciplines
Sculpture X X X
Murals X X X
Utility Boxes
Functional Benches,
Streetlamps
Fountain
Arts Commission Parks, Recreation, Marina & Cultural
Commission (PRMCC)
Arts Committee Cultural & Arts Subcommittee Visual Arts Committee
Arts Foundation, Other
Foundations, Friends
of
Pittsburgh Art &
Community Foundation
(Old Town Art Centre)
Grants offered by City Cultural Event Grant - Pilot
Program for fiscal year 2022-2023
Grant for public performances,
dance, music, theatre & educational
events.
Arts Plan
City-operated art
gallery
City Hall Art Gallery - organized by
Visual Arts Committee
City-operated
performance space
Mountain View Center for
Performing Arts
City-owned art
gallery-outside
operator
City-owned
performance space-
outside operator
City-presented
concerts in the park
Movies in the Park
City-presented
festivals
Arts & Crafts Fair
City-run Art
Competitions
City Art Directory Artist Registry - Artists on file for
public art projects
City staff exclusive for
arts-full-time, part-
time, contracted
City staff for arts with
other duties- full-time,
part-time, contracted
Lauren Sugayan, Deputy City
Manager
John Lang, Economic Vitality
Manager
Kolette Simonton,
Director of Recreation
Contact Information lsugayan@cityofmartinez.org econ.dev@mountainview.gov ksimonton@
pittsburghca.gov
District 5 Martinez Mountain View Pittsburg
Cities Under
Contra Costa
County website
- (researched)
96 97
122
City Artist Title Location
Antioch Birthplace of Antioch Memorial
Antioch Horse and Cart Statue
Antioch Love Always Wins
Antioch Mt. Diablo Rolling Hills
Antioch Veteran’s Mural
Brentwood Roger Berry Abstract Steel Auger at Garin Ranch 8640 Brentwood Boulevard
Brentwood Liberty HS (PADA) Public Design
Academy
Animal/ Sport Sculpture Sunset Sports Park
655 Sunset Road
Brentwood Liberty HS (PADA) Public Design
Academy
Aquatic Wildlife Tunnel Mural 1379 Bauer Way
Brentwood Alysa Casey Balfour Packing Shed 3150 Balfour Road
Brentwood Lorin Baeta Beta Bowl Central Boulevard and Dainty Avenue
Brentwood Debra Janis Brentwood Brand Wooden Produce Crate 4501 Balfour Road
Brentwood Nancy Roberts Brentwood Butterflies 1701 Shady Willow Lane
Brentwood Debra Janis Brentwood Hills 2152 Sand Creek Road
Brentwood Various Brentwood Library Art 104 Oak Street
Brentwood Vickie Jo Sowell Bronze Dog Silhouette King Park
1379 Bauer Way
Brentwood Bill Weber Bronze Farmer Statue City Park
710 Second Street
Brentwood Debra Janis Bubble Boy 1990 Shady Willow Lane
Brentwood Matthew D’Amico Catching Fireflies 2210 Vineyards Parkway
Brentwood Susan Dannenfelser and Kirk Beck Ceramic Sound Wall Arches 7286 Lone Tree Way
Brentwood Liberty HS (PADA) Public Design
Academy
Cherries 426 Oak Street
Brentwood Jocelyn Freund Children and Colored Pencils/ Crayons 490 Sand Creek Road
Brentwood Eric Powell Childrens Play Area Fence City Park
710 Second Street
Brentwood Eric Powell City Hall Mural City Hall
150 City Park Way
Brentwood Lance Crannell and SDG
Architecture
Civic Center Entry Monument 850 Second Street
Brentwood Lance Crannell and SDG
Architecture
Civic Center Gateway Arch 320 Oak Street
Brentwood Eric Powell Civic Plaza Fountain City Hall
150 City Park Way
Brentwood Liberty HS (PADA) Public Design
Academy
Conjunction with Naure City Hall Parking Garage
150 City Park Way
Brentwood Liberty HS (PADA) Public Design
Academy
Corn 8425 Brentwood Boulevard
Brentwood Scott Runion Cylindrical Plasma Cut Metal Sculpture Heron Park
950 Garin Parkway
PUBLIC ART INVENTORY City Artist Title Location
Brentwood Liberty HS (PADA) Public Design
Academy
Dragonfly Vortex 902 Yardley Place
Brentwood Mary Young Egret and Ducks 14 Technology Way
Brentwood Ismael Alvarez Farms Workers 1001 Central Boulevard
Brentwood Willard Carmel Five Bronze Critters Veterans Park
3841 Balfour Road
Brentwood Mary Young Golfing 2000 Balfour Road
Brentwood Nancy Roberts Happy Kids 898 Griffith Lane
Brentwood Emma Smith Horse 192 Sand Creek Road
Brentwood unknown Horses 150 Continente Avenue
Brentwood Briana M. Orozco Integrity 3130 Balfour Road
Brentwood Debra Janis It’s a Dog’s World 1010 Sand Creek Road
Brentwood June Gomez John Marsh House 22154 Marsh Creek Road
Brentwood Alysa Casey Liberty Basketball 655 Sunset Road
Brentwood Ashley Lauren Walsh Liberty High School Lions 4500 O’Hara Avenue
Brentwood Jocelyn Freund Life and Happy Memories Sand Creek Road and Fairview Avenue
Old Sand Creek Road
Brentwood Jacob Edwards Local Birds 7750 Brentwood Boulevard
Brentwood Lorin Baeta Marco 300 Fairview and Arlington Way
Brentwood Liberty HS (PADA) Public Design
Academy
Marsh Creek Trial Underpass Abstract
Murals
404 Sand Creek Road
Brentwood Laurel True Mosaic Benches Rainbows End Park
1626 Marina Way
Brentwood Susan Dannenfelser and Kirk Beck Mosaic Benches 2 Rose Garden Park
2732 Cathedral Circle
Brentwood Laurel True Mosaic Benches 3 Kaleidoscope Park
2583 Margaret Lane
Brentwood Liberty HS (PADA) Public Design
Academy
Night Sky Mural Creekside Park
1010 Claremont Drive
Brentwood Lorin Baeta Octopus 2400 Sand Creek Road
Brentwood Ismael Alvarez Paradise 20 Sand Creek Road
Brentwood Debra Janis Peach Blossoms and Bees 1290 Minnesota Avenue
Brentwood Ismael Alvarez Peaches 500 Fairview Avenue
Brentwood Liberty HS (PADA) Public Design
Academy
Peaches 809 Second Street
Brentwood June Gomez Pets at the Park 3841 Balfour Road
Brentwood Brian Keith Playful Winds 1850 Balfour Road
Brentwood Lorin Baeta Polo 1374 Fairview Avenue
Brentwood Liberty HS (PADA) Public Design
Academy
Pumpkins 201 Pine Street
Brentwood Debra Janis Regional Park Hiking Family 7251 Brentwood Boulevard
Brentwood Scott Runion Spiral Monkeys Granville Green Park
1091 Granville Lane
Brentwood Jocelyn Freund Stained Glass Windows 8640 Brentwood Boulevard
98 99
123
City Artist Title Location
Brentwood Eric Powell Stainless Steel Critter Poems Veterans Park
3841 Balfour Road
Brentwood Liberty HS (PADA) Public Design
Academy
Strawberries 1105 Second Street
Brentwood Liberty HS (PADA) Public Design
Academy
Sunflowers Soundwall Mural 850 Second Street
Brentwood Ismael Alvarez The Couple Fairview Avenue and Concord Avenue
Brentwood June Gomez The Harvest 2100 Balfour Road
Brentwood Ene Osteraas-Constable and Scott
Constable (Wowhaus)
Tile Benches and Picnic Table Cortona Park
320 Cortona Way
Brentwood Scott Donahue Two Large Reliefs Brentwood Police Station
9100 Brentwood Boulevard
Brentwood Untitled Utility Box 7949 Lone Tree Way
Brentwood Stephanie Gomez U-Pick Cherries 411 Sand Creek Road
Brentwood Lance Crannell and SDG
Architecture
Water Fountain 248 Oak Street
Brentwood Ismael Alvarez Wild Birds 1199 Central Boulevard
Brentwood Liberty HS (PADA) Public Design
Academy
Yokut Landscape Mural Oak Meadow Park 180 Crawford Drive
Clayton Mt. Diablo Elementary Mural Mt. Diablo Elementary School 5880 Mt.
Zion Drive
Concord Kerry Rowland-Avrech A Splash of Humanity Oak Grove Road
Concord Bank of America Structure Swift Plaza 2000 Clayton Road
Concord Jennifer Granat & Melissa Claros Cage Free Jazz/ Band of Six Todos Santos Plaza Salvio Street
Concord Lisa Fulmer & Laurie Mansur Celebrate Concord Colfax Road and Willow Pass Road
Concord Jennifer Granat & Melissa Claros Celebrate Concord Clayton Road and Park Street
Concord Etsuko Sakimura Communion Bridge Japanese Friendship Garden at
Concord Civic Center, Parkside
Drive at Concord Civic Center
Concord Dan Fontes Concord Historical Mural-4th of July 2035 Salvio Street
Concord ABGProjects Concord History Mural Grant Street Apartment Development
1676 Grant Street
Concord Carissa Fei Eclectic Jazz & Jazz Festival Grant Street and Salvio Street
Concord Renaye Johnson and Thea Jue Families Through Time Galindo Street and Concord Boulevard
Concord Alex Sodari Farm to Taste Series Serendipity Restaurant and Bakery
2611 East Street
Concord Pat Calabro Floating Notes Mt. Diablo Street and Willow Pass
Road
Concord Sharon Peterson Garden Music Todos Santos Plaza Mt. Diablo Street
Concord Janice Davis and Karen Giorgiani Martinez Watershed Concord Avenue and Salvio Street
Concord Christopher Ball Music Meets Market Willow Pass Road and Grant Street
Concord Completed by the students of
Clayton Valley High: Kate Antonick,
Arwen McCullough, Alessandra
Winters, and Emma Postlethwaite
Parma Deli Mural Parma Deli 3521 Clayton Road
Concord Samineh Hamidi Perryman and
Janet Brown
Precious Moments/Wonder Dogs Todos Santos Plaza 2175 Willow Pass
Road
Concord Salvio Pacheco Square Salvio Pancheo Square 1870 Adobe
Street
City Artist Title Location
Concord Thea Jue & Renaye Johnson String Quartet Grant Street and Salvio Street
Concord Denise Hillman Sweet Rhythm Mt. Diablo Street and Willow Pass
Road
Concord Arsenio Baca Vinnie’s Bar & Grill Mural 2045 Mt. Diablo Street
Concord Visit Concord Rotating Art Wall 1870 Adobe Street
Town of Danville Tom Franco and the Dreams Art
Team, (Rayoliver Del Mundo,
Heather Fairweather, Colin Hurley,
and Iris Torres)
Aquarium Danville Community Center and
Danville Library 400 Front Street
Town of Danville waiting to hear from Vet’s Hall Bronze Veterans Memorial, Helmet, Boots,
Gun
Downtown Danville Corner of East
Prospect and Hartz Avenue
Town of Danville Tom Franco and the Dreams Art
Team, (Rayoliver Del Mundo,
Heather Fairweather, Colin Hurley,
and Iris Torres)
Dinosaur Danville Community Center and
Danville Library 400 Front Street
Town of Danville The Office of Michael Manwaring Eugne O’Neill Downtown Danville Parklet across
from 420 Front Street
Town of Danville Kappy Venezia Heart Town Ofiices 500 La Gonda Way
Town of Danville Rachel Rodi Mosaic Fountain at Railroad Plaza Downtown Danville corner of East
Linda Mesa and Railroad Avenue
Town of Danville Peter Veres Serpent Diablo Vista Park 1000 Tassajara
Ranch Drive
Town of Danville Trent Thompson View of Las Trampas Town Offices 500 La Gonda Way
Town of Danville Tom Franco and the Dreams Art
Team, (Rayoliver Del Mundo,
Heather Fairweather, Colin Hurley,
and Iris Torres)
Whale Danville Community Center and
Danville Library 400 Front Street
El Cerrito Johnathan Russell and Saori Ide 12 Wind Sculptures San Pablo Avenue
El Cerrito Ricardo Cerezo Facing Here Now Knott Avenue and San Pablo Avenue
next to Honda Dealership
El Cerrito Kristen Kong Go Green Moeser Lane and Navallier Street
El Cerrito Shanna Strauss Our Legacy Carlson Boulevard and Central Avenue
El Cerrito Martial Yapo Our Lives Matter across from Home Depot and Red
Onion San Pablo Avenue and Conlon
Avenue
El Cerrito Kristen Kong The Diverse History of El Cerrito Colusa Avenue and Fairmount Avenue
El Cerrito Jesse White We Are Diverse, We Are Kind, We Are
Resilient, We Are Fierce
San Pablo Avenue and Ohlone
Greenway next to Baxter Creek
Gateway sign
Hercules
Lafayette Emily Payne Acres of Diamonds Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Alice Stern A Living Street 954 Mountain View
Lafayette Rolfe Horn Along Huckleberry Path Study 14, Oakland
Hills
Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
100 101
124
City Artist Title Location
Lafayette Weston Teruya A Moment at the Shadow Cast by Ghosts
(rituals of social mobility)
Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette SZFM Design Studio Art Bench 1 3624 Mount Diablo Boulevard
Lafayette SZFM Design Studio Art Bench 2 Dolores Drive and Mount Diablo
Boulevard
Lafayette Michael Almaguer Balance Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Tony Sheets Bas-Relief Walls 3650 Mount Diablo Boulevard
Lafayette Greg Moeller Birdhouse at Diablo Circle Diablo Circle
Lafayette Adam Dolberg Black, Indigenous, People of Color Rock
Garden
Stanley Middle School
3455 School Street
Lafayette Gordon Heuther Blossoms 3800 Mount Diablo Boulevard
Lafayette Robert Becker Coaches Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Thomas Taneyhill Dancing Oak Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Cynthia Innis Fathom Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Amanda Hughen Fistulation Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Bob Nugent Flora Brasiliensis #68 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Ellen Blakeley Flower Mosaic Triptych Moraga Road and Mount Diablo
Boulevard
Lafayette Joyce Hsu Flying Girl with Flowers Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Laurel True Fountain Mosaic The Mercantile
3597 Mount Diablo Boulevard
Lafayette Shidoni Foundry General Lafayette 3521 Golden Gate Way
Mount Diablo Boulevard and Golden
Gate Way
Lafayette François Séraphin Delpech Gilbert du Motier, Marquis de Lafayette Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Malcolm Lubliner Glenn Seaborg Portrait Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Oliver Jackson Intaglio Print XVIII Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Lewis deSoto KLS: Day at Kareno Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette La Fiesta Square Fountain Mount Diablo Boulevard and Hough
Avenue 3527 Mount Diablo
Lafayette Cleo and Suzy Papanikolas and
Marlo Bartels
La Fiesta Square Tile Mural Lafayette Circle and Mount Diablo
Boulevard
3547 Mount Diablo Boulevard
Lafayette Sonia Melnikova-Raich Left Behind Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
City Artist Title Location
Lafayette Sarah Gross Mechanical Beetle Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette various artists Millennium Column Lafayette Library and Learning Center
3675 Mount Diablo Boulevard
Lafayette Robert Becker Miramonte / Campolindo Football Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Sonia Melnikova-Raich Morning Paper Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Cleo and Suzy Papanikolas Mural near Open Sesame Mount Diablo Boulevard and Moraga
Road
Lafayette Robert Becker Next Swimmer Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Laurie Szujewska Noisy Silence 3 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Laurie Szujewska Noisy Silence 5 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Laurie Szujewska Noisy Silence 6 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Vivian Santamarina Once Upon a Time Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Linda Gass On the Edge Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Kana Tanaka Optical Streams Part 1 & 2 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Carolyn Ahr Orange Tulip Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Roger Berry Over Easy 3201 Mount Diablo Boulevard
Lafayette Sita Rupe Puzzle Pieces Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Elin Christophersen Red Bud Sprig Lafayette Community Center
500 Saint Mary’s Road
Lafayette David Mudgett Resolve Pleasant Hill and Olympic Boulevard
Roundabout
Lafayette Arlynn Bloom Resting Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Yan Inlow Resting Woodpecker Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Carmen Garza Sandia Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Steven Bradley Falk Seeing Red Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Ben Trautman Shadow Town Center III
3594 Mount Diablo Boulevard
Lafayette Robert Becker Sleepy Hollow B Meet Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
102 103
125
City Artist Title Location
Lafayette Brian Goggin Speechless Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Ann Weber String of Pearls Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Peter Erskine Sun Painting Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Suzy Barnard Surrounded by Blue Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Local volunteers The Crosses of Lafayette or Lafayette
Hillside Memorial
Deer Hill Road between Thompson
Road and Oak Hill Road
Lafayette Carol Van Zant King The Neighbors 3540 Mount Diablo Boulevard
Mount Diablo Boulevard and Oak Hill
Road
Lafayette Geri Burnside and Ed Quenzel Town Hall Theatre Comedy-Tragedy Mask
Mural
Moraga Road and School Street
3535 School Street
Lafayette Susan Dannenfelser Tree of Thanks Lafayette Community Garden
3932 Mount Boulevard
Lafayette Three Thirty Three Arts and Lara
Dutto, Pancho Pescador, Denis
Dukhalov, and Callan Romero
Unity in Diversity 3654 Mount Diablo Boulevard
Lafayette Joe Bologna Untitled Sculpture Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Kris Vagner Untitled 3 Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Alex Nolan and Chad Glashoff Ursus Redivivus 3505 Golden Gate Way
Lafayette Utility Box 1 First Street
Lafayette Utility Box 2 Moraga Road
Lafayette Utility Box 3 Oak Hill Road
Lafayette Utility Box 4 Happy Valley Road
Lafayette Utility Box 5 Dolores Street
Lafayette Utility Box 6 Lafayette Circle
Lafayette Jeff Key Vessel #24 - Nesting Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Robert Becker Warm Ups - Soda Center Lafayette Library and Learning Center
3491 Mount Diablo Boulevard
Lafayette Archie Held Water Sculpture Merrill Gardens
3454 Mount Diablo Road
Martinez Alhambra Avenue Mural Alahambra Avenue Bridge
Alhambra Avenue
Martinez Black Lives Matter Mural Contra Costa Courthouse
725 Court Street
Martinez John Muir Mural Alhambra Avenue
Martinez Martinez Library Martinez Library
740 Court Street
Martinez Tom Hon Martinez Beaver Mural Former Union 76 Station
741 Green Street
Martinez Edith Hamlin and Maynard Dixon Post Office Mural Downtown Post Office
815 Court Street
City Artist Title Location
Martinez Colleen Gianaitempo Small Town With a Big Heart Mural Downtown Martinez
Town of Moraga Amy Evans McClure Ardennais Stallion & Appaloosa Moraga Library
1500 Saint Mary’s Road
Town of Moraga Colin Selig Asymmetrical Loveseat Moraga Library
1500 Saint Mary’s Road
Town of Moraga David Mudgett Drain II Town Council Chambers
335 Rheem Boulevard
Town of Moraga David Mudgett Grasp Moraga Library
1500 Saint Mary’s Road
Town of Moraga Amy Evans McClure Imagine Town Council Chambers
335 Rheem Boulevard
Town of Moraga David Mudgett Radar Man Moraga Library
1500 Saint Mary’s Road
Town of Moraga Susannah Israel Rosette and Briar 329 Rheem Boulevard
Town of Moraga Glenn Takai Toranski Koki’s Journey Town Council Chambers
335 Rheem Boulevard
Town of Moraga Anna Shao Untitled Utility Box or Moraga Beauty Moraga Commons Park
1425 Saint Mary’s Road
Town of Moraga Patrick E.Wings Rancho Laguna Park
2101 Camino Pablo
Oakley Doug Hayes Flock of Ducks Main Street and Second Street
Oakley Sue Longo Untitled Birds on Branches Utility Box
Mural
Neroly Road and Empire Avenue
Oakley Kayla Reiss Untitled Delta Birds Utility Box Mural Main Street and O’Hara Avenue
Oakley Andrew Rodgers Untitled Dog Utility Box Mural Oxford Drive and Brown Road
Oakley Debra Janis Untitled Flower Utility Box Mural Carpenter Road and Brown Road
Oakley Cristina Romero Untitled Freedom High School Utility Box
Mural
Neroly Road and Brown Street
Oakley Sue Longo Untitled Kayak Utility Box Mural Main Street and Big Break Road
Oakley Brian Riley Untitled Mother Nature Utility Box Mural Main Street and Simoni Ranch
Oakley Bonnie Boyce Untitled Oakley Utility Box Mural O’Hara Avenue and Laurel Road
Oakley Kayla Reiss and Debra Janis Untitled Rider Utility Box Mural Empire and Oakley Road
Oakley Bonnie Boyce Untitled Sailboat Utility Box Mural Main Street and Bridgehead Road
Oakley Bonnie Boyce Untitled Stork in Grass Utility Box Mural Main Street and Vintage Parkway
Oakley Dylainie Nathlich Untitled Stork Utility Box Mural Main Street and Live Oak Avenue
Oakley Julie Hanlon Untitled Sunset Landscape Utility Box
Mural
Main Street and Laurel Road
Oakley Kylie Gancos Untitled Utility Box Mural Picasso Drive and East Cypress Road
Oakley Christina Romero Untitled Utility Box Mural O’Hara Avenue and Cypress Road
Oakley Debra Janis Untitled Winery Fields Utility Box Mural Empire Avenue and Carpenter Road
Oakley Bonnie Boyce Untitled Winery Utility Box Mural Empire Avenue and Cypress Street
Orinda Alan Chin Aha Orinda Library Plaza
26 Orinda Way
Orinda Ann Weber Almost 16 and 15 1/2 Orinda Library
26 Orinda Way
Orinda Colin Selig Bean Love Seat Ranch House in Wilder Park
10 Orinda Fields Lane
104 105
126
City Artist Title Location
Orinda John Toki Blue Black #2 In front of Orinda Community Center 28
Orinda Way
Orinda Doug Heine Butterflies Orinda Community Park
28 Orinda Way
Orinda Larry Stefl California Dream Orinda Library Plaza
26 Orinda Way
Orinda Stan Dann California Landscape Wilder Park Art and Garden Center 20
Orinda Fields Lane
Orinda Stan Huncilman Caerus In front of the Mash Building
43 Moraga Way
Orinda Dan Good Chain Piece Ranch House in Wilder Park
10 Orinda Fields Lane
Orinda Colin Selig Chaise Love Seat Brookside Road and Moraga Way
Orinda Kati Casida Embrace Wilder Park Art and Garden Center 20
Orinda Fields Lane
Orinda Albert Dicruttalo Epoch Outside the planning office of Orinda
City Hall
22 Orinda Way
Orinda David Mudgett Face Your Fear Orinda Library Plaza next to the
fountain
26 Orinda Way
Orinda Doug Heine Fruit of the Aluminum In front of Field 2 at Wilder Park
101 Wilder Road
Orinda Doug Heine Full Circle Mechanics Bank
77 Moraga Way
Orinda Hans Miles Iceberg Slim Orinda Library Plaza in front of Café
Teatro
26 Orinda Way
Orinda Rue Harrison Indigo Animal and Dame Eleanor Marmot Orinda Community Center
28 Orinda Way
Orinda Joseph Slusky I/O Wilder Park Art and Garden Center 20
Orinda Fields Lane
Orinda Colin Selig Lips Bench Orinda Community Center entrance 28
Orinda Way
Orinda Colin Selig Low Back Bubble Bench In front of Orinda Community Center28
Orinda Way
Orinda Troy Pillow Marigold Mechanics Bank
77 Orinda Way
Orinda Rimas VisGirda Martha Orinda Library Plaza
26 Orinda Way
Orinda Susannah Israel Master of Ceremonies Orinda Library lobby
26 Orinda Way
Orinda Keith Bush Measure of a Man Heggie Plaza, Orinda Library upper
level
26 Orinda Way
City Artist Title Location
Orinda Kevin Christison Mother Reading to Child Read Garden behind the library
26 Orinda Way
Orinda Archie Held Negative Orinda Library Plaza adjacent to Cafe
Teatro
26 Orinda Way
Orinda Colin Selig Nouveau Victorian Chair Morrison’s Jewelers
35 Moraga Way
Orinda Colin Selig Nouveau Victorian Chair 2 Morrison’s Jewelers
35 Moraga Way
Orinda Gale Wagner Outta Here Orinda Library Plaza
26 Orinda Way
Orinda Stan Huncilman Rotorama Outside the planning office of Orinda
City Hall
22 Orinda Way
Orinda Bruce Johnson Sentinel Between the Library Auditorium and
the Community Center
26 Orinda Way
Orinda Joseph Slusky Sentinel Orinda Community Center lobby
28 Orinda Way
Orinda Ann Christenson Shimmy Heggie Plaza, Orinda Library upper
level
26 Orinda Way
Orinda Jeff Downing Signals Orinda Library Plaza
26 Orinda Way
Orinda Danielle Satinover Sound Explosion Heggie Plaza, Orinda Library upper
level
26 Orinda Way
Orinda Ivan McLean Sphere 90 Trellis area in front of Orinda Library 26
Orinda Way
Orinda John Toki Spring Magesty Bruns Amphitheater at Shakespeare
Theatre
100 California Shakespeare Theatre
Way
Orinda John Toki Springtime Spirit Orinda Community Center,
28Orinda Way
Orinda Wes Horn Surfboard Seat Nation’s Restaurant
76 Moraga Way
Orinda Kent Roberts Surveiliance Orinda Library lobby
26 Orinda Way
Orinda David Mudgett Swimmer Trellis area in front of Orinda Library 26
Orinda Way
Orinda Sandra Jones Campbell The Proposition Orinda City Hall entry patio
22 Orinda Way
Orinda Albert Dicruttalo Truce Orinda Library Plaza
16 Orinda Way
106 107
127
City Artist Title Location
Orinda Patricia Vader Wheely Whirly Peacock Orinda Library Plaza
16 Orinda Way
Orinda Stan Huncilman Wrenzori (Rwenzori)Orinda City Hall lower parking lot
turnaround
22 Orinda Way
Pinole unknown Bear Claw Bakery Murals Bear Claw Bakery
2430 San Pablo Avenue
Pinole Fernandez Mansion & the American Hotel
Mural
1360 Fitzgerald Drive
Pinole Janette Legg Fernandez Park San Pablo Bay Mural Pinole Senior Center
2500 Charles Avenue
Pinole Greenfield Department Store Mural Former Greenfield Department Store
1360 Fitzgerald Drive
Pinole Betty Bailon and Adelpha Frye Pinole Historical Society Mural Bus turn out
2131 San Pablo Avenue
Pinole Semion Mirkin Pinole Meadow Parks Mural Pinole Meadow Park
Nob Hill Avenue and Rogers Way
Pinole Wells Fargo and Pinole Historical
Society
Pinole Mural Wells Fargo
1374 Fitzgerald Way
Pinole unknown Pinole Police Department Mural unknown location
Pinole John Wehrle Pinole Valley Gateway I-80 Overpass Pinole Valley Road
Pinole Semion Mirkin and Joan Landis The Making of Pinole Pinole Art Center Gallery
1360 Fitzgerald Drive
Pittsburg Francis Palermo Heritage Plaza Mural Heritage Plaza 4th Street
Pittsburg Ore Cart Monument Old Town Pittsburg
5th Street and Black Diamond Street
Pittsburg Jason Greigo Our Lady of Pittsburg Heritage Plaza 4th Street
Pittsburg Sculptural Reliefs at The California Theater The California Theatre
351 Railroad Avenue
PIttsburg Frank Vitale The Fisherman 3rd Street and Railroad Avenue
Pittsburg Frank Vitale The Steelworker in Pittsburg 5th and Railroad Avenue
Pittsburg The Yellow Boat 3rd Street
Pittsburg Water Fountatin and Porticos Old Town Pittsburg
5th Street and Black Diamond Street
Pleasant Hill Granite Blocks Downtown Pleasant Hill
Monument and Contra Costa
Boulevards
Pleasant Hill Untitled - Car Max Art Car Max
77 Chilpancingo Parkway
Pleasant Hill Untitled - Crossroads Shopping Center Crossroads Shopping Center
2314 Monument Boulevard
Pleasant Hill Untitled - Diablo Valley Plaza Art Diablo Valley Plaza
85 Chilpancingo Parkway
Pleasant Hill Untitled - Hyatt House Hotel Hyatt House Hotel
2611 Contra Costa Boulevard
City Artist Title Location
Pleasant Hill Untitled - Reserve at Pleasant Hill Reserve at Pleasant Hill
Pleasant Hill and Geary
Pleasant Hill Evan Shively Untitled - Sculptural Logs Pleasant Hills Library
2 Monticello Avenue
Richmond Familias Unidas & Richmond Art
Center Mural
BART Underpass Familias Unidas Mural BART underpass
37th Street
Richmond Linda Grebmeier Cargo Ships 147 Richmond City Hall
450 Civic Center Plaza
Richmond John Wehrle Century Xing Sculpture Richmond BART Station
1900/2000 Macdonald Avenue
Richmond Arts & Culture Commissioners
Hurst, Seville and Peters
Column Train Sculpture
Richmond Community Garden Richmond Art Center, National Institute
of Art & Disabilities, Richmond Senior
Center
Harbour Way and Macdonald Avenue
Richmond John Wehrle Council Chambers Mural/Birds Eye View Council Chambers, first floor
440 Civic Plaza
Richmond AGANA Entrada Sagrada Richmond Art Center
Barrett Avenue Entrance
Richmond Emily Jo Benjamin, Kaitlyn
Bordas, Denise Campos, Vincent
Castellanos, Stephanie Garcia, Yahir
Garcia, Anwar Mateo Mixcoatl-
Diaz, Leslie Poblano, Skyler Rouse,
Lizzeth Torres, Iris Wiley Sittler
Every day we must struggle to stay focused
on saving this beautiful planet
Richmond Art Center
Barrett Avenue Entrance
Richmond Familias Unidas Familias Unidas Mural Richmond Recreation Complex
3230 Macdonald Avenue
Richmond John Wehrle Ferry Point Mural Dornan Drive and Ferry Point
Richmond Bruce Hasson Friendship Shimada Park
Marina Bay Parkway and Southwind
Circle
Richmond Andrée Singer Thompson Guillermo, the Golden Trout Front of Richmond Art Center
2540 Barrett Avenue
Richmond JoeSam Hide ‘n’ Seek – Girl 1.1 “Barbara”Richmond Art Center
25th Street Entrance
Richmond Charles Perry Hilltop Mall Rotunda/Solar Cantata Hilltop Mall
2200 Hilltop Mall Road
Richmond Gyöngy Laky Inner Glyphs Out Lobby, cafeteria wall, Social Security
Building
1221 Nevin Avenue
Richmond Gary Carlos Juliga Woods Memorial Boorman Park
South 27th and Maine Avenue
Richmond Youth from RYSE Center working
with lead artist AGANA
Keep Richmond Beautiful Richmond Art Center
Mural on loading ramp at 25th Street
Entrance
108 109
128
City Artist Title Location
Richmond Rigo 89 Liberty Ship BART underpass
North side of Barrett Avenue
Richmond Laurel True Long’s Tiles Harbor Gate Shopping Center
2151 Meeker Avenue
Richmond Po Shu Wang Lucretia Edwards Shoreline Park 1500 Marina Way South
Richmond Erica Clark Shaw Memorial to Youth Miller/ Knox Regional Park
900 Dornan Drive
Richmond Mildred Howard Moving Richmond 1700 Nevin Avenue
Richmond NIAD Banner National Institute for Art & Disabilities
551 23rd Street
Richmond Janet Kuemmerlein Odyssey Lobby west corridor, Social Security
Building
1221 Nevin Avenue
Richmond Kemit Amenophis and the children
of Parchester Village
Parchester Village Community Center
Mural
Parchester Community Center
900 Williams Drive
Richmond John Wehrle Past Perfect on MacDonald Avenue Underpass MacDonald Avenue at I-80
Freeway
Richmond Tom and Tim Taylor Pelican Mural - Richmond Annex Richmond Annex
I-80 overpass at Carlson
Richmond John Wehrle Revisionist Histroy of San Pablo Avenue San Pablo Avenue, North of Barrett at
I-80 Freeway Underpass
Richmond Richmond Art Center Memorial Richmond Art Center
2540 Barrett Avenue
Richmond William Mitchell Richmond BART Station Entry area, inside gates, Richmond
BART Station
1700 Nevin Avenue
Richmond Richard Hunt Richmond Cycle Patio, Social Security Building
1221 Nevin Avenue
Richmond Matthews Corporation International Rolling Hills Memorial Rolling Hills Memorial Park
4100 Hilltop Drive
Richmond Cheryl Barton and Susan
Schwartzenberg
Rosie the Riveter Memorial Rosie the Riveter Memorial Park
Regatta Boulevard and Marina Bay
Parkway
Richmond Rubicon Bakery Mural Rubicon Bakery
154 South 23rd Street
Richmond Alan Leon School Mural Lovoyna DeJean Middle School
3400 Macdonald Avenue
Richmond Ray Beldner Shipyard Stories Jay and Barbara Vincent Park
15 Harbor View Drive
Richmond Anita Margrill Signalmen Sculpture Regatta Boulevard and Marina Way
Richmond Lia Cook Spatial Ikat III Lobby, south wall, Social Security
Building
1221 Nevin Avenue
Richmond Kirk St. Maur The Sentinel Park Place and Washington Avenue
Richmond Jacques Overhoff Torque Auto Plaza, Hilltop Auto Plaza
City Artist Title Location
Richmond John Roeder Village and Folk Art Sculptures, 20th
century
Richmond Art Center
2540 Barrett Avenue
Richmond Rebeca García-González We Found Joy in Art-Making / Encontramos
La Felicidad Haciendo Arte
Richmond Art Center
25th Street Entrance
San Pablo Youth Spirit Artworks Davis Park Mural Davis Park Multi-Purpose Room
1667 Folsom Avenue
San Pablo Mosaics at the Medical Center West County Health Center
13601 San Pablo Avenue
San Pablo Debra Koppman The Fabric of San Pablo San Pablo City Hall
1000 Gateway Avenue
San Pablo Debra Koppman Threads of San Pablo San Pablo Community Center
2450 Rd. 20
San Pablo Debra Koppman Welcome to San Pablo!San Pablo Community Center
2450 Rd. 20
San Ramon ABC Pet Clinic Mosaic 2259 San Ramon Valley Boulevard
San Ramon Lee Burg Art of Dance Crow Canyon and Twin Creeks
San Ramon Swati Rostogi A Tribal Narrative Bridle Court at Old Ranch Road
San Ramon Gary A. Winter A Window Back in Time Alcosta Boulevard
9100-I, Country Club Village Center
San Ramon Basket Sculpture 2600 Camino Ramon
San Ramon Bishop Ranch Business Park Sculpture Bishop Drive at Executive Parkway
San Ramon Aditya Advani Bishop Ranch 1 Fountain 6101 Bollinger Canyon Road
San Ramon Bishop Ranch 15 Fountain 12647 Alcosta Boulevard
San Ramon Brian Keith Bronze Eagle Rancho San Ramon Park
1998 Rancho Park Loop
San Ramon Long Giao and Hai Wing Yu Canyon Crows 3110 Crow Canyon Place
San Ramon Child Fire Fighter 2070 Arlington Way
San Ramon Wendy Baker Children’s Faces North Monarch Road near North
Wedgewood Road
San Ramon Patricia Valentine Creative Conservation Crow Canyon Road and Old Crow
Canyon Road
San Ramon John Adams and Linda Stevenson Coexistence 2000 Bishop Drive
located near the north east side of the
parking lot
San Ramon Suzanne Gayle Colors of Music Crow Canyon and Iron Horse Trail
San Ramon Dan Dykes Convergence 2416 San Ramon Valley Boulevard
San Ramon Judith Elenbass Country Faire Park Tile Wall 320 Terrazzo Circle
San Ramon Jeanette Braucher-Wolfe Diversity Through Dance Crow Canyon and Camino Ramon
in front of Union Bank
San Ramon Extended Stay America 2100 Camino Ramon
San Ramon Albert Guibara Fingers 2355 San Ramon Valley Boulevard
San Ramon Peter Schifrin Fire Fighter San Ramon Valley Fire Protection
District
1500 Bollinger Canyon
San Ramon Rich Partida Fire Truck Park Tile Wall 2070 Arlington Way
San Ramon Carol Lin and Robin Indar Fish Mosaic 2277 San Ramon Valley Boulevard
110 111
129
City Artist Title Location
San Ramon Rich Partida Flight of the Butterflies 8502 North Monarch Road
San Ramon Paula Kim Flowers San Ramon Valley Boulevard and
Courtyard Center
San Ramon Eric Fang Fountain Ball 2410 San Ramon Valley Boulevard
San Ramon Debora Dogue Fountains with Hand-Decorated Tiles 200 Market Place
San Ramon David Gates Granite Monolith and Trellis 2671 Crow Canyon Road
San Ramon Anthony M. Guzzardo History Wall 21001 San Ramon Valley Boulevard
San Ramon John Nichol Hose Sculpture 2070 Arlington Way
San Ramon Chris Rench Huddle Up 5261 Sherwood Way
San Ramon Ray Lamb Improvement Crow Canyon Road and Old Crow
Canyon Road near Home Depot
San Ramon Martin Metal Iron Horse 3111 Fostoria Way
San Ramon Mark Bulwinkle Iron Sculpture 168 Crow Canyon Place
San Ramon Journeys of the Imagination 3191 Crow Canyon Place
located near the sidewalk that runs
through the outdoor seating area
San Ramon Jorge De Quesada Legacy Plaza Fountain 2010 Crow Canyon Place
San Ramon Madeline Weiner Legacy Montevideo and Davona Drive
San Ramon Sophia Lee Let’s Dance!Crow Canyon and San Ramon Valley
Boulevard
San Ramon SGPA Lighting Tower Art Sculpture 2610 Bishop Drive
San Ramon Suzanne Gayle, Star Arts Living Colors Crow Canyon Place and Fostoria Way
San Ramon Scott Donahue Lost and Found 18080 San Ramon Valley Boulevard
located in front of Hairgami Salon
San Ramon Joe Bologna Men at Work 1947 San Ramon Valley
San Ramon Archie Held Millennium Bowl 2603 Camino Ramon
San Ramon Dale Rogers People Central Park
12501 Alcosta Boulevard
San Ramon PG&E Fountain 3301 Crow Canyon
San Ramon Rhonda Chase Poppies Bollinger Canyon Fountain
Bollinger Canyon Road and South
Chanterella Drive
San Ramon Bozidar Rajkovski Pyramid Fountain 2551 San Ramon Valley Boulevard
San Ramon Sanjay Anavekar and Deepali
Anavekar
Rangoli San Ramon Valley Boulevard and
Norris Canyon Road
San Ramon Dale Rogers Reaching for the Stars Walgreens
11440 Windemere Parkway
San Ramon Red Spheres Target
2610 Bishop Drive
San Ramon Albert Guibara Sculpture with Water 2817 Crow Canyon Road
San Ramon David Boyer Shadow Dancers Athan Downs Park
Montevideo and Davona Drive
San Ramon Ranjini Venkatachari Smile, You’re in San Ramon Central Park Amphitheater
12501 Alcosta Boulevard
San Ramon Ross Barrable Song of the Seasons Doughtery Station Community Center
17011 Bollinger Canyon Road
City Artist Title Location
San Ramon Sarah Gonsalves Space Box 3101 Crow Canyon Place
located near Citibank, Crow Canyon
and Crow Canyon Place
San Ramon Troy Pillow Steve 2015 Crow Canyon Place
located outside Ulta
San Ramon Vanessa Thomas Succulent Life Forest Home Farms
19953 San Ramon Valley Boulevard
San Ramon Roger Barr Sundance II 3223 Crow Canyon Road
located in front of Union Bank
San Ramon Molly Keen Swiftly Crow Canyon and Crow Canyon Place
in front of Citi Bank
San Ramon John Lwerks The Tile Wall 1998 Rancho Park Loop
San Ramon Albert Guibara Tower, Ball, and Triangle 4500 Norris Canyon Road
San Ramon Stan Pavlou Toyota Sculpture 2451 Bishop Drive
San Ramon Ranjini Venkatachari Universal Love City Hall
7000 Bollinger Canyon Road
San Ramon Water Feature Sunrise Bagel Café
2005 Crow Canyon Place
San Ramon Sophia Lee Yellow Submarine 6000 Bollinger Canyon Road
San Ramon Paula Kim Zen Annabel Lake
Marriott and Bishop
Walnut Creek Jerome Kirk Aris
Walnut Creek Ally McKay Better Days 1432 North Main Street
Walnut Creek Robert Holmes Bolero
Walnut Creek Gerald Heffernon Bullman with Bulldog 1301 North Main Street
at the intersection of Mt. Diablo
Boulevard
Walnut Creek Sirron Norris Cartoon Creek Duncan Arcade
1341 North Main Street
Walnut Creek Yoshio Taylor Echo Plaza Escuela Locust Street
Walnut Creek Richard Ellis Family Former Washington Mutual
Walnut Creek Louis Pearson Fantasy North California Boulevard and Mt.
Diablo Boulevard
Walnut Creek Lloyd LeBlanc Flock of Ducks
Walnut Creek Velia De Iuliis Floral Bounty Duncan Arcade
1341 North Main Street
Walnut Creek Fletcher Benton Folded Square Alphabet G Civic Arts Gallery
1601 Civic Drive
Walnut Creek Seyed Alavi Fountain Head Main Street
Walnut Creek Wowhaus (Scott Constable and Ene
Osxeraas-Constable)
Geologica
Walnut Creek Doron Rosenthal Geological Evolution of Mt. Diablo Olmpic Place
1697 Mt. Diablo Boulevard
Walnut Creek Phillip K. Smith Gradient Column Ruth Bancroft Garden
1552 Bancroft Road
Walnut Creek Beniamino Bufano Hand of Peace
112 113
130
City Artist Title Location
Walnut Creek Casey Gray Hands Free Duncan Arcade
1341 North Main Street
Walnut Creek Shayne Dark Intersect in Red Vaya Apartment Complex
Oakland Boulevard and Ygnacio Valley
Road
Walnut Creek Bruce Beasley Intersections II Gateway Center
1850 Mount Diablo Boulevard
Walnut Creek David “Hyde” Cho Jiko-jitsugen 1666 Locust Street
Walnut Creek Marta Thoma Journey of a Bottle Walnut Creek Library
1644 North Broadway
Walnut Creek Ludell Deutscher Le Passant
Walnut Creek Cliff Garten Liliales 539 South Broadway
Walnut Creek Jacques Overhoff Lost in the Mail
Walnut Creek Maska Masked Revival Mel’s Diner
1394 North Main Street
Walnut Creek Tor Archer Olympic Orb Olympia Place
1697 Mt. Diablo Boulevard
Walnut Creek Joyce Hsu Rawr Walnut Creek Library
1644 North Broadway
Walnut Creek Olivia Kuser Shadowmaker Va de Vi Restaurant
1511 Mt. Diablo Boulevard
Walnut Creek Christian Moeller Shh…Portrait in 12 Volumes of Gray
Walnut Creek Cork Marcheschi Skinny Grove The Orchards
2800 Ygnacio Valley Road
Walnut Creek Linda Fleming Sparks
Walnut Creek Dan Corson Spiraling and Radiating Light Walnut Creek Station Parking
Structure
200 Ygnacio Valley Road
Walnut Creek Wowhaus (Scott Constable and Ene
Osxeraas-Constable)
Story Vanes The Orchards
2800 Ygnacio Valley Road
Walnut Creek Patrick Dougherty Sure Enough
Walnut Creek Martin Webb The first object he locked upon, that object
he became
Walnut Creek Allie Bill Skelton Transition
Walnut Creek Josh Keyes Treadmill Downtown Walnut Creek
Locust Street Garage
Walnut Creek Archie Held Urban Family Agora Complex
1500 Newell Avenue
Walnut Creek Steven De Staebler Untitled, City Hall
Walnut Creek Ann Gardner Uno, Dos, Tres
Walnut Creek Royce Vestiges, Fall
Walnut Creek Cliff Garten Veterans Memorial
Walnut Creek Ricky Watts Walnut Creek Rollercoaster Duncan Arcade
1341 North Main Street
Walnut Creek Leo Bersamina Warming Up in California
City Artist Title Location
Walnut Creek Jason Middlebrook Water Light
Walnut Creek Kristin Farr West Coast Barn Quilt Lesher Center for the Arts
Locust Street and Civic Drive
Walnut Creek MCXT (Monica Canilao and Xara
Thustra)
We Well All Be Civic Park’s Assembly Hall
1375 Civic Drive
Walnut Creek Ned Kahn Wind Fins 1000 South Main Street
former Neiman Marcus façade
Walnut Creek Dan Dykes Wings
Walnut Creek Cannon Dill Wolf Duncan Arcade
1341 North Main Street
The KTO Project a world music ensemble
114 115
131
132
INTERNAL OPERATIONS COMMITTEE 8.
Meeting Date:06/12/2023
Subject:Purchasing
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: IOC 23/13
Referral Name: County Purchasing Policies Update
Presenter: Timothy Ewell, Chief Asst CAO Contact: Timothy Ewell (925) 655-2043
Referral History:
County Ordinance Code Section 24-4.008 requires the County Administrator to develop a system of Administrative
Bulletins, which are designed to provide guidance to County departments to ensure compliance with County policy
and practices. From time-to-time it is necessary to review Administrative Bulletins for potential updates to the
underlying policy or to make sure that the guidance being provided to departments reflects current best practices.
Depending on the subject and materiality of the proposed policy, Administrative Bulletins can be updated
administratively or submitted for review by the Board of Supervisors, including its standing committees.
The County maintains policies outlining procedures for the procurement of materials, supplies and services to assist
departments in their service delivery goals. Over the past 50+ years these policies and procedures have been
codified in a patchwork of ordinances, resolutions, administrative bulletins and simple memorandums with no
consistent review and update process. At times, it is difficult to find supporting documentation for procurement
processes that County departments work through day-to-day.
On April 24, 2023, the Board of Supervisors referred to the Internal Operations Committee a review of several,
dated Administrative Bulletins, including Administrative Bulletin No. 600, "Purchasing Policy and Procedures" at
the recommendation of the County Administrator. A copy of the Board referral is included for reference as
Attachment A.
Referral Update:
Since 2021, the County Administrator’s Office, County Counsel’s Office and Public Works – Purchasing Services
division have been working to identify and understand the various policies governing procurement within the
County. The primary goal has been to establish a baseline procurement policy that can be easily understood by
employees working to secure goods and services for County departments for the benefit of our residents. In crafting
a modern, baseline procurement policy, the guiding principles have been twofold:
Reduce bureaucracy and provide greater flexibility to department heads to operate their respective
departments; and
1.
Establish accountability measures to ensure that minimum standards for procurement equity and proper
contract oversight are observed.
2.
This process has resulted in several recommendations to modernize the County’s procurement policies, including:
Consolidation of nine (9) Administrative Bulletins in one single, comprehensive Bulletin – Administrative
Bulletin No. 600, “Purchasing Policies and Procedures” (included as Attachment B);
1.
133
Amending the County Ordinance Code to remove the need for County Administrator review and approval of
service contracts at or below $200,000; and
2.
Increase the threshold for certain, ministerial payments via Warrant Request from $1,000 to $5,000. 3.
The desired outcome is that these updates bring our procurement process closer to a more contemporary state
consistent with other large, urban counties.
Summary of Primary Revisions
The proposed revisions to Administrative Bulletin No. 600, include the following:
Transactions Under $200,000. All procurement transactions, including service contracts, under $200,000 would
require approval by the Purchasing Agent only – Board of Supervisors and County Administrator review and
approval are not needed. This streamlines the review workflow for departments and effectively delegates
further discretion to department heads to recommend service contracts for approval directly to the Purchasing
Agent. County Counsel review is still required on transactions that modify the County’s general conditions
and service contracts above $50,000.
Services Included Under a Purchase Order. Provides that services may be procured under a purchase order in
conjunction with the purchase or lease of equipment or goods in certain circumstances. A common scenario
is the procurement of equipment that also requires a service plan to be executed for maintenance, such as a
copy machine lease. Currently, a purchase order is required to procure equipment (such as the copy machine)
and a separate service contract is required for the vendor to provide maintenance on the proprietary
equipment (such as maintenance on the copy machine). This practice essentially creates two transactions to
effectuate one procurement event resulting in double the work for departments and a corresponding loss of
productivity.
Minimum Bid Solicitation Requirements. Establishes a common bid solicitation requirement between
procurement of materials/supplies and service contracts tiered by denomination. This results in all
procurement activities being subject to the same set of solicitation requirements. Departments must still
comply with solicitation requirements for federal, state or other local policies, such as the SBE Program, that
may require additional outreach over and above the minimum bid solicitation requirements. Also, the
proposed policy allows for flexible solicitation options such as the use of continuous Requests for
Qualifications (RFQs) to keep a pool of qualified vendors current at all times. A good example of this would
be keeping an continuous solicitation in place to qualify Board and Care providers serving Contra Costa
Health Plan (CCHP) members. The list remains dynamic and available for use by the department to meet
changing needs.
Minimum Contract Monitoring Requirements. Establishes monitoring requirements for service contracts by
departments, including a requirement to document contract noncompliance and establish Corrective Action
Plans with noncompliant vendors. Corrective Action Plans are to be filed with the Purchasing Agent for
tracking purposes; however, it is the responsibility of departments to ensure that contractors take steps to
achieve compliance.
Exemptions Maintained and Expanded. The proposed policy maintains certain exemptions previously granted
for specific procurement situations or for specific departments. For example, the policy encourages the use of
Cooperative Purchasing Contracts for goods and services in lieu of defaulting to a local solicitation process
for every procurement need. This method helps to ensure solicitation while expediting the procurement
process and providing flexibility to departments. This is already a common practice in larger departments,
such as Health Services and the Contra Costa County Fire Protection District, but the proposed policy
attempts to encourage the use of Cooperative Purchasing Contracts by all departments where appropriate.
Invitation for Department Comment
On April 14, 2023, the County Administrator's Office opened a four-week, Invitation for Comment period for
department heads to review and provide feedback on the proposed policy updates. A copy of the correspondence
sent to Department Heads is included as Attachment C. The County Administrator’s Office received a total of 78
134
comments from seven (7) departments.
Of that figure, 72 were technical comments for which a response was provided and six (6) were editorial comments
for which no response was provided but logged for transparency. Of the 72 technical comments, 59 were
incorporated into the final draft policy and 13 were not incorporated into the final draft policy. A summary of
comments received in response to the Invitation for Comment and disposition of those comments are included as
Attachment D for reference.
Recommendation(s)/Next Step(s):
Today’s action is seeking approval of modifications to Administrative Bulletin No. 600, “Purchasing Policies and
Procedures”, including any edits from the Internal Operations Committee, and directing the County Administrator
to prepare all necessary actions to implement the updated policy for consideration by the Board of Supervisors.
Recommendations
ACCEPT report from the County Administrator on process undertaken to update Administrative Bulletin No.
600, “Procurement Policies and Procedures”.
1.
APPROVE Administrative Bulletin No. 600, “Procurement Policies and Procedures” and DIRECT the
County Administrator to prepare all necessary actions to implement the policy for consideration by the full
Board of Supervisors.
2.
PROVIDE any additional direction to staff as needed.3.
Attachments
Purchasing Policies Powerpoint Presentation
ATTACHMENT A - Referral to IOC - 2023 Admin Bulletins 4-24-23
ATTACHMENT B - Admin Bulletin 600 Revisions - Final 6-6-2023 w Workroup Final Comments
ATTACHMENT C - Invitation for Comment Packet - Admin Bulletin 600 Revisions 4-14-23 (005)
ATTACHMENT D - Department Comment Submission Form - Admin Bulletin 600 - All Departments 5-15-23
135
County Administrator’s Office
June 12, 2023
Administrative Bulletin No. 600 Updates
“Purchasing Policies and Procedures”
136
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Agenda
2
1.Current Procurement Policy Landscape
2.Consolidation of Individual Policies and Related Actions
3.Invitation for Comment from Departments
4.Final Proposal and Next Steps
5.Committee Discussion/Questions
137
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Current Purchasing Policy Landscape
1.Patchwork of ordinances,
resolutions, board orders,
Administrative Bulletins
and simple
memorandums
2.This has made compliance
with and understanding of
policies difficult for our
departments
3
Purschasing Related Policy and Guidance
(Non-Exhaustive List)
Administrative Bulletins Effective Date
601, Contract Purchase Orders 4/4/1969
602, Preparing Requisitions 4/4/1969
603, Receiving Shipments 4/4/1969
604, Stock Room Policy 4/4/1969
605, Contracting for Special Services 7/1/2019
611, Authorization of Single Item Purchase Over $25,000 7/1/2019
612, Contracts With Community Rehabilitation Programs 2/4/2008
613, Contracts With Community-Based Organizations (CBOs)2/5/2008
Manuals
Purchasing Manual 2014
Procurement Card Manual 11/4/2021
CAO Contracts Administration Guide June 2009
Board Orders
Environmentally Preferable Purchasing Policy 4/15/2008
SBE e-Outreach Program 2/6/2006
Ordinances
2013-20, $175,000 informal Bidding Limit on Construction Contracts 10/15/2013
2005-29, SBE Local Bid Preference Program (follow up report)9/13/2005
Other Documents
SBE Professional/Personal Services Outreach Program Unknown
Memorandum, SBE Program Threshold Increases 1/3/2012138
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Proposed Actions
1.Consolidation of nine (9) Administrative Bulletins in one single, comprehensive
Bulletin –Administrative Bulletin No. 600, “Purchasing Policies and Procedures”
•Amending the County Ordinance Code to remove the need for County Administrator
review and approval of service contracts at or below $200,000; and
•Increase the threshold for certain, ministerial payments via Warrant Request from $1,000
to $5,000.
2.Establishes a baseline procurement policy, which other policies can “plug” into,
such as…
a.Small Business Enterprise & Outreach Programs (Future Admin Bulletin)
b.Environmentally Preferable Purchasing Policy (2008)
c.Acquisition of Computer Hardware, Software and Computer-Related
Services (Admin Bulletin 616)
4
139
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Invitation for Comment
1.Invitation for Comment on draft
updates to Admin. Bulletin 600
released to County Departments on
April 14, 2023 for a period of 4
weeks.
2.78 comments from 7 departments.
•72 were technical comments for which a
response was provided and
•6 were editorial comments for which no
response was provided but logged for
transparency.
•Of the 72 technical comments, 60 were
incorporated into the final draft policy and 12
were not incorporated into the final draft
policy.
5
140
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Major Revisions
1.Transactions Under $200,000.
•Require approval by the Purchasing Agent only
•Contracts above $50,000 require County Counsel approval
•This streamlines the review workflow for departments and effectively delegates further
discretion to department heads to recommend service contracts for approval directly to
the Purchasing Agent
2.Services Included Under a Purchase Order.
•Provides that services may be procured under a purchase order in conjunction with the
purchase or lease of equipment or goods in certain circumstances
3.Minimum Bid Solicitation Requirements.
•Establishes a common bid solicitation requirement between procurement of
materials/supplies and service contracts tiered by denomination
•Departments must still comply with solicitation requirements for federal, state or other
local policies, such as the SBE Program & Environmentally Preferable Purchasing Policy
•Provides flexible solicitation options such as the use of continuous Requests for
Qualifications (RFQs) to keep a pool of qualified vendors current at all times
6
141
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Major Revisions
4.Minimum Contract Monitoring Requirements.
•Establishes monitoring requirements for Service contracts by departments, including a
requirement to document contract noncompliance and establish Corrective Action Plans
with noncompliant vendors
•Corrective Action Plans are to be filed with the Purchasing Agent for tracking purposes;
however, it is the responsibility of departments to ensure that contractors take steps to
achieve compliance
5.Digital Signatures.
•Allows for all purchasing documents, including contracts, to be executed with digital
signatures
•Discontinues the requirement for a notarization on Long Form contracts since digital
signatures are being used through DocuSign CLM effective May 30, 2023
7
142
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Next Steps
•Phase 1: Update to Admin. Bulletin 600 for
consideration today.
•Phase 2: Create new SBE/Outreach
Program Administrative Bulletin that
similarly consolidates all SBE/Outreach
policies into one document
•Phase 3: Updates to Purchasing Manual
and Contract Administration Guides
•Phase 4:Develop series of training
webinars that can be posted and available
for use by County departments
•Phase 5: Develop Triennial Review process
to ensure all procurement related
documents (policies, manuals, etc.) are
reviewed at least every three years
8
143
Administrative Bulletin No. 600, “Purchasing Policies and Procedures” Update
Questions/Discussion
9
144
RECOMMENDATION(S):
REFER to the Internal Operations Committee a review of the following Administrative
Bulletins:
1. Administrative Bulletin No. 525, "Office Space"
2. Administrative Bulletin No. 525.1, "Requesting Real Estate and Capital Project Services"
3. Administrative Bulletin No. 526, "Real Estate Asset Management Policy"
4. Administrative Bulletin No. 600, "Purchasing Policy and Procedures"
And, creation of the following Administrative Bulletins:
1. Social Media Policy (Updating and replacing 2014 policy)
2. Cybersecurity Policy (New policy)
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 04/24/2023 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II
Supervisor
Diane Burgis, District III Supervisor
Ken Carlson, District IV Supervisor
Federal D. Glover, District V
Supervisor
Contact: Timothy M. Ewell, (925)
655-2043
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: April 24, 2023
, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C.55
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:April 24, 2023
Contra
Costa
County
Subject:REFER TO THE INTERNAL OPERATIONS COMMITTEE THE REVIEW OF PROPOSED UPDATES TO
CERTAIN ADMINISTRATIVE BULLETINS
145
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
County Ordinance Code Section 24-4.008 requires the County Administrator to develop a system of Administrative
Bulletins, which are designed to provide guidance to County departments to ensure compliance with County policy
and practices. From time-to-time it is necessary to review Administrative Bulletins for potential updates to the
underlying policy or to make sure that the guidance being provided to departments reflects current policy. Depending
on the subject and materiality of the proposed policy, Administrative Bulletins can be updated administratively or
submitted for review by the Board of Supervisors, including its standing committees.
Today's action requests the Board to refer certain administrative bulletins to the Internal Operations Committee for
review prior to listing on the Board of Supervisors calendar for approval, including:
Administrative Bulletin No. 525, "Office Space,"
Administrative Bulletin No. 525.1, "Requesting Real Estate and Capital Project Services," and
Administrative Bulletin No. 526, "Real Estate Asset Management Policy."
On September 20, 2022, the Board of Supervisors adopted a 20-year Capital Facilities Master Plan (CFMP) to guide
budget decisions on capital facilities spending in subsequent fiscal years. Previously, Contra Costa County had not
adopted a Capital Facilities Master Plan since fiscal year 1999-2000, which was approved by the Board on January
25, 2000. The 2022 Capital Facilities Master Plan serves as the primary policy document for all capital facilities
planning, with the exception of those facilities operated by the Health Services Department and County detention
facilities. For this reason, it is appropriate to review this suite of Administrative Bulletins for update or possible repeal.
Administrative Bulletin No. 600, "Purchasing Policy and Procedures."
Since 2021, the County Administrator’s Office, County Counsel’s Office and Public Works – Purchasing Services
Division have been working to identify and understand the various policies governing procurement within the
County. The primary goal has been to establish a baseline procurement policy that can be easily understood by
employees working to secure goods and services for County departments. In crafting a baseline procurement policy,
the guiding principles have been twofold:
1. Reduce bureaucracy and provide greater flexibility to department heads to operate their respective departments; and
2. Establish accountability measures to ensure that minimum standards for procurement equity and proper contract
oversight are observed.
On April 14, 2023, the County Administrator's Office opened a four-week, Invitation for Comment period for
department heads to review the proposed policy updates and provide feedback on the proposed policy updates.
Following receipt, the County Administrator's Office will review comments received and determine what feedback to
include in the final proposed policy update for review by the Internal Operations Committee. Any feedback that is not
recommended for inclusion in the final proposed policy will be responded to with rationale for consideration by the
Internal Operations Committee.
Creation of New Administrative Bulletins.
Social Media Policy. On June 17, 2014, the Board of Supervisors approved a Social Media Policy governing the use
of various online engagement tools by County employees for business communication purposes following input and
direction from the Internal Operations Committee in 2013 and 2014. The Board initially referred this issue to the
Internal Operations Committee in 2012. More recently, the County Administrator's Office - Office of
Communications and Media has been coordinating with department public information officers to propose updates to
the County's Social Media Policy. The goal is to coordinate a common set of procedures for County departmental use
of social media, including types of information to be posted, use of social media during emergencies and record
retention requirements. Further, the updated policy is proposed to be codified into an Administrative Bulletin to make
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the policy more accessible to all County staff.
Cybersecurity Policy. The Department of Information Technology (DoIT) has been working on a countywide
Cybersecurity policy to establish minimum requirements for cybersecurity infrastructure by County departments. The
draft policy is still in development, but will include procedures for cybersecurity incident handling, vulnerability
management, data protection and recovery and maintenance of audit logs.
CONSEQUENCE OF NEGATIVE ACTION:
The Administrative Bulletins listed would not be referred to the Internal Operations Committee for input.
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CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 600.X
Date: XX/XX/XX
Section: Purchasing
SUBJECT: Purchasing Policy and Procedures
Contents: I. DEFINITIONS
II. PURCHASE OF MATERIALS AND SUPPLIES
III. PURCHASE OF SERVICES CONTRACTS
IV. DIGITAL SIGNATURES
V. OTHER PROCUREMENT POLICIES
VI. OTHER ADMINISTRATIVE BULLETINS
The purpose of this bulletin is to set forth purchasing policies and requirements to achieve
minimum standards for the purchase of services, materials, supplies, equipment, furnishings,
and other personal property of any kind and nature for the benefit of County departments. More
information about compliance with this policy, including process, procedures and forms can be
found in the resources included in the “References” section at the conclusion of this policy.
I. DEFINITIONS
A. “Blanket Purchase Order” is an authorization to purchase developed by the
Purchasing Agent and issued on an annual or multi-year basis, that permits the
procurement of materials, supplies, equipment, furnishings, and other personal
property of any kind and nature on an as-needed basis with a stipulated
maximum amount for a fixed period of time and is used when there will be on-
going activity with a vendor. A blanket purchase order allows departments to
order a variety of goods from a single source as needed.
B. “Capital Outlay Item” is a piece of equipment including moveable personal
property with a unit cost of $5,000 or more, including sales tax, and delivery and
installation charges. It also includes additions to capitalized equipment costing
$5,000 or more per item 1.
C. “Cooperative Purchasing Contract” is a contract for goods or services between a
vendor and another public agency, awarded following a competitive solicitation,
and made available to other public agencies. Examples of agencies that administer
such Cooperative Purchasing Contracts include the National Intergovernmental
Purchasing Alliance (National IPA), the State of California, Department of General
Services, the U.S. General Services Administration, U.S. Communities
Government Purchasing Alliance sponsored by the National Association of
Counties, or similar entity. The County may participate in a Cooperative
Purchasing Contract by entering into a Participating Agreement with the vendor
1 See Administrative Bulletin No. 200, “Capital Asset Accounting and Budgeting Policy”
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that is party to the Cooperative Purchasing Contract.
D. “Equipment Capital Asset Code” is an expenditure account within the chart of
accounts reserved for purchase of certain Capital Outlay Items equal to or above
$5,000.
E. “Informal Bid” is a written or oral quotation obtained from an approved vendor but
not required to be opened publicly at a specified day, place and time.
F. “Invitation for Bid” (IFB) is a solicitation method by which awards are made to the
lowest bid. The winning bid must be responsive (conforms to bid requirements) and
responsible (competent and qualified to perform under the contract).
G. “Lease Purchase Agreement” is an agreement to rent equipment or property for a
period of time with the promise or option to acquire title at the end of the lease term.
H. “Participating Agreement” means an agreement between the County and a
vendor that incorporates by reference, with or without modifications, the terms of a
Cooperative Purchasing Contract that the vendor has entered into with another
public agency.
I. “Procurement Card” is form of credit card issued in an individual employee’s
name for use in making eligible purchases authorized by the Board of Supervisors
by Resolution on behalf of the County in compliance with County Ordinance Code
section 1108-2.224 and pursuant to regulations established in the Procurement
Card Manual authorized in Section II(B)(3)(b) of this policy.
J. “Purchasing Agent” is the office established pursuant to Article 1108-2.2 of the
County Ordinance Code.
K. “Purchasing Services” is the Purchasing Services division of the Public Works
department.
L. “Request for Information” (RFI) is a process to separate those vendors who
intend to participate in an upcoming solicitation from those who have no interest in
participating. An RFI is typically used when there is an excessively large pool of
interested vendors and to identify qualified suppliers capable of providing a certain
product or service. If an RFI is issued for an upcoming solicitation and a single,
qualified vendor responds to the RFI, then it is not necessary to conduct any
further Solicitation.
M. “Request for Proposal” (RFP) is a formal competitive procurement process and is
the most flexible method for obtaining contracted services and certain types of
goods. Responders to an RFP submit proposals detailing their technical and
business experience, capabilities, and specific approach to achieve the
requirements for the services or goods requested. An RFP includes evaluation
factors and criteria, and their relative importance for award selection. An RFP may
establish minimum or pre-qualification requirements to be eligible for consideration.
N. “Request for Qualifications/Quote” (RFQ) is a process to establish a pre-
qualified list of potential vendors by allowing interested parties to demonstrate
compliance with minimum qualifications or requirements to provide a material,
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product, or service. An RFQ may be used to initiate a formal procurement process
or to establish a pool of qualified vendors and may be released for a specific
amount of time or on a continuous basis to maintain a current qualified list of
vendors at all times.
O. “Requisition” is a request made by a County department head or designee to the
Purchasing Agent to order equipment and supplies.
P. “Single Source” is a procurement decision whereby purchases are directed to
one vendor because of standardization, warranty, or other factors, even though
other competitive sources may be available.
Q. “Special Services,” as defined in Government Code section 31000, are “services,
advice, education or training” in the following areas: “financial, economic,
accounting, engineering, legal, medical, therapeutic, administrative, architectural,
airport or building security matters, laundry services or linen services.” Special
services may include maintenance or custodial matters under certain
circumstances. For purposes of this bulletin, whether services contracted for are
“special services” requires consideration of factors such as the nature of the
services, qualifications of the person furnishing them, and their availability from
public sources. For example, services may be special because of the outstanding
skill or expertise of the person furnishing them.
R. “Sole Source” is a procurement decision created due to the inability to obtain
competition due to one vendor or supplier possessing the unique ability to meet the
particular requirements of the solicitation.
S. “Solicitation” is a purchasing entity’s request for offers to provide goods or
services, including an Informal Bid request for price quotations, an Invitation for
Bids (IFB), Request for Qualifications/Quote (RFQ), Request for Information (RFI)
or a Request for Proposals (RFP).
T. “Standard Purchase Order” is a document issued by the Purchasing Agent that
uses information from the Requisition to procure equipment and supplies at terms
and conditions most advantageous to the County.
II. PURCHASE OF MATERIALS AND SUPPLIES
A. Applicability.
This section establishes procedures for the Purchasing Agent to purchase
materials, supplies, equipment, furnishings, and other personal property of any kind
and nature and execute lease-purchase agreements on behalf of the County.
B. Procedures.
1. Purchase Orders.
a. Purpose. A Standard Purchase Order, Blanket Purchase Order, or
Participating Agreement may be used to purchase materials, supplies,
equipment, furnishings, and other personal property of any kind and
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nature.
b. General Terms and Conditions. All Standard Purchase Orders and
Blanket Purchase Orders (collectively “Purchase Orders”) shall include
the County’s “Purchase Order General Terms and Conditions,” which
are promulgated and updated from time to time by the Purchasing Agent
in consultation with County Counsel. By executing a Standard Purchase
Order or Blanket Purchase Order, a vendor agrees to abide by those
terms and conditions unless both the Purchasing Agent and vendor
agree in writing to amend any of those terms and conditions on behalf of
the County.
2. Requisitions.
a. Purpose: A Requisition is filed with the Purchasing Agent to order
materials, supplies, equipment, furnishings, and other personal
property of any kind and nature.
b. Submission. A Requisition must be submitted to the Purchasing Agent to
request the issuance of a Standard Purchase Order, Blanket Purchase
Order or Lease-Purchase Agreement.
c. Electronic Procurement System. The Purchasing Services division of
the Public Works department (“Purchasing Services”) shall provide an
electronic system to track the submission and processing of
Requisitions by departments and other purchasing logistics to comply
with any federal, state and local procurement requirements, including
this policy 2
d. Department Submission Authority. Department Heads are authorized to
prepare Requisitions on behalf of their respective departments and may
authorize designees to prepare Requisitions by submitting a written
authorization to the Purchasing Agent.
e. Fixed Asset Purchases. The appropriate Equipment Capital Asset Code
from the Chart of Accounts maintained and updated from time-to-time by
the Auditor-Controller must be applied to a Requisition for the purchase of a
Capital Outlay Item equal to or above $5,000.
When an Equipment Capital Asset Code is applied for a Capital Outlay
Item acquisition, the Requisition shall automatically route to the
Auditor-Controller to ensure that the requesting department has
adequate expenditure appropriations for the purchase. The Purchasing
Agent shall not proceed with the procurement of a Capital Outlay Item
until the availability of expenditure appropriations has been verified by
the Auditor- Controller. If expenditure appropriations are not available,
the Requisition will be returned to the requesting department. Capital
Outlay Item purchases shall be in compliance with Administrative
Bulletin No. 200, “Fixed Asset Accounting and Budgeting Policy”.
2 The current electronic procurement system is the “Purchasing Portal”, which is accessible at the following link:
https://purchasing.cccounty.us/bso/view/login/login.xhtml
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f. Emergency Purchase Orders. If a department needs to make an
emergency purchase pursuant to County Ordinance Code section 1108-
2.220, the “Emergency Purchase Form” must be signed by the
department head, or designee, and submitted to Purchasing Services
electronically with the invoice attached to initiate a purchase order to pay
the invoice.
3. Procurement Cards.
a. Purpose. County Ordinance Code section 1108-2.224 authorizes the Board
of Supervisors, by resolution, to authorize county departments to
purchase supplies, equipment, materials, goods and other personal
property without using the Purchasing Agent if a Procurement Card
authorized by the county Public Works department is used.
b. Manual. The Purchasing Agent shall cause to have a Procurement Card
Manual established and updated from time-to-time outlining requirements
for use of procurement cards and eligible purchases. The Procurement
Card Manual shall reflect the eligible purchases established by the Board of
Supervisors by Resolution as required by County Ordinance Code section
1108-2.224.
4. Warrant Requests.
a. Purpose. County Ordinance Code section 1108-2.222 authorizes the
Board of Supervisors, by resolution, to authorize county departments to
purchase services, supplies, equipment, materials, goods and other
personal property regardless of cost. Resolution No. 2023/XX authorizes
the following purchases to be made without utilizing the Purchasing
Agent:
• association dues and membership fees;
• postage, including Federal Express (FedEx) and UPS;
• lodging;
• registration, including fees for conference booths;
• facility rental and food (subject to Administrative Bulletin No. 614, “Food
and Beverage Policy”)
• advertising;
• legal process service fees;
• public transportation fares and bridge tolls for employees;
• permits, fees, and licenses paid to governmental agencies;
• utility installation fees (Public Works department only);
• books, subscriptions and publications;
• legal notices;
• professional medical services payable by the Health Services
department based upon a specified fee schedule;
• expenditures mandated by the Court for the benefit of Wards of the
Court;
• Other items below $5,000 3, including:
3 Items costing $5,000 or above are not eligible to be processed on a Warrant Request.
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o Computer hardware and software;
o commodities; and
o one-time services that are not covered under a service
contract and are authorized by the Purchasing Agent.
5. Receipt of Shipments. Departments are responsible for receiving
shipments of materials, supplies, equipment, furnishings, and other
personal property. To ensure that receipt of items is validated
appropriately, each department shall ensure the following:
a. Preparing for Receipt. Each department shall have a physical location
and identify specific staff members responsible for receiving and
inspecting shipments and establish procedures for receiving shipments
and verifying shipment contents.
b. Physical Inspection. Shipments should be physically inspected by
department staff upon arrival to ensure the contents match the original
order specifications. Contents should be inspected for damage and
completeness with any issues documented.
c. Documentation. Records of essential information related to receipt of
shipments should be maintained such as date and time of inspection,
shipment details, including the supplier’s name, Purchase Order
number, accompanying documentation such as packing slip or invoice
and whether any items were damaged, not received or failed a quality
control test. In addition, any communication with the supplier related to
incomplete or damaged items should be maintained.
6. Solicitations Required. The following solicitations are required for
purchases of materials, supplies, equipment, furnishings, and other
personal property of any kind and nature in the following amounts.
a. Purchases Equal to or Below $25,000.
1. A department may request a Purchase Order for a purchase equal to
or below $25,000 without providing evidence of solicitation.
Departments are encouraged to purchase from local businesses, small
businesses, women-owned businesses, disabled-owned businesses,
veteran-owned businesses, and other disadvantaged business
enterprises for a purchase equal to or below $25,000.
b. Purchases Above $25,000 and Equal to or Below $100,000.
1. A department shall request a Purchase Order for a purchase above
$25,000 and equal to or below $100,000 after securing a minimum of
three (3) price quotes, with at least one (1) price quote from a Small
Business Enterprise (SBE) provider, through an Informal Bid.
2. If three (3) price quotes cannot be secured, or an SBE provider
cannot be identified, the Purchasing Agent shall determine
whether to proceed with the purchase by taking into consideration
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the vendor that provides the best value to the County.
c. Purchases Above $100,000.
1. A department shall conduct an open and competitive solicitation for
a purchase above $100,000. The form of solicitation may be an
Invitation for Bid (IFB), a Request for Qualifications/Quote (RFQ),
Request for Information (RFI) or a Request for Proposals (RFP).
2. A department shall submit a Requisition that includes detailed
specifications of the materials or supplies being requested.
3. Purchasing Services shall work with the requesting department to secure
a minimum of three (3) solicitation responses in writing before selecting a
vendor. Purchasing Services shall post the solicitation online to comply
with the fair and open competition requirements of this policy for a
minimum of fourteen (14) calendar days.
d. Exemption from Solicitation Requirements.
1. Sole/Single Source Justification. A department may submit a
Requisition with a completed Sole Source Justification Form for
consideration by the Purchasing Agent to seek exemption from
solicitation requirements in the following specific cases:
A. Sole Source. One vendor or supplier possessing the unique ability to
meet the particular requirements; or
B. Single Source. One vendor because of standardization,
warranty, or other factors, even though other competitive
sources may be available.
The Purchasing Agent has the sole discretion to approve or reject
single/sole source exemption requests.
2. Cooperative Purchasing Contracts. In lieu of a bid solicitation process,
a department may request that Purchasing Services initiate a
Cooperative Purchasing Contract for goods that the County requires
and that the County may procure under a Participating Agreement.
Purchasing Services will initiate County Counsel review of
Cooperative Purchasing Contracts, with the exception of those related
to the Health Services Department, which initiates County Counsel
review directly.
7. Approvals. The following approvals are required for each purchase category
below.
a. Purchases Equal to or Below $200,000. The department requesting a
purchase equal to or below $200,000 shall file a Requisition that
complies with this policy for review and approval by the Purchasing
Agent.
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b. Purchases Above $200,000. A purchase above $200,000 complying
with this policy requires approval by the Board of Supervisors. The
requesting department shall draft a Board Order seeking approval of the
purchase above $200,000 and submit to the County Administrator’s
Office via the Board of Supervisors’ electronic agenda management
system for placement on the Board of Supervisors’ agenda for review
and final approval.
8. Participating Agreements. A Participating Agreement must be approved by
the Board of Supervisors, subject to review by County Counsel, if the
payment limit exceeds $200,000, or if the Participating Agreement and/or
underlying contract includes any term requiring the County to indemnify the
vendor, or any term that limits the vendor’s liability.
9. Documentation. All solicitation and approval documents required by this
policy must be submitted electronically to Purchasing Services with the
Requisition for purchase.
C. Services Included Under a Purchase Order. In certain circumstances, the
Purchasing Agent may determine that services provided by a vendor in
conjunction with the purchase or lease of materials, supplies, equipment,
furnishings, and other personal property of any kind and nature from the same
vendor is appropriate. The Purchasing Agent is authorized to execute a Purchase
Order that authorizes the vendor to provide services if:
1. The Purchase Order includes all contract development and monitoring
procedures specified in Section III(B)(7) of this policy;
2. The department requesting the Purchase Order complies with all contract
development procedures specified in Section III(B)(7) of this policy; and
3. Service agreements submitted on a vendor standard form must be reviewed
by County Counsel.
D. Ethical Standards. It is the obligation and the responsibility of every County
employee to represent the County in a professional and ethical manner. Any
procurement related matter shall be handled in a professional manner with the
interest of the County taking precedent, including, but not limited to:
1. Avoiding activities which would compromise or give the perception of
compromising the best interests of the County;
2. Actively promoting the concept of competition through bid solicitation
consistent with this policy; and
3. Refraining from engagement in any procurement activity in which an
employee may have a personal or indirect financial interest in accordance
with Government Code sections 87100 and 81703.
E. Legal Authority. The legal authority for the Purchasing Agent to purchase
materials, supplies, equipment, furnishings, and other personal property of any
kind and nature on behalf of the County is set forth in the following statutes and
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County codes: Government Code sections 25500- 25509, 31000; Public Contract
Code sections 22002(d) and 22032; and County Ordinance Code chapter 1108-2.
III. PURCHASE OF SERVICES CONTRACTS
A. Applicability.
This section establishes procedures for the purchase of services required by
the County. State law provides that the Board of Supervisors may contract for
services on behalf of the County or any County officer or department under
certain circumstances. The Board of Supervisors has authorized the
Purchasing Agent to enter into service contracts costing not more than
$200,000. Service contracts exceeding $200,000 require approval by the Board
of Supervisors, following review by the Office of County Counsel and the
County Administrator.
B. Procedures for Service Contracts.
1. Mandated Findings. Before a contractor for services is engaged, all of the
following findings must be made and documented by the department.
a. A statute authorizes the contract for the desired services. For
example, Government Code section 31000 authorizes the
Board of Supervisors to enter into a service contract for Special
Services;
b. County staff is not available or qualified to perform the services; and
c. In the case of facilities maintenance or custodial matters, the site is
remote from available County employee resources and the County's
economic interests are served by contracting for such services rather
than by paying additional travel and subsistence expenses to existing
County employees.
2. Solicitations Required. The following solicitations are required for
purchase of services in the following amounts.
a. Service Contracts Equal to or Below $25,000.
1. A department may enter into service contracts equal to or below
$25,000 without providing evidence of solicitation.
2. Departments are strongly encouraged to purchase from local
businesses, small businesses, women-owned businesses, disabled-
owned businesses, veteran-owned businesses, and other
disadvantaged business enterprises consistent with the County’s
Outreach and SBE program goals so they may achieve the County's
objective of awarding 50% of total eligible dollar base amounts to
SBEs.
b. Service Contracts Above $25,000 and Equal to or Below $100,000.
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1. A department may enter into a service contract above $25,000 and equal
to or below $100,000 after securing a minimum of three (3) proposals
through an Informal Bid.
2. If three (3) proposals cannot be secured, the Purchasing Agent, or
designee, shall determine whether to proceed with the service
contract taking into consideration the vendor that provides the best
value to the County.
3. Departments are strongly encouraged to purchase from local
businesses, small businesses, women-owned businesses, disabled-
owned businesses, veteran-owned businesses, and other disadvantaged
business enterprises consistent with the County’s Outreach and SBE
program goals so they may achieve the County's objective of awarding
50% of total eligible dollar base amounts to SBEs.
c. Service Contracts Above $100,000.
1. A department may enter into a service contract above
$100,000 after providing for open and competitive solicitation.
2. The form of solicitation may be an Invitation for Bid (IFB), Request for
Qualifications/Quote (RFQ) or a Request for Proposals (RFP);
however, a department should consider initially issuing a Request for
Information (RFI) to generate a list of potential vendors to provide the
services required. If a department receives a single response to the
RFI from a qualified bidder, then no further solicitation is required.
3. Departments are strongly encouraged to purchase from local
businesses, small businesses, women-owned businesses, disabled-
owned businesses, veteran-owned businesses, and other
disadvantaged business enterprises consistent with the County’s
Outreach and SBE program goals so they may achieve the County's
objective of awarding 50% of total eligible dollar base amounts to
SBEs.
3. Solicitation Compliance Procedure.
a. The department shall draft and Purchasing Services may provide
counsel on an IFB, RFQ, RFI or RFP seeking qualified vendors to
provide the desired services.
b. Purchasing Services shall post the solicitation online to comply with the
fair and open competition requirement of this policy for a minimum of
fourteen (14) calendar days.
c. Purchasing Services shall work with the requesting department to secure
a minimum of three (3) solicitation responses in writing before selecting a
vendor.
d. Purchasing Services shall retain solicitation records for the duration
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of each contract term.
4. Exemption from Solicitation Requirements.
a. Service Types. The following are service contract types that are exempt
from bid solicitation requirements:
• utility services;
• educational services;
• intergovernmental agreements;
• newspaper and publication services;
• law firms, subject to approval by the County Counsel’s Office;
• print legal briefs or legal notices;
• reporters services or transcripts;
• expert witnesses, consultants, and investigators hired through the
County Counsel’s Office to assist in legal matters;
• election supplies;
• expert services to be rendered to the offices of the District
Attorney or Sheriff-Coroner;
• physician services at the Contra Costa Regional Medical Center
(CCRMC) or the Contra Costa Health Plan (CCHP);
• appraiser services;
• consultants and other experts employed directly by the Board of
Supervisors; and
• other services that, by law, some other officer or body is specifically
charged with obtaining.
b. Cooperative Purchasing Contracts. A department may submit a
Requisition identifying a Cooperative Purchasing Contract for services
that County requires and that the County may procure under a
Participating Agreement.
5. Ethical Standards. It is the obligation and the responsibility of every County
employee to represent the County in a professional and ethical manner. Any
procurement related matter shall be handled in a professional manner with
the interest of the County taking precedent, including, but not limited to:
a. Avoiding activities which would compromise or give the perception of
compromising the best interests of the County;
b. Actively promoting the concept of competition through bid
solicitation consistent with this policy; and
c. Refraining from engagement in any procurement activity in which an
employee may have a personal or indirect financial interest in
accordance with Government Code sections 87100 and 81703.
6. Outreach and SBE Program Compliance. Additional thresholds and goals
under the County Outreach and SBE (Small Business Enterprise) programs
apply to and are required for service contract solicitations. These thresholds
and goals may be updated from time to time and departments must ensure
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compliance with the latest Outreach and SBE Program construct.
7. Contract Development and Monitoring. Department Heads are responsible for
the development and monitoring of service contracts entered into on behalf of
each County department, including negotiation of service plans and/or scopes
of work.
a. Performance Metrics Required. Departments are responsible for
negotiating service contracts that identify specific performance outputs
and/or outcomes to be achieved during the contract term. These
performance outputs and/or outcomes include contract deliverables (e.g.,
produce a final written report by a date specified) and/or service tasks
(e.g., conduct three one-hour training sessions within a specified date
range). Contracting departments shall review contracts at least once per
year to ensure compliance with output/outcome requirements. The review
should identify reason(s) for any noncompliance, including whether or not
the outputs/outcomes will be achievable during the remainder of the
contract term.
b. Payment Provisions. Vendor payment terms shall correlate with the
performance outputs/outcomes negotiated as part of a service plan or
scope of work for each service contract. Types of payment terms include
fixed price (where deliverables are produced by the contractor and
payment is due upon completion of each deliverable) and rate (where
services are provided by the contractor and the contractor is reimbursed
at an hourly or other periodic rate). Departments shall avoid contract
payment terms that are not typical of the service type being procured.
For example, legal service providers may require payment of an
advance, or “retainer”, upon execution of a service contract, which is
typical of that industry. However, a financial consultant requesting a
monthly, fixed payment as a “retainer,” whether or not the County uses
the contracted services, is not a typical financial industry practice and
must be avoided. Other negative payment terms, such as late payment
penalties, should not be entertained as part of the negotiation of
payment terms.
c. Vendor Noncompliance. Failure of a vendor to achieve contracted
performance output and/or outcome requirements may be grounds for
contract termination.
d. Corrective Action Plan. For contracts determined to be out of compliance
with performance outputs and/or outcomes during an annual review
process, and for which a department does not recommend terminating
the contract, the department shall work with the vendor on a corrective
action plan to ensure contracted services are delivered during the term of
the contract.
e. Documentation. Departments shall immediately notify a vendor if a
determination of non-compliance is reached. Including whether or not the
contract will be recommended for termination, with a copy to Purchasing
Services. In cases where a Corrective Action Plan is entered into with the
vendor, a copy of the plan shall be forwarded to Purchasing Services and
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retained by the department for the term of the contract.
f. Renewals. Departments shall keep track of contract expiration dates in
order to renew contracts prior to expiration, or issue solicitations for new
contracts to be in place prior to expiration of the existing contract.
8. Effective Date. Service contract documents must be executed before the
service contract effective date. Contract payments cannot be made until the
service contract is executed by all parties.
9. Indemnification. Any contract that requires the County to indemnify the
contractor, or includes a limitation of liability, must be approved by the Board
of Supervisors regardless of the contract amount.
C. Procedures for Services Contracts Equal to or Below $200,000.
1. Approval. The Purchasing Agent is authorized to execute contracts for
services costing equal to or below $200,000.
2. County Counsel Review. A service contract that is either more than
$50,000 or not on a County standard form (i.e., on a vendor’s form)
must be reviewed and approved as to legal form by the County
Counsel’s Office before the Purchasing Agent executes the contract.
If a service contract is $50,000 or less and is on the County’s
standard form, the Purchasing Agent may sign the contract without
County Counsel review.
D. Procedures for Service Contracts Above $200,000.
1. Approval. The Board of Supervisors must approve all service contracts
above $200,000. The requesting department shall draft a Board Order
seeking approval of the contract over $200,000 and submit to the County
Administrator’s Office via the Board of Supervisors’ electronic agenda
management system for placement on the Board of Supervisors’ agenda for
review and final approval.
2. County Counsel Review. All service contracts that are over
$200,000 must be reviewed and approved as to legal form by the County
Counsel’s Office.
E. Legal Authority. The legal authority for the purchase of certain services required
by the County is set forth in the following statutes and County codes: Government
Code section 31000, Government Code section 25502.5, Ordinance Code section
1108-2.215 and Public Contract Code section 22032(a).
IV. DIGITAL SIGNATURES. All purchasing and contract related documents specified in this
bulletin may be executed either with original signatures or electronic signatures through a
digital signature platform authorized by the Chief Information Officer.
V. OTHER PROCUREMENT POLICIES. The Board of Supervisors, in its discretion, may
adopt additional policies impacting procurement of materials, supplies, equipment,
furnishings, and other personal property of any kind and nature or services from time to
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time. This policy establishes the minimum standards for conducting procurement activities;
however, compliance with additional policies adopted by the Board of Supervisors or those
required to satisfy federal or state grant requirements may supersede this policy.
VI. OTHER ADMINISTRATIVE BULLETINS. Additional Administrative Bulletins governing
specific purchases have been promulgated to provide guidance on those unique
transaction types and should be reviewed in conjunction with this policy as the
requirements in those policies may supersede the requirements in this policy, including:
a. Administrative Bulletin No. 508, “County Vehicle and Equipment Acquisition and
Replacement Policy, and Zero-Emission Vehicle Policy and Goals”.
b. Administrative Bulletin No. 614, “Food and Beverage Policy”.
c. Administrative Bulletin No. 615, “Incentives for County Programs and
Services”
d. Administrative Bulletin No. 616, “Acquisition of Computer Hardware,
Software and Computer-Related Services”.
References:
• Emergency Purchase Form
• Procurement Card Manual
• Purchasing User Setup/Change Form
• Sole Source Purchase Form
• Purchase Order General Terms and Conditions
• Small Business Enterprise (SBE) Program Requirements
Monica Nino,
County Administrator
161
County of Contra Costa
OFFICE OF THE COUNTY ADMINISTRATOR
MEMORANDUM
DATE: APRIL 14, 2023
TO: DEPARTMENT HEADS
FROM: MONICA NINO, County Administrator
By: Timothy M. Ewell, Chief Assistant County Administrator
SUBJECT: INVITATION FOR COMMENT: Revisions to Administrative Bulletin No. 600
“Purchasing Policy and Procedures”
_____________________________________________________________________________
Overview
The County maintains policies outlining procedures for the procurement of materials, supplies
and services to assist departments in their service delivery goals. Over the past 50+ years these
policies and procedures have been codified in a patchwork of ordinances, resolutions,
Administrative Bulletins and simple memorandums with no consistent review and update
process. At times, it is difficult to find supporting documentation for procurement processes that
we work through day-to-day. This Invitation for Comment seeks department feedback on
proposed revisions to Administrative Bulletin 600, "Purchasing Policy and Procedures” no
later than close of business on Friday, May 12, 2023 (4 weeks).
Process
Since 2021, the County Administrator’s Office, County Counsel’s Office and Public Works –
Purchasing Services Division have been working to identify and understand the various policies
governing procurement within the County. The primary goal has been to establish a baseline
procurement policy that can be easily understood by employees working to secure goods and
services for County departments.
In crafting a baseline procurement policy, the guiding principles have been twofold:
1. Reduce bureaucracy and provide greater flexibility to department heads to operate their
respective departments; and
2. Establish accountability measures to ensure that minimum standards for procurement
equity and proper contract oversight are observed.
This process has resulted in several recommendations to modernize our procurement policies,
including:
1. Consolidate nine (9) Administrative Bulletins in one single, comprehensive Bulletin;
2. Amend the County Ordinance Code to remove the need for County Administrator review
and approval of service contracts at or below $200,000; and
3. Increase the threshold for certain, ministerial payments via Warrant Request from $1,000
to $5,000.
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INVITATION FOR COMMENT: Revisions to Administrative Bulletin No. 600 April 14, 2023
“Purchasing Policy and Procedures” Page 2
The desired outcome is that these updates bring our procurement process closer to a more
contemporary state consistent with other large, urban counties.
Summary of Primary Revisions
All Transactions Under $200,000. All procurement transactions, including service
contracts, under $200,000 would require approval by the Purchasing Agent only – Board
of Supervisors and County Administrator review and approval are not needed. This
streamlines the review workflow for departments and effectively delegates further
discretion to department heads to recommend service contracts for approval directly to
the Purchasing Agent. County Counsel review is still required on transactions that modify
the County’s general conditions and service contracts above $50,000.
Contracts Processed Under a Purchase Order. For certain transactions under $200,000, it
creates a process to execute a contract in conjunction with a purchase order, upon
approval of the Purchasing Agent. A common scenario is the procurement of equipment
that also requires a service plan to be executed. This process is streamlined so long as the
service contract terms are not in conflict with the County’s Purchase Order General
Terms and Conditions.
Minimum Bid Solicitation Requirements. Establishes a common bid solicitation
requirement between procurement of materials/supplies and service contracts tiered by
denomination. This results in all procurement activities being subject to the same set of
solicitation requirements.
Minimum Contract Monitoring Requirements. Establishes monitoring requirements for
service contracts by departments, including a requirement to document contract non-
compliance and remediation plans for corrective action. Remediation Plans are to be filed
with the Purchasing Agent for tracking purposes; however, it is the responsibility of
departments to ensure that contractors take steps to achieve compliance.
Exemptions Maintained and Expanded. The proposed policy maintains certain
exemptions previously granted for specific procurement situations or for specific
departments. For example, the policy encourages the use of Cooperative Purchasing
Agreements for goods and services in lieu of defaulting to a local solicitation process as a
method to ensure solicitation while expediting the procurement process.
Submission of Comments
Department Heads are requested to review the attached policy proposal and provide comments, if
desired, to assist with clarity of the document and to inform the County Administrator’s Office of
departmental impacts associated with the proposed policy. When submitting comments, please
complete the Department Comment Submission Form, included with this memorandum and
submit in MS Excel format to Timothy.Ewell@cao.cccounty.us with the subject line
“Administrative Bulletin 600 Comment – [Department Name]”.
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INVITATION FOR COMMENT: Revisions to Administrative Bulletin No. 600 April 14, 2023
“Purchasing Policy and Procedures” Page 3
Should you have any questions, or wish to discuss further please contact me directly at (925)
655-2043.
Thank you.
cc: CAO General Administration
CAO Labor Relations
Attachment(s):
1. Administrative Bulletin No. 600, “Procurement Policy and Procedures”(Comment Draft)
2. Department Comment Submission Form
3. Administrative Bulletins to be Repealed:
Contract Purchase Orders April 4, 1969
Preparing Requisitions April 4, 1969
Receiving Shipments April 4, 1969
Stock Room Policy April 4, 1969
Contracting for Special Services July 1, 2019
Authorization of Single Item Purchase Over $25,000 July 1, 2019
Contracts With Community Rehabilitation Programs February 4, 2008
a.601
b.602
c.603
d.604
e.605
f.611
g.612
h.613 Contracts With Community-Based Organizations (CBOs) February 5, 2008
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1
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 600.X
Date: XX/XX/XX
Section: Purchasing
SUBJECT: Purchasing Policy and Procedures
Contents: I. DEFINITIONS
II. PURCHASE OF MATERIALS AND SUPPLIES
III. PURCHASE OF SERVICES CONTRACTS
IV. DIGITAL SIGNATURES
V. OTHER PROCUREMENT POLICIES
VI. OTHER ADMINISTRATIVE BULLETINS
The purpose of this bulletin is to set forth purchasing policies and requirements to
achieve minimum standards for the purchase of materials, supplies and services for the
benefit of County departments. More information about compliance with this policy,
including process, procedures and forms can be found in the resources included in the
“References” section at the conclusion of this policy.
I. DEFINITIONS
A. “Blanket Purchase Order” is an authorization to purchase developed by
the Purchasing Agent and issued on an annual or multi-year basis, that
permits the procurement of equipment and supplies on an as-needed
basis with a stipulated maximum amount for a fixed period of time and is
used when there will be on-going activity with a vendor. A blanket
purchase order allows departments to order a variety of goods from a
single source as needed.
B. “Capital Outlay Item” is a piece of equipment, or a single system
consisting of multiple components that are unable to function
independently of one another (such as fire engines/boats and related
safety, communications, or computer equipment), with a life expectancy of
more than one year that retains its identity throughout its useful life and
has a value of equal to or above $5,000.
C. “Cooperative Purchasing Contract” is a contract for goods or services
between a vendor and another public agency, awarded following a
competitive solicitation, and made available to other public agencies
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through National Intergovernmental Purchasing Alliance (National IPA),
the State of California, Department of General Services, the U.S. General
Services Administration, U.S. Communities Government Purchasing
Alliance sponsored by the National Association of Counties, or similar
entity, or by a contract’s own terms. The County may participate in a
Cooperative Purchasing Contract by entering into a Participating
Agreement with the vendor.
D. “Fixed Asset Code” is an expenditure account within the chart of accounts
reserved for purchase of certain Capital Outlay Items equal to or above
$5,000.
E. “Invitation for Bid” (IFB) is a solicitation method by which awards are made
to the lowest bid. The winning bid must be responsive (conforms to bid
requirements) and responsible (competent and qualified to perform under
the contract).
F. “Participating Agreement” means an agreement between the County and
a vendor that incorporates by reference, with or without modifications, the
terms of a Cooperative Purchasing Contract that the vendor has entered
into with another public agency.
G. “Purchasing Agent” is the office established pursuant to Article 1108-2.2 of
the County Ordinance Code.
H. “Request for Information” (RFI) is a process to separate those vendors
who intend to participate in an upcoming solicitation from those who have
no interest in participating. An RFI is typically used when there is an
excessively large pool of interested vendors and to identify qualified
suppliers capable of providing a certain product or service.
I. “Request for Proposal” (RFP) is a formal competitive procurement process
and is the most flexible method for obtaining contracted services and
certain types of goods. Responders to an RFP submit proposals detailing
their technical and business experience, capabilities, and specific
approach to achieve the requirements for the services or goods
requested. An RFP includes evaluation factors and criteria, and their
relative importance for award selection. An RFP may establish minimum
or pre-qualification requirements to be eligible for consideration.
J. “Request for Qualifications/Quote” (RFQ) is a process to establish a pre-
qualified list of potential vendors by allowing interested parties to
demonstrate compliance with minimum qualifications or requirements to
provide a material, product, or service. An RFQ is used to initiate a formal
procurement process and is not a binding offer, bid, or proposal.
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K. “Requisition” is a request made by a County department head or designee
to the Purchasing Agent to order equipment and supplies.
L. “Special Services,” as defined in Government Code section 31000, are
“services, advice, education or training” in the following areas: “financial,
economic, accounting, engineering, legal, medical, therapeutic,
administrative, architectural, airport or building security matters, laundry
services or linen services.” Special services may include maintenance or
custodial matters under certain circumstances. For purposes of this
bulletin, whether services contracted for are “special services” requires
consideration of factors such as the nature of the services, qualifications
of the person furnishing them, and their availability from public sources.
For example, services may be special because of the outstanding skill or
expertise of the person furnishing them.
M. “Solicitation” is a purchasing entity’s request for offers to provide goods or
services, including an informal request for price quotations, an Invitation
for Bids (IFB), Request for Qualifications/Quote(RFQ) or a Request for
Proposals (RFP).
N. “Standard Purchase Order” is a document issued by the Purchasing Agent
that uses information from the Requisition to procure equipment and
supplies at terms and conditions most advantageous to the County.
II. PURCHASE OF MATERIALS AND SUPPLIES
A. Applicability.
This section establishes procedures for the purchase of materials and
supplies by the Purchasing Agent on behalf of the County. The
Purchasing Agent is authorized to purchase all materials, supplies,
equipment, furnishings, and other personal property of any kind and
nature; and arrange and execute lease-purchase agreements for supplies,
equipment, and other personal property required by the County.
B. Procedures.
1. Purchase Orders.
a. Purpose. A Standard Purchase Order, Blanket Purchase Order,
or Participating Agreement may be used to purchase materials,
supplies, equipment, furnishings, and other personal property of
any kind and nature.
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b. General Terms and Conditions. All Standard Purchase Orders
and Blanket Purchase Orders shall include the County’s
“Purchase Order General Terms and Conditions,” which are
promulgated and updated from time to time by the Purchasing
Agent in consultation with County Counsel. By executing a
Standard Purchase Order or Blanket Purchase Order, a vendor
agrees to abide by those terms and conditions unless both the
Purchasing Agent and vendor agree in writing to amend any of
those terms and conditions.
2. Requisitions.
a. Purpose: A Requisition is filed with the Purchasing Agent to
order equipment and/or supplies.
b. Submission. A Requisition must be submitted to the Purchasing
Agent to request the issuance of a Standard Purchase Order,
Blanket Purchase Order or Lease-Purchase Agreement.
c. Electronic Procurement System. The Purchasing Services
division of the Public Works department (Purchasing Services)
shall provide an electronic system to track the submission and
processing of Requisitions by departments and other
purchasing logistics to comply with any state and local
procurement requirements, including this policy1.
d. Department Submission Authority. Department Heads are
authorized to prepare Requisitions on behalf of their respective
departments and may authorize designees to prepare
Requisitions by submitting a written authorization to the
Purchasing Agent, or designee.
e. Fixed Asset Purchases. One of the following Fixed Asset Codes
must be applied to a Requisition for the purchase of a Capital
Outlay Item equal to or above than $5,000.:
• 4951 – Office Equipment & Furniture
• 4952 – Institutional Equipment & Furniture
• 4953 – Autos & Trucks
• 4954 – Medical & Lab Equipment
• 4955 – Radio & Communications Equipment
• 4956 – Tools & Sundry Equipment
1 The Current procurement system is the “Purchasing Portal”, which is accessible at the following link:
https://purchasing.cccounty.us/bso/view/login/login.xhtml
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• 4957 – Heavy Construction Equipment
When a Fixed Asset Code is applied for a Capital Outlay Item
acquisition, the Requisition shall automatically route to the
Auditor-Controller to record the item as an asset for inventory
purposes. The Purchasing Agent shall not proceed with the
procurement of a Capital Outlay Item until the availability of
expenditure appropriations has been verified by the Auditor-
Controller. If expenditure appropriations are not available, the
Requisition will be returned to the requesting
department. Capital Outlay Item purchases shall be in
compliance with Administrative Bulletin No. 200, “Fixed Asset
Accounting and Budgeting Policy”.
f. Emergency Purchase Orders. If a department needs to make an
emergency purchase pursuant to County Ordinance Code
section 1108-2.220, the “Emergency Purchase Form” must be
signed by the department head, or designee, and submitted to
Purchasing Services electronically with the invoice attached to
initiate a purchase order to pay the invoice.
3. Warrant Requests.
a. Purpose: County Ordinance Code section 1108-2.222
authorizes departments to purchase the following items without
utilizing the Purchasing Agent regardless of cost:
1. association dues and membership fees;
2. postage, including Federal Express (FedEx) and UPS;
3. lodging;
4. registration, including fees for conference booths;
5. facility rental and food;
6. advertising;
7. legal process service fees;
8. public transportation fares and bridge tolls;
9. permits, fees, and licenses paid to governmental agencies;
10. utility installation fees (Public Works department only);
11. books, subscriptions and publications;
12. legal notices;
13. professional medical services payable by the Health
Services department based upon a specified fee schedule;
14. Other items limited to a maximum cost of $5,000, including:
A. Computer hardware and software;
B. commodities; and
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6
C. one-time services that are not covered under a County
service contract and are authorized by the Purchasing
Agent.
4. Solicitations Required. The following solicitations are required for
purchases of materials and supplies in the following amounts.
a. Purchases up to $25,000.
1. A department may request a Purchase Order for a purchase
below $25,000 without providing evidence of solicitation.
Departments are encouraged to purchase from local
businesses, small businesses, women-owned businesses,
disabled-owned businesses, veteran-owned businesses, and
other disadvantaged business enterprises for a purchase
below $25,000.
b. Purchases between $25,000 and $100,000.
1. A department shall request a Purchase Order for a purchase
between $25,000 and $100,000 after securing a minimum of
three (3) written price quotes, with at least one (1) price quote
from a Small Business Enterprise (SBE) provider, without
solicitation.
2. If three (3) price quotes cannot be secured, or an SBE
provider cannot by identified, the Purchasing Agent, or
designee, shall determine whether or not to proceed with
the purchase taking into consideration the vendor that
provides the best value to the County.
c. Purchases Greater than $100,000.
1. A department shall conduct an open and competitive
solicitation for a purchase greater than $100,000. The form
of solicitation may be an Invitation for Bid (IFB), a Request
for Qualifications/Quote (RFQ) or a Request for Proposals
(RFP).
2. A department shall submit a Requisition that includes
detailed specifications of the materials or supplies being
requested.
3. Purchasing Services shall work with the requesting
department to secure a minimum of three (3) solicitation
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7
responses in writing before selecting a vendor. Purchasing
Services shall post the solicitation online to comply with the
fair and open competition requirements of this policy.
d. Exemption from Solicitation Requirements.
1. Sole Source Justification. A department may submit a
Requisition with a completed Sole Source Justification Form
for review by the Purchasing Agent to seek exemption from
solicitation requirements in the following specific cases:
A. Inability to conduct the solicitation process timely; or
B. Only one supplier is able to meet the needs of the
department.
The Purchasing Agent has the sole discretion to approve or
reject sole source exemption requests.
2. Cooperative Purchasing Contracts. In lieu of a bid solicitation
process, a department may request that Purchasing
Services initiate a Cooperative Purchasing Contract for
goods that the County requires and that the County may
procure under a Participating Agreement. Purchasing
Services will initiate County Counsel review of Cooperative
Purchasing Contracts, with the exception of those related to
the Health Services Department.
e. Ethical Standards. It is the obligation and the responsibility of
every County employee to represent the County in a
professional and ethical manner. Any procurement related
matter shall be handled in a professional manner with the
interest of the County taking precedent, including, but not limited
to:
1. Avoiding activities which would compromise or give the
perception of compromising the best interests of the County;
2. Actively promoting the concept of competition through bid
solicitation consistent with this policy; and
3. Refraining from engagement in any procurement activity in
which an employee may have a personal or indirect financial
interest in accordance with Government Code sections
87100 and 81703.
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5. Approvals. The following approvals are required for each purchase
category below.
a. Purchases equal to or below $200,000. The department
requesting a purchase equal to or below $200,000 shall file a
Requisition that complies with this policy for review and
approval by the Purchasing Agent, or designee.
b. Purchases over $200,000. A purchase over $200,000
complying with this policy requires approval by the Board of
Supervisors. The requesting department shall draft a Board
Order seeking approval of the purchase over $200,000 and
submit to the County Administrator’s Office via the Board of
Supervisors’ electronic agenda management system for
placement on the Board of Supervisors’ agenda for review and
final approval.
c. Participating Agreements. A Participating Agreement must be
approved by the Board of Supervisors, subject to review by
County Counsel, if the payment limit exceeds $200,000, or if the
Participating Agreement and/or underlying contract includes any
term requiring the County to indemnify the vendor, or any term
that limits the vendor’s liability.
6. Documentation. All solicitation and approval documents required by
this policy must be submitted electronically to Purchasing Services
with the Requisition for purchase.
C. Legal Authority. The legal authority for the Purchasing Agent to
purchase materials and supplies on behalf of the County is set forth in the
following statutes and County codes: Government Code sections 25500-
25509, 31000; Public Contract Code sections 22002(d) and 22032; and
County Ordinance Code chapter 1108-2.
III. PURCHASE OF SERVICES CONTRACTS
A. Applicability.
This section establishes procedures for the purchase of services required
by the County. State law provides that the Board of Supervisors may
contract for services on behalf of the County or any County officer or
department under certain circumstances. The Board of Supervisors has
authorized the Purchasing Agent to enter into service contracts costing not
more than $200,000. Service contracts exceeding $200,000 require
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approval by the Board of Supervisors, following review by the Office of
County Counsel and the County Administrator.
B. Procedures for Service Contracts.
1. Mandated Findings. Before a contractor for services is engaged, all
of the following findings must be made and documented by the
department.
a. Statute authorizes contracting for the desired services,
including, but not limited to, Special Services which is
authorized by Government Code section 31000;
b. County staff is not available or qualified to perform the services;
and
c. In the case of facilities maintenance or custodial matters, the
site is remote from available County employee resources and
the County's economic interests are served by contracting for
such services rather than by paying additional travel and
subsistence expenses to existing County employees.
2. Solicitations Required. The following solicitations are required for
purchase of services in the following amounts.
a. Service Contracts up to $25,000.
1. A department may enter into service contracts at or below
$25,000 without providing evidence of solicitation.
2. Departments are encouraged to purchase from local
businesses, small businesses, women-owned businesses,
disabled-owned businesses, veteran-owned businesses, and
other disadvantaged business enterprises consistent with the
County’s Outreach and SBE program goals for service
contracts under $25,000.
b. Service Contracts between $25,000 and $100,000.
1. A department may enter into a service contract between
$25,000 and $100,000 after securing a minimum of three (3)
written proposals, without solicitation.
2. If three (3) written proposals cannot be secured, the
Purchasing Agent, or designee, shall determine whether to
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proceed with the service contract taking into consideration the
vendor that provides the best value to the County.
c. Service Contracts Greater than $100,000.
1. A department may enter into a service contract over
$100,000 after providing for open and competitive solicitation.
2. The form of solicitation may be an Invitation for Bid (IFB),
Request for Qualifications/Quote (RFQ) or a Request for
Proposals (RFP); however, a department should consider
initially issuing a Request for Information (RFI) to generate a
list of potential vendors to provide the services required.
3. Solicitation Compliance Procedure.
a. The department shall draft and Purchasing Services may
provide counsel on an IFB, RFQ or RFP seeking qualified
vendors to provide the desired services.
b. Purchasing Services shall post the solicitation online to comply
with the fair and open competition requirement of this policy.
c. Purchasing Services shall work with the requesting department
to secure a minimum of three (3) solicitation responses in writing
before selecting a vendor.
d. Purchasing Services shall retain solicitation records for the
duration of each contract term.
4. Exemption from Solicitation Requirements.
a. Service Types. The following are service contract types that are
exempt from bid solicitation requirements:
• utility services;
• educational services;
• intergovernmental agreements;
• newspaper and publication services;
• law firms, subject to approval by the County Counsel’s
Office;
• print legal briefs or legal notices;
• reporters services or transcripts;
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• expert witnesses, consultants, and investigators hired
through the County Counsel’s Office to assist in legal
matters;
• election supplies;
• expert services to be rendered to the offices of the
District Attorney or Sheriff-Coroner;
• physician services at the Contra Costa Regional
Medical Center (CCRMC) or the Contra Costa Health
Plan (CCHP);
• appraiser services;
• consultants and other experts employed directly by the
Board of Supervisors;
• other services that, by law, some other officer or body
is specifically charged with obtaining; and
b. Cooperative Purchasing Contracts. A department may submit a
Requisition identifying a Cooperative Purchasing Contract for
services that County requires and that the County may procure
under a Participating Agreement.
5. Ethical Standards. It is the obligation and the responsibility of every
County employee to represent the County in a professional and
ethical manner. Any procurement related matter shall be handled in
a professional manner with the interest of the County taking
precedent, including, but not limited to:
a. Avoiding activities which would compromise or give the
perception of compromising the best interests of the County;
b. Actively promoting the concept of competition through bid
solicitation consistent with this policy; and
c. Refraining from engagement in any procurement activity in
which an employee may have a personal or indirect financial
interest in accordance with Government Code sections 87100
and 81703.
6. Outreach and SBE Program Compliance. Additional thresholds and
goals under the County Outreach and SBE (Small Business
Enterprise) programs may apply to solicitations for service
contracts
7. Contract Development and Monitoring. Department Heads are
responsible for development and monitoring of service contracts
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entered into on behalf of each County department, including
negotiation of service plans and/or scopes of work.
a. Performance Metrics Required. Departments are responsible for
negotiating service contracts that identify specific performance
outputs and/or outcomes to be achieved during the contract
term. Contracting departments shall review contracts at least
once per year to ensure compliance with output/outcome
requirements. The review should identify reason(s) for any
noncompliance, including whether or not the outputs/outcomes
will be achievable during the remainder of the contract term.
b. Payment Provisions. Vendor payment terms shall correlate with
the performance outputs/outcomes negotiated as part a service
plan or scope of work for each service contract. Departments
shall avoid contract payment terms that are not typical of the
service type being procured. For example, legal service
providers may require payment of an advance, or “retainer”,
upon execution of a service contract, which is typical of that
industry. However, a financial consultant requesting a monthly,
fixed payment, whether or not the County uses the contracted
services, is not a typical industry practice and must be avoided.
Other negative payment terms, such as late payment penalties,
should not be entertained as part of the negotiation of payment
terms.
c. Vendor Noncompliance. Failure of a vendor to achieve
contracted performance output and/or outcome requirements
may be grounds for contract termination.
d. Remediation Plan. For contracts determined to be out of
compliance with performance outputs and/or outcomes during
an annual review process, and for which a department does not
recommend terminating the contract, the department shall work
with the vendor on a remediation plan to ensure contracted
services are delivered during the term of the contract.
d. Documentation. Departments shall immediately notify a vendor if
a determination of non-compliance is reached. Including
whether or not the contract will be recommended for
termination, with a copy to Purchasing Services. In cases where
a remediation plan is entered into with the vendor, a copy of the
plan shall be forwarded to Purchasing Services and retained by
the department for the term of the contract.
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13
e. Renewals. Departments shall keep track of contract expiration
dates in order to renew contracts prior to expiration, or issue
solicitations for new contracts to be in place prior to expiration of
the existing contract.
8. Effective Date. Service contract documents must be approved by
the Board of Supervisors and executed before the service contract
effective date. Contract payments cannot be made until the service
contract is executed by all parties.
9. Indemnification. Any contract that requires the County to indemnify
the contractor, or includes a limitation of liability, must be approved
by the Board of Supervisors regardless of the contract amount.
C. Procedures for Services Contracts equal to or below $200,000.
1. Approval. The Purchasing Agent is authorized to execute contracts
for services costing equal to or below $200,000.
2. Contracts Processed Under a Purchase Order. In certain
circumstances, the Purchasing Agent may determine that a
contract for services needs to be executed in conjunction with the
issuance of a Purchase Order.
A. A service contract that is executed in conjunction with the
issuance of a Purchase Order may be signed by the Purchasing
Agent if the amount of the Purchase Order is equal to or below
$200,000, if all of the following apply:
1. The purchase order is under $200,000;
2. The terms of the service contract are not in conflict with the
"Purchase Order General Terms and Conditions" referenced
in Section II(B)(1)(c); and
3. No terms in the service contract would require Board of
Supervisors approval, such as modification of the County’s
standard form indemnification language.
3. County Counsel Review. A service contract that is either more than
$50,000 or not on a County standard form (i.e., on a vendor’s form)
must be reviewed and approved as to legal form by the County
Counsel’s Office before the Purchasing Agent executes the
contract. If a service contract is $50,000 or less and is on the
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14
County’s standard form, the Purchasing Agent may sign the
contract without County Counsel review.
D. Procedures for Service Contracts over $200,000.
1. Approval. The Board of Supervisors must approve all service
contracts over $200,000. The requesting department shall draft a
Board Order seeking approval of the contract over $200,000 and
submit to the County Administrator’s Office via the Board of
Supervisors’ electronic agenda management system for placement
on the Board of Supervisors’ agenda for review and final approval.
2. County Counsel Review. All service contracts that are over
$200,000 must be reviewed and approved as to legal form by the
County Counsel’s Office.
E. Legal Authority. The legal authority for the purchase of certain services
required by the County is set forth in the following statutes and County
codes: Government Code section 31000, Government Code section
25502.5, Ordinance Code section 1108-2.215 and Public Contract Code
section 22032(a).
IV. DIGITAL SIGNATURES. All purchasing and contract related documents
specified in this bulletin may be executed either with original signatures or
electronic signatures through a digital signature platform authorized by the Chief
Information Officer.
V. OTHER PROCUREMENT POLICIES. The Board of Supervisors, in its discretion,
may adopt additional policies impacting procurement of materials, supplies or
services from time to time. This policy establishes the minimum standards for
conducting procurement activities; however, compliance with additional policies
adopted by the Board of Supervisors from time-to-time is required.
VI. OTHER ADMINISTRATIVE BULLETINS. Additional Administrative Bulletins
governing specific purchases have been promulgated to provide guidance on
those unique transaction types and should be reviewed in conjunction with this
policy, including:
a. Administrative Bulletin No. 508, “County Vehicle and Equipment Acquisition
and Replacement Policy, and Zero-Emission Vehicle Policy and Goals”.
b. Administrative Bulletin No. 614, “Food and Beverage Policy”.
c. Administrative Bulletin No. 615, “Incentives for County Programs and
Services”
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15
d. Administrative Bulletin No. 616, “Acquisition of Computer Hardware,
Software and Computer-Related Services”.
References:
• Purchasing User Setup/Change Form
• Sole Source Purchase Form
• Purchase Order General Terms and Conditions
• Small Business Enterprise (SBE) Program Requirements
____________________________
Monica Nino,
County Administrator
179
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS DEPARTMENT:
DEPARTMENT COMMENT SUBMISSION FORM [Department Name]
No.Section Proposed Edits Comments
1 Section I (K)
"Requisition" is a request made by a County department head
or designee electronically to the Purchasing Agent to order
equipment and supplies.
Clarifies to the reader that Requisitions are to be filed by
departments electronically to the Purchasing Agent rather than by
paper copy.
180
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 601
Date: 4-4-69
Section: Purchasing
SUBJECT: Contract Purchase Orders
This bulletin establishes written procedures for contract purchase
orders. It includes previously unwritten procedures and:
1. A new use of the Form S-7, "Receiving Report for Partial
Shipment," to indicate that service has begun and payments
should start.
2. Use of the pink copy of the contract purchase order to
indicate that the service has been completed.
3. Retention of the goldenrod copy of the contract purchase order
for the department file.
Commitments for certain services such as the following are made
through contract purchase orders:
1. Rental of office equipment.
2. Servicing of office equipment.
3. Maintenance of elevators or other equipment.
4. Lease-purchase of equipment.
When the above types of services are required, use the following
contract purchase order procedure:
1. Prepare in duplicate County Requisition Form No. S-2.
(a) Send the white copy of the requisition to the County
Administrator for approval and subsequent forwarding to
the Purchasing Agent.
(b) Keep the yellow copy of the requisition for your file.
2. On receipt of your copies of the contract purchase order from
the Purchasing Agent:
(a) Keep the goldenrod copy of the Purchase Order for your
file.
(b) Retain the pink copy of the Purchase Order until the
contract is terminated or completed.
3. When the service begins (equipment has been delivered and is
operational and/or the first service has been rendered
satisfactorily):
(a) Prepare in triplicate Receiving Report for Partial
Shipment, Form No. S-7.
(i) Keep the white copy of S-7 for your file.
(ii) Send the pink and yellow copies of S-7 to the
Office of the County Auditor-Controller.
It should be noted that this bulletin does not change the
present use of the form, Receiving Report for Partial
Shipment, for partial shipments of non-contract purchase
orders.
4. When a contract purchase order has been completed or
terminated by either party:
(a) Sign and date the pink copy of the Purchase Order.
(b) Send to the Office of the County Auditor-Controller.
The above procedures apply only to contract purchase orders. Other
contract procedures are not being changed at this time.
Questions concerning this bulletin should be referred to the
Accounting Supervisor of the Office of the County Auditor-
Controller.
(unsigned)
County Administrator
181
CONTRA COSTA COUNTY Office of the County Administrator ADMINISTRATIVE BULLETINNumber: 601Date: 4-4-69Section: PurchasingSUBJECT: Contract Purchase OrdersThis bulletin establishes written procedures for contract purchaseorders. It includes previously unwritten procedures and:1. A new use of the Form S-7, "Receiving Report for Partial Shipment," to indicate that service has begun and payments should start.2. Use of the pink copy of the contract purchase order to indicate that the service has been completed.3. Retention of the goldenrod copy of the contract purchase order for the department file.Commitments for certain services such as the following are madethrough contract purchase orders:1. Rental of office equipment.2. Servicing of office equipment.3. Maintenance of elevators or other equipment.4. Lease-purchase of equipment.When the above types of services are required, use the followingcontract purchase order procedure:1. Prepare in duplicate County Requisition Form No. S-2. (a) Send the white copy of the requisition to the County Administrator for approval and subsequent forwarding to the Purchasing Agent. (b) Keep the yellow copy of the requisition for your file.2. On receipt of your copies of the contract purchase order from the Purchasing Agent: (a) Keep the goldenrod copy of the Purchase Order for your file. (b) Retain the pink copy of the Purchase Order until the contract is terminated or completed.3. When the service begins (equipment has been delivered and is operational and/or the first service has been rendered satisfactorily): (a) Prepare in triplicate Receiving Report for Partial Shipment, Form No. S-7. (i) Keep the white copy of S-7 for your file. (ii) Send the pink and yellow copies of S-7 to the Office of the County Auditor-Controller. It should be noted that this bulletin does not change the present use of the form, Receiving Report for Partial Shipment, for partial shipments of non-contract purchase orders.4. When a contract purchase order has been completed or
terminated by either party:
(a) Sign and date the pink copy of the Purchase Order.
(b) Send to the Office of the County Auditor-Controller.
The above procedures apply only to contract purchase orders. Other
contract procedures are not being changed at this time.
Questions concerning this bulletin should be referred to the
Accounting Supervisor of the Office of the County Auditor-
Controller.
(unsigned)
County Administrator
182
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 602
Date: 4-4-69
Section: Purchasing
SUBJECT: Preparing Requisitions
The following points should be remembered by the specific employee
responsible for preparing and placing requisitions with the
Purchasing Agent:
1. Fill in complete information as requested on the requisitions.
2. Give a complete description of all items requested.
Consolidate items of a similar nature.
3. State the quantity desired of each item in exact amounts (for
example, the number of units, not the number of containers).
4. If possible, requisitions are to be typed, but in any case
they are to be legibly written. The items must not be crowded
and separate lines are to be used for each.
5. Vendors should be instructed to send invoices direct to the
Purchasing Agent. If they are sent to the department by
mistake they should be forwarded to the Purchasing Agent
promptly. Until the invoice has been received payment cannot
be made and potential discounts cannot be realized.
6. Signing a requisition for a purchase acts as a certification
to the Purchasing Agent that funds are available for that
purpose. It is the responsibility of the signer, therefore,
to determine that adequate funds are available. However, the
Purchasing Agent will not proceed with the procurement of
capital outlay items until the availability of funds has been
verified by the County Auditor-Controller.
If the purchase was unavoidably made without going through the
Purchasing Agent, a sales tag from the vendor, signed by the person
making the purchase, must be attached to the confirming
requisition. The confirming requisition is to be copied exactly
from the sales tag, including items such as the terms, discount and
taxes, and not merely the total price.
(unsigned)
County Administrator
183
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 603
Date: 4-4-69
Section: Purchasing
SUBJECT: Receiving Shipments
This bulletin is concerned with receiving shipments and the method
of processing the purchase order. An employee in each department
should be responsible for receiving shipments in order that
communication between the department and the Purchasing Agent can
be facilitated and confusion reduced.
After a department submits a requisition requesting a purchase, the
Purchasing Agent processes the requisition, places the order with
a vendor and sends two copies of the purchase order to the
department.
1. The goldenrod copy is to be retained in the department for its
records. This certifies that the order has been placed.
2. The pink copy is the receiving copy. When the shipment
arrives, the materials are to be inspected thoroughly for
completeness and condition.
a. If the shipment is in complete agreement with the
receiving copy, it is to be signed and returned promptly
to the Auditor-Controller. This inspection is the only
method available to the Auditor-Controller to guarantee
a satisfactory shipment so the importance of thoroughness
cannot be overemphasized.
b. If the shipment is not in accordance with the purchase
order, notify the Purchasing Agent at once.
c. All contacts with the vendor must be made through the
Office of the Purchasing Agent.
d. No merchandise is to be returned to the vendor without
specific instructions from the Purchasing Agent.
e. Many purchases are made which include discount terms.
These result in substantial savings to the county and it
is imperative that every discount be taken. In order to
pay for this shipment within the stipulated time period
the receiving copy must be returned promptly. Payment is
impossible until the receiving copy is sent to the County
Auditor-Controller certifying that the shipment his been
184
received and that it is satisfactory to the recipient.
In many cases only a part of the entire order is included in a
shipment. In this case a Receiving Report for Partial Shipment
(Form S-7) is to be completed, signed and promptly sent to the
County Auditor-Controller. The discount can then be taken for that
part of the order received.
(unsigned)
County Administrator
185
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 604.1
Date: 4-4-69
Section: Purchasing
SUBJECT: Stock Room Policy
The Central Service Division of the Office of the County Auditor-
Controller maintains a stock of office supplies, forms and other
items, which may be obtained by listing them on the appropriate
Stock Requisition form supplied by Central Service and then
forwarding it to Central Service for handling.
Central Service will arrange for direct delivery of these items to
all departments on the regular messenger routes. Departments will
not be required or authorized to send their personnel to Central
Service to pick up such supplies.
Departments outside the delivery zone may pick up their orders (a)
after five working days, or (b) when they have been notified by
Central Service prior to the scheduled date.
(unsigned)
County Administrator
186
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 605.4
Date: 7/1/19
Section: Purchasing
SUBJECT: Contracting for Special Services
State law provides that a board of supervisors may contract for special services on behalf
of the county, any county officer or department, or any district or court in the county.
I APPLICABILITY. This bulletin applies to all contracts in which the County is
engaging an independent contractor to provide special services to or on behalf of the
County. The Contra Costa County Board of Supervisors has authorized the
Purchasing Agent to enter into service contracts costing not more than $200,000,
upon the prior written approval of the County Administrator. Service contracts
exceeding $200,000 require the approval of the County Administrator and the Board
of Supervisors. Further, all service contracts must be approved as to form by County
Counsel.
II. DEFINITIONS. Special services may be services, advice, education or training and
may be in financial, economic, accounting, engineering, legal, medical, therapeutic,
administrative, architectural, airport or building security matters, laundry services or
linen services. They may include maintenance or custodial matters under certain
circumstances. For purposes of this policy, whether or not services contracted for
constitute "special services" shall require consideration of factors such as the nature
of the services, qualifications of the person furnishing them, and their availability
from public sources. For example, services may be special because of the
outstanding skill or expertise of the person furnishing them.
III.DETERMINATIONS. Prior to engaging a contractor for special services, both of the
following findings shall be made by the purchasing agent for service contracts of
$200,000 or less, and by the Board of Supervisors for service contracts exceeding
$200,000:
1. The required services constitute "special services" as defined above; and
2. Classified county staff is not available to perform the special services.
In the case of facilities maintenance or custodial matters, it must be found that the site
is remote from available county employee resources and that the county's economic
interests are served by contracting for such services rather than by paying additional
travel and subsistence expenses to existing county employees.
187
IV. EFFECTIVE DATE. Service contract documents must be submitted to the County
Administrator's Office prior to the contract effective date. Payment pursuant to the
agreement cannot be assumed until required approval(s) has been given.
V. NUMBER OF DOCUMENTS. Two (2) originals (contractor and department)
bearing original signatures must be submitted to the County Administrator's Office
for approval.
VI. PROCEDURES
A. Solicitation, selection and hiring of contractors for special services shall be in
compliance with the County's Small Business Enterprise and Outreach programs.
B. Service contract documents should be submitted to the offices of the County
Administrator and County Counsel with a memorandum listing the following
information:
Department:
Service Contract Number:
Service Contractor:
Subject:
Reasons for the Contract:
Term:
Termination Provisions, if other than the County standard provisions:
Payment Limit:
Funding Source(s):
Indemnification Provisions, if other than the County standard provisions:
Include one of the following sentences, as appropriate:
1. Service contract has been approved as to form by County Counsel.
2. Specific Board of Supervisors exemption from County Counsel
approval has been previously granted.
C. Any contract in excess of $50,000 or any contract not on the County’s standard
contract form (available on the County Intranet site) requires approval as to legal
form by the County Counsel’s Office.
D. When insurance is required by the terms of the service contract, the necessary
insurance certificates must be attached to the service contract.
E. Pursuant to Government Code §7550, any document or written report prepared by
a non-employee for or under the direction of the County must contain the
numbers and dollar amounts of all contracts and subcontracts related to
188
preparation of such document or report if the cost of the work performed exceeds
$5,000.
F. Contracts for special services shall contain a provision for termination at the
convenience of the County upon thirty-day advance written notice, or immediate
termination by written mutual consent.
VII. FINAL SIGNATURES AND EXECUTION. After review and approval by the
Office of the County Administrator, service contracts will be returned to the
Department for copying and forwarding (two originals and three copies) to the
Purchasing Agent for final signature and disbursement.
Orig. Depts.: County Administrator, General Services
Reference: County Ordinance No. 2008-07 (Ordinance Code §1108-2.215)
California Government Code section 31000
Board of Supervisors Response to Grand Jury Report No. 0106,
dated August 14, 2001
Board Order C.119 dated June 18, 2019
/s/
_________________________________
David Twa,
County Administrator
189
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number:
Date:
Section:
611.1
7/1/19
Purchasing
SUBJECT: Authorization of Single Item Purchase Over $25,000
This bulletin sets forth County policy and procedures for departments to obtain prior
approval from the County Administrator of Purchase Order (PO) Requisitions for
procurement of a single (individual) piece of equipment, a single product, or any
integrated system priced over $25,000 and Board of Supervisor’s approval for those
over $200,000. This procedure gives the County Administrator and the Board of
Supervisors a mechanism for enhanced oversight and review of purchases over
$25,000, consistent with existing review and approval requirements for contracts.
I. APPLICABILITY. This bulletin is applicable to all County departments and all
Purchase Order (PO) requisitions resulting in a Standard or Blanket PO for a single
(individual) piece of equipment, a single product, or any integrated system priced
over $25,000. This Administrative Bulletin does not apply to vehicle purchases (see
Administrative Bulletin Number 508.2, County Vehicle and Equipment Acquisition
and Replacement.)
II. AUTHORITY. In accordance with County Ordinance Code Section 24-4.008, the
County Administrator is responsible for overseeing the operations of County
Departments and scrutinizing their adopted budgets, to ensure fiscal integrity of the
County. By Board Order, Item C.119, June 18, 2019, the Board has reserved the
right to review and approve single item purchases over $200,000.
III. POLICY REQUIREMENTS
A.Items over $25,000. All PO Requisitions (REQ 1/98 Form) subject to this
bulletin over $25,000 require County Administrator’s Office (CAO) review and
approval.
B.Items over $200,000. All PO Requisitions subject to this bulletin over $200,000
require Board of Supervisors approval in addition to the CAO review and
approval.
IV. DEFINITIONS
A. PO REQUISITION – A request made by County department staff to the County
Purchasing Agent to order equipment, supplies, and certain routine services.
Page 1 of 3
190
B. STANDARD (ONE TIME) PURCHASE ORDER - The document issued by the
County Purchasing Agent, which uses information from the PO Requisition to
procure equipment, supplies, and certain routine services at terms and conditions
most advantageous to the County.
C. BLANKET PURCHASE ORDER – An agreement developed by the County
Purchasing Agent and issued on an annual or multi-year basis, which provides
for procurement of goods, services, maintenance services, and/or rentals on an
as-needed basis with a stipulated maximum amount for a fixed period of time and
is used when there will be on-going activity with a vendor. A blanket purchase
order allows departments to order a variety of goods and services from a single
source as needed.
D. INTEGRATED SYSTEM – A single system, consisting of multiple components
that are unable to function independent of one another (such as fire
engines/boats and related safety, communications, or computer equipment).
Questions regarding these definitions will be addressed by the General Services
Department, in consultation with the County Administrator’s Office.
V. AUTHORIZATION PROCESS
A. Department Head or Designee
1. For all PO Requisitions over $25,000 subject to this Bulletin, completes
SUPPLEMENTAL APPROVAL FOR ITEMS OVER $25,000 FORM and
submits to CAO Management Analyst liaison for review and approval.
2.For PO Requisitions over $200,000 subject to this bulletin, following County
Administrator’s approval of the supplemental approval form, prepares and
submits Board Order and Agenda Item Request (AIR) Form to CAO
Management Analyst liaison for review and placement on the Board’s
Agenda.
3.Departments are responsible for providing Purchasing with a copy of the
Board Order submitted to the CAO for the Board’s Agenda.
B.County Administrator’s Office
1.Reviews PO Requisition and the supplemental approval form submitted by
department. Upon approval or denial, transmits to Purchasing Agent with a
copy to the department. For approved
Page 2 of 3
191
items over $200,000, CAO will agendize department Board Order for Board
consideration.
2. Approval criteria includes how the purchase will meet the Department’s
operational needs, whether or not funds exist in the budget specifically for the
purchase, and the estimated cost of the equipment relative to the type and
availability of funding.
C. County Purchasing Agent
1.Receives and processes PO Requisitions and approval forms from County
Administrator. Processes purchases that do not exceed $200,000 upon
receipt of approval form from County Administrator. Processes purchases
that exceed $200,000 upon receipt of certified Board Order.
2.Retains a copy of the supplemental approval form and, for purchases over
$200,000, also retains the certified Board Order with the electronic purchase
order file.
D. Clerk of the Board
1. Transmits copy of certified Board Order to Purchasing and the County
Administrator Management Analyst via email.
Originating Department(s):
County Administrator’s Office
Public Works Department
Information Contacts:
County Administrator’s Office –Management Analyst Liaison
County Purchasing Agent at 925.313.7300
Update Contact:
County Administrator Senior Deputy, Municipal Services
_______/s/_____________________
David Twa
County Administrator
Page 3 of 3
192
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 612.00
Effective Date: February 4, 2008
Section: Purchasing
SUBJECT: CONTRACTS WITH COMMUNITY REHABILITATION PROGRAMS
The purpose of this bulletin is to create job opportunities for individuals that may
otherwise be unemployable due to disabilities by purchasing products and services from
those employing persons with disabilities.
I. APPLICABILITY. This bulletin is applicable to all county departments that contract
for services or products.
II. DEFINITIONS
Person with a Disability. Any person who is so severely incapacitated by any
physical or mental disability that he or she cannot currently engage in normal
competitive employment because of the disability. Persons who are blind are
excluded from this definition.
Community Rehabilitation Program. A Community Rehabilitation Program
employs individuals with disabilities and is operated by a public or private nonprofit
California corporation.
Eligible Community Rehabilitation Program. Under this Administrative Bulletin,
an Eligible Community Rehabilitation Program is one whose labor force is
comprised primarily of persons with disabilities. “Primarily” means 75% or greater,
as measured by the percentage of person-hours of direct labor devoted to the
contract work.
III. ADVERTISING, BIDS AND OUTREACH
Not withstanding any other Administrative Bulletin, Departments that contract
pursuant to this bulletin are exempt from all advertising, bid and outreach
requirements, provided that:
products and services come from an Eligible Community Rehabilitation
Program; and
the product or service is purchased at a fair market price.
193
IV. CONTRACTOR REQUIREMENTS
A. State Law Requirements
• Contractors must provide social security, unemployment and disability
benefits to its employees during the term of the contract. Non-compliance
will result in immediate contract termination with 2-year ban on further
contracts.
• Contractor must provide benefits and other employer-employee
agreements substantially equal to those benefits and agreements between
each nonprofit corporation and the representatives (union) designated by
a majority of the employees.
• Articles of incorporation must provide that at least 2 of the contractor’s
Board of Directors members are persons with disabilities or parents,
guardians, or conservators of individuals with disabilities.
• Contractor must not commit any unfair labor practices.
B. County Contract Requirements
• Contractor must self-certify compliance with this bulletin.
• Contractor must meet the same performance requirements that would be
expected of a contractor that is not a community rehabilitation program, as
specified in the contract.
V. REFERENCES
National Labor Relations Act (29 U.S.C. 151, Section 8 (a)
Federal Insurance Contribution Act
California Unemployment Insurance Code
Federal Fair Labor Standards Act (29 U.S.C. 201 et seq.)
Walsh-Healy Public Contract Act (41 U.S.C. 35)
Wagner O’Day Act (41 U.S.C. 46 et seq.)
California Industrial Welfare Commission regulations
Board order dated 10-2-07: Contracting with non profit community rehabilitation
programs
California Welfare and Institutions Code sections 19400 – 19404
Contracts and Grants Manual
Orig. Dept: County Administrator
Contact(s): Dorothy Sansoe
335-1009
/s/_____________________________
JOHN CULLEN,
County Administrator
194
CONTRA COSTA COUNTY
Office of the County Administrator
ADMINISTRATIVE BULLETIN
Number: 613.0
Effective Date: February 5, 2008
Section: Purchasing
SUBJECT: CONTRACTS WITH COMMUNITY-BASED ORGANIZATIONS (CBO’s)
This bulletin sets forth policy and procedure on contracting with community-
based organizations for health or human services, in order to ensure that
recipients of county services receive the best services available in the market.
I. APPLICABILITY. This bulletin pertains exclusively to contracts with CBOs
for health and human services funded by new, dedicated funding streams
that are available, eligible and appropriate for CBO contracts. This bulletin
does not amend or replace Administrative Bulletins 605 or 609.
II. POLICY. The policy of the County is to solicit CBO services through a
competitive bid process anytime a new, dedicated funding stream for health
or social services is available, eligible, and appropriate for contracts for new
services or expansion of existing services.
III. PROCEDURES.
A. Requests for Interest. Prior to proceeding to a formal or informal
competitive bid process for contracts above $50,000, a department must
issue a Request for Interest to determine if there is interest from multiple
CBOs, whether or not they are currently County contractors. If interest is
limited to only one CBO, the competitive bidding process may be waived
pursuant to Section IV.
B. Competitive Bidding and Awards.
Bidding - Competitive bidding is required for contracts in excess of
$50,000.
Award Criteria - All contract awards should consider the most
responsive and responsible proposal in addition to cost.
Additional Criteria Award - For contracts exceeding $250,000, award
criteria should include the fiscal, managerial and professional
capabilities and capacities of the CBO. New or renewal contracts will
not be approved unless and until any and all audit exceptions and
deficiencies have been remedied.
Contract Term - A contract with a one-year term may not be renewed
more than two times, for a total of three years, without a competitive
bidding process. Contracts with a term exceeding one year may not
195
exceed three years in length and may not be renewed or extended
without a competitive bidding process.
C. Outreach. Contracts with CBO’s are exempt from the County Outreach
program.
D. Performance Based Contracts.
Performance based contracting promotes the sharing of best practices
and gives providers a basis for benchmarking.
1. All contracts shall identify specific performance outputs and/or
outcomes. Contracting departments shall review contracts at least
once per contract term to ensure compliance with output/outcome
requirements. The review should identify reason(s) for any non-
compliance, including whether or not the outputs/outcomes are
achievable.
2. Failure to achieve contracted performance output or outcome
requirements may be grounds for contract termination. Such
contracts may not be automatically renewed.
3. Any contract renewals or extensions must include a supportable
statement that any problems or deficiencies identified in the
contractor’s most recent performance review have been remedied to
the department’s satisfaction
IV. Waivers. Prior to entering into any contractual agreement under this
bulletin, a department may apply to the County Administrator for waiver
of the competitive bidding process. Waiver requests must clearly explain
the extenuating circumstances that justify the waiver. The County
Administrator or authorized designee will evaluate waiver requests,
including the applicability of State and Federal statutes. The
Administrator will either deny the request or, if appropriate, recommend
approval by the Board of Supervisors.
References: California Government Code section 26227
Board Order dated August 17, 1982 from the Internal Operations
Committee
Board Orders dated February 23 and March 13, 2007 - County Policy
on Contracting with CBO’s
Administrative Bulletins 605 and 609 and Contracts and Grants
Manual
Orig. Dept: County Administrator
Contact(s): Dorothy Sansoe 335-1009
/s/_____________________________
JOHN CULLEN,
County Administrator
196
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
1 Agriculture II.B.2.e.
Fixed Asset Purchases. One of the following Fixed Asset Codes
must be applied to a Requisition for the purchase of a Capital
Outlay Item equal to or greater than $5,000.Grammar issue, above than should be greater than Agree Corrected in final draft
2 Agriculture III.B.4.a.
other services that, by law, some other officer or body
is specifically charged with obtaining; and
remove the and unless there is something else to add, if it needs to be before the last entry add it to
the line above Agree Corrected in final draft
3 Auditor-Controller
II. B. 2. e.Add Capital Accounts 4948 Miscellaneous Equipment and 4949
Special Assistive Devices to the list of accounts.
Draft AB is currently incorrect...The list in the draft AB is incomplete and needs to be corrected. The
list should contain all accounts under Summary Sub-Account 4950.Agree Corrected in final draft
4 Auditor-Controller
II. B. 2. e.
Change the first sentence in the paragraph after the account list
to read "….route to the Auditor-Controller to confirm the
availability of adequate appropriations for the capital
purchase."
Draft AB is currently incorrect...Currently the sentence reads "…route to the Auditor-Controller to
record the item as an asset for inventory purposes." That is not why the requisition is routed to the
Auditor's Office, it is to ensure the department has adequate appropriations for the purchase. Capital
equipment is not recorded in the Capital Asset system until after the purchase has been made.Agree Corrected in final draft
5 Auditor-Controller
II. B. 3. a. 14. A.
Assuming that the new threshold of $5,000 for computer
purchases made under authority of the Warrant Request is not
lowered, provide instruction on how the County will ensure it
adheres to the requirement that the Auditor's Office confirms a
department has adequate appropriations for a capital purchase.
Draft AB is currently not in compliance with requirements...$5,000 is the threshold for determining if
equipment is capital. How will the Auditor's Office be aware of the potential purchase, prior to the
purchase, in order to ensure appropriations are available?Agree Corrected in final draft
6 Auditor-Controller
I. B.
The Capital Outlay Item definition should include "Additions to
capitalized equipment costing $5,000 or more per item." and
note that this definition is specific to a Capital Outlay Item for
equipment (not land, intangible assets, etc.).
Draft AB is currently incorrect…AB 200 "Fixed Asset Accounting and Budgeting Policy" defines capital
equipment as both the addition of the equipment as well as additions to capitalized equipment
costing $5k or more.Agree Corrected in final draft
7 Auditor-Controller
I. D.
"Fixed Asset Code" should be "Equipment Capital Asset Code"
Draft AB is currently incorrect…the AB only deals with a small subset of the capital accounts in the
financial system and the AB should specify that (as written the AB indicates that it is dealing with all
capital accounts). In addition, the AB uses the outdated term Fixed Asset instead of Capital Asset.Agree Corrected in final draft
8 Auditor-Controller
II. B.Add accountability requirements as has been done with Service
Contracts in III. B. 7. The AB's regarding receiving and matching
are being repealed and no accountability re: receiving and
matching is included in the new AB.
Loss of accountability with draft AB...Three-way matching is a standard practice in modern accounts
payable procedures and modern accounting systems. We are using matching in Workday, but we
were not able to fully utilize Workday's "three-way matching" functionality due to the fact that full
procurement was not included for go live.Agree Added Section II(B)(5) "Receipt of Shipments"
9 Auditor-Controller
II. B. 1. a.
II. B. 2. a.
II. B. 2. b.
II. B. 4.
II. C.
V.
Use the same list for "materials, supplies, equipment,
furnishings, and other personal property of any kind and
nature" throughout the document or use the complete list once
and then specify a truncated list that represents the complete
list will be used in the rest of the document. Or be clearer if the
lists are supposed to be different (and specify how items that
appear on the initial list are supposed to be handled, since they
do not appear on subsequent lists).
Draft AB is confusing….various different versions of the list "of goods" appear throughout the
document and it is not clear why the same list is not always used (are items dropped or added for a
particular purpose or is that not intentional).Agree Corrected in final draft
10 Auditor-Controller
II. B. 4. b.
II. B. 4. c.
III. B. 2. a.
III. B. 2. b.
III. B. 2. c.
Change the reference to dollar amount ranges so that no
amounts are left outside of a range or (as in the case of III B. 2.
a. 2. be consistent within a section (the heading of this section
says "Service Contracts up to $25,000" and #2 in the section
says "contracts under $25,000."
Draft AB is confusing/incomplete….County staff will not know how to appropriately handle purchases
that are on the cusp of the ranges (are not contained in any range) and those purchases will be
handed inconsistently throughout the County.Agree Corrected in final draft
197
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
11 Auditor-Controller
Memo
II. B. 5. a.
Clarify which AB takes precedence, the new AB or AB 616
"Acquisition of Computer Hardware, Software and Computer-
Related Services."
Draft AB is confusing/incomplete...II B. 5. a. states that purchases equal to or below $200,000 require
approval by the Purchasing Agent or designee (no other approvals required); the memo states that all
transactions under $200,000 will require the approval of the Purchasing Agent only (seemingly
clarifying if II B. 5. a. means all purchases or just some). AB 616, which is not being repealed, requires
approval of CAO and CIO for computer hardware that costs more than $50,000 and less than or equal
to $200,000. With two ABs giving conflicting requirements for purchases, the result will be
inconsistent practice throughout the County.Agree
Corrected in final draft. Admin Bulletin 600 sets minimum standards for
procurement; however, additional Admin Bulletins identified in Section VI or other
policies adopted by the Board of Supervisors pursuant to Section V, including the
SBE program may impose further requirements on the procurement process which
must also be adhered to.
12 Auditor-Controller
II. B. 3. a.Add "plus Board Resolution 2015/162" after the County
Ordinance specification.
Draft AB is confusing/incomplete…it is the County Ordinance plus the Board Resolution that allows
the use of the Warrant Request. The County Ordinance alone does not allow this.Agree
Corrected in final draft with flag to update Resolution number once a new
resolution is passed to effectuate the changes inlcuded in this policy.
13 Auditor-Controller
III. B. 8.Add "if Board of Supervisors approval is required" after "Service
contract documents must be approved by the Board of
Supervisors"
Draft AB is confusing….BOS approval is not required on all service contracts, but III B. 8. makes it
sound like BOS approval is required for all service contracts.Agree Corrected in final draft
14 Auditor-Controller
III. B. 4. a. last bullet Remove the "; and" at the end of the bullet or make it clearer
why it is there. It does not appear to be linking III B. 4. a. with III
B. 4. b.Agree Corrected in final draft.
15 Auditor-Controller
II.B.3. (Warrant
Requests)
N/A
The maximum amount for "other items" on warrant requests is being increased from $1,000 to
$5,000 (a $4,000 or 400% increase). Isn't that a little extreme? It wasn't that long ago that the limit
was $500. Maybe it's because $5,000 is also the capitalization threshold, but that seems to be a high
threshold for being able to bypass Purchasing.Disagree
The maximum amount for "Other Items" to be paid under a Warrant Request was
set at $500 in 1995 and continued for 20 years until it was increased to $1,000 in
2015. Over the past 28 years, the personnel costs related to processing a Purchase
Order or Service Contract have increased dramatically. Increasing this amount from
$1,000 to $5,000 will ensure that the County does not expend more funds to
process a request than it would cost to simply make the purchase. This removes
bureaucracy from the process and increases the amount of productive hours staff
can direct to larger scale purchase transactions.
16 Auditor-Controller
I. B.
N/A
The definition of a "Capital Outlay Item" contains "with a life expectancy of more than one year that
retains its identity throughout its useful life" - this is not consistent with AB 200 or the SCO ASP. It
would be nice if definitions were consistent.Agree Corrected in final draft.
17 Auditor-Controller
II. B. 4. d. 1. A.
N/A
I'm not sure if "inability to conduct the solicition process timely" has always been a justification for
Sole Source (it was not when we had to complete the Sole Source form), but this just invites
departments to delay the procurement process until they don't have adequate time for the "normal"
process and therefore "must" use sole source.Agree
Corrected in final draft to match with the definitions of Sole Source and Single
Source added to Section I, "Definitions".
18 Auditor-Controller
II. B. 4. d. 2.
N/A
Editorial…County Counsel reviews all Cooperative Purchasing Contracts except those related to
Health Services. Is that because HSD is exempt or because HSD has some other review path they go
down? It would be nice to know (have that info included, instead of mysteriously excluding HSD).Agree
Corrected in the final draft. HSD initiates legal review of Cooperative Purchasing
Contracts directly with County Counsel.
19 Auditor-Controller
Various
N/A
It seems like this AB has less Authority specifications than the AB's it is replacing. Having been one of
the people who has had to chase down what authorizes various County practices, specifying the
Authority (and being specific instead of saying something like "state law") is extremely helpful for
County staff.Disagree
The Administrative Bulletin cites all sources in statute, County municipal code or
policy and hyperlinks to each reference. Prior Administrative Bulletins that are
being replaced may have had citations, but did not link to those references - this
actually enhances transparency and the ability to access the underlying
authorization.
20 Auditor-Controller
None
Add something relating to procurement card usage
There is zero mention of the procurement card program. As problem riddled as that program is, the
least they can do is include a reference to the Procurement Card Manual, and that using the
procurement card does not preclude you from having to follow the new purchasing AB.Agree Added Section II(B)(3), "Procurement Cards"
21 Auditor-Controller
None
Add something about the receiving process
AB 603 - Receiving Shipments is being repealed with the new AB. There is not one mention of
receiving in the new AB. AB 603 may be almost as old as I am, but receiving is a relevent portion of
the purchasing process, which is supposed to be as follows: Requisition→Purchase
Order/Issue→Receive→ Invoice→Payment. There has to be confirmation of receipt before the purchase is deemed to
be complete, and an invoice can be paid.Agree Added Section II(B)(5) "Receipt of Shipments"
22 Contra Costa Fire Page 9, Section III B.1 Purchasing needs to provide mechanism to determine findings
The County is asking staff to determine that a, b and c are valid but staff has no way to determine
this.Disagree This is currently the responsibility of departments
198
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
23 Contra Costa Fire
Page 12, Section III
B.7.d There are two section "d"'s Need to renumber Agree Corrected in the final draft.
24 Contra Costa Fire
Page 13, Section III B.8
and C.1
Section B.8 should read that "service contracts $200,000 and
greater must be approved by the Board . . . If under $200,000,
refer to Section C.1 Statements conflict Agree Corrected in the final draft.
25 Contra Costa Fire
Page 13, Section III
B.7.e
We would like language included to determine when a contract
extension is appropriate or a new solicitation is required.Language seems a bit vague Agree Corrected in the final draft.
26 Contra Costa Fire Section I, c.
Other Cooperative agreements- This list is for example
pusposes Fire will sometimes use fire specific cooperative purchsing agreements - need flexibility.Agree That flexibility is contemplated in the policy
27 Contra Costa Fire
This list is not all encompasing- there are others available for
use Agree
The Cooperative Purchasing Agreements identified in the policy are used as
examples
28 Contra Costa Fire Section II d. 2 Needs better definition.
"County Counsel will initiate review of cooperative agreements". Is this one and done, each time they
are used, only new ones?Agree
County Counsel review of a Cooperative Purchasing Agreement, like other
contracts, is only necessary during the term of the Agreement. Any new or
subsequent agreements would be subject to a new County Counsel review.
29 Employment & Human Services Section I. H
Add: Submissions are not requested from bidders. Similar to the
language at the end of paragraph J.
This will clarify the process as bidders inquiry about submitting proposals at the same time they are
submitting their intend to participate.Agree
Added language specifying that if departments receive a single response to an RFI
from a qualified vendor, then no further solicitation activity is required.
30 Employment & Human Services Section 1 (E.)
Invitation to Bid - If Purchasing has the capacity to handle EHSD
RFIs, RFP, RFB Does Purchasing have the capacity to handle EHSD's RFIs, RFP, and IFB Agree
Yes, but it is important to note that all bid soliciations are the responsibility of the
department. Bid Soliciation documents for procurement transactions above
$100,000 must be submitted to Purchasing Services for listing on BidSync.
Purchasing Services has the capacity to receive and post solicitations received.
31 Employment & Human Services
Section II (B 4.a & b)
and III. (B.2. a & b))a. Purchases up to $10,000 (For compliance with ACF)
Lower the threshold for micro-purchases not requiring quotes to comply with Head Start - 45 CFR
Part 75; Threshold 48 CFR Subpart 2.1 Disagree
This Administrative Bulletin outlines the minimum standards for procurement in the
County; however, departments are required to abide by additional or more onerous
state and federal grant requirements specific to each unique funding source.
32 Employment & Human Services b. Purchases between $10,000 and $100,000 Lower the threshold for expenditures requiring a Purchase Order. For compliance with ACF Disagree
This Administrative Bulletin outlines the minimum standards for procurement in the
County; however, departments are required to abide by additional or more onerous
state and federal grant requirements specific to each unique funding source.
33 Employment & Human Services Section II (B 3.a)
Include expenditures incurred for the benefits of clients in
Warrant Requests
Include expenditures incurred for the benefits of clients mandated by the Court, e.g., food, clothing,
shelter for infants, Foster Youth and other clients to no longer require utilizing the Purchasing Agent
or Board Order.Agree Corrected in final draft
34 Employment & Human Services Section III (B - 4a)
Exemption from Solicitation Requirements - include services for
the immediate placement and meals for infants, youths, and
other Employment and Human Services Department clients
ordered by the Courts
Exemption from Solicitation Requirements - waive the requirement for court ordered expendiures
incurred for the benefits of clients mandated by the Court Agree
Language included in the Warrant Requests section for mandated costs ordered by
the Court for the benefit of Wards.
35 Employment & Human Services Section III (B - 4 c 3
Needs to be more specific - EHSD website, newspaper, or other
examples.Service Contracts Greater than $100,000 is confusing Agree Corrected in final draft
36 Employment & Human Services Section III (B 7.d)Change Remediation Plan -to Corrective Action Plan Language is not clear. Needs to clarify.Agree Corrected in final draft
37 Employment & Human Services Section III. C. A. 1.The purchase order is equal to or below $200,000 This will provide consistency in the language Agree Corrected in final draft
38 Employment & Human Services Purchase Order Process RFP and RFI Policy does not include a protest/appeal process Agree
Each bid solicitation process is unique and may have different requirements,
including how a protest/appeal process is structured. The policy mandates bid
solicitation, but does not dictate how those solicitations are structured. Once the
policy is adopted, staff plans to conduct a comprehensive update to the
Procurement Manual and provide more information about RFP process in that
document.
39 Employment & Human Services The term of the RFP is not included. A range should be listed.Policy needs to include the term of the RFP, e.g., every 3 years, every 5 years, or annually.Disagree
Each department has different requirements depending on its line of business. In
some cases, conducting a solicitation every three years may be appropriate, but in
others every five years may be appropriate. This discretion is reserved for the
department head to determine, in consultation with Purchasing Services, if needed.
199
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
40 Sheriff's Office II, e Fixed Asset Purchases Are there other capital codes to include such as 4948?Agree
Corrected in final draft to require that the "appropriate code" be used rather than
listing a non-exhaustive list in the Administrative Bulletin.
41 Sheriff's Office N/A N/A ***Should procurement card policy/rules also be included in this?***Agree Added Section II(B)(3), "Procurement Cards"
42 Sheriff's Office
Section I (E)
"Invitation for Bid" (IFB) is a solicitation method by which
awards are made to the lowest bid. The winning must be
responsive (conforms to bid requirements) and responsible
(competent and qualified to perform under the contract).
I think the lowest bid should be removed. The focus should be on the expertise of the service and the
quality of work. A bid should not solely be awarded due to its low cost.Disagree
There is no requirement to accept the lowest bid in a soliciation process. There are
many different solicitation vehicles, including IFB, which is defined in this section to
help educate the reader, but does not establish a mandate.
43 Sheriff's Office
Requisitions B
(Submission)A requisition is filed with the Purchasing Agent to order
equipment and/or supplies.
Under this section, there should be a timeframe for approval. In the past, I have noticed that it has
taken a long time for County Counsel to approve as well as the CAO.Agree
The Administrative Bulletin increases the review standard from requiring CAO
review of all Purchase Orders to only those over $200,000, which should
dramatically increase the turnaround time for review.
44 Sheriff's Office
Pg 1
Amend the County Ordinance Code to remove the need for
County Administrator review and approval of service contracts
at or below $350,000.
Disagree. Increase from $200,000 to $350,000. Either increase the service contract threshold or
review only the first year and thereafter do not require any subsequent reviews.
There are common service contracts throughout the County departments such as Microsoft Office
365 that are renewed on a recurring basis every 1 to 3 years. Sheriff's Office has ongoing
maintenance/support contracts with several vendors, such as Central Square for the CAD/RMS
system, ATIMS for the Jail Management System, and Thales Group for the fingerprint & ID system, as
examples. These all exceed $200,000 and do not warrant an annual review. Disagree
Statute only allows general law counties, like Contra Costa County, to delegate
signature authority from the Board of Supervisors to the Purchasing Agent up to
$200,000. One solution to the issue mentioned would be to conduct a bid
solicitation process and award a multi-year contract rather than
45 Sheriff's Office
Pg 1
Increase the threshold for certain, ministerial payments via
Warrant Request from $1,000 to $5,000.
Disagree. Increase from $1,000 to $10,000.
Pg5-6 items listed under Warrant Requests, from an IT standpoint, this category of items can easily
exceed $5,000.
14 - Other items limited to a maximum cost of $5,000, including
A) Computer hardware and software
C) One-time services that are not covered under a County service contract and are authorized by the
Purchasing Agent.
Examples of Warrant Requests that could apply:
1. Purchase of vendor retraining sessions outside the scope of the service contract. As staff turns
over, the knowledge goes, and we need the vendor to retrain or refresh new and existing team
members.
2. Vendor service for customized reports outside of the maintenace/support contract.
3. One-time hardware and software purchases often have warranty and service costs associated that
would easily exceed the $5,000 threshold.Disagree
Increasing the "Other Items" limit from $1,000 to $5,000 helps to ensure that the
cost of processing certain transactions for limited computer hardware/software,
commodities and services do not exceed the cost of the related purchases. It is not
meant as a way to bypass the procurement process. In the examples provided, if
the costs exceeded $5,000, the best course of action would be to negotiate a
contract amendment to incorporate the scope of the additional services required.
46 Sheriff's Office
Section I - Definitions
Propose to redefine or increase "Capital Outlay Item" from
$5,000 to $25,000, Pg 1.
To date, we've dealt with 873 radios, according to our internal inventory tracking. Some radios are
retired, lost, or replaced. Radios, including all parts, warranty, and services baked in, go just over the
$5,000 threshold. Radios are mobile. They get reassigned, checked in/out, and relocated throughout
the County. The annual Capital Asset Inventory threshold places too much burden on departments
having to track too many day-to-day operational items. Another example is network equipment such
as switches and routers. Over time, the cost goes up with newer models and more features.
However, these are standard equipment items every department deploys. Having to purchase these
kinds of items, ensuring the Fixed Asset Purchases balance is available in the appropriate ORG code
forces each department to move funds around just to accommodate 1 Purchase Order. The return
gained from tracking $5,000 capital assets is not worth the time and effort of staff throughout the
County. Simply using an Inflation Calculator, plug in $5,000 in 1969. That value is equivalent to
approx. $40,000 today. The risk and accountability associated, considering the burden of the
overhead processes involved, do not warrant the continuation of a policy that defines such a low
Capital Asset threshold. Disagree
The County has designated a $5,000 capitalization level for equipment purchases,
pursuant to Administrative Bulletin No. 200, "Capital Asset Accounting and
Budgeting Policy".
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INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
47 Sheriff's Office
Pg 20 - Contract
Purcahse Orders
Remove all hardcopy paper references such as "pink copy" or
"goldenrod copy."
All Contracts and Purchase Orders should be processed electronically or uploaded to an electronic
system for tracking & dissemination purposes.Agree
The section being referenced is the appendices, including the Administrative
Bulletins proposed for repeal.
48 Risk Management
I Definitions
N/A
Add a definition for Purchasing Services with a link to Public Works. The Public Works intranet site
has the practical steps needed for each process.Agree Corrected in final draft
49 Risk Management
I Definitions E.
Invitation for Bid (IFB)
N/A
I do not see the “lowest bid” language under the Solicitation sections throughout the bulletin. This
could be confusing
Examples:
M. Solicitation” is a purchasing entity’s request for offers to provide goods or
services, including an informal request for price quotations, an Invitation
for Bids (IFB), Request for Qualifications/Quote(RFQ) or a Request for
Proposals (RFP).
c. Purchases Greater than $100,000
1. A department shall conduct an open and competitive
solicitation for a purchase greater than $100,000. The form
of solicitation may be an Invitation for Bid (IFB), a Request
for Qualifications/Quote (RFQ) or a Request for Proposals Agree
The Administrative Bulletin provides the reader with definitions of different
solicitation vehicles, such as an IFB, RFP, RFQ, etc. but does not mandate a certain
solicitation type. This is to be completed at the discretion by the department and
Purchasing Services depending on the type of services or supplies being procured.
The Administrative Bulletin only mandates that a solicitation process must be
completed in certain circumstances based on the dollar amount of the goods and
services being procured.
50 Risk Management
II B 3a.
N/A
Purchasing Services initiated Cooperative Contracts with vendors for the purchase of goods and
services used by all County Departments. The County spends a lot of money with certain vendors, so
it is in the best interest of the County to take advantage of these contract benefits. We are
responsible for keeping the order funded and in effect, and review each contract prior to expiration.
Each contract is vetted by Counsel and review/approved by the Board.
The contracts offer a variety of benefits from discounted products to free shipping. The Amazon
agreement is a Prime Account, and everything that goes with being a Prime Member.
Many of the contracts we initiated require users to be registered on the account. That registration
can be done with the help the buyer. Buyers are noted at the top of each order. Please refer to each
order to understand who to connect with to register. Agree
Purchasing Services does, at times, initiate Cooperative Purchasing Contracts with
certain agencies for use by County departments. However, the scenario provided in
the comments are more reflective of Blanket Purchase Orders that are initiated by
Purchasing Services for use of County departments. Both benefit County
departments with pre-negotiated rates and terms, but are different transaction
types.
51 Risk Management
III Section B. 4a
N/A
Does not mention management software systems. It is not realistic to bid annually for managemene
software systems. Management software systems are often long term. A consideration for a multi-
year contract (up to three years) and then require a competitive bid.
Also, there are cyber service contract that we enter into in response to cyber insurance required
vendors. How can we add these type of service exceptions?
Agree
The Administrative Bulletin does not mandate annual solicitation processes for any
type of procurement. Solicitation requirements are driven by dollar amount of the
goods or services being requested. In the examples being provided, exceptions are
already built into the policy for Single Source purchases.
52 Risk Management
III Section B. 4d2
2. Cooperative Purchasing Contracts. In lieu of a bid solicitation
process, a department may request that Purchasing Services
initiate a Cooperative Purchasing Contract for goods that the
County requires and that the County may procure under a
Participating Agreement. Purchasing Services will initiate
County Counsel review of Cooperative Purchasing Contracts,
with the exception of those related to the Health Services
Department that follows a separate contract review process Clarify what is the process with HSD Agree
Corrected in the final draft. HSD initiates legal review of Cooperative Purchasing
Contracts directly with County Counsel.
201
INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
53 Risk Management
III Section B. 6 Outreach and SBE Program Compliance. Additional
thresholds and goals under the County Outreach and SBE
(Small Business Enterprise) programs may be required
apply to solicitations for service contracts Change to may be required to make sure staff is reviewing to determine if required Agree Corrected in the final draft
54 Risk Management
III Section B. 7b
N/A
Software contracts offer discounts connected to multi year or set number of months but requires
payment in advance upon execution of the contract. Is there particular wording to use in the
contract for this?Agree
The would be a Payment Provision negotiated between the department and the
vendor, but not something that would be discussed in the Administrative Bulletin.
55 Risk Management
III Section C 3. Page 13
N/A
Do we want to add a Risk Management Review for insurance compliance language? Especially for
vendor’s form.
Do we want to add a timeframe for County Counsel to complete their review? Within 5 business
days?
County Counsel Review.
A service contract that is either more than
$50,000 or not on a County standard form (i.e., on a vendor’s form)
must be reviewed and approved as to legal form by the County
Counsel’s Office before the Purchasing Agent executes the contract.
If a service contract is $50,000 or less and is on the County’s standard form,
the Purchasing Agent may sign the contract without County Counsel review.Disagree
In rare circumstances, the County's General Conditions covering insurance
compliance language are modified and subject to a review by County Counsel. It is
impractical to build a mandate for County Counsel review timeframes into a policy
such as this.
56 Health Services Section I (A)
Blanket Purchase Order. . . . that permits the procurement of
supplies, equipment, rental and maintenance services
Often purchase or rental of equipment includes regular maintenance together as 1 quote.
Additionally, blanket POs have historically been used to procure ongoing maintenance for equipment
and IT services as well. We have tried to convert these to service contracts in the past but vendors
often have their own agreements that we have County Counsel review.Agree Corrected in final version
57 Health Services
Section II (A)
The Purchasing Agent is authorized to purchase all materials,
supplies, equipment, maintenance . . . . and execute lease-
purchase agreements for supplies, equipment, maintenance Clarifies that maintenance can be a part of the purchase order Agree Corrected in final version
58 Health Services
Section II (B. 1. b.)… a vendor agrees to abide by those terms and conditions
unless County Counsel approves modifications to the terms
and both the Purchasing Agent and vendor agree in writing to
amend any of those terms and conditions.
Clarifies opportunity for County Counsel involvement and the negotiation with the vendor that is
often necessary Disagree
County Counsel is not a party to the contract. It is implied that the parties (i.e. the
County and the vendor) have conducted internal review, presumably with legal
counsel, and obtained appropriate approvals prior to agreeing to any modification
of the terms.
59 Health Services
Section II (B. 2. b.)
A Requisition must be submitted to the Purchasing Agent to
request the issuance of a Standard Purchase Order or Blanket
Purchase Order or execution of a Lease Purchase Agreement.It would also be helpful to add Lease Purchase Agreement to the definitions.Agree Corrected in final version
60 Health Services
Section II (B. 3. a. 5.)food (see Administrative Bulletin No. 614, "Food and
Beverage Policy" for additional requirements)Clarifies procedure for purchasing food Agree Corrected in final version
61 Health Services
Section II (B. 3. a. 8.)
public transportation fares and bridge tolls for employees (see
Administrative Bulletin No. 615, "Incentives for County
Programs and Services" for additional requirements)Clarifies procedure for purchasing public transporation fares Agree Corrected in final version
62 Health Services
Section II (B. 4. b. 1.)…(3) written price quotes, with at least one (1) price quote from
a Small Business Enterprise (SBE) provider without solicitation
through an informal bid Clarifies the type of solicitation needed Agree Corrected in final version
63 Health Services
Section II (B. 4. c. 1.)
A department shall conduct an open and competitive
solicitation for a purchase greater than $100,000 for new
purchase orders or every X years for renewals.
Clarifies when a competitive solicitation is required. Need to ensure exceptions for "legacy"
systems/applications that are part of the organization's infrastructure; solicitation for these would
only be required when the organization has decided to "sunset" or move away from them. Agree
Competative solicitation is not required for legacy systems and applications that
underwent an RFP process previously (e.g. Workday, Granicus, Epic, etc.). However,
if a procurement transaction doesn't meet Sole Source or Single Source exemption
criteria, a solicitation process should be conducted at the conclusion of the existing
agreement. Note that definitions for "Single Source" and "Sole Source"
procurement have been added to Section I, "Definitions".
64 Health Services
Section II (B. 4. c. 3.)Purchasing Services shall post the solicitation online for X days
to comply with the fair and open competition requirements of
this policy.Clarifies how long this process takes to assist with submitting request in a timely manner.Agree
Corrected in final version to state minimum amount of time needed to post
solicitation (at least 2 weeks)
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INVITATION FOR COMMENT - ADMIN. BULLETIN 600 REVISIONS
DEPARTMENT COMMENT SUBMISSION FORM DEPARTMENT: All Departments
No.Dept.Section Proposed Edits Comments CAO Response Notes
65 Health Services
Section II (B. 4. d. 2.)
Cooperative Purchasing Contracts
Want to ensure that this covers our group purchasing agreements especially for CCRMC such as
Vizient Agree
Yes, this covers all Cooperative Purchasing Agreements, such as Vizient used by
HSD.
66 Health Services
Section III (B. 2. b. 1)…after securing a minimum of three (3) written proposals
without solicitation through an informal bid Clarifies the type of solicitation needed Agree Corrected in final version
67 Health Services
Section III (B. 3. b.)Purchasing Services shall post the solicitation online for X days
to comply with the fair and open competition requirements of
this policy.Clarifies how long this process takes to assist with submitting request in a timely manner.Agree
Corrected in final version to state minimum amount of time needed to post
solicitation (2 weeks)
68 Health Services Section III (B. 7. b.)…outputs/outcomes negotiated as part of a service plan…Missing word Agree Corrected in final version
69 Health Services
Section III (B. 7. b.)Other negative payment terms, such as late payment penalties,
should not be entertained as part of the negotiation of payment
terms.
We do have contracts that currently include late payment penalties although we are moving away
from those. Is there an exemption? If County Counsel approves?Agree
The Administrative Bulletin would impact contracts on a prospective basis and
states that such terms "should" not be entertained.
70 Health Services
Section III (B. 7. b.)
Effective date must be approved by the Board of Supervisors
and executed before the service contract effective date.
Not always possible given patient care and IT considerations. Is there a provision and mechanism for
retroactive issues?Disagree
For contracts over $200k, the Board of Supervisors must approve the contract to
pursuant to statute. Contract ratifications occur from time-to-time on an ad hoc
basis in emergent situations, but this is the exception not the rule.
71 Health Services
Section III (C. 2)
Contracts Processed Under a Purchase Order
We do have purchase orders that include service contracts over 200K. They are reviewed by County
Counsel and include maintenance/services of equipment or software, and do go to the Board. We
do not see this procedure in this document, and would request language added for this procedure to
section III. D. Agree Added Section II(C), "Services Included Under a Purchase Order"
72 Health Services
N/A
N/A Is it possible to have a flow chart of the procedures and examples (as in Admin Bulletin 616)?Agree
This will be added to the revised Procurement Manual once the final policy has
been adopted.
EDITORIAL COMMENTS
1 Auditor-Controller
II.B.5.(Approvals)
N/A
The CAO is basically reducing their role from being a part of the purchasing process to being an
approver of the Board Order if the purchase is greater than $200,000. They are going from reviewing
and approving the PO Requisition to just agendzing the department prepared Board Order when
greater than $200K. According to the old AB611, the CAO's approval criteria was to include "how the
purchase will meet the department's operational needs, whether or not funds exist in the budget
specifically for the purchase, and the estimated cost of the equipment relative to the type and
availability of fundiing." That is a lot of trust to hand over to departments.The CAO's role is now to
just review and approve the Board Order prepared by the department. That is a major control step
to remove.
2 Auditor-Controller
General Comment
N/A
CAO, County Counsel, and Purchasing have been working together since 2021 on this. Is there some
reason (possibly implementing Workday) that our office was not involved in this process? When
Purchasing was updating their Purchasing Guide, Elizabeth, Laura and I were involved. There is a
definite reduction of internal control resulting from this AB.
3 Contra Costa Fire General Comment
Purchsing needs to be responsive to other departments and
districts from a customer service perspective. Regular
communication, collaboration and helping to identify pathways
to execute purchases. If experiences with purchasing are not
positive, staff will get frustrated and find ways to circumvent
the process.N/A
4 Employment & Human Services
Familiarity with our Programs may be a challenge for the
Purchasing Agent and may require working with a department
subject matter expert prior to securing a PO.N/A
5 Sheriff's Office Pg 1 Consolidate nine (9) Administrative Bulletins in one single,
comprehensive Bulletin.Strongly agree.
6 Sheriff's Office N/A N/A Looks like a good change for everyone, increasing dollar limits and removing the CAO approval.
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